These students in this module we're going to talk about horticultural and agricultural societies evolving from hunting and gathering and pastoral societies towards horticultural and industrial societies. About 10 to 12 thousand years ago people started or people began to use the hand tools to produce their own food instead of collecting and gathering the food from their environment. So by using or by making those tools human beings were being able to be more productive and more creative to collect or to produce their own foods. So these societies can also be distinguished or be understood based on their economic needs as well as their social organization. So for the economic needs societies marked by relatively permanent settlements because they have been involved in the agriculture so they needed to be permanently settled in the spaces or in the geographic area where more water was available to keep agriculture definitely depends on the availability of water and fertile land. So these societies people began to be relatively permanently settled in the areas where such resources have been abundantly available so that they could produce their own food. Production of domesticated crops started and then the social organization also started to begin very complex in a way that people learned how to produce the surplus food which could have been stored by using different mechanisms and techniques and the elaborated devion of labor began to be emerging as compared to the society in the what have been observed in the hunting and gathering societies. So different occupational roles like former traders craftsmen begin to emerge during that stage. So examples of societies like we can see in our villages or maybe in the tribal regions where people still have very simple technology to produce their food they are not depending on the on the latest modern technology to produce their food. So maybe we can still find these people around those areas those remote areas where technology is yet to be available. When it comes to agricultural societies these societies used the technology and domesticated animals to produce more food for instead of using the hand tools they were more apt to use the technology which was more complex as compared to what was available in the previous societies. So definitely the based economic base was important to produce such technology because as the societies became more complex because of the increasing population, human beings were in need of more food and to produce more food they needed to have more technology or the complex technology which could which could be available to for the fertile land to produce more food. So livelihood dependent on the elaborated and large-scale patterns of agriculture and increased use of technology for more food production. In this society the caste system began to emerge where differentiation or the sense of identification have been by the specialization of your tasks like the farmer in the agriculture society has his own specialized task whereas the barber would have their own specialty. Examples we can see even in today's Pakistani society in the rural areas where you would find different people with different specialized tasks not everyone is engaged in collecting or making food but people begin to sense that we can do much more than merely producing the food because we can now have more time thanks to the availability of technology to produce more food by using the less labor. So now we can see that people are having enough resources as well as much more time to be engaged in other tasks I mean other than the collection of food other than the security and other than producing the shelters.


This is important to understand that at times the therapy is not only being given in individual setting but it is being given to a group. While talking about group therapy, psychologists describe an onset of the roles and responsibilities of all parties and limits to confidentiality. Like in the case of group therapy, the psychologist would not be concerned only with the stake of one individual but rather to all the group members because each individual is as important as every member of that group. So like whenever we are going to give the group therapy, we have to see the group dynamics as well. We have to see in which setting we are providing the therapy to the group and each individual will have the same stakes as the individual in a single individual. So we just cannot undermine the importance of group therapy over individual therapy. Rather in some cases, the group therapy is more influential than individual therapy, providing therapy to those served by others. Psychologists carefully consider treatment issues and the potential client's welfare to minimize the risk of confusion and conflict. Sometimes if the patient is already under treatment by another psychologist, for some reason, due to his relocation, his health issues or any other problem, in the case of death, he has to shuffle the client. We are giving him part in a new group therapy where the other members have already settled and a new member has come in. So we have to see if he has to face any conflicting situation just because he is becoming a new member to that. Or if he is in an uncomfortable situation, if he is facing any role conflict, or if he has prior learning experiences, if he is doing any hurdle with this learning experience. So we need to see if we should review this as well. If we include someone else's client in the group therapy, then what can be Then when we talk about the intimate relationship, we need to be very careful while we are looking into group therapy. For instance, when we are looking that the current clients are in process with us, we need to be very careful that not any kind of intimate relation may be developed between the psychologist and the client. Because while doing the therapy, this would be highly unethical to develop any kind of intimate relationship with the current client. Sexual intimacy with relatives of current therapy client is equally highly unethical as far as the client themselves are concerned, or the clients who are their past clients or their relatives, this is equally unethical for all of them. So psychologists do not engage in any kind of intimate relationship with the close relatives, guardians and significant others of current clients. Then intimate relation with former therapy client is also not allowed to be practiced as such. We can say that at least two years after the discontinuation of or cessation or termination of therapy and considering other important factors such as the nature and duration of treatment, the current mental state of the client and impact of the decision on clients. We have seen different movies which are being based on this very principle in which it is shown that therapeutic intervention is a long time relationship and at times personal infatuations or relationship development chances are there, so how can we carefully tackle this? And they are the different movies which address this issue and they provide the technical review over it that how can a therapist avoid getting himself into certain such conflicting situations. Then interruption of therapy, when entering into employment or contractual relationship, psychologists make reasonable efforts to provide for appropriate orderly resolution of responsibility for clients and patients and their care in event that employment on contractual relationships ends with paramount consideration given to the welfare of the client and patient. So you know this is very, very important that when we have to terminate his cessation, we have to keep the welfare of the client in front of him. At times we understand that this case may be going to give therapy for 15 weeks, but after 12 weeks you feel that there is no need. So there you can keep the welfare of the client in your mind, keep his cessation early. But in certain circumstances where you feel that you need to go beyond the 15th session and maybe it will take 20 and 22 session, the welfare of the client is not to try to save his fee, but to give him proper therapy, keep that session continued. However, the client may be taken in advance in confidence that we are doing this decision for his welfare. Then terminating the therapy prior to the termination, psychologists provide counseling to the clients and suggest alternate services as appropriate. Termination can be take place if it becomes clear that the client or the patient no longer needs the services and it is not likely to be benefited. Like Hum, a therapeutic intervention me assess that specific technique in which the therapist is expert is not benefiting the client. So we can suggest that we should do an appropriate reflux. Rather than looking at the client and have no benefit of that therapy. And then if the client or a person with whom the client has relationship, threaten the psychologist. So in other way round, if it is not going to be in the welfare of the psychologist or the relationship with the client, the psychologist is threatened by any means, he has or she has all the legal right to terminate the therapy and refer the client to some other person. So basically the termination of therapy involves the welfare of either the client or either the welfare of the psychologist. This is important that we have this decision appropriately. Soon after we are going to diagnose that therapy is not beneficial for anyone of the persons who are included into that formal contract of counseling and therapy.


This is stock number 9407. We are here at Summit Automotive in Fond du Lac, Wisconsin. You're new and used heavy-duty truck headquarters. Today we are checking out this super clean 2016 Chevy Silverado 2500 crew cab short box midnight edition. From this HD video you will be able to tell that this truck is extremely clean all the way around. Front sonar, no dents or dings on that front bumper, has the Z71 grill, projector lamp headlamps, factory fog lights, has open country, toil, MT tires. These are 35 by 12 and a half R18s and these front tires look like they have about 50% of the tread block, frame and underbodies and really nice condition. We shoot all of our videos in 1080p so if you have HD capabilities on your computer tablet or smartphone device turn them on right now because it's like you're right here looking at the truck with me. Passenger side rim is in excellent condition as well and that tire has just as much tread as the driver's side maybe even just a hair bit more.  We take these HD videos so if you are far away or even if you're close behind you just cannot make the trip down. You can still see the truck, hear the truck and have confidence in the vehicle that you're looking at before you even get here. Very clean down this side I didn't see any dents or dings. It has Enfab steps, back tires and back rim is an excellent condition and the back tires are brand new. We put those on in our safety inspection on the back. Frame and underbody is in very nice condition. You can see it has rough country shocks in the back here and that the frame and underbody is an excellent condition. Has all the remaining factory exhaust so it hasn't been altered or any way like that and very very clean down this side. We want to make sure that you get the most accurate representation of the vehicle as possible so that when you get here there are absolutely no surprises. No dents or dings down this side. Just a little bit of dust on here but rear bumper absolutely perfect as well. No dents or dings on that. Does have the full towing package which includes a receiver hitch four pin and seven pin wiring. The tailgate is in excellent shape. It has the in bumper steps. Has a factory spring and bed liner that's in really nice condition and as you go down this side of the truck just as clean as that passenger side. I didn't see any dents or dings on the box here and just look at how reflective and nice that paint is. Like I said we want to make sure you get the most accurate representation so if you're coming from a far away as a way you know exactly what you're getting. For good measures here this back tire is brand new as well and that rim is in excellent shape too.  There are no rips or tears on this seat or any of the seats for that matter. Power driver seat factory all-weather floor mats power windows power locks and power mirrors. It has the factory brake controller which is right there and turned out full-wheel drive with the auto headlamps and as we get into this truck has 20,103 miles you get the Z71 instrument cluster. It has a full tank of gas leather wrap steering wheel or not gas diesel has a full tank of diesel. Cruise controls on that side Bluetooth and audio controls on that side leather wrap has the Chevy my link system and this is also where your backup camera shows up.  These driver's seat and passenger seat are heated you got stability control this is for your cargo lights your sonar downhill assist control and factory exhaust brake. AM FM serious satellite radio capabilities you get two USBs two power points and then a hundred ten hundred fifty watt plug-in. Passenger seat absolutely perfect as well no rips or tears I don't think this truck has ever been smoked in it smells extremely clean you get dual glove boxes right there there's your on-star in the mirror and then you got map lights up there as well. Take a quick look at the back seats and then we will check out under the hood very very nice truck highly recommended from a condition and quality standpoint back seats are absolutely perfect it has the latch child safety system these seats to fold up you can see just how clean that carpeting is back here and we do have the all-weather formats back here as well. We'll take a quick look under the hood so it has a telescopic tow mirrors you can see I got the LED lights on those come on with the cargo lights and then you have built-in directional signals these extend they also fold in pretty easy to do see just how clean that hood is no dense or dings under the hood much of the same very clean underneath here this is the LML motor gives you I believe it's 397 horsepower. Engine bay is very clean runs very smooth this truck has been fully safe and inspected by our service shop has a fresh oil and filter chain all the fluids have been checked and topped off and this truck is 100% ready to go to see more pictures of this truck or one of our other 400 new and used cars trucks SUVs minivans Wranglers half tons three-quarter tons one tons you name it we got to go to our website www.SummitAuto.com full pictures and descriptions of every single vehicle on our lot videos of every single used vehicle that we have all at summit auto.com thank you so much for checking out the video if you like this one and want to make it yours give us a call right now<PHONE_NUMBER> ask for one of our sales associates to make this truck yours today once again that number is<PHONE_NUMBER> our sales associates are standing by to take your call thanks again for checking out the video if you want to check out more go to youtube.com slash summit auto remember to like subscribe and share on this video and all the videos there youtube.com slash summit auto in fact any second you'll see a link to subscribe to our YouTube channel on your left a link to more heavy duty truck videos like this one on your right and if you haven't been our website on the bottom of link to this truck on our website click those check us out we really look forward up with this super clean Chevy Silverado 2500 crew cab short box midnight edition thanks again


In this study, we investigated the effectiveness of haptic coupling on ankle movement during a simple, one degree of freedom task. We found that dyadic haptic coupling did not lead to faster individual learning for the tracking task. This suggests that haptic coupling between unimpaired individuals may not be an effective method of training ankle movements during a simple, one degree of freedom task. This article was authored by Sang Joon Jae Kim, Yoo Won, Daniel Ludwig, and others.


In this presentation, we will record a transaction to consolidate two loans into one loan account. In other words, we have two loans on the books and separate loan accounts. We're going to say that we consolidated that loan and therefore need to bring that loan into one loan balance. Let's get started with Sage 50 cloud accounting. Here we are in our get great guitars file. Our objective is to combine two accounts into one account. Let's take a look at that with our financial statements. We're going to go to the reports. We're going to take a look at the financial statements. I went into the GL, but I was looking for the financial statements here. And then we want to take a look at the balance sheet report. Let's open up that balance sheet report. Going to be taking the date range going to say range for January and then say, okay, there is our report. We're looking down here on the liability section. We have two loans. We have the 22,000 and the 50,000. We would like to consolidate those into one loan. We're going to say now we have one loan, which is the 72,000 that we want within it. This is going to be a transaction that's not a normal or everyday type of transaction. It's not something that happens every day and therefore we don't see a normal form for it in our normal flow charts. In other words, most types of transactions, if they're going to be something that's repetitive, if I bounce back over here to our customer and sales section, it'll be part of a flow chart system and it will then include forms within it to make the data input for them more easy. If we don't have something that's going to be in that system, then we might think, well, is cash involved? The next thing we would go through, well, is cash involved? If cash is involved, I can use a form related to a cash payment or possibly the register. However, no cash is involved here. We're just consolidating two loans. So this is one of those types of transactions that we're going to have to go to the actual journal entry. We're going to go down to the bare bones, the journal entry in order to record it. So to do so, I'm going to go to the tasks up top. We're going to go down to the journal entry. So we want a general journal entry here. And then I'm going to make this large. We're going to say the date. I'm going to put this in there as of 020110. And then the GL accounts we're going to have selecting the dropdown. We're looking for those loan accounts, which are going to be a liability accounts. So within the liability accounts, we have these two loans. So there's the 5795, 5795. And it's just a matter of which one do we want to put into which one here. So let's take a look at it. The 5795, let's increase that one by the 50,000. So I'm going to increase it by the 50,000 and then remove the other loan. So we're going to increase it. I'm going to credit it by the 50,000. So I'm going to put the credit on top. Hopefully that doesn't bother anybody too badly. And then so we're going to put it into that loan. And then the other loan, which is going to be 25 account number 25 something 2510. We're going to decrease by that 50,000 with a debit. So this is going to be, we could put consolidate loans, something like that for the description. We're going to have, all right, let me just make sure that decrease the 2510 account, which is going to be the loan number 3417. So 3417, that loan is going to be going down by 50 and it's going to be consolidated into the other account. That looks good. Let's go ahead and say, save this. Let's save this and then close this back out. Take a look at our financial statement. Now we're back to the balance sheet. It refreshed for me automatically. But if it does not, you could select the refresh button up top. Then we're going to go back down, take a look at our loans. Now it didn't adjust because I'm in January here. So I'm going to adjust my dates. So I'm going to go to the options. I'm still living in January and we should be in February now. So I'm going to say February 1 to February 29. And now let's take a look at it and we should have a consolidation. So there's the 72,000. If I double click on that, there it is.  Notice we don't see the other count because it is now zero. If we wanted to see it so that we could see the activity from it, we can go to the options up top and say I would like to show the zero amounts so that I can then zoom into it and double check the transaction. So there it is. There's the other account. If we zoom into that transaction, then we could see that it is there's our transaction bringing it back down to zero. So I'm going to close this back out. That's going to be it for now. Let's get out of here.


Alright got no up. We got a pillars of the game auto. It's gonna be Mike Trowell 16 of 25 Congrats on that one there angels. Hell yeah, man Good stuff Los Angeles Adam L congrats Adam get that into a mag for you


Elder God, let's do your birthday cake, get into business, right? Check this out. I'm gonna save half of this for my partner. So I'm gonna munch on half of this. It's chocolate. Like pure chocolate, lots of chocolate inside and stuff, right? It's very creamy. I've had this before. It's fantastic. So Elder God, it's like chocolate, chocolate top, solid and then inside like a mousse. Hot dogs, depends. Depends, not Costco. Elder God, ready for this? Are you gonna make a wish? Well, it's fantastic. It's really good. Like if you got a chocolate craving, this is it. Elder God, are you ready for a wish? Are you ready for a wish? I'm gonna light it up.  I am ready. Awesome. Elder God, happy birthday to you. Happy birthday to you. Happy birthday... The guy says blow it. Happy birthday to you and many more. Awesome. Let's cut it up. Let's cut it up. Let's cut it up. Let's put this guy here. I got a little knife for a little cake. Lots of hearts and stuff. Okay, let's go. Oh yeah, look at this thing. I'm gonna cut it in half so you see what it looks like on the inside. Oh, look at this. Oh, it's not a mousse thing. It used to be the mousse thing on the inside but it's not a mousse thing this time. Check it out. This is what it looks like. Yeah, that's like dark. Dark chocolate. My god. Oh yeah, let's do this. Mmm. Mmm. You know pastry is phenomenal when you take a bite. That's fantastic.  Oh, so good. It's so good. We'll take more bites later. Very delicious. Oh yeah. I love this bakery. Phenomenal bakery. And the owner is really nice guy. Really nice guy. Elder God, salut brother. Mkay says sweet mother Mary Joseph and the three wise men. That looks good. It was really good. Phenomenal.


Okay, so this is quantifying the true business value of DevOps, and I am Ronald Zadrian. Hi, and you did not drink too much last night, or maybe you did, but the screen really is jittering a little. Sorry about that. Yeah, that's true. If you have any questions, given that we're two and we're going to be checking Twitter, just tag them DevOpsBiz. So Adrian and I work for BlueSpark. BlueSpark is a distributor company. That's a good chunk of BlueSpark at Austin, and DrupalCons is usually where most of us meet. And we do, we're a Drupal shop, like I guess most of us here are, and we do websites for various clients. In addition, and to a certain extent, why DevOps is really interesting for us from a number of different perspectives, we also work on a product, which is RumiFi, which launched last week, actually, with like its first offering, and if you do anything with travel, hotels, you'll be interested in this RumiFi.us, check it out. So we do a product, and we have to worry about how we get changes, and we launch new versions of that product, and how we get to market quicker. And we also manage a magazine, like an online magazine, which has its own set of challenges. So when we think about DevOps, we think about it from a number of different perspectives. What can we do for our clients? What do they need us to do? What can we do for product development? And what can we do for kind of an online site that we run entirely and we need to worry about all its different aspects? So the main objective of this presentation is hopefully to start a debate about what's the best way to convince non-developers that DevOps is something to invest in. I think we all largely agree that this is a good thing, and we'll talk about what exactly we mean when we think about DevOps operations. But how do you go to business and say, look, this is a good thing because, and it's not because there's some cool tool or something really exciting technologically, because it's going to change something for the business. Okay, so before we get into that, let's just briefly talk about what is DevOps. And very quickly, DevOps is essentially the realization that, at least the way I understand it, that nothing is done in isolation, right? So any part of software development relates at some point to something else, and unless we start seeing all the different parts together and how they connect, it's not going to be an efficient flow from design user experience all the way to actually releasing it into the world. And the great thing is that this is something that other disciplines have had to come to terms with and deal with long time ago, especially manufacturing. And there's a great book called The Phoenix Project. How many have read that book? Look it up. It's a bizarre book because it talks about dev operations, but it's written from the perspective of just this guy that wakes up at home and has a wife and kids and needs to go to work and there's the politics of work going on. And it's just, it's literature, right? It's a story. It's a story that only developers will get because then it becomes quite technical. So it's this weird mixture where you're reading an actual book, like literature and narrative, but it's very technical and it's a great way to get across what the problems are, what the issues, challenges and how they fix them. And one of the main points that The Phoenix Project brings up is that you need to look at other disciplines. They talk about manufacturing. So think of that process as going from one type of discipline onto another and they need to interact and they need to think through where the bottlenecks are and then it describes how they solve all that. Okay, so that from a very high level perspective is how we think about DevOps. Now Adrian is going to talk a bit more about the specifics and how we break that into layers and then we'll talk about the analysis we did. And so we were thinking about this and thinking what really are the different parts of DevOps. How do you segment this and how do you break it down so that you can analyze it? And so we're just trying to give you the background for what we're actually talking about when we're talking about putting some sort of framework together to quantify what DevOps gives you, what it saves you. And so we found it's helpful to break it down into chunks but it's also about realizing that it's not just, oh, we do DevOps at the shop or we don't do DevOps, it's too hard, it's too time consuming, expensive or whatever but how much DevOps do we do? Now in a month, in a year. And so sort of the first phase is literally the basics of what you build upon and that's what we're calling create your world and that's the things using tools like configuration management and we don't get into specific tools in this talk. It's almost missing the point in getting into debates about what's best but it's just about let's use a tool. And so if we're automating things, you have a lot of benefits. You've got happy developers, they're not sitting there and logging in, they can brush up, get, pull the rest of it. And so you've got a stable, repeatable, you might even say, an important base upon which the rest can be built. And so the next place we go is monitoring and that's really just knowing what's going on and having effective monitoring really can prevent a lot of embarrassment in your life. Don't ask me how I know. But anyway, it really is hugely important and effective monitoring is even more so. It's great to have tons of notifications when your server loads to over two but it sort of all gets into a big wash of data and isn't useful and you end up losing sleep and getting mad and just shutting down Nagyos, which isn't really helpful. So there are two big pieces to talk about. One is notifications for things you need to know about and you need to know about right now. If you know what's going on then you can save a bad situation before the rest of the world knows about it. And then the second is to make sense of the huge amount of data an application can spit out and there are a ton of tools that exist now that were really just getting started or did not exist eight or ten years ago and it's really great to have things like Splunk and Greylog and things like that that let you quickly distill down and you're sitting here writing shell scripts to figure out what the hell happened last night. And it's almost unfair to group the latter with the former but it's all of a piece with knowing what your application is doing right now and why it's doing it. So the next thing we're talking about, we've created the world and we're monitoring it and we know what's going on and so now we're going to try and improve it. And so, you know, you've done a lot of hard work to define your world to create it rather to define the environment, the OS, the static parameters, logging and so many more things but if it's just in one place then you've got to redo that work each time you're going somewhere else. And so it's really about using a provisioning tools and being able to know that, okay, my development environment other than perhaps logging parameters matches my staging environment which other than perhaps content matches my production environment I can make a change one place and know that it's going to work everywhere and so it will save you time and money if you get it right and by the way some of these quotes that we are seeing on the slides are coming from a survey we sent out and greatly appreciate the responses if any of you are here that did that. So the next thing is testing. I think the image is a bit current. I think everyone knows what kind of phone that is and it's really important to know things like this before you say spend trillions of dollars to push them out into the world. And so we've got an awesome environment. We're monitoring it carefully. We can deploy it to data centers worldwide at the touch of a button maybe even while drinking a beer but does it really matter any of it if the application itself is utter crap? And so I actually come from the sysadmin side from the ops side of this originally I'm going to put on my old sysadmin hat and say, nope, server's still up, my job's done. You guys need to fix your application. But hang on a minute, that's not how we do things anymore that's the whole point of DevOps, right? We're breaking down the silos, we're working in a team and so it's not time right now to pop the top and catch up on the latest bastard operator from Hell column. The job has just begun. And so testing is really, it's a whole world into itself we're not going to get into the details or start a war over which a test suite is the best or how to do testing but it's just, I'll just say a couple of things and one is that any test is better than no test. That's Howard yesterday who's giving a presentation on the culture of DevOps and he's saying if you take one thing away from this session yesterday he said just write a test, any test, get started that's like literally the most valuable thing you can do. And one of the biggest benefits is not even a completely quantifiable thing in our experience but it's that it really makes clients feel good about what you're doing, the development that you're doing, the application, and mistakes and bugs happen people understand that but if you can say look we didn't anticipate this, we're human but we wrote a test and this one is not going to happen again it really, it's emotionally pretty big to people in our experience. So moving on then I'm just talking about scaling and it's not just the sort of slash dot effect idea that if all of a sudden your site goes viral and you've got thousands of hits per second instead of per hour a day that you can survive it but it's about right sizing your world, right? That the resources and use are going to match your application's needs and then it will happen automatically, you don't have to go in and make it happen or forget to scale turn off four servers after the big event get hit with a thousand euro hosting bill a month later and so the benefits should be pretty obvious to most if not all, it's little things like cost savings and not having the site go down is slightly important and so the final phase and we've sort of had six phases in that security and the biggest thing here our takeaway is that with consistent environment you're going to be able to react with assurance if you know that your environments match each other then you can add and test a patch with confidence you're not trying to do this in production and hope there's not a chain reaction that takes everything down and once you've done the work once you're close to done, you didn't have to write down the steps because you've got your code as documentation so those are the phases of DevOps and so we've talked about the implementation obviously in a sort of vague do it kind of way we're not going to do live demos and things like that but we're going to zoom even further out and discuss a little bit about our philosophy of DevOps and this isn't the only way they're the only way to think about it but this is what's worked for us and been a useful framework and so it really gets summed up by what you're looking at now it's not all or nothing if you even just do one thing you've got automated test running or you've got configuration management going now you're an organization that has DevOps in its culture and a little really does go a long way and it's about saying we're doing this, this is we're an organization that does DevOps and this is our ideal that it's going to be holistic and so along those lines just go ahead and get started don't get overwhelmed by it dip your toes in the water maybe at the beginning of your next project when the budget decisions are easier then you're going to say okay this is when we install Jenkins and it's not that you feel like you have to have it all to do any of it and it's really not about the latest cool tools oh well first we were on puppet but then Chef came out and that's even better so we're going to install that you can have excellent DevOps with a set of bash scripts and it's all about what works for your organization and your people and so you need first the culture change just the idea that no one's excluded again from Howard's presentation yesterday Howard Tyson, he said one thing that I really liked and he said DevOps is not a department it's not this old idea if you hear the developers and hear the operators over here in a silo and the idea is that to me what that says is that DevOps is everyone's job and everyone's contributing even if it's just saying it would save me half an hour a week if this was automated and getting that started so this is wonderful we've talked about a lot of things I think probably most of you in the room are on the stage like this is great this is wonderful but you need buy-in right someone's got to pay for this and so in the final analysis how do we get clients and or leadership to sign off and write the check for time logs that look like Grunit with some vagrants for a while or played with puppets puppet that could be a real time log boss chef around varnish the application almost like a language and culture disconnect that we're trying to bridge and really just get that buy-in and get leadership interested if leadership is especially in larger organizations where leadership is not necessarily close to the developers and operators and so now we're trying to get to what you came for which is how do you relate tests like this to something the customer understands and values is one thing that I think really sticks out to a lot of people that's time and money and so we have so making that case for the business of value the business value of DevOps then we've really seen that increased efficiency lets us focus on quality our team really is happier when they're not dealing with my new show on the command line and that really has made our clients happier and so I really like this from Greg Nattison who's now at card.com he's another colorad and he says we're able to provide new features faster and more reliably and we haven't had a white screen after adding automated tests after having them about four major events a year before that and so when we're talking about the benefits for the client we think about having more robust systems you can do more to them without being worried that a house of cards is going to fall over time to market new features and the increased confidence in the process and what you're delivering is what I was talking about earlier and so they're really just we found that this assurance that clients get is not just something that we've experienced and so so far we've had some hand waving and we knew this is so but now we're going to really dive into the figures and because I was a music major I'm going to let Ron deal with the actual numbers okay okay so I think we largely agree DevOps is a good idea it's something we should be doing measuring what you do is very important and when you have which is all the things that Adrian talked about which are really very vague and very hard to attach a value to how can you go to management and say look we're going to need 100k, 200k invested specifically to set up this infrastructure to train everyone to use it when the only things that you have to talk about are very hand waving and there's no direct connection so we tried to come up with a framework that would allow us to quantify some of the gains very directly now there's all sorts of problems with this actually and I shouldn't be saying this before presenting the framework but it's very hard because there's so many differences between different organizations so one organization's saving is not going to be the same as another and the way we deal with that is we try to have some parameters in there so that you can play around with it but it's a bit like tests being able to point to a number and have a number and say this is what we expect the gain to be and then you can argue about how valid that number is and you can move it up or down playing around with the parameters is much better than any specific argument and because we're all doing pretty much the same thing we're building websites first we're building Drupal websites in particular it's actually much more transferable from the experience of one agency to another so what's our methodology Adrian talked about the different layers so we have six layers we're going to try and identify savings that can come across when you implement DevOps in each one of these layers we're going to allow the model to vary and we're going to do it across different projects and we'll see what comes out that's really the spirit with which we started this said okay let's see what makes sense, let's see what the numbers tell us and there's some interesting outcomes so the first layer is creating your world now an organization that doesn't use DevOps is there could be any number of things it did before how it looked at BlueSpark is you'd start by literally figuring out passwords or thinking about how do I get my key on this server so that I can actually log in and do things myself you have to go get the repository from somewhere you have to figure out where the database is how you access that, there's all this pieces of information that you needed to collect and if an organization doesn't have a way to share this pieces of information it becomes very hard and especially in our case where we distribute the organization you know maybe I live in Italy so I work in the morning and I do something and then in the afternoon I'm out and Adrian is in Colorado is like 7 hours difference so he wakes up and I'm already gone so unless we have a system whereby we hand over information it becomes very difficult so set up a wiki and you know a lot of if you go to any DevOps session it's not going to be how to set up a wiki that's not exciting but that's part of DevOps you set up a wiki and it has instructions you've already done something you can get a bit fancier and have like proper access control LDAP or whatever you know excites you what we are moving towards on our projects now is actually having a vagrant machine that has the entire project there and the only thing a developer has to do is download that definition, run it and it does everything from them it will go get the database it will go get the code it will set up any permissions and they can just start coding so this is where it's going to get complicated it's you know it's advanced math I hope you'll be able to follow so how do you find the cost of this so there's an upfront cost of defining an environment we said before you need to create your world then you have such like a fixed cost and then you have how many developers are actually going to work on this project and how much time is it going to take each developer to set up their environment so we took three of our projects and pulled some numbers first project we have 11 developers second one is 6 and the third one although it's a smaller project actually more developers worked on it and I should point out and this is probably, well I don't know I think it's maybe more specific to BlueSpark the way we work is people tend to specialize so they move between projects quite a lot so rather than having two back end developers and a front end developer and that's it people move across projects based on what the task is because they're the person that can do that the best okay so average time to set up individually this is without DevOps it depends on the complexity of the project the first one there's like language definitions it's a multilingual there's domains to set up there's thrush scripts that need to run with Cron so you find if people don't have a consistent environment they're messing around with just getting it to work and that's a huge annoyance but it's inevitable if you have complex sites it's literally half a day yeah I can now log in what should I do now and half a day went by we all know that can take place if it's a really simple project like the last one it's just going to be a case of figuring out where the information is and getting your Drupal site running and that's it if you have a vaguer machine you standardize it across all projects and really it becomes a question of how quickly can you download things so the bottleneck is literally your connection so I'm the slowest person in the company because I live in Sicily and not a good idea if you want to do web development did not think that through there are compensations well yeah the food is good the weather is fine so the savings overall are 46 hours across the three projects and you know you can argue about the specifics endlessly the way we go to these figures is just talking to different developers knowing what happened because it's projects we worked with and this is pretty much it but there is something there that we can point at and say you know you're going to have take project A 32 extra hours to do something else because you implemented DevOps well now you can translate that to money and say divide that across five different projects of similar size or similar number of devs to onboard and we can actually plan to invest that much and this is just on creating our world just getting set up we haven't done anything else yet monitoring our world and this is a really bad one if you don't have any system in place because it's essentially you have to get on two logs and start gripping around and you have people that love it like Adrian here there's all sorts of fancy things and there's people that are like I don't know and usually you know if it's very annoying to go check what's going on you're going to clear cash and hope that's going to fix it and then you're going to try various things that have worked in the past not being sure if they're the right thing or the wrong thing because you don't actually have any information but you can do things now and it's really easy just search it and there's actually a lot that have done it within the Drupal world you can have proper faceted search of your logs you can pay for something like New Relic and we'll see the numbers you can actually go and say this is why we should be paying maybe a thousand or two thousand dollars a month for New Relic or any similar service we not really advertising New Relic although it's very good we use it a lot so it's just being honest okay so the way we go to number is we looked at the tickets associated with the different projects and tickets that are set up as marked as bugs then we reduced that number of tickets by what we're calling the misrepresentation miscategorization factor which also translates to the client doesn't really know what's a bug and what's a new feature and but it was kind of an easy way to say okay and you'll see the numbers we don't really have that many bugs it's an easy way to say this is what probably were the actual issues that led to us having to dig through logs and then you multiply by the time it takes to dig in logs right so these are the three projects and again project A and project B are huge projects with think close to thousand or more ticketage so we have we reduced that significantly because that's a better representation of what are actual bugs although it's probably still not reduced enough to represent just real bugs bugs maybe then you a very optimistic time it would take to pinpoint issues we just said 20 minutes if you don't have a system in place and 6 minutes if you do that's really optimistic I think if you don't have a system in place it's easy to go to an hour 2 hours and so on and so forth but still even with this you can see that again you get on reasonably sized projects you get huge savings that's an extra 2 weeks of your life to do something interesting as opposed to trolling through logs what you don't like to say I do not and again a number that you can take and say this is why we should be paying for some service and that's we actually we had this argument with a client and it's a really it's a huge client but sometimes the way organizations are set up they can for example they can justify developer hours they can say yeah spend 8 hours on this and I don't know let's say it's 100 dollars an hour it's going to cost you 800 dollars right and you go to them and you say well if we set up a tool that tool is going to cost 400 dollars a month and it's going to save X amount of hours unless you show them the specific numbers they have difficulties dealing with that because setting up a tool is some different accounting department and it's not a line item they can pay for and it gets confusing so actually the easiest thing to do is you pay for it and somehow you pass on the savings to them having actual numbers is going to help a lot with that okay so that's monitoring improving your world and this essentially means sending new features building your world and then fixing it and sending new features and so on and that's what we used to do we would click click click click click click click click click click click done and now do it again actually on production or you know you'd have features and you do click click click click click export send it up click a bit less you're still clicking maybe in Drupal 8 we might stop clicking or or you actually click click click and then you do your feature and send it to GitHub and then you have Jenkins or whatever tool you have that runs jobs for you that is going to actually take that code send it to staging or production clear the cache do revert the features for you and all of that and you've saved a huge amount of time so the way we quantify this is to look at the number of commits we have group those commits because you don't actually do this on every commit right and then there's different styles of developers so some developers are going to work quite a bit and then send everything up others will send every single change but you can kind of group it by a certain factor and say every 10 or every 20 commits that's an actual deployment that's an actual sending code to staging or production where the developer is actively aware of it because obviously if you have Jenkins on every single commit you are deploying but what we wanted to identify is developer actually stopping and saying I need to go make sure this is all fine and if I didn't have Jenkins this is the point where I would actually go and send the things and test them so you get the number of deployments and then you check what we are quantifying is how much time it would take you to check that things are actually where they are supposed to be and they are largely working and this are the numbers we got so the commits are 3600 for the first one 2500 for the next one and so on and again very very optimistic saying that in order to check validity it would take you 8 minutes without DevOps and just 2 minutes with DevOps and again the idea here is to take this framework and plug in numbers that are realistic for you and see how much time you save and we just got another week and a half of time because we did some simple things at the level of improving the world so you get the idea I will go through the rest a bit quicker testing yeah what we do for testing now in most of the projects not all of them is BHA tests for key scenarios so it is not exhaustive so there is a lot of space for improvement and the way we quantify it is to say how many tests you have the average time to perform the test and the number of deployments now the figures here are really interesting and they just prove a specific point very clearly so the assumption we made as we were thinking of the framework is let's say that you are really committed you just don't have the tools but you are really committed and you are going to test anyway even if you don't have the tools so you define all your different scenarios you send some code if you are really about quality assurance you are going to go in and do all your tests manually because you have no other way or you have a tool to run those tests for you and the point it proves very easily is if you don't have an automated tool you are just you are definitely not ever testing unless you are spending 2,000 hours if you have 57 tests or 6,500 hours if you have 108 tests on a project you don't fool yourself that you are doing anything close to QA or testing or anything like that you are just not doing it and this is on the basis that it will only take you 10 minutes to go through each test and you know especially in the second case those are complex flows that e-commerce related and there is a lot of different interacting components so if you don't automate these things you are just not doing it ok then scaling the the last two are scaling and security and these two are really they can impact very much but it is very difficult to quantify them it is truly unless you are keeping a very specific track of logs and you spend a lot of time to analyze the projects it is very hard to identify how much time you spend on this or unless you have a huge issue the way you would quantify this how many performance issues did I have and how much time did it take me to react and we just plugged in some very basic numbers and came up with results essentially we are saying it is going to take you about 3 hours without DevOps faster with them because you are probably doing auto scaling or you have a way to set up new servers just by running a specific script securing again one that is really hard this is our world and security is one that there is nothing you could have done for hard lead or shell shock but at least if you have something in place you can look cool while you are dealing with the inevitable problems I apologize it was his idea and the way we quantified again number of security issues average time to react don't focus on the actual numbers this is just something for you to take away and then plug in your numbers for your projects that you know much better okay so you say you did all that what would be the result what comes out and we have the world view so how much time you would save overall and again this raises a very specific issue testing and it's no surprise that the whole move to Jenkins to start with especially in the Drupal world started when people really were testing because there is just no other way to do testing I mean without DevOps it's 9,000 hours so we actually took testing out to get something a bit more useful because essentially as we said testing without DevOps you're just not doing it so you take that out and you see that you can save over three projects of which one was really small the others were let's say larger medium to large projects you have with very optimistic and super efficient developers they're very committed and actually click real quick you've still saved 260 hours now 260 hours you know perfectly well what value that has for you so you can take that number and say just over three projects I'm going to save 260 hours is it worth me investing to have DevOps in place and if you take this to management and they're still not convinced get new management yeah pretty much okay so to sorry to add another dimension to this we also did a small survey and send it out and ask people to give us some feedback about the challenges they've had and so on we'll pass it back to the musician to do this I'll cop to that and so we just like to share a few of the most interesting results of the survey and it's actually it's been really great to have some of the long form responses that's kind of validated some of the thoughts we had while putting this together and so it's obviously it's not scientific it's not a controlled random sample we send it out we put it on the Drupal DevOps group and we send it out in our twitter account so it's pretty narrowly targeted at people who already have some interest in DevOps but with that said then we find that the results are interesting in spite of that and perhaps even because they come from a group of people that are already interested in DevOps and what we see within that group and so we find that only about a third of respondents are actually using a Drupal specific hosting service you know we're thinking of things like Aquia hosting, Pantheon the commerce guys platform things like that and so I suppose a lot of people they're thinking the market is open anyway over three quarters of our respondents are using some form of DevOps practice so it's really out there it's there I mean if you put that in contrast next to the results we have with our quantification framework then you might you can say as a shop if we're not doing DevOps then we're getting behind the curve and it's a competitive disadvantage and so when we're talking about whether you do it or not then certain shops are just saying top down that's it we asked about people using third party continuous integration services and that was quite low less than 15% of our respondents are that said those that are are pretty bought in completely changed their workflow for managing the deployment of Drupal applications and I'm sure we moved a lot of sort of boring time from their lives we asked you know did you have trouble getting DevOps implemented did you face pushback and people said really not many did again and this is a narrow sample if you broaden this to anyone in Drupal that's tried to do something with DevOps and that number that percentage probably grows a bit but I mean it's not that scary if you're there saying thinking oh I really want to convince our leadership to take this on then maybe it's not as hard as you think again from Greg Nannison he said it went all the way up to the CEO and so he was resistant to automated testing and now accepts that really does get him what he truly wants even though the line item doesn't look like what he wants and then other respondents said that that they've really seen a significant percentage savings in troubleshooting issues having things like we talked about log creation and tools that make it easy to quickly narrow down to your real problem and finally we asked people about what were the biggest wins they saw what really gave them the most bang for the buck when they were looking at different phases of DevOps and different tools and the things that really stuck out that we heard again and again were configuration management automated deployment and quick easy scaling and easy in the sense of not that it's necessarily easy to set up but once it's there you don't have to tinker with it and so if you're wondering where to get started and then these could be a good place to begin and start building institutional confidence in your process and what you're doing and so that's really it for the survey thanks a whole lot for being here and we've got a few minutes for questions if anyone has anything they'd like to ask us and stunned you to silence I guess so thanks so much we'd really appreciate any evaluations that help us get better it's up there on the Drupalcon site so we appreciate it thank you tell us a little bit about what you think is going to change in Drupal 8 yeah absolutely the biggest thing I see coming down the pike with Drupal 8 configuration management initiative features it's it's been a godsend in the sense that without it then you have a whole lot of trouble really deploying anything configuration wise with the Drupal site but it's not what it was built for and it has some pretty significant limitations one of the biggest being that contributed modules have to take the effort to integrate with it so it's not baked into the product and so that's going to make a really big difference anything else in your mind I think the one thing that is probably unexpected that will change with Drupal 8 is the way people build websites with Drupal period and that's not going to come immediately but because Drupal 8 allows you to decouple one of the content management framework really from the UI that runs on top of it and it's the Drupal we know I think you're going to see that in one or two years after it's released people are going to have many more examples and not be scared to build very different looking websites and that's obviously going to have an impact on how you test and how you manage this applications because they're actually going to be decoupled and easier to manage on their own and I'll say from a deployment perspective if all of a sudden you're thinking about things like headless Drupal and it's not you know here's this neat trick I did with Drupal 7 the dog standing on his head all of a sudden it's really basic that you can build applications that are more modular and so you might be easily thinking of doing things like putting Angular apps that are out there and distributed data centers around the world and you're really seeing big improvements in your response times because the code is closer to the customer things like that and like Ron said I think people haven't really started to think through and imagine a lot of that stuff yet so there are big changes coming do you mind stepping up to the microphone so it's on Lea, thanks what do you think about having the developers, Drupal developers doing the DevOps or having a dedicated person to do that or persons I really think it should be all of the above and as I was saying a bit earlier then the biggest piece we see is that it should be a culture and it's not and you know maybe you have one person who's really interested in it that's the thing and they do a lot of the implementation but it should be a mindset that anyone's looking for areas to improve things that, oh I just did the exact same thing ten times in a row this is stupid, you know let's change that and so that's what we really encourage is for everyone to have investment did you look at any other monitoring tools or did you just pick them up specifically New Relic yeah no again no relationship happy customers we looked at a few but I'm advertising it again it's your fault it integrates lots of different pieces of information really well so it just made a lot of sense well I can I can say that the alternative to it that we know about and this could be poor research on our part but it's sort of getting a lot of tools so like gray log would be an open source log aggregation but that's just logs and then sort of a good MySQL monitoring tool you'd need one that can do stack level analysis that shows you sort of response times what's taking the most time through the stack in different pieces that it's it's a good way to pay for a lot of things at once basically cool thank you everyone thanks so much


The former ruling party, the patriotic front, has been accusing the United Party for national development, UPND government of political persecution, with others claiming that the fight against corruption is selective and tribal. Those cases for Chitotela, all those who have been arrested for assault, please discontinue them. These are political cases, political intimidation and I think we are not going to have an easy way if this is the way we are going to proceed as UPND. When shall those of us who support other political parties, other than yours, feel free in this country, because all peer members now are living in fear. We saw how many of our members are being arrested on some top charges. Cases that occurred in 2016, they are arresting us now. But civil rights activist Blabnachangala says the PF government ruled the country with segregation by appointing people to senior government positions from specific regions in cities obvious that there will be major victims of the anti-corruption fight. And we pleaded with the executive at that time to balance the ministerial positions, to balance the permanent secretary positions and the directorship. And they went further against our advice to start retiring people in national interest, especially the Tonga-speaking people and the losses. They suffered immensely under the patriotic front. First forward, we have a new dawn administration which is all inclusive and it has brought in people from different regions in order to share the cake, obey to professionally and with merit. It says the PF embarked on a crusade to retire people in national interest going against the advice of various stakeholders but that now they want to avoid facing the consequences of their action by seeking public sympathy. It is very likely that the people that will be arrested and taken to court will be the people from northern and eastern. There will be very few if there will be any from southern province or indeed western and not western because the truth of the matter, the people who are playing with our cash, the people who store our resources are from these regions which ran our country. And these same so-called victims have come to accuse the new administration as arresting people from one region which is a lie. I am a member. They are not arresting members as a tribe. They are arresting people who have committed offenses against the state and against the people of Zambia. Mr. Changala since advised the PF against playing the victim saying when they were allegedly committing crimes they did not do it on behalf of their tribes but as individuals hence they will face the law as such. I never store on behalf of the members neither did they store on behalf of the Angonis to say the Angonis are being targeted. This is a weak point but to make it very clear to these shenanigans tribalism was defeated on the 12th of August. One individual was hired by the state to be specific by the PF, hired a plane and gave it to Mr. Shimbakamburi to go around campaigning on the tribal lines throughout the northern region. He never even went to southern province or indeed not western but he went to sell this tribal mantra to the members not to vote for the southern and the Tongas in particular. Thank you.


What's up everyone? My name is Alex. I'm one of the co-founders of MyInvestingClub.com. If you are brand new to trading or are curious about trading at all, I want to let you guys know about a free two-hour mentorship course that I put together with my mentor, Bao. It is available at MyInvestingClub.co. The link is going to be right here. This is a free webinar with limited seating every week, so please click on the link and reserve your spot before the time runs out. Also, a special bonus for all of our viewers on YouTube. So if you guys have any questions about MIC or you're curious about joining or you don't know if MIC is the right fit for you, you can now text Tosh, who is one of our head mentors and head moderators at MIC, and he'll answer any questions you have about MIC. His phone number will be in the link in the description. It'll also be right here. Thank you guys for watching and enjoy the video. And yes, that is me right here at my trade station. All right, like anything in life, this is universal. This just isn't specifically for trading or trading under PDT. Before you learn, you know, the basics of trading, the technicals, yada, yada, yada, you have to have the correct mindset. You know, and I put a little table here for incorrect mindset, correct mindset. Some of these are specific to being under PDT, but some are just, you know, trading in general. Incorrect mindset. You know, other traders are privileged and are just lucky to have enough money to be over PDT. You know, I know I've had some of that kind of that bitterness like, man, look at these guys. They have huge accounts, yada, yada, yada. No, the correct mindset would be we are all in different financial social classes and it is all relative.  Let's just say they have a $100,000 account obviously above PDT. You're like, man, if I just had that yada, yada, yada. You know, and let's say you have three accounts and, you know, $4,000 in each, $12,000. Then on the other hand, you have someone that's trying to build up their first account and they're looking to you like, man, three accounts, $12,000. I'm just trying to get, you know, $3,000 in my first account going. It is all relative. It's all relative. You know, another thought I know I've had and if I just had enough money to be over PDT, I would be profitable. All my problems are solved if I'm over PDT. It is 100% wrong. PDT is irrelevant to my success as a trader. My success and road to becoming a consistently profitable trader is 100% dependent on my actions. PDT is completely irrelevant on the process, the road to becoming a consistently profitable trader. You know, let's say I'm trading one day, right? And I have one trade on the day and then I get stopped out going front side. And let's say I am, I take responsibility, you know, 99% of the responsibility I take almost fully accountable for that trade. But there's still, you know, that let's say, man, I know what I did wrong. I, you know, I shouldn't have shorted front side when I have one trade here, yada, yada, yada. I got stopped out, but then I saw the perfect backside set up and, you know, I couldn't take it because I was under PDT.   That had nothing to do with PDT, right? I know I've done that before. You know, another thought that might pop up. My account is too small to get over PDT. I must use large size and go for home runs every trade.  I got to go all in every trade. I got to use, you know, 20% risk. That is completely wrong and that is how you will blow up. A consistent, controlled process is the key to account building. What do all the top traders in MIC talk about? Process, process, process. Singles add up quick. In January, I made like $1,100, I believe. I was profitable, but I was using way too much risk, way too much size for my account. And I would have big winners, but I would also have big losers and my emotions would be, you know, heightened because I was using too much size, so therefore my trading was a little bit worse. So, you know, in February, I sized down after talking to Alex mid-February, I sized down and, you know, I was less emotional, so I was able to trade better. I cut my losses quicker, had smaller losses, obviously with smaller size, but I also didn't allow myself, you know, to hit my max daily loss and I was more consistent and I made over $4,000 and I had sized down. So, consistent, repeatable process is the key to account building. Another, you know, this isn't just for under PDT, this is just in trading general, but I must trade like the top traders in the room or on Twitter. That is wrong. Trading styles are drastically different based upon account size, risk profile, experience, etc. I must focus on the best process and strategies for my current situation slash circumstances.  How are you going to do that? You're going to channel trade. I don't know anybody else who trades like Bao, right? Like, look at Alex. He trades way different than Bao. He's also super profitable and then look at somebody like Tosh.  So, you have to understand for your current, you know, your current level, you don't need to be trading like the top guys in the room. You have to understand the process, learn the fundamentals and the basics. So, you have, you know, the core, the fundamentals, right?  You're going to be all over the place.  How does he do that, right? So, that's another important one. Alright, let's get a little more exclusive to PDT. Setting yourself up for success. So, choosing the right broker.  This is on the short side. Venom is good, but unfortunately doesn't have enough locates. You can't, you won't have enough locates to trade the strategies we trade with the stocks we trade if you're short bias on Venom. If you're long bias, Venom is the best option under PDT. But you can also, I haven't personally used them, but I've actually heard good reviews about CMEG. They are offshore, but you know, I've checked them out and everything I saw was, they've had really good reviews. There's no PDT, no PDT rule if you want to long. So, if you want check that out, but it doesn't have any locates for short. So, that's only on the long side. And with trade zero and Venom, you can scale in and out of positions. I believe Joe Kelly goes over this in his PDT video, so check that out. You can have multiple entries and multiple exits. Other brokers, you can only one shot, buy and sell. Trade zero and Venom, you can buy, buy, buy, buy, sell, sell, sell, sell, sell, sell, right? Multiple accounts. So, I'm just being honest. It will be extremely challenging to build an account with just three day trades a week. Parentheses, if you are in the developmental stages of trading, your focus should be learning the fundamentals slash domain knowledge of trading, not account building, right? So, if you have three day trades and you're still trying to learn how to trade and fundamentals, yada, yada, you don't need a bunch of trades, right? Your focus isn't on building your account. It's just getting a process and trading down. So, ideally, you want to split your funds into three accounts, four if possible. Two will be difficult, but it is manageable. Obviously, the more trades, the more opportunity, the less stress you are about hitting each individual trade. But I have three accounts right now. I actually just made a fourth. Ideally, you split your funds into three accounts. You know, two will be a little tough, but one is just, you know, it's extremely hard to build an account with three day trades a week. I'm just being honest. Side note, they're my dogs. An individual cannot have more than one account at each broker. And trade zero is really the only broker for shorting the stocks we trade under PDT. So, if possible, have a family slash close friend, someone you trust, create an account for you to use. Obviously, you have to fund it. And if you have gains, that person will be taxed. So, let them know you will give them money for any tax they have to pay. Be careful if they're using government assistance. The government can see anything. So, yeah.    You know, and my dogs won't show up. So, the realistic drawbacks of trading under PDT. Adding to a winner. If you want to add to a winner after you have already taken profits, this counts as another day trade. With backside setups, you can have a large or full size initial entry. Initial entries. I'll go over strategies in a minute.  If you want to realize gains, then add, which would be two trades, or add size without realizing gains. You know, that's still one trade. I know a lot of people recommend, and if you are over PDT 100%, you want to realize gains before you add to a winner, right? Otherwise, it's technically not a winner yet. Like Joe Kelly, a low hot trader, they all recommend realizing your gains before you add size. That is definitely the safer way, but under PDT, that counts as two trades.  That's kind of, it's kind of tricky, right?  Another problem I've run into personally, multiple max daily losses, you know, assuming you have multiple accounts. And obviously, you want you should everyone should have their max daily loss set.  But with multiple accounts, you have the potential to lose six to eight R in one day, both max losses hit, you know, usually you don't have trades every day on each account, like I have three accounts, like usually I'll have trades in one or like one in each account, like usually not all three. So one in like every two accounts, one in every two accounts, one in like two accounts, sorry. But think about it, like I've done it before where I've hit a max loss in one account.  I've done that once.  But you know, you have multiple max losses.  So you're going to have to set it lower. I do a little bit over two R per account. So if you're risking $100, like put like 210 for slippage. Obviously, there's less opportunity and room for error under PDT. With limited trades per week, you will not be able to take advantage of every opportunity. If you lost this per week will further lessen the amount of opportunity you can take. That's why you want to focus on high probability setups. Also in decent market conditions, there's usually at least one play a day, which is more than enough opportunity. Alright, let's get into some strategies. Strategies to avoid under PDT. I knew this is the short side. High risk to reward setups. Wait, what? I thought we were supposed to focus on high risk. They are not high odd setups and you cannot afford to waste trades on paper cuts on the way up. Okay, you can't afford to strike out a few times if you only have, you know, a few trades a week, right? So you're going to have to focus on high odd setups, not high risk to reward setups. So you want to avoid most, if not all, I avoid every all of them front sized short strategies. So first resistance short, you're going to want to avoid parabolic short, you're going to want to avoid the slow and late strategy that a low hot trader goes over is an exception to the rule, right? You can do that one under PDT. So the best strategies under PDT are high probability setups, backside short strategies, death candle, death candle and more death candle. First red days, low hanging fruits, overextended trend breaks. You want to go after the high odd setups, right? And I'm going to go over a few strategies. Some PDT tips. Taking the easiest setup with multiple opportunities present. I've made the mistake before if you know seeing, you know, a really, really large gap or day one, and then maybe like another day to play, which is kind of has a little bit of range. And I know I'm not going to make that much money on it. But I know I have, you know, I have a chance to make a lot of money on this, this day one huge gap, right? Go after the easiest more high probability trade. Okay, go after the easiest setup when there's multiple opportunities present. So little tip, if you make more than three day trades at trade zero and are labeled as a pattern day trader, you can request a reclassification on your account the first time anything else and you are screwed.  So this is kind of a little thing to keep in mind. If you have a smaller account, your immediate goal isn't to build your account past 25,000. I know myself and a lot of people they're like, Oh, man, I have, you know, $8,000. I got to get over 25,000 yada yada. That's so far away. But just look at it like this. So if you have one account, let's say you have 3k, ideally you went for so you can risk a little bit more trade zero minimums or 25, 2500 to open and you have to hold it above two grand. But let's say you have one account 3k, your goal is not to get to 25k, your goal is to get to 6k to open a second account. You know, if you have two accounts, 6k, your goal is to get three accounts, 9k, etc, etc. Just keep that idea on the back burner. Your goal isn't to make money is to trade well, the money will come. Alright, so this is ticker COCP ran from 50 cents to highs of 250. First red day setup. Alright, so I had my key levels mapped off from the previous day. There was some chop but I mapped out my key levels. I use volume profile. And I kind of just put this here. This was the V pock. I believe Joe Kelly has a video on volume profile as well. You can kind of see where all the traders are positioned and where there's back holders. You can see this nice volume note here. And this red line is where the most volume was traded on the day. At that price level 225, take that off. So I know most of the back holders are positioned in this area right here. Also, it closed at 220. And first red day. My plan was rejection of red to green. And then maybe add some below V WAP or a rejection of the psychological number $2. Alright, so what did we have? You know pre market it pushed. And as soon as we open it tested red green and then look at this nice slam candle right on nice volume 818,000 on a first red day, a gap down day. That's solid. Some nice range on it too. So immediately when I saw this, I got my red to red to green rejection, nice slam candle. So I knew I wanted to add on this bounce. I added onto this bounce. I believe I added some in here, I believe I did. Or maybe I added some down here when $2 was rejecting another nice little tank below V WAP. Okay, so this is a 30 minute chart, mind you. So I got what I wanted the red green rejection. Nice selling candle. Then on the bounce I scaled in appropriately. As we can see, scaled in right here, some obvious weakness, you know, just try to push back up boom right back down. And then when we broke to clearly we're we don't want above two nice whole number. I added some in here. And then my covers weren't the best. I was looking to swing some just because how overextended was on the daily thought maybe we could push a little bit lower. But yep, so I added in here, scaled the bounce and then I cover you know covering at the chart supports from the previous days as well as just you know, psychological half whole dollar numbers. I covered most into this I was looking to swing some more but you know kind of it didn't really break down. So you see my covers over here as well. And that's the first red day setup. This was a day one trade. Yes, you can play day one trades with PDT setups. My favorite setup. Death Candle, right? So it was a big gapper VTVT.   You can check the filings if you want to but I knew that coming in. So we look, you know, just gets everyone out any early shorts just pushes them out chasers, boom, break free market highs and flushes back down. And then look at this weakness from 423 to 356 in a few minutes. You can look at multiple timeframes as well, just to really narrate the death candle. Look at a five minute. Look at that. A book I would suggest is volume price analysis by Ann Coaling. Check it out kind of goes in depth on volume in conjunction with price action in the candle. Look at this. Boom stuff. Look at this stuff. Bagged. They're all bagged. And that that's a beautiful candle. Look at that volume 3,661,000 five minute candle. And then look at this weakness below VWAT below this pre market level bagged everyone. There's not a lot of shorts in it because they just got squeezed.  You can risk, you know, four bucks scale risk over 405. Look at that. This would be a death candle or a simple short, right? Executions. Look, I wasn't trying to wasn't trying to hit the front side, right? You know, okay, I'm going to scale this area right here.  Now I have less trades than I already do under PDT patient patient backside. Boom. Look at that. And now you have your high odds setup is three minute chart, by the way, dumps bags, everyone death and scale in the bounce covered a shorted a bit more covered covered over here. death candle PDT trade day one trade. High odds trade. Take it. I do DX codex one of the leaders in the coronavirus sector. And I didn't get involved with it at all on the front side. I wanted to wait for the first rid day. Like the first wave like I think it was a month ago when coronavirus first popped up.  That was my first time, you know, really trading a hot sector and I learned a lot. And I think I I think I had like five red days in a row. And then this week I had five green days in a row all green just from learning from last time.  Now I know just wait for the first red day when there's a hot sector play. And that's what I did. This is green red. And I mean, the plan was simple first for a day short. Get some in when it first goes red.   So I got someone went red, got someone this bounce and then when it went red again, I put full size on. And all I had was 200 shares still keeping my risk management in check, right?   But let's see if we can kind of so red green green red was about 1615 96. So let's look at this. So 1596 was green red 50 shares since it went red. Anticipated that there's going to be a little bounce like usual usually it touches, you know, green red might have a little rejection and then it'll flush again. So 50 shares at 1650. Then when it went back under 50 shares, 50 shares, and then I covered into the panic first red day setup, or a low hanger on VV us. Alright, so we have overextension. The first day, I'm sure I'm sure you don't want to daily again. And we're not looking to be the hero on day one. Unless we see, you know, a death candle and overextended trend break, break some backside plays. We map out our key levels from day one. This, this is quite a big range. So these are the only, you know, two levels that stood out to me, you know, level right there as well. But previous close and we open and then we push into support. Previous support becomes resistance, right? And we have all these back holders and everyone in this range who you know, when price gets there, they're like, All right, here's my chance to get out because it opened up below the support below where most most the traders are positioned. We push and they all sell and it comes back down. More supply, all this overhead supply and day two, usually less volume, right? So less demand. And a lot of overhead supply equals a fail. So look, zoom in here. This is another kind of nuance of the setup that you have to keep in mind. I think Joe Kelly went over this actually learned this from him studying all the webinars, which you should all be studying. You don't want to put your orders, you know, even if there's a line right here, I mean, you can if you want, but you don't want to put your orders super close to the open, right? So if you were thinking, you know, start at red, green at 338, green, red at 338, and it's opening at 330, you might, you know, you want, you don't want to put that there, because the first few minutes can be so volatile as you see it can just blow through it, right? So you definitely want to wait a little bit of outer lines, and you don't want to put, you know, you don't want to put your orders too close to the open either way, just because this first few minutes can be so volatile, it can just, you know, just rip past either way. So you want to keep that in mind. And I actually I didn't have a great some great entries on this because again, I kind of got in a little too close to the open. And you definitely don't want to chase these on day two. A lot of the times they hit SSR and then they'll rip up some a little bit more than expected. So you can scale this I don't consider this front side right a day to broken down scaling the pop I don't really consider that front side but if you want you can wait for confirmation right like you could you could have gotten in here right. But here are my entries you see I kind of I got in at this is a three minute mind you 330 and then I did get in light size so I was okay. I don't know what I was risking for this trade. But I'm sure I don't I generally don't scale huge ranges. I'm sure I was getting nervous when it was up up there right, which there's really there's no need to like, wait for the wait for a real push. Like it was too close to the open. So I did chase a little bit, from a little bit. But yeah, that's the setup the day to set up and you'll see the exact same one. I think it was the day after this on can same thing. If you try to short this day one you're going to get destroyed. Look at this trend this trend. And we open down here the trend is broken. Everyone is trapped. So when we get a pop, you know almost touch of support perfectly. What happens tank? Tank, right? So dates who set ups are really money. But you also want to make sure that the trend is broken, right? You don't want it neutral. You want it to be bearish. You want the trend to be broken. Like, because then you can have something like GNP X. If it's not clear that it's, you know, the trend is broken, then you have to wait on day two for the trend to break. And then you can attack. So yeah, see, see, look, this is, this is, you know, if you can't tell if the trend is broken or not, then you have to wait until it is bearish. Because look, it opens up right here. It's still it's still kind of in the middle of the range. So if you're playing this day to play, of course, this sounds a little bit hindsight because this usually, you know, sorry, but you want to make sure the day to play the trend is already broken, right? Like, look at these key support levels. It's well above those, right? And then this just it just ripped everyone. So you want to make sure the trend is broken. It's not bullish. Obviously, it's not neutral, but it's bearish. Wait for that tank and then you short the pot. Okay. Thank you so much for watching our video. If you want to see more of our videos, please subscribe to our YouTube channel by clicking the button here. We do our best to post a new video every single day. If you have any questions about MIC or any general trading questions, please text us using the number here. Also, stay up to date by watching some of our most recent videos right over here.


Jerry of the Circus! To the show, the padrooms are pretty busy plays. Padroom? That's what we call this tent. The performers always wait here until it's time for their act. Oh, kind of a waiting room, huh? Yeah, that's it. Then when we have a quick costume change to make, we'll do it right here. Well, if I'm not in the way...  Oh, gee. Just to see y'all going out and hear the music and be kind to the audience. And dig your toes into the old sawdust, there. It gets into your blood, doesn't it, Jerry? How do you know? Hey, listen, Jerry, what do you think I followed this crazy business for? Money? I could make twice as much in Vaudeville or a show in New York and live like decent folks. Aw, but then you wouldn't have the animals and the traveling and the... And the smells and the sleeping every night on a lumpy bed and sometimes no bed at all, huh? Yeah. But, Jerry, I wouldn't give up this life for the grandest bed in the world. They're coming in now. Oh, look at them scramble for the front seat. Yeah, it looks nice and clean now, doesn't it? Yeah. It won't last long. Aw, bumps. I wish I really belonged. Oh, you think you belong soon enough. Where do your arms ache from lugging heavy pales of water and you don't have time to catch the show for weeks? Maybe months. The band's going in. Yeah. Oh, hello there, Jim. Hi, Bob. Looks like a rat one tonight. I guess, uh, Mr. Andrell said the midway was packed. Now, watch your dog, there, Jerry. Oh, he's all right. Oh, he stays right by my feet. Gee, I wish someday I could do traps in the band. Oh, you want to double and brass already, huh? Well, maybe Slim will teach you one of these days. Oh, who's that beautiful girl? Oh, that little dark-haired girl. Yeah. She is pretty, isn't she? Now, that's Patsy. What does she do? Well, she's the youngest trapeze artist being starred in the business today. And great future, that little girl. She's got the prettiest eyes.  Well, there it goes. It's the parade will be starting. Remember to keep out from underfoot, Jerry. Sure, I will. Yeah, I got to do my walk around on the head of the pageant. Well, so long, boy. So long, Bob. Oh, gee rags. Isn't this swell? Rags. Rags. Where are you? If you're looking for that dog, he followed bumps into the ring. No, not into the main dam. That's where he went. Oh, gee, what do I do? I thought it was a new way of bumps he's putting on. The dog crippled along behind bumps just as quiet. Let's recruit his flat. Oh, gee. Gee, bumps is trying to send him back. Look at him. As soon as bumps turns around, the dog starts screaming. Look at him. As soon as bumps turns around, the dog sneaks back after him on his tummy. Like that. He doesn't come and get back on bumps big shoes again. You do that with that all the time. Here comes bumps now. Quick, as soon as he pushes the dog through the curtain, grab him. Okay, I'll get him. Golly rags your lights and eyes. Oh, gee, do you think we'll get fired? Here he comes now. Quick, rags, jump. It's not a dog. It's a kangaroo. Where did he ever learn to jump like that? He flew through that curtain like a shot out of a cannon.  Shh, quiet, boy. Gee, rags, why'd you do it? Oh, the cute thing putting his paw over his eyes. He knows he's been naughty. I should think you would be ashamed.  Oh, poor thing. He's begging you to forgive him. He'd better. Want us both to get fired, don't you rather? He's the cutest thing I've ever seen. Yeah, he can be behind your paw. Think we can't see you, huh? Where did he learn to hide his head like that? Oh, that's nothing. He knows a barrel of tricks. Well, come on, rags. I guess we'd better get back to the tent. I'll walk along with you for a ways. I don't go on for a while. Kind of like that dog of yours, don't you? Kind of. Safe. He's all I got. Your name's Jerry, isn't it? How do you know? Bumps was telling me about you tonight in the mess tent. Your name's Patsy, isn't it? How do you know? Bumps was telling me about you tonight in the bedroom. You know, your dad was a good friend of my father's. Your name's Dugan, isn't it? Uh-huh. Oh, I've often heard father talk about Danny Dugan. Danny Dugan? Mm-hmm. Well, that's not my dad, but I got an uncle by the name of Danny Dugan. Oh, he was a big game hunter, wasn't he? Yeah, one of the best. Say, he got wild animals for fritting their all of circuses. I know. Father used to talk about what a wonderful marksman he was. When your dad died, he was trying to locate Uncle Dan. Locate? Yeah. He disappeared about five years ago, and nobody's ever heard of him since. Is that so? Uh-huh. Hmm. Well, maybe my father has. All right, and see, I know he knew Danny Dugan awfully well. Gee, you will. Mm-hmm. That's well. You know, Uncle Dan's the only relative I've got. Rags, get away from that entrance. Want to get stepped on by an elephant? Well, I guess I'd better get back to the padroom. See you later, Jerry. So long. Come on, Rags. Well, Rags, old scout, think you're going to like this circus life? All right. I'm talking to you. I want to know how you like circus life. Well, that's better. But let me tell you one thing.  Rags, I'm following you. Hello there, pup. Well, aren't you a friendly little thing? Where on earth did you come from? Well, a boy, too. Hello. Does the boy go with the dog? He sure does. You're not looking for a nice new master for this animal, are you? I should say not. Well, that's a pity. I'd like to adopt him. Yes, you'd have to adopt me, too, mister. Well, I might manage the dog, but I don't know if I could smuggle a boy along, too. Yeah, I am pretty big. My name's Decker. What's your name, son? Jerry. Something wrong? No. Why? You look so funny. Did I? Sorry. Jerry. Jerry. Nice name, Jerry. The dog's my buddy. His name's Rags. Rags? Well, Rags, oh boy, give me a paw. Ah. Good. He's got nice manners, too, Jerry. Sure. I trained him. You did? Well, it looks like you did a good job. Uh-huh. Well, dad helped me. Oh, of course. That's what dads are for. You live in this town? Not anymore. No? No. I'm joining the circus. Oh. You don't see. Does Mr. Randall know about it? He sure does. He hired me. Oh, well. Then I guess I won't have to smuggle you and Rags along after all. Huh? Dad was a friend of Mr. Randall's. Oh, so your dad's coming too? Well, huh? No. Dad died just last week. Oh. I'm sorry, son. He left me a letter from Mr. Randall. Well, I... That's fine. Well, Jerry, it'll be mighty nice having you along this season. Yeah. Woof, woof, woof, woof, woof. Sure. And you, too, Rags. Woof, woof, woof, woof, woof. Yes, sir. I certainly didn't mean to leave you out. Woof, woof, woof, woof, woof. Kind of sensitive, that dog, huh, Jerry? He sure is. Lots more than folks. Then some folks. Oh, sure. I didn't mean you. I wonder why you and I like animals so much, Jerry. Because they like us, I expect. Of course. They just think we can't do anything wrong. We're always tops with them, aren't we? You betcha. And even after we've had to scold them, they'll come up for a pat or a kind word. Pretty real kind of love, isn't it, Jerry? But I didn't mean exactly that. What did you mean? You know, Jerry, I like even the wildest and most dangerous animals we have in this circus. Gee, do ya? I'm crazy about wild animals myself. I don't know why, but I'm never afraid of them. Not a bit. Me neither. Have you ever been around wild animals before, Jerry? No, but still, I just know I wouldn't be afraid. That's the ticket sign. The minute they know you're afraid, well, you're done for. Can they tell? Sure. Sure they can. Gee. Why, it's like an instinct. Just like we smell things, they sense fear. Golly, almost like mind-reading, isn't it? Well, I never thought of it like that, but maybe you're right, Jerry. Check it. Check it. Yes, Lorenz? Bring those knives and hurry up. That goes on next. Coming. I am absent-minded. Sorry, Sonny. I gotta run along. I'll see you later. Bye, pup. Bye. Wait a minute, Lorenz. I'll walk over the main tent with you. Daydreaming again, I suppose. Got the knives? Here they are. Who are you talking to? Oh, that little freckle-faced boy that's sharing the wagon with us. He's a cute kid. Cute nothing.  Why is that? It's funny. He seemed friendly enough to me. You think? That curved dog was snooping around my prop box and I will not take that from anybody. I pushed him off and he leaped at me, snarling. I never did like dogs and I'm not going to have a vicious animal hanging around any wagon I dress in. Oh, but Miranda. I got it all fixed. I just put some poisoned meat under the wagons over the first time that doorbell goes out.  He'll be a snoopy for the last time. Loran's one smart fellow, what do you think? Loran, you can't do that. Why not? Well, that boy worships this dog. Yeah, well, I don't. And you keep out of this scene. Listen, Decker, I kept you out of plenty of trouble. It wasn't for me you'd spend the rest of your life in jail and you know it. I know, Loran, and I appreciate it. All right. This dog has found dead.