So you're thinking about career in the insurance industry. I wanna give you seven benefits right now of why you should make insurance the career choice for you and then towards the end, I'm gonna actually share my story and how I got into the business and how it has changed my life by making insurance my career choice. First benefit is freedom. It provides freedom to you. There's a lot of individuals that need freedom. They like freedom and they don't want to work for someone, they wanna be their own boss. They're entrepreneurial minded and spirited and they're driven and they wanna do something special in the world, right? Insurance allows that. It allows freedom to, as my father was an insurance agent when I was a kid, he was able to go to my ball games, right? He was able to take us on vacation at least once a year. He had the freedom to do what he wanted when he wanted to do it. Now, if he took advantage of the freedom too much, then he probably wouldn't have been as successful as he did. However, it does provide a lot of freedom and yes, you have to work a lot of hours early but you end up with a lot of freedom and time later on in life to where you've got a book of business, you've got renewals, you've got referrals and your residual income and then you can start to do things that you really wanna do so it can provide a lot of freedom. Second benefit is you're helping people. You're doing a service. You are doing right by people and insurance is something that people need. It's a lot of times something people have to have in some cases, right? Whether it's health or Medicare or auto, home, commercial, renters, et cetera. You don't always have to have life insurance but if you want to protect your family, then you have to have life insurance, right? I don't view it as a nice to have. I view it as a must have, right? So when you get to go out and help people with something that they need, that they want, that they're seeking, that they're looking for, that your warm market and your family and friends already own, ding, ding, ding, and you're able to use that later by helping others with stuff that maybe they don't know that they need, by you developing a skill to where you can actually start to look and find ways to help people, right? And a lot of us are, everybody's got a little bit of that in them where they wanna help someone, some more than others, right? If you like helping people, seeing people win and putting people in better situations than when you found them, then you'll love the career choice of insurance, okay? So that's second, third benefit is the compensation, commissions, money, et cetera, it is, there are more, statistically proven by the way, there are more millionaires in the insurance and financial services industry than any other industry in the world. So this career, bada-bing, bada-boom, step inside the insurance room is the best way to make phenomenal compensation short-term, long-term, and for the rest of your life throughout your entire career. I have made millions and millions and millions of dollars, done tens of millions of dollars in revenue since I was 19, all in the insurance industry. I love it, I'm obsessed. The compensation's amazing.  My wife and I just bought a nice home in Springfield, Missouri, pool in the backyard, game room upstairs, right? And we're wanting to eventually own a beach house next year. I wanna eventually own a private jet, right? Those are financial goals that are not always possible in a lot of industries. But the amazing thing about insurance is the compensation is a massive benefit. And I'm guessing that would be okay with you. Fourth benefit is that it's recession-proof, right? I'm shooting this in 2020 right now and we've went through the COVID area, if you will, whether we're still in it or not, is up to you, I guess. We have thrived through this time. Not everyone has been so fortunate, by the way, but we've been very well-blessed to be in the insurance industry during this time because everyone still needs insurance, possibly more during this time. And people are even more apt to actually talk about it during this time, right? So insurance has been around for hundreds of years. It's not going anywhere. We've always been selling it and people will always need it, right? So no matter what happens, stock market, coronavirus, you know, whatever, right? It doesn't matter. Everyone will always need insurance, which is great because you're always gonna have a job. You're always gonna have a career. You're always gonna have people you can help. And it doesn't matter that, oh, I'm a mortgage broker and no one's buying a home right now, right? Like that's what I love. Like the real estate market is kind of ebb and flow a little bit. Yes, it's the second, probably most difficult career in the world outside of insurance because 92% of insurance agents fail. I believe it's like 87% of real estate agents fail in the first three years, right? So, but it's also, I think, the second most financially rewarding industry with the second most millionaires behind insurance, right? But it's super, it's recession proof and it's a massive benefit that I love. It's always gonna be there for you, which is huge. The fifth benefit would be you're developing a skill. This is a really important part that most people don't use this when they put a list of benefits. They don't normally mention this. You're developing a skill in many ways, by the way. Cells, yes. Getting someone to go from, hi, my name's Cody, great to meet you. Fast forward 60 minutes. Thank you for your business, welcome to the family, right? To do that with someone random that you just talked to that you just knocked on whatever is a skill, by the way. And it's something I've developed very well. Second skill really is the relationship building aspect, the relationship building piece. You need to be great at building rapport and building relationships. Getting people to know, like and trust you. Being able to find common ground with people. Relationship, the relationship aspect is actually the most important part of this industry. It's a huge benefit and it's a big piece. I met some amazing people, some amazing clients and because I'm good at building rapport in my natural, good, positive energy that can have easy conversation with individuals and really care about them and listen and ask good, intent questions, it's made the sell, if you will, that much easier. The third of the skills, communication. There's a lot, right? But communication. Your ability to commute, communicate with someone randomly that you've never met and be able to communicate in a good way. That takes a skill that a lot of people don't have. When I first started doing videos five years ago, I did not have that skill on video, right? And it will be better in five years than it is today. But I am, you can tell that I've improved. If you go back and watch my videos from December 2015, that's gotten better today, right? Even as an insurance agent, when I started at 20 really as a full-time agent, I was in college, fast forward 10 years, my ability to communicate to others and sell insurance randomly has improved, right? So that's another skill. Customer service. Your ability to be agreeable, to listen to customers, to wanna solve their problem, to let some customers vent because that's all they wanna do, right? And you're able to locate that and learn those key skills will impact you and you get to keep them for the rest of your life. That's why I love focusing on the different skills that the insurance industry brings, right? The sixth benefit of insurance industry is it is actually, it's in the title, but it's a career. It's not a short-term job, right? It's not an internship. It's not an externship, whatever that is, right? It's not something, it's not project-based. It's not, well, it's not a stepping stone. It's not a ladder. It's not a rung on your resume, if you will. It's not, I'm gonna go do this and work at fast food until I can actually finish my degree and then get a real career, a real job, whatever, right? And there's a lot of people that make tons of money at McDonald's and I get it, right? But career-wise, this is a solid career long-term that is viewed as a career. There's a lot of people that are not in insurance, like, dude, I want to view this as a career. I want a career. I used to have people that used to work for me years ago that did not view what we're doing now as a career, right? They do now because to see where we're going, but for a lot of you, you're like, dude, I wanna find a career. I don't wanna find a job. I don't wanna find a stepping stone. I want a career, right? And this is a long-term career, which is a massive benefit. And the last one, the seventh, is you can travel or you can not travel. What I mean by that is, there's insurance agents that get licensed in Florida so they can go down to the beach and sell for a couple of weeks, right? Or there's insurance agents, there's one specific buddy of mine named Pete. He goes up to Washington because that's like a honey, or there's a certain county that's like a honey hole for him for mortgage protection, right? He likes to travel. Some will actually take travel trips. You can, you'd like to drive. There's plenty of that in this business. If you're going face-to-face, home-to-home. I used to drive four or five hours for a few appointments all the time, right? I don't necessarily like driving, but if you do like to travel, drive, fly, et cetera, you can work it into this and actually make more money. Or if you're like, dude, I don't want to travel. I want to stay at home. Excellent, you can do that too, because guess what? You can sell through phone, zoom. You can get leads through the mail, through Facebook, through YouTube even, through Google, et cetera. And you can make money, sell policies and never leave the comfort of your own home. 10 years ago, I guess right in the interest industry, I made a decision to join it. I made 117,000 bucks in my first eight months, fell in love, made it a career choice for the rest of my life. And I can tell you, it's the best decision I've ever made career-wise. I love the interest industry, I'll always be a part of the interest industry and hopefully, you will be too. Hey, if you love this, you're like, man, I want 2021 to be better than 2020 was. I got seven steps that you need to apply right away. Check out the video, they're in there. See you over there. If you want to make $221,520 next year in 2021, I'm going to show you the seven steps that you need to master.


What is up guys Karma Medic here and today we're going to be doing the final section of the UCAT exam that I haven't covered yet which is quantitative reasoning. I've left it till the end because I personally think it's probably one of the more difficult sections and it's one I've been putting off the most but if you haven't seen my videos on the other sections of the UCAT, situation making, situational judgment, abstract reasoning and verbal reasoning, I've done videos on those this year and also last year. I'll leave a link in the description to a playlist that contains all of those videos if you want to see more. Now if you guys are looking for tips specific to the quantitative reasoning section, I would direct you to the video that I posted last year and there I go into detail about all the tips that I think are really important for quantitative reasoning but this year I just want to recap on a couple that I think are the most important. So first things first, becoming familiar with the on-screen calculator is very, very key. The ability to use that quickly and efficiently is going to be very important to not waste time and there is a little bit of a learning curve getting used to using it so I would make sure that you always practice with the on-screen calculator and figure out how to use it quickly. The second thing I would say is improving your mental maths is also very important. There is going to be a lot of calculations that you can do quickly in your head and if you have to use a calculator to do that it's going to waste a lot of time. So being able to improve your mental maths that you have most of your multiplications or divisions down and you can at least guess an approximation of a number in your head is going to go a very long way. And then finally there's a list of equations that you should just know off by heart so that if you see a question where you're going to have to use them you already know that equation and you can quickly just write it down. You don't have to waste time thinking about it and you can actually get the mark for that question by using that equation. Okay and then one more tip which I actually think is probably the most important one is that you learn to triage the questions that either you are not good at personally so for example I knew that tax related questions or questions involving many different time zones I just wasn't naturally good at or questions that you know are going to take you a long time to answer. So sometimes I would read a question in quantitative reasoning and I would know just from reading it that this is a four step question or a five step question. And if I recognize that from the beginning then that's a question that I would just guess and move on and come back to later because I don't want to invest all that time doing five steps just for one mark. When there's probably a bunch of questions after that that are going to be worth one mark as well but probably a lot easier and I'd also like to say a big thank you to Medify for partnering with me on these videos. They are the online UCAT question bank that I've been using for all of last year and for this year in order to make these UCAT videos for you guys. They're just a really good resource that a lot of you have told me has helped you very much and so if you want to learn more about it or check it out for yourself there will be links in the description down below. You guys can click on those and check out Medify. Alright so let's jump onto my computer so we can start doing some questions. So how many of the studied states spend more than 13.6 million USD on education? So state, state, states I only see states here and percentage of budget and percentage of social sector budget spent by each state on education. We know that the social sector budget is 18 million and we want to know how many spent more than 13.6 million. So we want to know what 13.6 million is as a percentage of 18. 13.6 divided by 18 so that is 17%. So if these states here spent more than 17% of the social sector budget on education then we'll add them to the list for this answer. Okay so we know that 13.6 million is 17% of 80 million and so here 17% is here so only Alabama spent more so just one state. What is the range value of USD spent on education by the states shown? So the range is the highest minus the lowest. So let's take the lowest first, California spent 8% of 80 million so let's find out what that is really quick. So 0.08 times 80 million. So they spent 6.4 million and the highest one Alabama spent 21% so 80 times 21% which is 0.21 is 16.8 so 16.8 minus 6.4 will give us the range which is 10.4 million USD. If Idaho spends this, Texas spends that, Tennessee spends that, California spends that on the environment. How much does Alabama spend in millions of USD on the environment? Okay how are we going to figure that out? Oh so here's the mean number of dollars spent by the states so the average on the environment is 13.6 so 9.1 plus 5.6 plus 17.8 plus 11.7 plus Alabama divided by 1, 2, 3, 4, 5 is equal to the average which it gives us up here for the environment was 13.6. So first we're going to do 5 times 13.6 to find the total 5 times 13.6 is equal to 68 then we do 68 minus all those things. So 68 minus the numbers that we have here so 9.1 minus 5.6 minus 17.8 minus 11.7. So that's 23.8 left for Alabama to spend. Next, the mean number of dollars spent by the states on crime increases at a rate of 6% each year. What would the mean expenditure by the states be in four years time? Okay so there is an equation for this similar to like compound interest but I don't remember that equation but since it's only four years I can do the four calculations and I should be okay it shouldn't take me too much time. Mean number of dollars on crime is 1.4 so now we need to see a 6% increase each time. So 1.4 times a 6% increase so let's find out what 6% of that is so it's this plus 1.4 so this is how much it would be after one year so I'm going to write that down real quick 1.484. Okay now this for the next year is 0.06 is that plus 1.484 it will be 1.57 after two years and now we're going to repeat this again two more times. So but yeah I would definitely look up that equation so you guys know it it'll save you a lot of time. So this is our answer 176746 so 17640 no it's this 1.7. Look at how similar those two are that is very very cheeky. So yeah guys really it's so important to have a list of those equations memorized I have them in my video on the UK cat 99% okay so we got everything right which is great. I have those equations written down in my UCAT 99% video those are equations that you should just really know off by heart and it'll save you a lot of time when doing questions. In the UK 50 million people are employed how many people work in tertiary and quaternary job so let's find the UK UK tertiary and quaternary so the total percentage of tertiary and quaternary is 61.4 plus 8.9 so 70.3 percent of 50 million so 50 million times 0.703 is 35.15 boom next question the tertiary employment sector of Brazil consists of approximately 80 million people whereas Brazil the tertiary did they say yeah okay what is the total employed population of Brazil sets everyone together so tertiary is 52 percent which is 80 million so if that's 52 percent then the total must be very close to 160 million okay so we know right off the one of these two answers so let's do the calculation real quick so something so the total times 52 percent which is 0.52 is equal to 18 so 80 divided by 0.52 we'll give us this answer 153.84 0.846 so it's actually 0.85 if you're out to two decimal places okay there's approximately 30 million people working in Nepal how many more people work in the primary job sector than this secondary job sector so 30 million people total from Nepal and it says how many more in primary than in secondary so primary is 80 percent so 80 percent of 30 million is what 30 times 0.8 is 24 and which one was not for our forgotten that was for primary and secondary is 16.5 so 30 times 0.165 is 4.95 so 24 minus 4.95 will give us the difference in how many more working one over the other 19.05 million the population of the USA is approximately 330 78 percent of which is employed how many people work the secondary job sector 330 million is the total population of which 78 percent are employed so 0.78 so 257.4 million is what makes up all of these percentages here of the 257.4 million how many work in the secondary job sector 23 percent so this times 0.23 59.202 okay so real quick i want to say about the quantitative reasoning section on the UCAT exam it is very very heavily reliant on ratios percentages fractions decimal places things like that those are the topics that sort of come up almost every single time for every single question so those are things that you want to make sure that you practice very hard and you sort of understand them very well so that you can intuitively apply what it is that you know to each of the questions that you see so here's a question that i've just read and i can see that it's going to involve ratios from this over here it's going to involve some equations over here that might take me a long time to type into this calculator and then i read the first question and it's talking about 0.6 of the area of the meeting body when considering two-dimensional blah blah blah basically i read this question and right now i've determined that i think for me personally this type of question is going to take me a much longer time to answer than other types of questions would that are probably coming up in my test so as a result of that i want to skip this question i want to guess the answers and i want to come back to it in the end because i know that i'm going to take a long time to answer these questions and because the UCAT is such a time sensitive exam you want to make sure that you do all the questions that you can do first the ones that you can get all the marks on first and then come back to these harder questions that are going to take a long time all right let's move on to the next question um how many more calories should a 24-year-old woman in her third trimester be consuming than a 16-year-old woman in her first trimester okay okay okay so let's see what this table is actually about nutritional requirements for women so that's in this category here 24-year-old woman in her third trimester plus 450 for a third trimester so that's 2850 total and for a 16-year-old woman in her first trimester so that's 16-year-old here plus 10 for first trimester so 2310 so the difference between 2850 and 2310 is 540 all right so that's the answer to the first question what is the percentage increase in magnesium required for a 36-year-old pregnant woman compared to before she was pregnant okay so there is an equation for this that you guys should all know and that you should all memorize and i'm going to tell you it right now it always comes up on ucat tests this equation says that the percentage change is equal to the difference over the original and i'll explain what that means using this question but the percentage change either increase or decrease is equal to the difference over the original so here let's find out what the difference is and what the original was that we can find the percentage increase so 36-year-old pregnant woman compared to before she was pregnant for magnesium so 36-year-old pregnant woman for magnesium so 380 when she's pregnant 310 when she's not pregnant so 310 is the original and 380 is the new and the difference is 70 so 70 over the original of 310 will give us the percentage increase 22.6 percent or 22.58 next so what is the average increase in requirement for vitamin a vitamin c thiamine and riboflavin for a pregnant 30-year-old woman from when she was not pregnant so the increase in milligrams from vitamin a to vitamin a is from 700 to 770 which is 0.7 milligrams okay so that's the vitamin a increase for vitamin c the increase is from 75 to 85 which is 10 milligram increase for thiamine it's a 0.4 and for riboflavin it is a 0.4 so the average of these four numbers is 10.8 plus 0.7 so 11.5 divided by four is 2.875 is the average increase no what yeah this is 0.07 so i take that back so 10.8 plus 0.07 divided by four 2.715 so that's 2.72 all right so there they tried to trick us with the conversions so yeah definitely read the question properly because the ucat honestly tries to trick you at every possible way that it can so yeah make sure you're careful when reading the question all right next question if 278 people pass their driving test in autumn what percentage failed so past percentage autumn we don't know okay 278 people passed their driving test in autumn okay what percentage failed so 514 minus 278 oops 514 minus 514 minus 278 will give us the number of people who failed and 236 as a percentage of the total 514 is 45.9 percent so 46 percent so that's the fail percentage how many people pass their driving test in the first two seasons winter and spring okay so easy again two percentage calculations to do 498 times 0.72 is 358.56 we obviously can't have 0.56 of a person that i do that right 498 times 0.72 yeah so 358.56 plus 654 times 0.43 281.22 so this plus the previous number 358.56 639.78 and since we can't have 0.78 of a person or can we i'm gonna round up guess we can have 0.70 of a person generally you can't but this is the answer that i arrived at which is very close to this i'm not close to anything else here so i'm gonna stick with it in the autumn there was a past percentage of 69 which season had the greatest number of passes so this is an easy question that we know how to do we're guaranteed to get the answer right if we go through with calculating the question but it's good to know that this is going to take me four calculations to find so this is going to take me four steps and this is going to be one of the longer questions to answer but since it's easy and i know i can get the mark for sure i'm still gonna do it but it's just good for you guys to start recognizing which questions will take longer or which questions will take a shorter period of time just by reading them very quickly 514 times 0.69 so three five four 0.66 and then we already did two from the previous question right how many of us are in tests in the first two seasons so we already did the first two so now we just need to do summer so 711 times 41 percent is 291.51 and now i'm gonna add all those numbers together oh no which season had the greatest number of passes hmm so that would be the very first one winter boom next if 417 people passed in autumn what's the overall pass rate for the test center rounded to the nearest percentage 417 passed in autumn so 417 out of 514 gives a pass percentage of 81.1 so the overall pass rate for the test center oh interesting so we need to add up the number from each of these but we've already done these three in a previous question so 417 people plus how many people was in summer which we said was 295 291.51 i believe 291.51 plus how many was in spring and how many was in winter so 281.22 plus 358.56 so this is the total number of people who passed and let's see the total number of driving of attempted driving tests now which is 498 plus 654 plus 711 plus 514 which gives us 2377 so 1348.29 out of 2377 total pass rate of 56.7 percent so 57 percent if everyone who took the test in autumn passed how many people passed over the year if everyone who took the test in autumn passed how many people passed over the year so 514 people passed here plus this number plus this number plus this number which we just calculated in the previous question so 514 plus summer 291.51 plus 281.22 plus 358.56 1445.29 so that's closest to 1446 okay that was also kind of an easier one i'd say let's see how we did five out of five brilliant all right i think i have time to do another question maybe two um so let's do that now this last one here on a sold out performance when 1200 seats are filled how much money is made from ticket sales alone okay 100 three senior areas stole 600 which costs 66.5 okay so let's start tallying things up so 600 times 66.5 that is 39 900 and then there is circle 400 times 52.5 21000 and then lastly 200 seats of which cost this apart from 20 restricted view seats which are that okay so then 180 times this whoops not 160 180 times 46.5 is 83.70 and then 20 times 37.5 is 750 so let's add all these numbers up 39 900 plus 21000 plus 83.70 plus 750 70 thousand and 20 okay boom next question year six primary school teacher wants to organize a trip with two year six that 30 children including herself and including herself two teachers would be attending the group plans to stay in the upper circle with no restricted view seats okay how much will the trip cost theater offers a group rate for every 10 tickets sold to a group the 11th ticket is free 30 children in each class so 60 plus the two teachers so the first 10 that go in we're going to get one free ticket um and that's going to leave us with 51 students left the next 10 are going to go in and we'll get one free ticket which is going to leave us with 40 students left the next 10 will go in plus one free ticket will leave us with 29 students left the next 10 will go in with one free ticket and that will leave us with 18 students left the next 10 will go in with one free ticket and that will leave us with seven um and then we'll have the remaining six students so in fact we'll get one two three four five free tickets. Okay, so instead of paying for 62 people, we're going to get five free tickets. So we're going to pay for 57 people and 57 people multiplied by where they want to sit again, upper circle. So 46.5, 2650.5, boom. Next. Susan wants to purchase six tickets, but the only set of six tickets in a row left are in the upper circle and two of them are strictly view. How much will the tickets cost Susan? Super easy question. So 4 times 4650 is 186 plus the two restrictive view, which are 37.5 each. So 7.5 times 2, 75. So 75 plus 186, total cost 261. Boom. Next question. The musical puts on eight performances a week. If every performance is a sellout, the show makes a profit of 124,500 a week. Okay, the production company originally invested 20 million. How many performances will the musical have to sell out before it breaks even? Round it up to the nearest whole number. Okay. So eight performances a week and in the week they make this much profit. So per performance, one, two, four, five hundred. Per performance, they make 15,562.5 in profit. Okay. So 20 million, one, two, three, four, five, six divided by 15,562.5, one, two, eight, five point one four. So this rounded up to the nearest whole number. So one, two, five, one, two, eight, five point one four is right here, but that is not rounded up to the nearest whole number. Pretty much a trick question. Should be one, two, eight, six. Oh, there's also one, two, eight, five. Very cheeky. So it says rounded up to the nearest whole number. So since it's one, two, since it's point one, four, we count round down to one, two, eight, five. So we have to round up to one, two, eight, six. Give me a cheeky four out of four so I can be content. Dope. All right. Great. Last question four out of four ending on a high note. All right, guys. So that is where I'm going to cut it off for the quantitative reasoning you can't video. I hope you guys enjoyed and were able to see my thought process when answering these questions live on camera and that it was useful to helping you understand and know how to solve these different questions. If you enjoyed this video, please do leave a like on it and leave a comment down below. It helps me and the channel out immensely. And if you want to see more medical school related content from me in the future, subscribe to my channel and you guys will be notified every time that I post a video. Anyways, guys, I hope you've enjoyed and I will see you in the next one. Peace.


So welcome to this session, dojo session taking agile and DevOps to the next seven by Jeffson, D'Souza, and Vijay Thakri. We are glad they can join us today. So without further delay, over to you, Jeffson and Vijay. Hi, hello everyone, myself Vijay Thakri and I'm the DevOps practice lead in Accenture and I have Jeffson on the call. He's the Goron agile practice lead in Accenture and also he leads the whole living systems in Accenture. Jeff, if you can move on to the next slide. OK, the today's topic about is the whole dojo ways of working. Why this paradigm shift is required in agile and DevOps. If you look at the whole industry report, as you know, that agile and DevOps is there for last many years. And if you look at the latest industry report, both for agile and DevOps, if you see that there is the adoption is there across everywhere. And but if you look at the whole maturity of this adoption, right, which is in case of in agile, it is almost like 16% today. And DevOps have taken that report from the recent Dora report, where the whole allied performance has increased from 20 to 26%. So but there is a long way, long there is a big gap. And a lot of organization has to catch up on this. And but to there is a if you look at that, there is a big gap is there who are like still at the lower maturity or they are at the medium or at the higher level of maturity. So it is very important for every organization for them to move to the next level to get the more say, for example, if it is they want to achieve like for 360 degree value from this agile and DevOps, there is a lot of things need to be done in the coming days. So the focus should be there on one is on building this whole capability in the full stack engineering that is building this full stack atomic feature teams. And also there is an continuous focus should be there on continuous learning and innovation. And the next is on the cloud. So it is continued to be a differentiator and it will be continued there for many more years. And finally, the focus should be there on the whole resiliency. How we can build this whole site reliability engineering team to make sure that we provide this 100% of time for all the applications what we deliver. So how can we do this like how can we achieve this the whole paradigm shift, right? What I'm talking about for both agile and DevOps. So let me give you a quick example of how we are doing what we know about DevOps today. So what is the perception there in the market today? Like, you know about DevOps, the perception there with the DevOps today is everybody knows about DevOps by continuous integration, continuous delivery, continuous monitoring and the whole automated infrastructure that is the infrastructure as a code. That is what we know today about DevOps. But if you look at the way it is evolved from last couple of years, the focus has moved from the traditional CI for custom because move to focus. Now the focus is more on the cloud, DevSecOps, the data science, machine learning, AI and all about this new ways of working. There are new tools in the market and the whole platform what we talk about for the DevOps is gaining a lot of momentum. And we talk about many tools in the past for the CI CD pipeline. Today what you see here is that entire thing is now provided by one single tool like the GitHub, GitHub or the GitHub and even for the cloud based Jenkins or even in the discussion happening in the tooling also, that is the traditional way of like where the engineer should know about only Jira, Jenkins, Confluence or Maven. But today it is something which is they should know everything like along with that, they should know Docker, Kubernetes, IAC and monitoring tools and even a lot of this event based architecture or the Prometheus, there are many things actually. And as I told you about, it has to be more for building it is very important to build this full stack capabilities and also the whole ways of working also has changed like traditional like more of a reactive support to more into the site reliability engineering, the save and also bringing this whole lean governance. Before moving on to the next slide, why I'm telling about all these things, right? Because today now the most of our customers are today moving from their the complexity of complexity have changed and also if you look at with the coming with the pandemic also, the whole ways of working has changed. So let me give an example, how we have addressed one of these challenges for one of the large telecom client in North America, where this is for the e-commerce platform at any point of time, they had like more than 25,000 users on the e-commerce platform. So if you look at the whole landscape, they had like thousands of releases they are doing on weekly basis and everything either they have this entire infrastructure or some of them are on their own premises, some of them are on cloud and the complexity like they have to do this hundreds and thousands of releases. So the thing is one of the challenge which they have faced here is the skill to deliver these changes on demand release basis. So one of the things which we have addressed here is through the what we have brought in here is the whole dojo concept, right? You know about the whole dojo. So it is more about this immersive learning. So what we have done is we have brought in this whole dojo based learning experience for the entire team here to deliver faster and with the predictable releases. So this is something we have achieved through because the complication complexity and also the whole infrastructure complexity and the skill required for many of their engineers like bringing in this whole full stack feature teams. So it is very important for them to take them through some of this immersive learning experience so that to immersive learning experience based on this whole hyper sprint because we talk about this whole hyper sprint based learning where along with their delivery they used to spend like at least the two and a half hours every day based on their use cases which is very much related to their project. So we talk about that how we have achieved and based on this experience, what we have done here is like we created this, okay, when we started thinking about how we can scale this, how we can industrialize this, right? And how can we try this for across all the project? So for example, when I'm talking about developing any application rather than doing this more of a feature based, how can I split this vertically and bringing this whole hyper sprint based delivery, right? And delivering this everything through this minimum viable product, right? So next I will hand it over to Jeff. We'll talk about how we have achieved this, how we have industrialized this and how we are going to address this like more of this full stack engineering feature teams from the traditional I-shaped or T-shaped scheme to the E-shaped scheme for future. Thanks, Svejan. So as we talked about that, you know, we really wanted to really address some of the challenges that our telco customers are facing. And that's where our first experiment was applying a dojo approach. It said, okay, we start with, you know, dojo is all about let's do hyperspins, let's have two spins in a week, right? Let's go with the dojo for what four weeks. And this is where we started within the expectation is that end of every spin which is two and a half days in a week, we'll have a spin demo, right? And then we'll have the MVP. We just talk to the team and say, okay, this is what we're going to try, right? Just to address some of the challenges they had in terms of learning, in terms of agility, in terms of, you know, busting some of those impediments ahead. Now, having said that, what did we learn? And to be honest, from our first experience itself, we failed and it was quite obvious that we failed. And in some of the retrospective sessions when we spoke to the team, one of the things is the team felt burnt out, right? Because delivering working software in every two and a half days is absolutely not more strenuous than compared to the experience. The product owners, they were not happy that every spin, the team would definitely not be able to deliver what they really want, right? The learning from the team. Dojo is meant to be immersive experience. The learning went for a toss. They're all focused on delivering what they spent was all about, right? The fourth important learning was with the team sense, right? You know, within our days of collaboration with a large team couldn't really work out, right? So those were some of the key learnings we had, which is where our first experiment, while some people call it success, I would, as a coach, I would probably say, it's probably not there, right, or maybe fail, right? So what do you do? There definitely had to be things which we had to do to make it work. And we came up and we kind of modified this whole dojo approach as a three hour approach. We said, there are fundamental things you need to do differently. And, you know, we call this as, the first thing was about the realign scope, right? This is where we first said, it's not that dojo, within the dojo framework, you have to deliver two weeks' experience into our database. It's not that, right? We had to look at how do I really size the stories well so that the stories can be delivered is as many ways in a vertical possible, right? And that's where stories were then size and shaped up based on sad scenarios, happy scenarios, or exception scenarios, quality scenarios, constrained scenarios. Those were the different scenarios where each of these user stories was then further split up. And those scenarios that were then assigned to the base on the priority, base on the business priority, based on the technical dependencies, they were then assigned to those sprints. So that's one big change we did. And as a part of that change, what we also did is we kind of strengthened the squad in visiting areas as well, because initially when we went into dojo, we said, okay, we have the stories in place, let's move on instead, let's start with implementing dojo, right? But we said, okay, now with this, because of the whole scope issue, can we rethink about how we structure the whole squad and visiting area, right? Where we have the right people in it, we have the right tools in it, we have the right capabilities in it to really think about splitting the stories up. So, and also the process as well, just to make sure that at any given point of time, we have a good amount of stories who are, which are refined well, and which fit into those small, and the other focus also was on the MVP, right? So every two and a half, every four weeks, rather than thinking that every sprint will deliver some MVP, right? We felt that, okay, how iterative and incrementally it can be there. And that's what at the end of every sprint, I'm sorry, at the end of every dojo, which is about four weeks, what is the MVP we are looking at, right? So that's why the whole focus went around, a lot of changes as a part of the whole envisioning process and also the way we defined our granular stories, if I will. The second part, an important part was about the realignment of the team. Earlier, we had about 12 people in a team, right? So that's where 12 people was definitely a lot more than what we could take, right? And we said, okay, we need to have sports, right? And that's where we went with five or less, five was the max. Ideally, we said about three or four people working in one team, but they said five is max because some teams and I said, if we can't move three, we really have to deliver something. And to end, we need really five people. So I said, okay, for the time being, let's start with five people, right? So that's why we had smaller squads along with it. We also then re-purposed some of the processes as well, within the, you know, within the spins as well. So we kind of kept it fluid for each of the teams to say, okay, when they want to do standouts, when they want to do a spin demo, when they want to do a retrospective, right? Some of these things and how they want to conduct it as well. At the end of the day, it's all about agility, right? So that's the second part. The third part and a very important part, you know, was about the thinking itself, right? And that's where dojo is not just about hyperspeed, right? It's about immersive learning. It's about, you know, busting your impediments much faster, right? And that's where what we said is we kind of get that learning behavior within the team. Initially, we started saying, as a part of your spin backlog, 10% of your time is going to be spent on learning. And in some teams, we also saw 15% of their time on the sprint time was mentored learning. End of the sprint, in the sprint demo, while the functional demo was going on, right? They would also demo what they have learned as a part of the sprint. And this was aligned to their product backlog as well, right, in terms of what is the learning required for the future to really build the future part of the backlog, right? So all this all kind of got into thinking where not just the team, but also the business also got involved in this thinking and in a reshaping of the way the teams really work, right? So those are the fundamental things which you really have to bring it to really make the dojo thing more experiential and make really work, right? Now, having said that, to what we just said, right?  E-shaped skills. And that's where one of the aft of this team and unsuccess factors of this team that they were able to move from a T-shaped skills to E-shaped skills, right? There is a power of T-shaped. You're looking at large, I mean, looking at siloed functional skills, right? And, you know, siloed technology skills, right? That's where we kind of broadened it out, making sure that they have broad functional skills, right? From understanding the business domain, understanding different stakeholders, understanding the value stream mapping, right? Making sure that, you know, you understand what's value-adding, what's not value-adding from a customer standpoint, bring that customer-centricity as a part of thinking, right? Those are some of the broad skills. And then from an engineering standpoint, this particular engagement was basically on cloud, right? And that's where this whole particular team, and that's where learning about the cloud-related services, learning about the whole tooling aspect, the software engineering and learning about, learning and building about the automation piece was also core part of this team, right? And that's where, when we talked about that, you know, today it's not just about, you know, siloed teams, right? It's not just about the team members. It's also about end-to-end from full-stack team engineers. And it's important. And why I say it's important is when you talk about, and I'm going back, right, when you talk about spot-to-spots, you're probably looking at teams which are really are able to do multiple of these things as we started, right? So that's why, initially, this particular team did start with a lot more siloed teams, right? But the end goal was to reach, you know, B-shaped skills so that really helps the whole movement around Dojo, you know, more successful. Now, having said that, doing all this after a couple of Dojos, right? I'm really looking at what did the team achieve? Yeah, for me, honestly, this particular team, it was more about, you know, from being agile to being agile, right? Being agile, yes, absolutely. They were running those scum teams. They're running the two, three-week streams, right? But really, were they being agile? Probably not, right? And that's where the Dojo, you know, ways of working really made that fundamental cultural change, not just within the team, but also from a business standpoint as well, right?  That's what I say, right? If you're being agile, you definitely have a high velocity compatibility.  Your CSATs goes a little bit down. You are able to deliver what the business really wants, right, in terms of business KPI, all your, the work that you do, you know, will be aligned to, okay, how am I helping the business have better revenue or have better, you know, customer experience or reduce their cycle times and all those aspects are kind of covered as a part of the, you know, outcomes for this particular team. Now, while this is, you might think, you know, hey, this is great, but, you know, can this really be scaled up? Now, based on our past experiences of working with Dojo, with the teams, we kind of looked at, it's a scalable model. It's not that it's a, you know, a model which is just a map to us, particular team or a particular, you know, engagement. This is a scalable model, and that's why if you look at it, we are seeing this as in delivery, Dojo delivery, and this is where not just leveraging scrum, but also now looking at scaling that as a part of your scale frameworks like Save or less or some of these frameworks, right? We're also seeing, we're surprised when some of the delivery teams came back saying that they've applied Dojo as a part, Dojo Concepts as a part of learning, making sure that, you know, they are working from T-shaped to E-shaped, right? They've also applied Dojo in some problem-solving areas, right, they had a big problem and they really wanted to solve Dojo. So we kind of applied the Dojo Concept as a part of, you know, solving, now problem solving. The one which really surprised me was the automation piece, right? And because the reason why it surprised me is a lot of complexities around automation, talk about how AI based automation and all that stuff, right? And that's where I've got a couple of teams which have actually implemented Dojo in really applying, you know, A building those assets and then, you know, and then deploying those assets, right? So all in all, I think it's not just according to me, Dojo is here to stay, right? And just making sure that, you know, it is not just, you know, for a particular team but can be expanded across the various teams and across the various work groups, right? And just to sum it up, Dojo is not about, while a lot of people when they think about Dojo and they read about Dojo, they think it's all about two and a half days of hyperspins, hyperspins, right? But according to me, Dojo is all about a framework which will help you to discover those impermanence which are hampering your productivity, hampering your efficiencies and then busting them at hyperspins, right? Making that visible for everybody, those impermanence and helping teams to from being agile to being agile. With that, I'll pause here and see if there are any questions for the fund audience. Thanks again, Jess and Vijay. That was a wonderful learning experience and, you know, good to know about your experiences. I am sure everybody will take greater value from this. Thank you. Thanks, Devish, for having us here. Thanks, audience. Thank you. Thanks, everybody. Thank you. Thanks a lot, folks.


Now, the House of Representatives has called on the federal government to provide body cameras to be attached to officers and men of security agencies in Nigeria. They also want situations in the rooms across the country to monitor their activities. The body cameras, the House argued, will help checkmate cases of abuse of power and human rights. The report. Over the years, there have been concerns about allegations of harassment, extortion and extraditial killings of citizens by security operatives. These often result in reprisals and uprising by the citizens. The House is convinced that security operatives ought to wear body cameras in order to have picture and video evidence of the activities. The green chamber is cognizant that the body cameras will keep the security operatives in check. The House is there for concern about all allegations of harassment, extortion and extraditial killings of citizens by security operatives, which often result in reprisals and uprising by the citizens. The House is there for convinced that the security operatives will often express religious scrutiny over their conduct in the discharge of their duties or to wear body cameras in order to have picture and video evidence of the activities. While the idea of security agents wearing body cameras is laudable, funding is also of the essence. Well, Mr. Speaker, the problem we are having with coming up with motions of this nature is we are complaining that some of these motions are not being implemented by the executive. I can assure you, Mr. Speaker, at the moment, the security agencies are even – we are worried that they should even have normal kittens. They are not even here to give the normal uniforms to go – to conduct some of their operations. Now, by the time you add the issue of the must-use body cameras, it's very likely that this will not come our way. The House is hopeful that police body cameras may provide the best evidence, but there's need for a much better regulation. I'm going to think about discuss today. Let's – let's – let's discuss how security agents' chiefs are taking out money, leaving people hungry. Somebody from NDLA, from my DG, was the one who was giving that kind of thing. So for us to make our system good, it's good we lay out the fundamentals of what a normal system should be, and then we follow the other question of funding. The Federal Route Safety Corps had launched body cameras for its patrol operations. It is believed that it has the potential to better document encounters between officers and citizens while mitigating competing concerns about their potential for misuse or abuse.


Hey everybody, what's up? It's Rob Dodson. Welcome back to The Alley Cash Show. So it is 2018 and with the new year come some changes. On my end, I'm actually gonna be spending this first quarter embedding with the Chrome accessibility team. That means I'm gonna be writing C++ and shipping fixes and hopefully some new features in the browser. It also means I won't be around to make these videos at least not for the next few months. But when we come back, we're gonna have all sorts of cool information about how accessibility actually works under the hood in Chromium. So I'm really excited to share that with you. In the meantime, if you haven't had a chance to do so yet, definitely go check out our Udacity course on accessibility fundamentals. I will leave a link to that down below in the show notes. And you can always reach me on the Twitters at Rob underscore Dodson. As always, thank you so much for watching and I will see you soon.


Nurses and team members at the Millennium Heights Medical Complex engaged in some recreational activities last weekend. They thought they were fun sports that formed part of Nurses Week 2022. Deputy Director, Nursing Services Isabel Perel played all the participants enjoy themselves and thanked the Ministry of Youth Development and Sports for their input. The Ministry of Youth Development and Sports has come on board with us to really support us and we are very thankful to them. They have provided us with medals, coaches and a lot of the support that we needed to make this activity successful. And by extension we'd like to thank every team member at Millennium Heights Medical Complex for this activity. One of the participants, ward manager Tessa Jules, was happy with the outcome of the fun sports and suggested it should be continued. I think it's a very great initiative, one that I think should be continued as it is a means of bringing all of us together, all of the nurses and even the other members of the multidisciplinary team. So I think it's something that should be continued. I'm part of the Purple Thunder team. Thunder team, so far it's been great. Basically right now, the Purple Thunder team were leading and we've had the sacras which I won. We've had the lemon and spoon which we won that for the male, for the female. We also did the tossing of the egg. Very soon we're going to be doing the Thog of War which I know we're going to still win. It's been awesome, it's been amazing. So I'm very optimistic that we're having fun. It's a very stressful and strenuous work that we do yet. It's necessary to take out time to have fun. Members of the coaching unit of the ministry of Youth Development and Sports and several senior officials were on hand at the Millennium Heights Medical Complex to lend support to the nurses. From the Ministry of Youth Development and Sports, I'm Ryan O'Brien.