All right, guys, we're going to start now. Just a quick disclaimer before I start off. I do get easily distracted. So if you guys are talking, I'll probably want to listen to what you're talking about. So I mean, just hop and hand over the mic to you. But we'll try to keep it short and sweet so that we have time for our Q&A at the end of the talk because I feel like the talks are like an important aspect of getting the discussion going. But the most interesting discussion happens when it turns into an interactive session. So we'll try to bear with it. Today, we're going to talk about Cloud Foundry. We'll talk about OpenStack containers, open source, essentially everything that you've been hearing about over the last couple of days, stuff that you'll be hearing about over the next few days. And we'll talk about how it all comes together in a portfolio, in a product strategy, in our Healy on Development platform product. And we also have Aaron from my team here who'll work with me. He'll give a live demo of some of the aspects of the platform that we are going to be showcasing today. I'm Manav Mishra. I head up the Healy on Development platform product team. I have been at HP. I started at HP soon after OpenStack Hong Kong last year, so roughly like 11 months. I came to HP from Google. I used to lead product management for Google Analytics, and then prior to that, as you'll see from some of the animations in my slides, I used to be at Microsoft, so I know to use PowerPoint really well. And then before that, I was an open source developer at Intel, so kind of done the tour of the industry, and I'm at HP today. See, this is what I was talking about. So before I start off, I just wanted to quickly touch upon the core themes of a developer focused product. So when I started at HP, the whole essence of what we wanted to do was to create a product for developers by developers. And the core pillars of our strategy built around what I call the 3Ds, develop, deploy, deliver. And I just want to spend 30 seconds on the slide so that the essence of this message is loud and clear to everybody, and if you have questions, we'll do a Q&A about it afterwards. So it's about developing the cloud-native applications, developing applications which run on the cloud in an easy, seamless manner. Like oftentimes, when we think of user experience and usability of a product, we tend to think consumer. We tend to think the actual user experience. But when you're building a product that's catering to developers, the user experience for developers is the developer experience. And if there is a barrier to entry for developers to start building to your platform, you're not going to attract the mind share. You're not going to attract the ecosystem, which is key to the success of any platform. So develop is a key pillar. The second one is deploy. Deployment of cloud applications. A lot of you work in enterprises. A lot of you work with enterprises. Deploying an application to the cloud in the enterprise, depending on which stage of the cloud journey the enterprise is in, can be a very tiring process, can be a process that may take several days, several weeks. And some places, my own first-hand experience, a few months for a small change to propagate all the way to the cloud. So how do we ease the deployment of applications? It's the core pillar of what we are trying to do as well. And then finally, deliver. By deliver, what we mean is we are HP. HP, that's a lot of business with enterprises. I'm not standing on a limb when I say that HP understands enterprises really, really, really well. And that's been my learnings since I joined HP. So when you're building a platform for enterprises, you need to give people a tool to deliver enterprise-grade applications. So unless your platform is enterprise-grade and supports innately the development of enterprise applications, you're requiring the enterprise or the app developer to do extra work to take an application that's been developed and make it enterprise-ready. So one of the core principles was to have an innate experience which made any application being built to the Helion developing platform be enterprise-ready from day one. It took more than 30 seconds on this one, but it's very important. So that's why I spend so much time. And cool animation, right?  So everything that I'm going to talk about here should be motherhood and apple pie for all of you. You'll be like, yeah, this is exactly what we hear. Or no, maybe you're missing a few things here. So bear with me on this. If I'm missing something here, call it out when we actually do the Q&A afterwards. But the key challenges that I hear whenever I talk to enterprises, when I talk to people who run huge IT organizations, when I talk to CIOs and C-level executives in the Fortune 500 companies, HP has a presence in almost every Fortune 500 company, I think all of them, that exist today. The key things that I hear are the following. One, enterprises have one of everything. There's not a single enterprise out there which is all and on one particular vendor. Be it a hardware vendor or be it a software vendor.  They have different hardware, different vendors, different software, different types of databases, different application development models, different frameworks. And it's kind of like a cluster. But it is also a representation of how the enterprise IT organizations have grown over the last couple of decades. So they're looking for a solution which can span the existing infrastructure. No one is going to say, OK, I'm going to burn my infrastructure down and start fresh. The Phoenix story doesn't exist in the enterprise. So any new solution that comes to be has to fit in with the existing enterprise infrastructure. The second thing is vendor lock-in. I have kind of talked about my history. I've been on both sides of vendor lock-in. I've enjoyed being in a company that loved the solution of choice and the only solution of choice. And I'm here at HP building open platforms and open source. So having been on both sides of the table, let me tell you, enterprises do not like being locked in. They want a solution which offers them flexibility, which offers them sort of like a composable stack so that they can pick and choose things that they need. And they can leave things that they don't need behind. Very important, very important. And low total cost of ownership. IT organizations, as we know today, have a huge capital spend. They are the backbone of the organization. But at the same time, they're also a cost center. So there's a lot of justification for any kind of IT capital spending. But at the same time, they're expected to drive the organization forward. So the goals are kind of in conflict of each other, but that's the job of the CIO. So when you meet a CIO, you have to keep in mind that the guy is probably doing the toughest job that exists in an enterprise today because you have two conflicting goals which are key to your success, key to the success of the organization. So they want solutions which have low total cost of ownership. So this is where apps come into play. Because apps is the atomic entity for interaction, for transaction within the enterprise. Apps are cheap to build, easy to deploy. Apps have the maximum touch point with the organization. So think of Payroll, or HR, or any of the business critical or mission critical supply chain apps, for example, being HB. We understand supply chain really well. Apps is where the transactions happen. Apps are where the IT organization touches the human beings in the enterprise. And that is where a lot of innovation happens. So everybody, at the end of the day, you can build the best infrastructure in the world. But at the end of the day, the IT organization is rated on the quality of the apps, the quality of service behind the apps that are run on that infrastructure. And the problem with apps is apps are transforming. Like when you think of the model from the late 90s, early 2000s, we had the three tiered model of app development, then we moved to the virtualized model of app development, now we are talking cloud native. So there are different models of app development which are a reflection of the technology, which was in prime at that point in time. But today's world, like all the three models coexist. And again, as I said earlier, there's no magic switch, there's no on and off switch which can make the IT organization move from the world of yesterday to the world of today. So any solution that we define, any solution that we create has to support a healthy ecosystem where the three different models of app development can coexist. And that is where developers come to play. Because when you're talking about apps, you need developers and you need enterprise developers to build those applications. But even developers have changing needs. I started, when I used to be a developer, everyone followed the waterfall model. And when I left Microsoft, they still followed the waterfall model. And we did. But that was a reflection of boxed software. Because most of the software companies were building software that was bundled in a box. And you went to a physical store, and you paid money, swiped your credit card, and you got the boxed software, and you took it home or took it to work. But that model has totally changed. The software delivery model has changed. So as a result, the waterfall model is changing. Like everyone's moving to the agile model. Things that web-scale companies do today is what every enterprise aspires to do going forward. So I live in San Francisco. So in the valley, for example, Facebook, Google, where I was for a period of time, we used to change applications multiple times a day. Google Analytics, we would add features once a week. These are not big features, but these are small features. But that's what every enterprise wants to move to. That doesn't mean every enterprise will change the application in real time, 20 times a week. But they want to have the flexibility, again, to move to that model, to have that option available to them. So that when you want to change a web page on your HR website, it's not a two-week cycle. It can be done within hours, if not hours, within minutes. So developers are key. But developers have changing needs. First, developers want to do what they have trained themselves to do, what they have a passion to do, which is to write code. Developers don't care about deploying clusters and provisioning a database service or provisioning a messaging service or figuring out how OpenStack works. Because if they do that, they can do that. Like it's not something that they cannot do, but it's taking them away from their value add to the organization. And the more time a developer spends understanding how Cloud works, the less time he or she is spending developing the application that they have been hired to develop. So very important. Second, they want more abstraction. It's a follow-up point to the first one, where it's all about APIs. At the end of the day, about 10, 15 years ago, when the RESTful API system came to be, I used to be at Microsoft when we did SOAP. Don't hold it against me, but it was important back then. But developers like abstraction. They want an API to use to do easy tasks, to do simple tasks. They want their applications to be portable and flexible. So enterprises have hybrid cloud deployments. They have public cloud, private cloud, managed clouds, depending on the scenario, depending on the kind of application they're building. They don't want to be building specific applications for each type of cloud deployment. They want to build it once. And they want to have, again, the flexibility to run the application anywhere that makes sense, depending on the scenario, depending upon the user, depending upon the data that's being transacted. And then finally, they want to use the right tool for the right job. If you ask a developer to build a highly transactional database, likely they would want to use Node. So you cannot tell a developer that, hey, I want you to build this application which has high transaction. And I want you to build it in Python. Certain things, the laws of physics, they don't line up. So you want, again, developers to have the flexibility. You want the platform that you're providing to the developer to be polyglot. You want it to support a variety of languages. And the language choice is dependent on two things. The first thing is the nature of the application that's being built, like what language, what framework suits the application being built. And the second thing is the familiarity of your developer with the language of development. You want to give people the choice of picking the language they feel best suits their needs, best suits their experience. And then this is where IT meets developers. So once these applications are developed, you want these applications to be enterprise ready.  It goes on and on and on. So these are features that every application needs. But these are features not every application developer needs to build if the platform supports these features innately. So this ties back to the whole deliver aspect of our team. We had the three teams develop, deploy, deliver. This is where the deliver component comes to play. So we want to offer a platform to our customers, by which the developers can write out of the gate, build applications which are ready for the enterprise without having to think about things like scale and high availability or disaster recovery because you want these things to be innately provided by the platform. And open source platforms is a way of making that happen. Open source has, like you've heard this probably in five other presentations since yesterday. So I'm not going to spend a lot of time. There's a lot. And people here know open source better than anyone else in the industry. But there are pros and cons of open source. The cons of open source are things that we at HP have worked over the last decade, decade and a half, given our experience with Linux, given our experience with OpenStack. And we have used that to address the concerns that enterprises had. And as you can see, when the web came to be, a lot of the web today in the enterprise runs on open source, runs on Linux. And we have been able to move the enterprise forward, address the concerns that they've had with open source by providing support, by providing security, by building an ecosystem, and by maturing the technology, working with the enterprises. If we could do that for the web, we can surely do that with OpenStack. We can surely do that with Cloud Foundry. And that is where the Helion Cloud Platform comes to play. So Helion Cloud Platform is essentially two products. The first product is Helion OpenStack. People in this room are very familiar with that. Not going to spend a lot of time on it. We just released Helion OpenStack two weeks ago. It's built on the Juneau release. Everyone here understands HP's point of view on OpenStack. This is one of our biggest bets that we have made. This is one of the open standards that we are very passionate about. So I'm going to spend a lot more time about the development platform, because that's the product we launched the week after we launched Helion OpenStack. And that is what I'm going to cover in this presentation today. So I want to spend some time talking about the Helion development platform. And so Helion development platform has four components. The first component is what we call the application lifecycle service. The second one is the application services component. The third one is the marketplace. And the fourth one is developer experience. Again, it will all tie back to the three Ds I talked about earlier today. So let's focus quickly on the Cloud Foundry component. So a point to be noted, Helion development platform is not a Cloud Foundry distro. It uses Cloud Foundry in a very interesting and meaningful way. And it brings Cloud Foundry and OpenStack in a very interesting proposition together. So our Cloud Foundry layer is built on Cloud Foundry V2. It is a polyglot platform. It supports a variety of languages, a lot of JVM-based languages, Node, PHP, Endless. We are going to be including .NET support in it in the next few months. So we will have a truly polyglot platform for the enterprises. .NET, because a lot of people have done a service of enterprises. But when you look at enterprises today, a healthy percentage of enterprise developers are also .NET developers. And we cannot leave them behind. There's a reason .NET is prominent in the enterprise today. And any open platform, staying true to the principle of being a platform that offers customers choice, should be truly polyglot. Also included in the application lifecycle service is essentially, as the name implies, the maintenance and the management of the lifecycle of the application. This means developing the application, deploying the application, running an application, pausing an application, killing an application, stopping an application. Everything at the application layer is handled by that component. The next component is actually the most interesting part of the development platform product. It is where OpenStack meets Cloud Foundry. And what I mean by that is the development platform product also includes other meaningful OpenStack services. Sehera has an interesting example. Morano, as the higher level OpenStack services mature, they will basically come to realization in that layer. And what we have done on the Helion team is we have created an integration between Cloud Foundry and OpenStack. So Cloud Foundry ships with its own microservices. So Cloud Foundry has its own database service, for example. It's got its APIs. It's got its own service, which runs within the Cloud Foundry instance. But if you had Cloud Foundry running on vanilla OpenStack, then you were not truly leveraging the power of OpenStack at the application layer. So what we have done is we have actually plumbed the Trove APIs, the Trove service, to the Cloud Foundry database API layer through the service broker. So now any application which uses database as a service of the Cloud Foundry layer, by virtue of being written to the Helion development platform, which works on Helion OpenStack, automatically gets Trove as the database back-end. Our version of Trove, the one that we shipped 10 days ago, ships with MySQL in-box. And since Trove is a control plane-based service, any variety of database distros can easily plug into Trove through connectors. And you guys know this better than we do. So we have extensibility in the platform through Trove. We also did a lot of work on Trove to make it highly available. And we also built a disaster recovery into Trove. So as of today, our version of the development platform is the only shipping version of Trove with HA and DR built into it. We contributed the work we did back to the community. The Ptl of Trove works on Helion, works on the Helion development platform product. Staying true to our commitment to OpenStack, to the community, the work that we did with Trove is now, it's available upstream in Juneau. We plan to do similar things with messaging and other high-level services. Application services is also the layer where we see HP software services. So HP has a huge asset, a huge portfolio of software services like Vertica and Autonomy and 45. We see all of them come to realization in this layer as well. So as a developer, you have a choice between using things inbox or getting your own services or using HP software services. And that is what we want this platform to be. We see this platform as a composable platform which brings together services which are of interest to developers, which cater to developers because the target customer for this platform is the developer. The third component is the marketplace component. It's very important. So I run product management at Windows a long time ago. My learning, running a product team that worked on a platform which was the most used platform at that point in time, is that if you don't have an ecosystem, you don't have a platform. Imagine if you don't have, there have been several examples in the phone world where phones have come and they didn't have an ecosystem and that's why they went away. So the same thing applies to the cloud side of business also. If you don't have an ecosystem, if you don't have ISV partners, if you don't have platform extensions being built for you, then you don't really have a platform. You have a product that is by you, that is populated by you, and that is not open, and that doesn't offer the choice and flexibility. That is one of the founding principles of this product, by the way. So we have a marketplace built on Verano. Marketplace has two components. There are two types of elements that we see come to realization in the marketplace. The first one is what I call the add-ins and extensions marketplace. So an example would be, we ship Trove with MySQL in box. Say tomorrow an enterprise or a customer wants to use MongoDB with Trove. We don't include MongoDB for a variety of reasons, like at least we don't have it in the V1 of our product. Now through the marketplace, the enterprise can easily get MongoDB as the database of the choice working in conjunction with Trove. So that is the extension marketplace. That's the extensibility of the platform. The second aspect of the marketplace is what I call the finished apps marketplace. So now, say you are running the Helion development platform and Helion OpenStack in your enterprise, and you want a Drupal-based content management system, which one of your ISV partners has helped build and develop, and you want that to be available to your employees. So you want that to be available to your internal organizations, and how do you do that is through the apps marketplace. The last component is the most important component of the product. Because everything else is great.  But at the end of the day, we want developers to be building to our platform. And the way we do that is by focusing on developer experience. The way we do that is by making developer experience a key component of our product. And what we did for the V1, for example, we have an Eclipse plugin, which allows you to build, develop, and one-click deploy applications to a cloud of your choice. It could be a staging environment. It could be a production environment. So a developer can actually, a developer using Eclipse, can stay within the Eclipse IDE. And without leaving the IDE, it can own the whole lifecycle of the application. We have a portal for developers, we call it the Helion Developer Network, by which you can get access to all the documentation, all the APIs, sample apps, sample codes. You can interact with community, with a community building to the platform. We're working on a CI CD experience just to enable the Agile development model that enterprises care about, that web-scale companies have been doing for the last few years. And we are going to show a bit of a demo later today on it. And this is a key component. So the idea is we want to reduce the barrier to entry for developers. We want to make it as easy as possible for developers to build to this platform. We don't want developers to learn new skills or throw everything that they know and learn something totally new to build to a platform.  If you're a Java developer, you don't have to go learn the cloud, this magical thing called the cloud. You just have to focus on doing what you do best and just build your application to the platform using mechanisms and best practices that you have cultivated over the last decade or so. So that was the anatomy. We joined just a quick note on Cloud Foundry. I think a lot of you are familiar with this. Cloud Foundry came out of Pivotal, IBM joined Cloud Foundry after Pivotal last year, maybe roughly 18 months ago. We joined Cloud Foundry earlier this year as a Platinum Founding member. And there are seven Platinum Founding members today, as Pivotal, EMC, VMware, IBM, SAP, Rackspace, and us. And we see Cloud Foundry as the open standard of choice for enterprises, for the runtime, for the platform. And I also spoke about the work we have done in coupling Cloud Foundry to OpenStack, because otherwise what's the point? You can have two layers, not agnostic of each other, and not leveraging the capabilities and the scale and the magic of the layers underneath. And Cloud Foundry today has about 50, 60 gold, silver, Platinum members put together the foundation. We've been working on the foundation over the last few months. The foundation will be soon announced. And we're very excited about Cloud Foundry. And we're mostly excited about Cloud Foundry is because we see Cloud Foundry as a similar bet to what we did with OpenStack three plus years ago. We joined OpenStack as a Platinum Founding member. We contributed to the OpenStack community. We helped shape the direction of OpenStack in some places. We have five or six PTLs on OpenStack working on the helium products that I talked about. We want to leverage our experience, our understanding, participating in open communities, in open platforms, and open source efforts. And we want to carry that forward into the Cloud Foundry space as well. So the developing platform product, as I said, is where Cloud Foundry meets OpenStack. This is our core promise for the product. And this is something that we truly believe in. And you'll see a lot from us in the Cloud Foundry space going forward. So what do I mean by the integration between Cloud Foundry and OpenStack? What do I mean about the binding between Cloud Foundry and OpenStack? I already talked about Trove and the database APIs in the Cloud Foundry layer. That's an example. We are going to do something similar in the identity space with Keystone. The management space, you'll see a demo. What we have done is we have actually integrated the management of the Cloud Foundry cluster into the Horizon APIs so that as an IT admin who's responsible for the whole cloud, you don't have two different experiences. You can manage Cloud Foundry and OpenStack from the same portal, from the same experience. It's very consistent. It's one product. And because we see IAS and PAS as one stack, we don't see them as two different products from two different places, agnostic of each other. But there's more. So we also, dockers, containers, these are very interesting topics. Every customer I go talk to brings up docker and containers. And people keep asking me, what's our point of view on docker and containers? So what I, we are very excited about docker as a container technology. We see docker and containers as something which is necessary, but not sufficient. You can't just have a platform that only has containers and doesn't. It's totally agnostic of VMs and the virtualized environment. Because going back to my earlier point, enterprises have a lot of legacy. They have one of everything. And they want something, when they introduce something new into the infrastructure, they want something that fits in with their existing investments. Because no one's going to throw away the investments over the last decade or so and move to something totally new overnight, unless you're an enterprise which is just coming to be. So our V1 of the development platform uses docker containers as the deployment mechanism for the Cloud Foundry applications. So Cloud Foundry V2 innately supports a container technology, which is not docker. It's sort of the Pivotal's homegrown LXE-like container technology. In Cloud Foundry V3, codenamed Diego, which is going to happen sometime next year, Cloud Foundry is formally embracing docker as the container technology. A product which we shipped like 10 days ago includes docker today. So that's one of the things that in some ways are embracing docker as a container technology of choice for Cloud Foundry applications. We launched the product on the 23rd of October in San Francisco, and we also had an announcement then, which was we formally joined Kubernetes as a member. So we are working with Google and the Kubernetes community around container management. And we see Kubernetes and container management as an interesting emerging technology. And we're going to participate in it. And our first contribution to the community was a set up utility that would allow anyone to set up Kubernetes on top of Helion OpenStack. And that utility, if you want to try it out, is available on GitHub. Like, come find me after the stock, and I can point you to it. We're excited about both docker and Kubernetes. As emerging technologies, and we see them, again, being a composable platform, we see them as interesting elements of the platform going forward. So that said, I think I'm going to move to the demo now. Aaron, you're all set? Can everybody hear me? Yeah? OK. If I start mumbling, can you let me know? And monitor, for sure. Oh, yeah, yeah, I will let you know. OK. So when we talk about develop and deploy and deliver, it kind of makes sense to actually walk through it backwards. And what I mean by that is what I want to do is walk you through some of the services that we use to deliver enterprise-grade applications, talk about how they tie into the application lifecycle service, and show how we deploy in, or how we deliver and deploy applications within that service. So just a quick interjection here. So this is our live product that we just launched 10 days ago. Hopefully, the demo gods will be on our site today. They've been pretty good so far. So don't want to jinx it. But this is actually, like, the Helio Developing Platform running on our public cloud. And this is, like, live bits. There's nothing speech about it. So if it works, I appreciate it. I appreciate the demo gods. And if it doesn't, just bear with us, because it is live. And Wi-Fi has been interesting all day today. So if we have long pauses, one of this promise to do is best mind impressions. Yeah, sorry about that. I'm good at that. That's my value right. So our database service, again, is an implementation of Probe.  We want to provide this level of service and allow you to easily create databases within there that you could then just sort of manage as needed. So what I'm specifically talking about is within this, I'm showing you the database panel within the Horizon UI. And if I wanted to create a database, I could do it in a bunch of different ways. There's the standard create options of what size, what volume size. Right now, we support MySQL 5.5. There's also the ability to restore it from a backup that you may have scheduled with this service, as well as create a slave pair. And if you were to create a slave from a master, if you were to replicate from an instance, you would land that in a different availability zone. So out of the box, we're giving you high availability of a backing service. When we talk about the messaging service that's in beta, Cloud Foundry actually offers RabbitMQ connection, but it's a single node. It's kind of a toy connection, and it's unmanaged. What we're trying to do here is provide the essentials of a managed service. Unlike Cloud Foundry, what we actually have here is the ability to launch nodes of RabbitMQ clusters. And so the multiple, as we launch a three or a five node cluster, those are deployed across availability zones. So again, you get better availability and a higher level of management. You can also actually, one key thing about this is that Rabbit is actually integrated with Keystone. So since I created some of these clusters, my authentication into those clusters is actually built in, and I can add other people that are in Keystone as well. And just for context, Aronis Chandling is the inner IT admin right now when he's interacting with the CUI. I am. So I'm going to maybe flip a switch soon. But I wanted to actually talk about application lifecycle service. That's our implementation of Cloud Foundry. And what we've enabled within the application lifecycle service is the ability to easily instantiate Cloud Foundry clusters, easily integrate our managed services that I just walked through up into those clusters, and easily manage applications from within those clusters. I'm going to walk through all of that. So if I was to go through and create a cluster, I can actually use some of the services that I just walked through, the database service specifically at creation time. I can choose to actually create a new managed database instance, or I could actually use an existing one. So you'll see that these are the database instances that I've actually created that are highly available. So right at the bad at creation time, I actually get a database service that I can bind to that is managed. And by managing it, it's got high availability, with HA and VR related to it. That's right. That's right. If we go into one of these clusters, what we have here is a UI experience. And so the UI experience is really built around making these applications really easy to manage. What I mean by that is if we click into one of these, the first thing I can do is I can actually enable auto-scaling. So I can set a policy about when I want the instances of my application to scale in or out. And I don't have to worry about that as a developer. I don't have to pre-configure it or do some kind of scripting. It's built right into the platform itself. It can be conditional. It can be conditional, yeah. So right now what I'm doing is I'm setting the thresholds at which I would scale up and down. So I would scale down at the lower threshold, and I'd scale up at the higher threshold. And I've also set the instances that I would scale out to. I can also see the log stream of this application in real time. This is really useful if I make a mistake and things don't go well at deployment or if I just have a bug. I can also easily synchronize and collect this in a central logging service. So those are the management things that normally I'd have to stitch together and that I get for free as part of the platform. The other thing that this platform really gives me is the ability to deploy right now from my laptop up into the cloud. And that I think is really cool. That is usually the developer. All right, I've switched. I'm now the developer. And so what I've got here is a very simple application that I've written. It's very simple.  It's a node application. It's a chat application. And if I wanted to actually push this version out, I would use our Healing Command Line tool. And this tool actually asks me a bunch of questions to guide me through the process eventually when it wakes up. So I'm going to choose to deploy from the 15 net. And what that does, what I'm doing now, what it does for me is actually basically build a domain for me. I've got a couple more default questions. I'm not buying any services. And now the deployment starts. So it's actually packaging the application up and uploading it up to the cloud. And then you can see here it's actually stopping the application out there and starting it. I can go to the app panel. And let me get up to this application, which is a different one. And you can see it deploying here. So what you're seeing is there's a bunch of deployment, I guess, housekeeping going on. I'm pulling in dependencies at real time from external. Now I'm actually instantiating the service, loading it up, making sure it runs all the way to close to success. So I want to check that. And it looks like it just finished. So if I go over here, I've got a very simple node chat application. I can be like the only person chatting in. You like to go to that part of it? Yeah, I talk a lot to myself. And the thing I noticed when I put this together this morning was that I figured that Mono wouldn't like the background because it's very particular. So I did this on purpose, to try to stay calm with it. So what I'm going to do now, actually, is make a fix, a very simple fix.  There's another one. I'm going to save it. But because I know Mono's really particular, and because I want to actually comply with our dev team's best practices, I actually want to push this up to GitHub, because I want this change to stick around. So the nice thing about the command line, the healing command line, is that I can actually tie it into CI processes. So one of the devs on our team, Fani, is built. Right here. Right here. That's right. The things go along. I've been working on who I've been looking at. Has built a CI mechanism. And I've actually added my repo in this Node Chat repo. What I'm going to do now is I'm going to actually check in that style sheet change. I'm going to push it. So what I'm doing right now is I've actually made a change. I've checked it in. And our prototype CI application is going to actually pick that up. If I go and I drill into this, you can see that it's actually starting to build. So this application that you see is actually running on the GDN development platform opposite of a public cloud. So we are using a CI-CD application to control and manage the CI-CD process for other applications where it's on the same platform. It kind of awaits the very meta. But we were like, hey, we have to build a CI-CD experience. We just have to use our own platform. We have to use our own dot food. And this is what we have up and running today. Right. So far, the demo guys have been smiling. Oh, there we are. Oh, and then there's that. Sorry about that. You can see here that we're going through the same kind of building and staging stuff that you saw on the command line. And when we actually go to the, we can see that we're deploying as well. So I'm going to refresh this screen as well. And what I've basically done is by checking in my code, I've kicked off a build chain that deploys all the way back out to the cloud. And so occasionally we get a bit of a refresh, but see if this works. There it is. So it looks like it actually got all the way through. Let's check. Yes. And the color is fixed. And just because mono is particular, I just wanted to make sure that the color was fixed in the second panel. Oops. Sorry, mono. I blew it. I'll do that offline. But just to show you that we can go through an entire check-in and deploy cycle, that it's really easy to automate how we actually deploy things. And that the platform is actually taking care of a lot of the concerns that I would normally have to either script by hand or work with a large team to get in place. And just to add to our point, the CICD experience that you're talking about today exists in a public cloud environment. Enterprise developers do not have access to that today. And OpenStack, their platform, on-premise cloud being project-cored into an integrated component of our customer base, getting this experience to our enterprise developers is a huge feature. It's a huge win for not only for Cloud Foundry, but also for OpenStack, because the way we see the helium product line come together is essentially magnifying the scale and the greatest of OpenStack at the application there. Thanks, Arun. And so the helium development platform, as I said, is diagnostic of the cloud deployment that the enterprise may have. We see that as a software stack that we work in private cloud, public cloud, managed cloud. It's open source, an open platform built on a great open standard of OpenStack and Cloud Foundry. It's available for download today. We have a community version that you can actually go download and install it. Optimize for helium OpenStack. So in order to download the platform, you'll also need the helium OpenStack layer to enable some of the greatest of code and other services we talk about. And for those in the US, we also have a free layer trial motion available for the developers. So it's a 30-day trial in log into a public cloud. You don't need to set up anything. Within five minutes, you can be up and running. And you can take it for a spin. So that's it. I'm out of at hp.com. I'm free to share with you. I'm on Twitter. And it was over there. And if you want to learn more about the product, here's a URL. I'm not going to read it. It's too long. But you guys can find out. Just search for the helium development platform. And you should reach this URL. That's it. I'm going to end with my full slide again. And I'm ready to take questions. Please. The Cloud Convery command line, CF targets and stuff. Yes, you can. It's our own helium command line. It's like helium, TLI. Oh, that would be great. They'll be like, but it supports all the commands that Cloud Convery supports. We're giving them Cloud Convery to be able to run a container. Do we have a build file? Do we have a build file? Or both? Both. Because of the container, it's seamless. As a developer, you don't provision the Docker container. We take care of it for you. So when you push an application out, we create the Docker container. When you fill in the application, we destroy the container. The container management is seamless for the developer. There's a bunch of terrible setbacks, for example. You can fill applications and liners of your choice using the bitback support.


Yeah, my name is Sanne Janss, I work for Barking University Research Centre in the Netherlands and I'm coordinating the Golden Action Programme which is in support of global open data for agricultural nutrition, network to work on aspects of standards and probability, capacity building and impact evaluation. And we believe that we need to adopt an end-user driven approach where we really would focus on what the end-user or the beneficiary has to benefit from open data and agricultural nutrition and have to define a clear storyline before taking action. So the next phase, the next month we will be sort of scoping out what these actions and potential for impact could be on a couple of thematic topics as we call it that could be like genetic resources, food safety, pharma information and if we know what we can do there with open data and what will lead to an impact which audiences talk to which people will actually be the beneficiaries and who to take action then we can sort of design dedicated activities around interoperability standards, capacity building and impact evaluation and in the next years to come build a strong network that can really achieve benefit with open data.


breaking Patriots news, the Patriots finally have their offensive coordinator and it's probably not who you were thinking. The Patriots going with former Brown's offensive coordinator Alex Van Pelt, not Rams tight ends coach Nick Kaley like we all thought. The 53-year-old Pelt was Cleveland's OC from 2022-2023. Here are some more details about Van Pelt. He was also the Bill's offensive coordinator back in 2009. He was their quarterback in the 80s or 90s in early 2000s. He's been in the league as an assistant for 18 straight seasons, played nine seasons as the Bill's backup quarterback. All right let's deep dive this new era of football with Tom E. Curran for a Brewer from Sports Illustrated is going to be joining us pretty soon. Curran all three coordinators have been officially announced by the Patriots. This one though by far the biggest surprise. What is your initial reaction to Alex Van Pelt being named to the team's offensive coordinator? I feel better about it. No insult to Nick Kaley. I feel better about it than I would have if it was Nick Kaley. Alex Van Pelt has been a coordinator as you said for Cleveland since 2020. He cycled through a number of different quarterbacks including this year Joe Flacco bringing him in off the street and yes he's a very experienced quarterback but you still have to get him up to speed. They cycled through to Sean Watson down to backup quarterbacks and got them ready to go.  So that is an offshoot of the West Coast offense because Kubiak was with Mike Shanahan in Denver. So the Shanahan offense is really a precursor to Kyle Shanahan obviously and all that. And I know earlier in the week when we were talking about Nick Kaley and sort of the experience factor one thing that you and I definitely agreed on was we didn't love the idea that he didn't have any experience as a quarterback's coach. Yes. You know as Zach Robinson did you know this guy's been a quarterback's coach for Andy Dalton in Cincinnati Baker Mayfield and to Sean Watson in Cleveland and Aaron Rodgers in Green Bay. He's also been a running backs coach and an offensive coordinator. So the breadth of experience I think is something that's really going to benefit the Patriots. It helps so much to have somebody who can say Gerard I got the offense. Gerard I know what I expect from my offensive line coach. Gerard I got this with the wide receivers. This isn't working.  And we're going to bring you up to speed on everything you need to be brought up to speed on because I think it's worth reiterating time and time and time again. Four and thirteen accelerated everything. So Gerard has to learn a lot on the fly. So I think that this is again the trepidation I had with three rookie coordinators trend is vanquished a bit because he's also 53. Yeah. Us middle-aged guys. You know we can be good crutches. Well I mean I just like the experience factor. Someone who has seen football in a number of different places and like you said has experience and I know that this is just breaking. So I just want to know your inclination as to why all of a sudden this name at the last minute like I think there were 11 coordinators mentioned and named as interviews and then all of a sudden this guy comes out of nowhere. Did they kind of you know knowing the knowing Gerard and knowing the crafts the way you do. Was this sort of their way of okay let's put some people out there but this is the guy we have in our back pocket and we don't want anyone else to take us like why was there sort of secretive. I don't know if it was secretive as much as it was so the net was so wide and there were so many fish in it. We kept circling back because I think that we felt as if Nick Kaley would be the individual when I talked to folks down there he seemed to be the leading candidate. So we kind of I guess as media we ignored the fact that it's going to be somebody else and there were so many names to explore. But I think Alex van Pelt you know his experience and the fact that maybe Elliott Wolff general manager de facto along with Matt grow right now would look at him and say I've worked with him I like him and said this is a personality they'll fit but I think Albert just wanted in and he's much more plugged in on league issues he could probably give us a better Alex van Pelt. Yes, FMQV's Burt Brewer is here with us now Burt you just walked in fresh up a plane from the senior bowl. What is your reaction to this news that Alex van Pelt is going to lead to the Patriots offense? I echo a lot of what Tom said where if you weren't going to do this in a two pronged way and that was part of the consideration here maybe bringing a senior offensive assistant and a younger play caller. Alex van Pelt makes sense because he has been a play caller before and he can be a resource to your new head coach and I think there's another element to this that's really important to and I don't think that this should be lost in the whole thing. You know when you talk to people in Cleveland they feel like Kevin Stefanski wasn't the one who fired Alex van Pelt they feel like the Haslums and Paul de Podesta were the ones that did it because they didn't feel like they were getting enough out of Deshaun Watson and I know the reaction on that Brown staff they were shocked and they're a little worried right now and the reason why is because Kevin if you've been around him as a little bit more of a flat line personality Alex van Pelt was the glue guy on that staff the guy who was outgoing the guy who got brought people together the guy who was kind of the veteran sage you know like the the the person who unified everybody and in Jarod Mayo's first year as a head coach after the year that coaching staff just went went through it seems to me like having a guy like that could be really valuable but beyond what he just brings to the table from an offensive perspective. Yeah what does he bring to the table from an offensive perspective Burt what do you expect this offense to look like under out and I know that there are a lot of missing pieces but what type of offense do you think he'll bring what he's been in different types of offense is that's the thing you know and if you want to go back you look of course he was in Buffalo all those years ago as a younger coach and then he was in Green Bay for a bunch of years under Mike McCarthy and when he went to Cleveland it was now you're going to be ingratiated into the Kubiak Shanahan style of offense that's what Kevin Stefansky is running there and so like he brings a blend of a lot of different things and look I know a lot of people were looking at this and looking at this and saying get me Zach Robinson off of Sean McVeigh staff get me Clint Kubiak off of Kyle Shanahan staff this guy brings the same offense with him he has experienced in the offense he's been a coordinator in the offense which neither Zach Robinson or or Clint Kubiak have been and the other part of it you're probably not going to lose him after a year or two like I don't think people are going to be knocking down Alex van Peltstor to become a head coach so there's a better chance that this guy could be here for four or five six years than if you hired one of the younger guys. Hey Bert with him being dismissed in January I just cited the fact that they cycled through a number of different quarterbacks and to Sean Watson and Phil Flacco and the people in between why are you able to ascertain as to why would they have fired him you said it was perplexing anyway but what was the reasoning is that it's a Sean Watson. Yeah I mean I think that that's it Tom you know and really the way things work in that organization the front office does have power Paul Deepadestas you know when these things happen a lot of people do point to Paul Deepadestas being behind them look it's the investment in the quarterback they do not feel like they've gotten enough out of to Sean Watson. Now the flip side of that argument would be well alright so to Sean Watson didn't play great but they won with four different quarterbacks this year in offense they won with their fourth and fifth tackles they won without Nick Chubb like you look at the circumstances there and that's why I think so many guys in that coaching staff were blown away when they cleaned out coaches on that side of the ball and Alex being obviously at the top of the food chain there it's like what more do you want him to do given the circumstances most teams get down to their fourth and five fifth tackles and we saw it at times here the offensive line crumbles it didn't in Cleveland you get to your fourth quarterback a lot of times a season over it wasn't in Cleveland and on top of that they lost probably their most important player on offense over the last four or five years and Nick Chubb a lot of people in Cleveland were very very surprised that that happened but I think if you ask the people in the senior level that were responsible for it and they were honest with you they would tell you it's the development of Sean to Sean Watson as a Cleveland Brown you know we've all tried to sort of figure out who's going to be the decision-making head this sort of feels like an Elliott Wolf decision he worked with Alex van Pelt in Green Bay these are the two guys who have sort of been sort of marinated somewhere else and come in to this role so Bert how involved in this decision do you think Elliott Wolf was I think Elliott Wolf has influence now in the organization you know and the day Gerard Mayo was hired there were two guys from the front office that Robert Kraft and Jonathan Kraft brought into their office for a meeting one was macro which you'd expect because he was the director of player personnel last year and the other was Elliott Wolf and I think Elliott's going to have influence here and I I think the other good thing and one thing I can say you know I feel comfortable saying now Alex van Pelt's going to have some power over hiring on the offensive side of the ball which maybe you didn't give as much power to Bill O'Brien over that last year so Alex van Pelt may have the chance to bring in his own quarterbacks coach to bring in his own offensive line coach I think that can make a big difference too when you're trying to put it put together an offense if you're bringing in guys where you don't need to reteach them what there's what you're trying to do because I think part of the reason you know other than the fact that we never heard that they were interviewing out for this job that we're all a little surprised by this is some reporting that came out just over the last 24 hours or so from Boston Sports Journal's Mike Giardi who was down at the senior bowl along with Burt here's how the league sources describe the Patriots offensive coordinator job quote one their best playmaker is a sixth round lily putain yeah that's Gulliver's travel okay okay okay sure where do I sign up quote two where did what does Mayo want them to be I don't know that anyone knows the answer yet quote three the job looks worse on paper than it did here a year ago and Billy O'Brien took over current you're laughing why you laughing I just think the lily put it's always great stuff in colors travels Johnson's left it was a cartoon when we were young so I predate you by about 10 years you know I look at all that and I don't have really any quibbles with the unnamed sources and their outside view I think Albert you can look at this job and say wow what a bounty of riches here you have the third wide receiver and by the way you have the하겠습니다 Instagram, you have the man who has the big overall pick you got a blank slate you could put your imprint on that offense or oh my god they only have David Andrews Remandree Stevenson a third wide receiver those the only places on their offense they have a guy under contract who you can say this is a pretty good player so I do understand the hesitancy I swear I mean maybe I'm a the job, of course there's big questions from a personnel standpoint and I think the biggest problem is you've got issues at positions where you're either going to have to spend high-end draft capital or a lot of money. Tackle, receiver, quarterback those are expensive spots to fill and it's hard if you've got all three got issues at all three of those spots it's hard to fix them all in one offseason so it does feel like the offense where they are right now from a personnel standpoint this might be a multi-offseason build and you know if you're a young you know if you're a young rising coach and you're looking at and you're saying what's gonna get me to the head coaching job quickest then maybe you would look at this and say yeah I don't want a piece of that now if you're somebody like Alex van Pelt where maybe you've settled in and you're a career offensive coordinator you might look at it a little differently like Tom said.


Lecture 12, As-Salaam-Alaikum. Welcome to the virtual university's course on business and technical communication. In today's lecture, we'll be looking at how to plan business messages. You will learn to describe the basic tasks in the composition process. You will also learn how to define both general and specific purposes of your message, alongside testing the purpose of your message. We'll also talk about how to develop an audience profile and how to analyze the needs of your audience. We look at establishing the main idea of the message and selecting an appropriate channel or medium for transmitting a particular message to a particular audience. In the composition process, you will gain control over your message and the composition process should be flexible, not a fixed prescription of sequence steps. The composition process in which you compose your message should be flexible so that you can change it from your own meaning to the way you compose your message from your own meaning. You can do the steps from your own meaning. Not that all of them are in the same sequence and you are thinking that I don't have to follow these steps in the same way. The composition process can be viewed as 10 separate stages that fall into three simple categories. We will divide the 10 stages into three categories. But remember that these 10 stages are not in one sequence. They are in a specific flexibility. You can do the steps from your own meaning to the stage that you are in. The three categories are planning, composing and revising. But again, it doesn't mean that when the planning is done, it is completely over and you are not able to do anything when you are back on the stage of composing. Obviously, when you compose a message, you will also plan along with it. If you have already planned it, then you can still do it. Similarly, when you have done the entire message and you are revising it, it can happen that while revising it, you think that I have to write something else, compose something new and add it. Then you can come back to composing. Now let us see what are the other stages of these categories. In planning, we have four stages which are defining of the purpose, analyzing the audience, establishing the main idea and selecting the channel and medium. As far as composing is concerned, in composing, you will be organizing the message and then you will formulate the message. In the category of revising, come the actions of editing the message, rewriting the message, producing the message and proofreading your message. Now for all of these, for the actions, I listed the ten actions in all the three categories, you need to have very sharp skills and you need to basically overcome the fear of the blank page, especially when you are actually composing the message. Now in order for you to overcome this fear of starting to write a message, you need to talk yourself into being positive, use positive self-talk, pep yourself up, increase your confidence, think that I have to do this, what is the benefit in this and I can do it very well, etc. Do not let yourself be inhibited. When you are in front of a blank page, do not be afraid to write what I am writing and if you start writing, you will be able to compose a very good message. You should also know your purpose. If you know your purpose, it will help you in writing a good message and it will help you overcome the initial fear you have of the blank page. Also try to visualize your audience. Try to bring the picture of your students in your mind. Try to think who they are and if you think of them as humans, it will be easy for you to compose a message. You will feel that I am talking to them. Also create a productive environment. When you are composing a message, try to make your environment easier for you. It is very useful to make an outline a lot of the times. It is always good to make some kind of an outline, even if it is a rough jotting down of points. It helps you sharpen your message and take away that fear of the blank page. For some people it is good just to start. Some people might not want to have an outline. They might not want to just sit down and think about it or pep themselves up. Some people write better if they just immerse themselves into the writing and if they just start. A lot of the times you might just want to start writing and then come back to it and fine tune it. There are a lot of things that you might not have written all of a sudden but you have to change them in a special way. That is also fine. Every person has their own way of writing. Some people work better with an outline. Some people work better with a rough draft. It depends on how your ideas flow. For some people it might be more useful to write the middle part first and then come to the introduction and the ending. Also try to push all obstacles aside. Start with the easy things. Don't deal with obstacles. The obstacles will get solved by themselves. Technology is a very useful tool in the composing process and it helps us greatly if it affects the composition process a great deal. For example Microsoft Word increases productivity and effectiveness by streamlining the process. In Microsoft Word type packages we get a lot of easy things like spell checks, grammar checks, dictionaries which are very easy to write. If we are getting some weak messages we can rely on them a lot. Now this technology has become very easy. Also you can collaborate. In many organizations the final piece of writing is a team effort. So a lot of times you might be writing with more than one person and for some pieces of writing there may be more than one writer working on a document. So you might not be the message that you have written. You might not go out as you wrote it. Other people might have worked on writing that message as well and you might then collaborate at the end what you all have written or you might sit down together and write a piece of document. So that also is one way of writing business messages. Now also it's very important to schedule your time properly. Allocating your time is very important.  So it's important that you stick to a schedule and you know when you need to finish. You set yourself some parameters especially when time is short. You need to be very then quick in producing your business message. Now something that will help you greatly in organizing your message is defining your purpose. The purpose of the document helps you decide whether you should proceed or not. Maybe looking at what the purpose is you might decide that you don't need to write a message for this purpose. It might just be better to communicate orally. So it will help you if you know the purpose then you can actually determine whether you need to proceed with writing this business message or not. You also if you know the purpose you will also know how to proceed. What type of medium to use and we'll be looking at that medium and channel later on in this lecture. You will also decide how to respond to the audience, which information to focus on and as I said which channel or medium to use. So all these things once you know the purpose then you can decide. You can also decide how you will actually go about it. Do you want to start making an outline or do you want to start with just writing down all your ideas in paragraph form on a blank page. So all these things will be determined largely by your purpose as well. Now why really do you need a clear purpose? We talked about purpose. What exactly let's have a look at some examples why we need a real purpose. Suppose your boss asks you to write a memo describing the company's policy on vacation time. Now this is a fairly broad topic. The company's policy about vacation it can involve a lot of things. It can involve a lot of different people who will be affected by the policy. Now you need to decide what you have to say and knowing the purpose of your message will help you make important decisions about it. If you know that this message is going to go to who it's going to go to, what the purpose is, will it actually be used to determine a policy, will it be used to make a decision about maybe a change in policy and existing policy. All these things will help you determine how you will actually go about producing the message. Now earlier we talked about the fact that knowing your purpose helps you decide whether or not to proceed with the message. Many business messages have little practical purpose and they should not be composed at all. It would be better to just pick up the telephone maybe and portray that message and convey that message rather than actually going through the effort of writing it down. Or sometimes since they have little practical purpose at that point it might be more useful to put them on hold for some time and then compose them when you have a more practical purpose for them. The purpose might be very vague, it might not be something that will be put in effect so it might just be better not to compose a message at that point. When talking of the purpose you also need to respond to the audience. If you're not certain that your purpose in composing a message is compatible with the audience's purposes then you're likely to deliver irrelevant material. So you need to know the audience's purpose for reading the message and then you can actually deliver the right type of material in your business message. You also need to focus on the content. If you include extra information in your message you're likely to overload the reader. On the contrary if you include very little information in your message you're likely to be providing scanty information and the audience's purpose might not be fulfilled. Also when we talk about establishing a channel and medium you need to decide how the message is going to be conveyed to your audience and that's why the choice of channel and medium has a direct relation with the purpose. It has a direct influence on the purpose. For example, writing a message for a whole department it would most likely be more feasible to email it because it's easy to distribute rather than printing out hard copies of the document in this day and age. So depending on who the audience is, what the purpose is you will determine the channel. If obviously if it's a report that you have to write for your boss and your boss has specifically asked for that report then you might want to print out a hard copy and give it to him so that he can read it and keep it with him and maybe make notes on it. But we'll look at that in more detail as well later. Now the common purposes of business messages are either to inform or to persuade or to collaborate. These are basically the three main purposes of business messages and beyond having a general purpose like informing, persuading or collaborating your message might also have a specific purpose and to determine that specific purpose just think of how your audience's ideas or behaviour should be affected by your message. A lot of times you have to inform for example this is your general purpose but there will also be a specific purpose in which you have to inform and why you have to inform. There has been one more specification so keep in mind that you will compose your message. For example the general purpose as I said could be to inform. The specific purpose could be to present last month's sales figures to the vice president of marketing. There are both purposes but first you generally know that you have to inform. That is an overall picture. You have to tell your vice president something and specifically what exactly you have to tell him are the sales figures of last month. Similarly, if the general purpose is to persuade then the specific purpose might be that you have to convince your marketing director to hire more software engineers. So again you have a general purpose which is to persuade and the specific purpose is that you need to convince your marketing director to hire more software engineers. Similarly, if your general purpose is to collaborate then the specific purpose might be that you want to help the personnel department develop a training program for new members in the software team. So depending on what your general purpose is your specific purpose will obviously be related to that and it will help you focus on your business message. Now how would you test your purpose? Would you need to see if your purpose is realistic? If your purpose involves a major radical change you need to go slow as most people resist change. If obviously if your purpose is to convince your marketing department to hire a lot of new people then your specific purpose can be a radical change. So maybe you need to gradually convince your marketing director that you need so many new people because obviously due to that the company will have a lot of expenses and administration costs will be involved etc. Or maybe if your purpose is to get some people out of the company then it will be even more difficult for you to persuade them. So depending on what your purpose is you need to organize your message in the same way. And accordingly you need to see if your purpose is realistic or not. Whether you are going to tell something or not whether you accept it or not and accordingly you need to organize your message. You need to see if the purpose you are going to convey or the message you are going to convey is the timing correct or not? Is it the right time for this type of a message? So that's why timing matters a lot. An idea is more likely to win approval if for example profits are up for a company. If your idea involves some kind of expansion then obviously if the company is not doing very well then your management is not likely to accept your idea. If also if your message is trying to persuade or convince your readers to do something which involves cost then also it's more likely to win approval if the company is doing well, if the profits of the company are up and therefore you need to keep timing in mind. It's essential. You also need to see how receptive your reader is going to be because of the particular time that your message is being conveyed. So keep that in mind. You also need to see who is delivering the message. Is it the right person who is delivering the message? If you do not have a lot of leverage in your company then you might not really be the right person to convince your management to increase costs for something or to expand. If however you have a lot of leverage if what you say holds great weight you are somebody of importance in a company then even radical ideas that you are giving across in your business message will be accepted. So the person who is delivering that message what is his own standing? It is very important. Some people have more leverage in organizations so they have a better shot at getting the purpose achieved. The purpose is achieved more easily because they are more easily accepted in the company. Some people are accepted with difficulty so the purpose of the message is achieved with difficulty. For some reason if you are in such a situation that your boss does not listen to you or your colleagues do not listen to you then your purpose of the message will be a little different in achieving it. So you will think and compose your own message that I will be different so I will write it according to someone else I will write a direct message. Also you need to see if the purpose is acceptable to an organization. As a representative of your company you are obligated to work towards its goals. Whatever the goals of the company are you need to be loyal to those. So if the purpose of your message is something that is not going to be acceptable to your organization then it might be better not to write that message. Or it might be better to modify the purpose of your message if it is incompatible with your company's goals. When you are analyzing the audience and you are talking about the purpose of the message when you are talking about the audience and you are analyzing the message and you are looking at the audience then you need to ask yourself a question. There are some key questions that you need to ask yourself about your audience.  What is their level and what is their company standing and what is their standing with you. What is their probable reaction to your message? How will they react to your message? Are they likely to react in a positive way? Are they likely to react in a negative way? If you feel that they will not accept your message so easily then you need to keep this in mind when you compose your message. And also how much do they already know about the subject? Obviously if you feel that your audience knows a lot about your subject then you have to give little background information. But if you feel that they do not know much about your subject or what you are writing about then you need to give some additional background information so that they become familiar with the subject. As much as they are familiar with the subject which you are writing about then you compose your message. And also you have to see what is your relationship with them. Your boss and employee relationship or your colleagues relationship you are the same level managers or you are in senior position and you have a new junior position. This will also affect the tone or content of your message. When you are analyzing the audience you also need to determine the size of the audience and the composition of the audience. How many people are there in that audience? How many people will read your message? And who are they? When we talk about the composition of the audience we talk about who is the audience composed of? Who does it consist of? So you are writing this message for one person or for ten or a hundred people and who is involved in those ten or a hundred people? Once you have identified that you need to focus on the common interests of the audience. But also you need to be alert to individual concerns as well. So the message you want to write for one person is very easy because there is only one person who is going to read it. But when you want to write a message for a big audience then you need to write according to the audience all the people in that audience need to look at their common interests and their level and according to that they need to understand and react positively to it. And also you need to keep in mind which of these people can react to what kind of questions can arise in their mind about your message. So it becomes more complicated when you are writing for a larger audience. Obviously you need to keep their concerns in mind and you need to keep their common interests in mind. So you have to look at the general level and the individual level as well and that sometimes becomes slightly complicated. When you are analyzing the audience you also need to identify the primary audience. The point is that your message is more than one and you need to define who is the primary audience and who is the secondary audience. The primary audience means the first message and for whom the message is most important. The secondary audience for whom the message will go but maybe they themselves don't take action on it because the message is going to stay in their knowledge and it is not of their primary interest what you have written but they need to be aware of what you have written. So you need to identify within that group of people who will be your audience you need to identify who are most important to your purpose. For example if you have to convince your boss like we said to hire new software engineers and your message is also going to your boss and if you are a manager your managing director and all the other managers who are with you and all the software engineers who work in this company your primary audience will be your managing director and maybe your managers because your MD will consult the other managers in the management meeting whether we hire more software engineers or not but your secondary audience are software engineers who are hired first they will not have a decision they will not take any action on your message but they need to know that this is going to be an addition or an increase so therefore you will write your message and compose your message in such a way that it is understandable and it is of interest to the secondary audience as well but you will write it primarily for your primary audience and focus it to their needs you will also estimate the audience's probable reaction if as in this example if your MD and managers and your software engineers are going to be reading the report or proposal that you have written then you need to gauge, understand how they will react and look at them individually how will the MD react how will the managers react depending on what their interests are and how will the software engineers react to what you are proposing on what you are trying to persuade your MD of each of them might react in a different way because each of them will have their own personal individual and organizational concerns and agendas so you need to have a fair amount obviously you cannot know exactly what everyone is thinking but keeping in mind their roles and how they are most likely to react you will then compose your message in such a way for example if you feel that your audience is going to be skeptical then maybe a gradual approach and plenty of evidence is required if you feel that your message will not be accepted very easily the people who are going to read will have a lot of questions in their mind gradually they will send their message first they will make a background you may need more than one message first you give a background then in the next message you show your actual message or your idea later and for that you will need more evidence for example why is it important that we hire so many software engineers who are existing engineers why can't they complete our work load and what is the need to hire new people if you feel that your audience is not skeptical then you need to give less evidence then you need to give less evidence you also need to gauge the audience's level of understanding how much do they know how much are they likely to understand what you want your message to be if you and your audience share the same general background you can assume that they will understand the subject without any difficulty if however you and your audience share different backgrounds you are a technical person and they are a management person they might not know the technicalities of what you are talking about then you will need to tailor your message in such a way that they find it easy to understand what you are saying if you yourself are not a manager but you are a software engineer and maybe you are a manager but your background is technical and in your report all the technicalities in how many hours the existing engineers are doing this much work and in that you are using the terms of engineering so maybe your other managers or your MD who are not an engineer will not understand my details but when you explain them in man hours so you need to see what is your audience and what is your understanding is your technical background and you need to convey and communicate your message you also need to in your own mind define your relationship with your audience are you communicating with people inside the organization it is obvious that your internal communication inside your organization that communication that communication will be very different from the communication you are talking to people outside who do not work in your company your internal communication at times the internal communication may be very informal however any external communication that you have will always be formal because you are representing your company to the outside world you are actually sending your message outside the boundaries of your organization so you need to keep that in mind as well there is a lot of communication which is both internal and external you are writing for your MD but maybe the company's advisors or consultants or accountants who do not work in the company they are related to the company but they are not a part of the company and then you have to make sure that you do not put any confidential information because you know that people outside will also see it so these things are important and also your relationship with your audience what is your credibility how much credibility do you have with the people who are going to be reading your message do they think of you as a person whose word holds a lot of weight are they more likely to believe what you say are they more likely to accept what you say without question or are they likely to question you because maybe in the past things you have said have not been very acceptable or things that you have said in the past have not been very feasible are they likely to reject your proposals because generally your proposals are way off the mark are they very likely to accept your proposal so every time you give a proposal the company has had benefit by accepting that so if you have a lot of credibility they are more likely to accept what you are saying without having to ask any questions when you are defining the message when you are writing down the message composing it, planning it you need to satisfy your audience's information needs as well what does the audience want to know when they are reading your message every time a reader is about to approach a message they have some preconceived ideas and notions in their mind and they are looking at a message because they want to know something from it if they don't need to read that message then they should never look at it so always keep in mind that the readers they are trying to gain from your message they feel that by reading your message they will get some information so keep in mind what kind of information they are looking for from your message and also you need to keep in mind what does the audience need to know the difference between want and need is very important your audience may want a lot they might want to know a lot of things but what exactly do they need to know you might not want to tell them everything you might not want to give them all the information maybe you just want to give them that information whatever they need if they want that information they get it but whatever they need they get it so keep in mind what they want and need you also need to see if you have provided all the desired and necessary information desired information what they wanted necessary information what they needed and if sometimes what may happen is that as I said you might not want to provide all the desired information because it might be reaching confidentiality it might be putting you on a weak turf it might be making the report too lengthy etc so have you provided all the relevant desired and necessary information you also need to be very sure and check if the information you have provided you do not want to be in a position where you have given information which can be proven false which is wrong so it is very important that the information you have provided is accurate, absolutely correct and it is not a doubt that the information you are giving is wrong because whenever you are writing a report remember that the information has been confirmed always check your information double check so that there is no mistake also keep in mind that you need to emphasize information that will be of greatest interest to your readers when you are giving a message it might be more than one idea so the most important thing for your audience you should emphasize in your sentences, in your paragraphs the most important information should be written in such a way that your readers get the information easily and they understand that this is the important thing and the rest are related to it now when we talk about what the audience wants to know for example if there is a vague request you can restate it in more specific terms precisely if someone has asked for information from you then you should communicate with them by writing orally in the details what exactly you are asking specific information what you want for example if you are working in a computer college and you are asking for student information now you may have 10 different courses or different levels if you are an undergraduate or a postgraduate you can ask your audience if you need postgraduate or undergraduate courses then you will communicate with them it is important to get them to define their needs they might want information but they haven't given you what their needs are so you need to get them to define the needs if there are any unstated questions there are things that the audience or the reader has not asked you directly but they are unstated in the communication then you need to anticipate those a lot of the times you are the one who is initiating the communication it is not necessary that you are asking for something and as a result you are communicating it is very important that you initiate the communication so you have to see which questions that can arise in the reader's mind and first include their answer in your communication any additional information that you feel might be helpful you need to include even though the reader has not asked for it specifically but that doesn't mean give irrelevant information only information that you feel is going to be useful to this reader also when you are looking at the information needs of the audience think have you provided all the desired and necessary information we mentioned this earlier you need to test the completeness of your message when you are asking yourself this question and you want to make sure that it answers all the important questions of who is the reader and what they are wanting when is the message being written where what is the context in which the message is being written why is it being written and how it is being communicated so you need to make sure that you can answer all these questions and therefore fulfill the information needs of the audience accuracy is important you need to make sure that the information you have given is accurate also make sure that the any commitments you are making in your message are those that can be kept do not make any promises that you feel you cannot keep if you are promising something in your letter or report that I can do this for you then write the same thing that you are sure of because if you promise something like this then your credibility will be ruined also check that the information is actually emphasizing the points of greater interest try to figure out what points will specifically interest your audience and then give them more attention by either placing them in the beginning of the paragraph by formulating your sentences in such a way that the reader cannot find the message find the main idea or find what it is that you are trying to say what points you are trying to emphasize then your message becomes incomprehensible so make your message easier to comprehend try to formulate your message in such a way that the reader is easily able to find information that they want devices that make your message easier to comprehend include summaries overviews headings, lists, enclosures appendices, handouts, charts graphs etc so all these things are devices that will make your information more accessible to your reader if one thing is a very complicated aspect in which numbers are very involved or there are a lot of facts and figures then that thing may be applied as a table then the explanation that you have given in the paragraph will be easier to understand similarly if you have any information that you feel that by putting this information in the middle of your report this information is important but it is not so important because the audience attention is excluded from the main idea so you can put that information in appendix and in your text you can reference it in brackets there are a lot of devices that you can use to make your message comprehensible to make your reader easier to understand it is important for your reader to understand what is your main purpose to write that message and what exactly do you want to tell them the whole report will think what was the real purpose so the main idea is very very important it is the hook that sums up why a particular audience should do or think as you suggest your idea until it is not clear your audience will not be convinced but they will not be swayed by your idea or your suggestions in order for you to establish the main idea and for yourself to understand what your main idea is you would need to brainstorm think clearly maybe make a list of all the ideas that are coming in your message and pick out what is the key idea the main idea that links all those ideas together what is the thing that you are trying to convince your reader of because unless you are clear in your mind what you want the reader to pick up the reader will not be clear and your message will not come across well so it is important that the main idea the key point is first of all clear in your own mind and then it is communicated well to the audience a lot of the times we have a general main idea we know that we are going to write about a general topic because we want a particular action to be taken but we cannot focus it enough you should make sure that your main idea is geared to the length of your message you are not talking about something in such broad terms that the receiver cannot understand or cannot pick out what specifically you are talking about if you are going to be talking about income tax that is the general subject but your main idea could be talking about particular changes in the income tax scheme that are affecting your company and how your accounts department needs to deal with that so that then would be the main idea of your message you need to limit the scope whatever is your main idea narrow it down instead of being very broad narrow it down and your message would end up there now coming to the appropriate channel and medium as we talked about it is important because obviously how the message is being communicated affects how the message is received the medium can be oral, written or electronic depending on the purpose and depending on the audience as we talked about earlier now an oral medium what we are talking about that is best when you want immediate feedback many times we are telling something and immediately we want to answer it so it is not better to write because as long as you write the reader may have to read it after a day or two and then it takes time to answer if you want to do it immediately because you have to act on it in such situations it is better to speak and if you want to record then write it in writing sometimes the message is very simple it is a simple thing it is not necessary to complicate that it is written in a written message so it is easy to talk about it many times you may want to talk about it in your company but you don't want it to have a permanent record you talk informally you want to keep it off the record for a lot of reasons maybe for confidentiality maybe because you don't want other people to read it or because you don't want it to come on the record because it will affect your promotion or the way other people perceive about you perceive you etc and then you might just want to communicate orally also sometimes it is easy to assemble your audience if you are communicating orally if you are talking in the office you have to tell a lot of people sometimes it is easy to tell them that you are having a meeting instead of sending a different memo also a lot of the times in business situations you want to encourage interaction when we give a written message it doesn't direct to you if you talk orally your interaction is direct many times you want to give a message like this I can interact with those so that you can see their reaction they can see your reaction sometimes it is because the message is such that it might create misunderstanding if you give it in writing that is why you might want to interact sometimes the message is such that it is good news and you want to give it in person because you want to see the positive reaction of the receiver and that is why you want that interaction so there may be many different reasons for why you want interaction but if you want to encourage interaction then you will deliver the message orally sometimes it happens that if you want to give a message to more than one company then you want to call them so that they interact with each other and they will give you a written message you will give a message in writing when you don't need immediate feedback it is not very important that you get an answer so you will give it in written form sometimes if your message is very detailed and complex and you feel that there is a chance that sending the message orally might cause confusion then you will make sure that the message is in written form sometimes you might want a permanent record you have to put that in a file you need a permanent record because you can ask someone if you want to show it to someone then you will write it if you are trying to reach an audience which is far away from you you might want to use written message this could be in the form of letter email, you might want to fax a report you might want to post it courier it, whatever but it will go in written form also if you feel that the message will go to another and giving it orally might distort the message what you are saying may change because it is better to write it so that there is no mistake now electronic messages is something that we have now and we use very frequently it is a very common form of communication we make reports, presentations send them to people electronically and obviously we have emails which are sent electronically anyway electronic communication is best when you don't want immediate feedback but you want speed you might not want whoever is reading your message to give you feedback on it immediately but you want them to read it immediately there is one thing you have said that you will get feedback immediately then you will do it orally but what you want to tell you want to tell it immediately but if the message comes to you after a few hours then there will be no difference then you will use electronic communication you might not want a permanent record but you want to overcome time zone barriers it is not necessary that you want a permanent record because in electronic communication it is not permanent because it can be changed you have sent something it will not have a permanent record because the person who is reading can change it the word document the person who received the message can change it and file it so it will not have a permanent record but you may want to send for example if you are sending from here to America you work in your day and you cannot wait that you come to the office and call your American colleagues then you will send them an electronically message so that they will come to the office and you want to again as in written messages you want to minimize orally distortion by saying the word as we said earlier things can change and you will give it in written form electronically so basically in this lecture you learnt how to describe the basic tasks in the composition process you learnt how to define both general and specific purposes of your business message you learnt how to test the purpose of your message how to develop an audience profile how to analyze the needs of your audience and also how to establish the main idea of your message you also learnt how to select an appropriate channel or medium from a particular message to a particular audience in the next lecture we will look at how to compose business messages until then Allah Hafiz


Just leaving last voyage of the Demeter. New Dracula film. I liked it. Thought it was pretty good. Not amazing by any means, but definitely entertaining. There's some good gore. The movies rated are. Some decent jumpscares here and there, but for the most part it stays away from that. It just has a very good vibe, a very good feel to it. Creepy boat action going on. A lot of storms, a lot of night time shots. Decent amount of kills. Dracula looks solid. Sometimes he's a little fake on the CG side, but for the most part really great design. Like the old school feel to it. Feel free to subscribe to my channel if you want to hear my full thoughts on the movie.