He wanted that smoke that badly. Is he aiming at me? Who's aiming at me? I feel like somebody's aiming. Woo! How's it going everybody? Dot it away here and on this channel you might already know, but we play a ton of Dragon Ball games. Mostly Dragon Ball fighters with some few old classics sprinkled in, but there's been one major Dragon Ball game. One hugely popular Dragon Ball game that I have just lost over until now. That game is of course Xenoverse 2. Yes, it is finally that time we are here with Dragon Ball Xenoverse 2, which I think up until this point, I haven't actually done a video of it on my channel. I've played with Rhyme and Deon, people that have played Xenoverse 2 for a long time, but me and myself never personally played here on the channel. I did play Xenoverse 1 a lot on the Xbox, but frankly this is the PlayStation Mernie. Hey guys! Yo, this guy, you are way too big for those clothes man. The pants are even ripped. I mean, I shouldn't be talking. My outfit doesn't look great on me as well, but no, but jokes aside, I actually don't know anything about Xenoverse 2. Look, if it was Xenoverse 1 back on the 360 days, then you know, this would be a different story. I'd be walking around, I'd be showing you my movesets and everything, but instead, wait, hit an item, wait, hit an item, nice. Instead, I'm just going to hop into some online limited 3v3s and I'm going to hope my teammates can cover for me because I'm going to be bad at the game. Dude, this guy's hovering. Hope you're living well. Hope you're living well. Anyway, online battles please. Let's go. Let's see if we can get a match of 3v3.  Hey man, I just wanted to thank you for coming out to the lobby.  So at this point, it's been a couple of minutes, maybe five minutes. I'm not good at passing of time, but I've tweeted out that I'm in Xenoverse 3v3s with limitation. No. Oh, that's everybody. That's everybody. Ready up, ready up. Everybody, ready up. Hello. Hello. Everybody says hello when they join the match. Xenoverse 2 player base, very polite. All right. All right. So these are my characters that I have. I'm not the best. I did buy this deal. Oh, I forgot to have Jiren. We're playing as Jiren, dude. All right. What do these guys got?  Yo, my teammate has a backwards hat. All right. I'm feeling pretty confident. I actually, I've never understood playing a Xenoverse game without like your character. But in this case, my character is so bare bones and boring that Jiren is just way more fun. How do I lock on? All right. Let's go. I'm getting this guy. Let's go. Don't, don't, don't, oh, he didn't even, vanished it, vanished it. I'm nice at the game. What up? Oh, what? Oh, clash with him. I like that. I'm going to just do a little power impact. Oh, but you know he had a guard though. You know he had a guard. You saw it for yourself. He's kind of quick. All right. Time for, time for option number two. Jump this guy. Damn. Damn. Looks like my demons still follow me wherever I go. All right. I just can't let my stamina get broke. Oh, that would have been a ring out if this was a Budokai Tech Edge 3. Damn that hurt. Damn that hurt. It's fine. I could still, I could still easily win this. Yo, my team getting cooked up something fierce. The wall. But I had to hit him with the back step. What?  I'm saucing him.  Let him know. Let him know. Let him know. This guy got done in. Stand up.  I didn't. Hey, when I said stand up, I didn't mean it like that. Oh, let him know. Let him know. Let him know. Where's he going? Oh, he found me. Let him know. He just dodged it or whatever. Help me. Help me out. Yeah, we jump in him now. Yeah, we jump in him now.  Help me. Help me. Help me. Help me. Help me. No. That was a well fought match. I feel like I was panicking that entire time. Your team lose. Did it just say your team lose? Why would it not say your team lost? Maybe I read it wrong. Your team lose. Oh, that was a good stuff though. My team really started to have some good teamwork at the end. All right. All right. I like that. I quite had an enjoyable experience with that. All right. But this time I'm going as my character, dude, and we're going to fight. I don't know. The World Tournament. I'm going World Tournament again. Run it back. The Tenkaiichi Budokai Part 2. Everybody knows there's a second part to the event. All right. I see now that I've chosen to go as my character. Everybody else has decided to be a normal Dragon Ball character, except for my friend Joe Star who did help me out in that last match. Appreciate it. But it's not about whether I appreciate it or not. Doi is going to have to step up to the plate here. Let's go. Part 2 between me and you, buddy. Get used to it. You're going to be seeing a lot of this. Actually, let me help my teammate out. Yeah, jump in him. Yeah. Jump in him. Jump in him.  I got to learn to fight my own demons, dude. Oh, so I slipped behind him at the blink of an eye. Oh, he's still missing. I got him looking goofy. I got him looking goofy. Shining Friday. Yeah. I know all of Radith's moves. I'm his biggest fan. Oh, piece him up and get him out of here. Get this guy out of here. Pack him up. Oh, I got him looking goofy. Oh, piece him up again. Get him out of here. Get him out of here. We don't want that. Oh, damn it. Damn it. Damn it. Damn it. Damn it. Damn it.  Oh, you saw him backflip down it. Yeah, Xenoverse can be such a fun game. You saw him backflip down it like a... That was so sick. Whoa. Whoa. Okay, I'm getting kind of messed up now. Looks like we're both on the ground. I can't charge. Shit. I can't help. Upper quill. What are you doing standing there? Your teammates need help. No, my teammate needs help. Oh, there we go. All right, buy me time. Buy me time. No, no, no, no, no, no, no, no. Stay away from my friend. Stay away from my friend. We got to get him back up. Dude, we got to get Joe Star back up. He needs us. No. Persona. Persona. I backfliped to him. That was sick. Help me out, dude. Help me out. No. Why was the kid? Your team lose. It doesn't say your team lose. Dude. Okay, I'm having a really good time. Oh, my stomach hurts. Dude, that was actually kind of sick. Oh, come on, man. I was playing pretty good.  I can't laugh that hard. Yeah, dude, there's... Oh, wait. Nope. There. Wow. The ultra instinct theme just played in my head real quick. But look at our team, dude. We're all originals. Nice. Love to see it. But this is kind of what I meant by Xenoverse is that it's best for me when you're all just original characters having a good time. That could just perfect block that. Damn it. Are you so much stamina? I just don't have a lot of stamina. I haven't practiced, dude. He is so much more stamina than me. No, no, no, no, no, no, no, no, no, no, no. Help me out. Dude, if my teammates see that happening, they got to respond, dude. Dude, who just died? Why are... Come on, man. You can't just die, dude. Get off me. Get off me. Get off me. Get off me. Get off me. Get off me. Get off me. Get off me.  My guard. Somebody get Persona up. He doesn't deserve to die this way. That's missing. That's missing. That was...  I just don't be getting off the ground when necessary. Come on.    Oh, he tried to break my guard. I'm too quick. I'm too fast. I'm too... I'm built in for get up, Persona. Fight. Fight. I got to get my other teammate up. What am I charging for?   The weekend. I didn't get to use my weekend attack. Why are you yelling in my ear for it? Win, Persona. Win. Oh, come on, dude.  Everything I did was for nothing. No, we lost the... No, no. That was one of my teammates, wasn't it? All right, this time I'm going as Gojita. No, I can't, dude. Not until I win. 12 seconds later. All right, I'm going as Gojita this time. Oh, no. They... Oh, no. We have the fae. Hey, my teammate also decided to go as Gojita this year. Oh, yeah. Let me get this Hercules real quick. Yeah. Let me body this Hercules. Oh, he's getting cooked. He's getting cooked. Yeah, he thought he'd be able to beat me with the explosive? No, not in this world, dude. Was that meant for me? That was meant for... Well, maybe it wasn't. I don't know who that was meant for, actually. God damn it, he locked us on to him.  He wanted that smoke that badly. Is he aiming at me? Who's aiming at me? I feel like somebody's aiming.  I caught on to that very late. I saw that the little icon had popped up. I just had no idea where it was.  No wonder the people fighting this guy were getting smoked. Oh, so I baited him in. Look at that. Damn it. That hit me too. All right, clearly me going for my teammate has upset the balance. They were very happy with this being... They were very happy with the 1v1 until... Yeah, you can't keep track of me, huh? I'm a little too quick.  Damn it. Am I ever going to get my key back? I need a way to get key, man. Damn it.  I'm getting jumped. I'm getting cooked, dude. Please just let me focus on the enemies. I don't think it is going to be time to focus on the enemies. Okay, I had it. Oh, just tank it. Just tank it. Just tank it. Oh, wow. Dude, my teammates failed me to achieve a blue. Why? Oh, my God. All right, one more match. One more match. Of course, we're going to end this match with Doya. And honestly, I really do wish there was a way I could just unlock every move in Xenoverse. That would just be so fun if I could just get Doya all the moves that I've missed out on over the years and years of this game being out. But since we can't, we might as well end it on... Actually, what is this tree of might? Hmm. I think I'm going to do World Tournament. I don't know why, dude. I just love the World Tournament stage. I feel like the chaos there is good. Great say amen. Super say in blue. Dude, what is with my teammates? Why do my teammates not pick the cool guys or at least your own guys? I'm mad, dude. Look at how mad I am. Let's go. Sunzeburu, I've come for you. This is going to be my final act, dude. This is going to be my best game. Okay? Okay? I'm losing out on stamina here. He knows that. He knows that. He might go for the kill shot here. I didn't want to use that. I don't know what to do here, dude. What do I do when my stamina is low? Do I just play like I have high stamina and then just get my stamina broken? Oh. Oh. The choice was made for me. Dodge it. Dodge it. Dodge it. Dodge it. Yeah! Somebody else took the hit. I mean, my God, he got melted, but...  Good stuff. Sage of Six Path is getting jumped, so I'm going to contribute. Ha-ha! Weekend attack. Boom! You got to be kidding me. I got to get to a safer place before I try my weekend attack, dude. Weekend attack?   Don't you, Zabaru? Oh, I backfliped out of there like an absolute crazy master. Weekend attack! All right. Who else wants some? Who else wants some?  Ha-ha! All right. Now help me out with Zabaru. Help me out with the other...  No, no, no, no. No! You'll have to do it alone, Zombie Swag! Zombie Swag fighting for his life right now. Damn! Yo, Zombie Swag popping off. Yo, Zombie Swag going in. Look at my teammate go, dude. I knew Zombie Swag had something about him, dude. Look at the way he carries himself. He moves at such high speeds. Oh, and what a perfect guard. Zombie Swag actually born to play Z Universe 2? Come on, Zombie Swag. Come on, Zombie Swag. You have to make a play. 5 seconds on the clock, Zombie Swag. You like Mike?  Clutch it up. Clutch it up. Oh, he even perfect guarded that. But unfortunately, Zombie Swag was held down by the anchor that his esteem. Shout out to me. Your team lose. Ha-ha-ha. All right. And with that, I think that's going to be the end of the video. I had a lot of fun. I had a lot of fun. Hopefully you guys enjoyed it. If you did, definitely let me know. I'd be down to do this again. I wish there was more ways to unlock stuff from my character. But other than that, let me know if you enjoyed it and blow in the comments. Leave a like if you enjoyed it as well. And check out some other videos that should be on your screen right now. Other than that, I have been Datsudoi, and I will see you guys in the next one.


It's the MATWORK. Oh, what's up, Brandman Network? It's Sean and I'm back with another Brandman Network exclusive. This concept is extremely simple, but it's true. Consistency. I know a lot of people hear, oh, be consistent, be consistent, be consistent. It just sounds like BS or just sounds like this cop out message and advice, but I'm talking about it for a specific reason. Consistency is how you own things. There's multiple ways to own things, but this video is more about ownership. The way that you cannot lose out on something that you do in your brand is make sure you own it. So what about if you do a freestyle series? I can use Code of the Friend for an example, because I know some people might have seen that video I did on Code of the Friend, and then somebody like Stromai who did a series on his beat making. If you do something in a unique way, a lot of times people lose out and they miss out when they only do it once, because you do this thing and it's really cool, and now someone else might take it later and get more attention with it, and then it's like, oh, yeah, they might have been inspired by you, but they did it on a bigger scale or they did it better. But once you do it multiple times, if you do 20 videos, 10 videos, a very specific series around your unique concept, and once again we could flash a screenshot of Code of the Friend's concept, what is, you know, still video with the text on it, and then somebody like Stromai with his beat making series and how you was interesting in all these random places, once you do that, you own it. You made it yours, and that's where people lose out with brands a lot of times. You have these things that you're doing that are creative and cool, but you don't own it by either doing it repetitively or making a whole concept around it. So here's another version of it. It's a 21 Savage, he did the interview and he said, it's a knife, and then all of a sudden became this whole internet meme where everybody's saying it's a this, it's a that, it's that, they're laughing at it, and that's cool, but 21 Savage didn't really do anything to own it at that time, because it wasn't really expected, and he wasn't really joking when he said it, he was just being him. Only thing he did to own it was eventually create an album called Issa and that made it his. So if you look at the fact that he didn't do much really outside of just an interview where it blew up and he wasn't even realizing that this was going to happen and then making an album and you know a few like marketing and activations around it, those are the only things that he did and he owned the concept. Now when people think about 21 Savage, they give him credit because he started it and he ended and of course he's not using that as a part of his brand anymore, but that's what ownership looks like. There's certain concepts and if you create an album around it or something big and specific that's truly driven by that concept, whatever that concept is, and you make people know you put a name to it just like Bryce and Tiller did Trap Soul. Some people said, oh the weekend started that sound, but Bryce and Tiller put a name to it and he made an album with that same name. Those types of things give you ownership over it. So when you are doing a lot of stuff, make sure you take advantage of some of them by making sure you own it. You have to either name it and then market the fact that you named it or you just have to do it consistently. So now people can just look at the catalog and say, oh he was doing this. He didn't just do something and it kind of alluded to it and touched on it. No, he was literally aware of this and created a concept that he did it consistently. That's the difference between why some people get credit for things and why some people don't.  But at the end of the day, you have to pick and choose and figure out some things that you do want to double down on and make sure you own. Because look at an artist like Kanye West. He's done so many different sounds and things that he's experimented on. Obviously he has plenty of things that he's owned, but there's other artists who created entire careers off of just taking one thing that Kanye West did and now they just own it. Drake owned the whole singing rapper thing. There's other artists who sang first and even Nelly and Ja Rule, if you want to go back that far, they were singing as they rap, but they didn't necessarily want to own it too heavily as singing and make a cool thing out of it. Then you had someone like Kanye West playing with it, obviously T-Pain. You had all those people, but then Drake came in and said, this is my thing. This is what I do and created an entire brand around that. Travis Scott took that sound that Kanye West was playing with. Arguably, he was helping Kanye anyway, so Kanye might have took it from him, but he owned that specific style of using autotune. There's always different versions of that in the artist's creation tree. You'll see people who invent certain things and they're putting out so much production, but then you'll see people who take those little things and then they'll own it and they'll just focus down on improving that one little thing as opposed to putting out a lot of other things. Then somebody else will take something from that artist that they did. It's the constant evolution of the tree. You just have to make sure you own something. That's it.


I think the recording has started and we are covering, I just like it to start here, October November 2020 Excel paper. So we can start with question number one without any time wasted. How would you answer this question? Most research projects follow this same basic process. Mention and explain the third and the fourth step of the research process. It's two marks, so it means one mark each for mentioning it and explaining it. I'll give it a try, I said the third step is about data collection. It looks at the way the data needs to be collected in order to give you the information you need to answer whatever your research question is. Yes. And then the fourth step, I said this is about data analysis and using statistics to get meaningful conclusions to answer your research questions. Would I get two marks for that? Yes, you get two marks, so remember to mention and explain, mention and explain, yes, two marks. But I get two marks for what I've said. Yes, you get two marks. Yes. Okay, thank you. Anyone who has another explanation, you can all tell me, all four of you would have said the same thing as what Karen has said. I said, but it's similar to what she said. I said the third step is data collection and that is how the information required to answer the research question will be obtained or how the data will be collected. And the fourth step is data analysis, where you analyze the information that you collected in order to get a solution or make sense of whatever your research in order to give the solution. Yes. That also will give you two marks. Okay. Do you want more? Yes, if you have a different answer to the two. Okay. Let me just open. Because you would have written the answers down. So I want you to read to me what you would have written. Okay. Just looking because I put it on here. Just should have just kept the paper. Okay. So data collection addresses the way in which information. Sorry, sorry. The way in which the information needed to answer the research question is obtained. And then fourth step, data analysis. Data analysis describes the way in which we make sense out of the information that has been collected. Yes. You can also include ways like techniques because you're using data analytics techniques. So you can just say your data analytics will be the use of data analysis techniques to answer research questions on the data that has been collected. And that will also give you one mark. And then all the statements you have said about data collection, there's nothing I can even add on those ones. Okay. And question two. So question two, they give you the frequency distribution table. Then they ask you to calculate what is the percentage of students that fall below a high risk score, in other words, determine the percentage of the score of 66. I don't know if I'm wrong. But for this one, it apparently was an error. So I don't know. I didn't, I don't know. Maybe it's just me. But for this very module, it was apparently it was an error on the question. Because I'm doing this module and this percentile is in the textbook, but it's not mentioned anyway in the study guide. Yeah. No. It is mentioned in the study guide, I think, with the reference to your textbook. So you need to be able to have the textbook in order for you to be able to answer this question. There are no errors or coincidences in terms of this. So if you go to your past exam papers, there are formulas in because I think in the 2020, you were given this question paper or the students who wrote this question paper. It was an open book.  But if you go to your past exam papers, if you don't have a prescribed book, there are formulas that you can use. And in order for you to calculate the percentile rank, you need to use this formula, which is the percent below, which is the percentage below plus your score, which is the score that they have given you minus the real lower limit divided by the class interval width. So you need to determine what is your class interval width. Multiply that with your interval percentage. So let me hope that I will remember what the formula looks like. So in order for you to find the percentile rank, you need percentage below. I think it is plus, plus your score minus the real lower limit divided by your class interval width and multiply by interval percent. So how did you answer this? So because they gave you the score of 66, the interval or the class interval that contains the score of 66 will be the class interval of 65 and 69. So it means we're going to use most of the data that comes from there. We're going to use the percentage. We're going to use the real lower limit. Remember, if you have this information like this, what will be your real lower limit? Your real lower limit for this will be 64.5. And then your class width is the difference between the two. What is your class width? 69 minus 65. Is it not four? Yes, it's four. So you would have used four. And the percentage interval will be the percentage. So that one. So that will be your interval percentage because that is for that interval. And your percentage below will be the one below the score because your table is upside down. If you look at it, it's at the bottom with the lowest and then it goes up. So don't get confused with all this. So we're going to take the one below, not the one above. So the percentage below is 49. So that will be our percentage below. So let's substitute into the formula. The percentage below is 40 plus our score. They gave us the score is 66 minus our real lower limit. We've been finding 16. 4.5. Everything divided by our class width. And multiply everything by the class interval. Our interval is 12. Sorry, that's the other thing. We need to be very careful here. You can either use 0.14 and here it will be 0.12. Because these are percentages. And then the answer we can always convert it to 0.12. So if we use like the 12,000, all that, you might find that you get 100 and something percentage at the end, which is not what we want. So in order to answer this, first calculate this 4 minus equals divided by 4 and then multiply by 0.12. 64.5. Equals 1.5. Divide everything by 4 and say equal and you will get 0.375. And then equals. Oh, sorry. Did we do equal? Yes. Use your calculator. Equals 0.5, multiply that by 0.12. And you get an answer of 0. Equals 0.5. That would be our answer. Because this says we need to find the score that falls below. And if we use the frequency percentage, it's not going to be the right. We need to use the cumulative frequencies. Sorry, my bad. We need to change this to cumulative frequencies. All of them? Only the percentage below is the cumulative frequencies, not your frequency. That would be that 0.82. And 0.82 plus the answer that you got would have been 0.0445. Plus 82. And that would be 82.04. Am I doing? Sorry, 0.82 plus 0.045. What did you get? 0.865. You can multiply that by 100. The answer that you would get, multiply that by 100. And that will be 86.5. Because that's what they want. What is the percentage of students that falls below the high-risk score? Determine the percentile rank of score of 66. That would be 86.5%. Because all of those below that would have scored below 66. So we just need to make sure that the percentage below is always cumulative. The interval percentage is your frequency. And then you will need to calculate your real low-animate. But I also want... So always if they say full below the high-risk score, then we're looking at the cumulative frequency? Yes. Okay. So always remember they can ask you to calculate either the midpoint or the percentile rank or the score. You will never know. Remember in the May, June exam paper, we didn't have to calculate this. But in the October, November now that we are looking at, they're asking you to calculate this. So you need to know how to use all of these formulas as well and use them correctly. And use them correctly. So everywhere where you see percentage below, that will be your cumulative percentage. Interval percentage is your actual interval percentage, frequency percentage. This will be your percentile rank. So they will have given you a percentile rank if you calculate in the score.  The same with the midpoint. We know what the real lower limit is. But you need to know how to calculate your real upper limit, which you just added another 0.5 at the end of the upper limit. Okay, so let's move on to question B. What is the score at 60th percentile? What will be the score at 60th percentile? So now, 60th percentile would have been between those brackets because it will be between those ones because 68 percent of the values got below 59. There's got below 59. So our 60th percentile will fall somewhere between that and below. So since we have established that based on the 68 percent cumulative, we can then use the formula to calculate the score. Remember, we need to remember this. Please write it down so that you can tell me when I write on the other side that I write the right one. Is your real lower limit plus your percentile rank, which they have given us at 60 percent minus the percentage below, which will be your percentile below the interval that we are in, and your interval percentage multiplied by the interval width. So now, did you write it down? Yes. Yes, where did I write it? Okay, we can do it here. Okay, so the score, I'm just going to write score. Is your real lower limit, is it plus or minus? Plus. Yes, go ahead. For some reason, my hand is shaky, I can't write properly. So I can be able to write properly. My hands are tired, I've been hitting so many goals. Divide by? Interval percentage. Interval percentage. Multiply by interval width. Inter... Width. Okay, so some of the things we already have established them in the previous one, how to find them so we can do the same. So since we know that we are on this percentile with an error day, what is our real lower limit? 54.5. It will be 54.5. In the lower limit, you always move is 0.5. If they're giving you this information in a decimal format, it makes it easier. But because they give it to us in a whole number or an integer, then we always need to find the real lower limit there. So that is 54.5. So the upper limit here would have been 59.5. Plus our percentile. 60. 40. Minus the percentile goal, which would be the one. 48. 48. 0.48. You can use the whole numbers if it works the same way. I don't foresee any problem. I always like to put the percentage to a decimal percentage. And the interval percentage is the 8.5. Which is 0.5. 8. For that interval, that we are in X, which is 53.  Somebody, I'm not sure whether you have your TV on or are people talking in your background. Right, so now let's calculate. So let's see everyone so that we can all get the same answer. Let's see. Remember to start with the fraction one first. 0.60 minus 0.48 equal divide by 0.68. I'm going to get a minus here. 0.6 minus 0.48 equals divide by 0.68 equal. I get 0.1765. Multiply that by 4. And I get 0.7059. So let's write that down. 54.5 plus 0.7059. And the answer, yeah, remember this is the score. It needs to be a whole number. So we can say 54.5 plus 0.7059. I get 55.0 from number. So I'm only going to get at 55. 54.7. You get 54.7059. You get 54. How do you get 54. Because I want no one to get 54. Please check. Oh, sorry, yes. Wrong button is pressed. 55. So you get 55. So your score will be 55. I'm sorry. Disappear. Your score will be 55.255. We can just say it is 55. I'm going to leave it as 55. So that then we don't have any decimals in between. So therefore it means the score where it will be 60. 60th percentile, it will be everybody who's got 55. They would have. And this is it. So if you can just explain to me if you got the 0.68 from. The percentage interval, is that now from the frequency, cumulative frequency one on the right hand side column? Is that 0.68? Yeah. Remember we say at 68% will include any score below 60th will be from 68 because it's 68 and 48. So it means 60th, even if we would have said 50th percentile, it would have been between those two. So you look at the percentage that you are given, look at the cumulative percentage. And if it falls in there or below that, then you're going to use the interval, the class interval that that's the, the central rank is in. Okay. And if they would have said 40th percentile, then we would have used 50 and 54. If they would have said 75% time would have used 82. Because 75. So we would have taken the one above. Okay. Thank you. And that is for two max to do all this. So three max and two max for all this calculation. Your lecturers are very stingy. Okay. So now we are in session three. How did you answer question three? We have employer A and employer B with their distribution. So we know that this Y exists, represents the number of entry level managers. And the X exists represents your annual income. So income entry level. So when you answer this question, you need to take into consideration income and entry level in your explanation. So in the graphs below, I've already read that Y exists represent the number of entry level managers in the organization, while X represent the reported annual income of the entry level managers. As a graduate, if your choice was based on income, which employer would you opt for? Motivate your choice. Using the skewness and the ketosis of the graphs for an explanation. How did you answer the question? I said A, maybe I'm wrong. No, don't worry about being wrong. Remember we're here to help. Okay. So I said in the exam. Okay. I said employer A and then I said, and then I said it's positively skewed. Sorry. And then I said it's positively skewed. Hello mama, hold on. Okay. And then I said it's positively skewed. And then I said, the more, then I said also because the, gosh wait, let me see, because the graph, the money keeps increasing and is more higher. I don't know if that makes sense because it seems, and isn't it the entry level is on the Y, sorry, the money is on the Y and then the X is the weight. I'm looking at the wrong graph here. Yes. The income is on the X axis, right? And then the entry level is on the Y axis. So I can see that as more managers get to the entry level, the higher the salary. I'm also not sure of my answer, but I said I would choose employer B. And it was B. So I was so lost because I didn't know anymore. I was so confused. So I don't know. So I'm also not 100% sure of my answer, but I also said I would choose, I said I would choose employer B. Yes. I said that it's positively, some of the reasons to what Precious has said, is it Precious or Dina? Employer B, but it's positively skewed to the right, which means the positive and larger numbers, so the larger salaries are to the right. And so yes, it has more high and low values and the tail is thin. So it becomes flatter so that yes, I would choose employer B, but I'm not sure if my reasoning is correct. As long as you are able to tie back your reasoning while you're choosing employer B to how you will interpret the skewness and the ketosis of the graphs. Remember that. If you look at the two graphs, what do they mean in terms of the skewness? Even if I leave the skewness out, it means if you choose employer A, the more people with lower salary are in the far end, like the endless salary, because the tail is to the left. It is skewed to the left, therefore it means the majority of the higher people, more people are skewed to the left, whereas in terms of your employer B, the majority of people earn more money because they search based on the income. So you'd rather go and work for employer B than work for employer A. Because employer B, the chances are you will have more money. Anyone who has another explanation why they would have chosen employer B? I was also confused. I didn't even know how to. But I went with employer B. And I said the most population ends in the lower and middle range and the income is positively distributed. And the graph is asymmetrical in nature and the distribution is peaked. And the income distribution is predictive. I was not sure of what I was doing, but I don't know. In terms of the ketosis, you can talk about it in terms of the platyctic because if you look at the two graphs, employer A has the high peak, whereas employer B has the lower peak. So therefore it means more people actually also earn more money. And the salaries are not... Oh, the entry levels are not widely different compared to employer A because if you look at the employer A, it means the higher the entry level, the more salary you will receive. But yeah, alternatively in terms of this, the lower the entry level, the more even the salary you will get as well. You must remember that because if the tail is to the left, it means you will receive more money for even having a lowest entry level. Now, the chances of getting more money are high with the lower entry level, whereas employer A, with the lower entry level, you will receive low income. So employer B is the best option.  It's the remarks. That you choose employer B and then you give the reason in terms of the skewness of the data that it is positively skewed. You need to talk about... Like the same thing that we discussed previously, you need... But you also need to make sure that in your explanation, you talk about the income. So the lower the entry level, the more income you get because of the tail is to the left. So the higher the... Lower the entry level, the higher the salary you will receive. Because as well, if you look at the peak, it says for employer B, the higher the entry level, the lower the salary you will get. But the tail tells you a different story because the tail tells you that even if you have a lower entry level, you will still receive more income. So there is a potential because we're not talking about the risk here. So there is a potential for high income as well. Okay. And in terms of the ketosis, I can also speak about the employer B having a flat... Close to a... I don't know what to call it. Platyketic. Platyketic. Platyketic. Yes. Distribution, yeah. Yes. Yes. Hi. For some reason, my son placed on my phone. So I get good notifications all the time. I don't know how to stop them. They just pop up anytime they want. Okay. So for the remarks, you should be able to explain that. So I cannot write it down because you will not be answered for that question. But the best option is employer B. Employer B. And you just need to make sure that you motivate based on the tail to the... Tail to the... So at least the municipalities use this care because they seem to pay more than... Yes. No rank jobs. So in terms of the skewness, you will talk about the tail to the right, which is positively skewed, which means the lower the entry level, the higher the income you will receive. And then in terms of the ketosis, you will speak about plati, ketic, the calf is being flutter. Then it is, yes. Then employer B, employer A, sorry. And yeah, you will need to find an explanation there because now your explanation cannot just say it is a plati ketic, but it needs to relate to the income. You need to find a way of mentioning income in there because that's what they want you to do based on the income. So if you want to get full marks, so you need to also include income. Look at your textbook, how they explain it, or how they explain plati ketic, and also you get the notes that you did last week because I think we also did explain, I gave you hint on how to explain the ketosis. Okay, so now moving on to 3.2. Now we've got a bimodal data set. In the graph below, the y-axis represents the number of people tested positive. So tests, COVID, let's just write the COVID positive in a region while the eggs represent the months. So I don't even have to write the months, the period between March and October. Answer the following questions. So your answer should be in relation to the months and the COVID. So what does a bimodal distribution mean? So here you can also even give the textbook explanation because they didn't say in your own words. So if you don't know how to explain it, you can just use what they have explained in your prescribed book or in your study guide. Otherwise, we did discuss what bimodal distribution means. It means there are two peaks, right? But that is not an explanation of what it is. It means there are two areas or values that have the highest or that something like that. So you should talk about not only just about the peak because we can see that there are two peaks. So that doesn't mean anything. What does that those two peaks mean? It means there are two highest values in your data set or in your data. So in addition to you saying bimodal distribution means there are two peaks which refers to two values or two scenarios where there are two highest values or there are two highest values in your data set and you end it right there. You don't have to even include the information given or to remember in terms of you need various data we say if it's bimodal, it means two numbers appear more than the others. So there are two data or two values that appear more than the other values or highest or something like that, highest or most frequent because the mean means the most frequent value or the number that appears more than the others. So because yeah, we're talking about group data as well so there are two highest values. If there were three, we would have said it's a multimodal because there are three modes. Okay, so explain the infection rate in the region. Now, we have just explained what bimodal mean. They want you to use the same kind of information that you have just said and explain the infection rate in the region. It's for two marks. Can I try? You can try. The infection rate has two distinctive periods where the infections were very high. I'm using it. And that can also be the answer. And you can also remember, you can also mention the months that you think were the most highest numbers because it's for two months as well. So that is good. And you can say, and that occurred in April and in September with June, is it June? It looks more like March to May was high. March cannot be high. There is March. Sorry, sorry, sorry, yes. April. Yes, April. April and September, okay, yes. And you can also speak about the low. The low. And this was the highest. And the highest. So you can mention it that way. And you can say in terms, you don't have to say the infection rates there. You can also, depending on what type of questions you have, remember now this talks to the number of people who tested positive, you can include that in your answer as well. That the number of, there were two instances where the number of people tested positive were high, which is in April and in September and June had the lowest number of people testing positive. You can say it like that. You don't have to, but depending on the type of questions that they might have asked you. So just bear that in mind that use the statements given to you in the question or the statement of the question to respond so that they can have an understanding that you know what you're talking about. Because they told you that the Y exists is the number of people testing positive. And they told you that these are the months, the periods between this and this, so that you understand how to interpret this in relation to the information given. Okay. And that is for two months. Okay, so moving on to question four. A study was conducted by an American researcher. And so that the most companies, the employees are more engaged at work than unhappiest employees. A researcher in your company wants this validity of the study in an African country by firstly assessing the relationship between happiness and employees that engage with you. And she found the following. And you are given the very sum of X and the mean and the coefficient of correlation and the slope. And the intercept. The interest. I get confused with how you write the equations. So 4.1. Interpret the coefficient of correlation. 0.91. It's a strong positive. Strong positive correlation. Yeah. A strong. Positive. Relate. A strong. Positive. Relation. So you can say. Remember to always include the statements given. The relationship between happiness and employee engagement is a strong positive relationship or a correlation. Or there is a strong positive correlation between the relationship between happiness and employee work engagement. But you must also include that score. Because it's for two months. I don't know how you're going to incorporate it. So let's see. What if you just say R is equals to 0.91. Like first line and then second line. There is a strong. Okay. Yeah. So R is equal to 0.91. There is a strong positive, which refers to a strong positive correlation between happiness and work engagement. And another person can just. With the coefficient of correlation of 0.91. Or it implies that there is a strong positive correlation between happiness and employee engagement. And those who speak proper English, they can also come with their explanation in a very nice academic English. Because me I'm saying it in Juana. So I'm looking pretty from here. I'm English and I still can't say it in a nice way. Well, thank you for our meeting. I was thinking you did my mother tongue and then I... I'd rather trust your mother tongue than mine. Thank you. Don't know how to say it. It's also English. Oh, wow. So any language in South Africa is English. Okay. So what can you deduce about the nature of the relationship between happiness and employee work engagement score? Now, you should not even talk about 91% and the strong positive correlation. What does that mean? What does this strong positive relationship mean? Remember we did the same last time. What does that mean? The more the employees are helping, the more they engage in... And somebody can also come with another way of saying yes. Employees who are more engaged at work are appear. Yes, you can also say that. And the other person was saying the higher. The higher the happiness, the level of happiness the employees have the better the work engagement. Yes, you can say that again because remember there is this first statement. You can also use that in your explanation as well. There is no right or wrong answer, especially from what you just said. All of you have said the right things that can be mentioned about this relationship. The more... Because it's a positive, it means... And it's a strong relationship, which means it could have been a perfect one. So the more employees are happy, the more the work engagement... The more they will be... The more they will be more engaged at work. Which talks to what the statement was saying. So it agrees with the statement of the research. Okay. I'm not sure if I should even write it. No, it's fine. Don't write anything. Okay, so now calculate the common variance. Remember what the common variance is?  Always remember that. So you were given arse.  I didn't even have to put it in brackets. Yo, I'm so crazy. Before this, I first went and calculated arse without noticing that it was given. I learned my lesson. And what do you get? 0.8281. Yeah. Which we can also just say it is 0.83 if I leave it like that. And remember the last part says illustrate. You just draw a VIN diagram like that. And don't label A and B. Label the employee happiness. And engagement. Depending on where you want to label them, you can label them at the top or inside if you are able to and just highlight that and say this is your 0.83. That will give you a map. Two maps. One map. For drawing the graph or this picture. Okay. Make me please help before we go. So the space that I live in between is what I would have gotten. Yes, that is your common variance. I'm a bit confused. When you draw in the diagram, the space that I shade is the space left or the space included. So this is your common variance. It is where they are both common. But they're overlapping. That is why I'm pointing it. Maybe I must make it bigger. You can see that I see that here and I make an arrow just so that this is your common variance of 0.83. You can even make it bigger. Depending on how you want to draw it, and show where your common variance is at. Okay. Which of the two variables are independent? Happiness. Happiness is your independent, which is your X variable. Defendant variable is your outcome variable, which is your Y variable. Okay. What are the two of the intercepts? I always want to ask you, how do you write your equation? Let's see if on here, do you have? Oh, yeah. No, yeah. So because you have Y hat is equals to B X plus A. A is your intercept. And V is the slope. Come on. Stop flicking. So they have given you the slope. Let's put it here. You have the slope. V is the slope. Since they have given you the slope, they are asking you about the intercept. So it means we need to use this formula. A is equals to the mean of Y minus this. What is the value of your intercept? Therefore, they're asking you to calculate A, which is Y bar minus E. So you just substitute the values. What? 2,93. 2,93 minus. 0,93 minus your B. Open bracket. 0,881. Times 3. Times 3. So you can also use open bracket, close bracket, if you want, if you want to enter all of it at once. 2,93 minus. Open bracket. 0,881. Times 3. Close bracket. Equal. What do you get? 0.5. 0.5, yeah. 0.5. And that's the answer. For two months. You see that's the reason why I'm saying they are stingy on others. This shouldn't have been one month. But you're giving it two months. Okay. Calculate the work engagement score. If happiness score are 3 and 5. So therefore it means for calculating 3, you get two months for calculating 4, you get two months. Now, you have the A. Let's go back to our formula. This formula that we're talking about. Y hat is equals to BX plus A. We need to use that formula. So we do twice. Y hat is equals to BX plus A. Y hat is equals to BX plus A. Now you need to use the information given to you. So we are given B and we calculated A. You just substitute it into the formula. Y hat is equals to our B. 0.8. And our X, we can start with the 3. 3. Plus our A. 0.4. And calculate that and tell me what you get. And this question, I think they like it because you always get this question in your exam. Correlation and regression. So you need to be able to answer these questions with ease. You are very answered. I got 2.93. What was the first one? I also got 2.93 for the first one. It's 2.93. And you can say this side for 5. 0.8. 1. Times 5. Plus 0.5. 4.5. I'm also getting 4.5. 4.5. It's 4 months. 2 months for doing that, 2 months for doing that. If they gave you 1, you just calculate the 1. The last one. Give a graphical representation of the regression line by indicating the intercept, the predicted value. So there are several things here that they want you to interpret. Intercept. The predicted value. And the true and false that we just estimated. Now, the intercept, it is where it passes through the y-axis. So if I draw this graph like this, this is your y-axis. Your y-head. And this is your x-axis, which will be your happiness. So what was our y-intercept? Our y-intercept, it is the value of A. Remember that? 0.5. So we can start here and say this is 0.5. 0.5. Start there. They also said we need to represent the predicted, the new predicted values of 4 and 5. So I'm just going to use this value. So this will be 1. I'm going to use 1, 2, 3. 1, 2, 3, 4, 5. Let me just use 6 as well. So we know that for 3, where it's 3, I can just put dots. I'm just going to put all of the dots going up and also 5. And we know that for 3, it is 2.9. So I don't have enough space. So I'm going to say here it's 1. Our 0.5, let me move it. It looks like closer to 0 again. 0.5 should be there. So I need to have enough space. Right. 1, 2, 3, 4, 5. Probably 6. So yeah, I can just make it dot 0.5. 1, 2, 3, 4, 5, 6. Now, our estimated weight of 2.9. 2.9. So I'm going to use this dot again. And 5. I'm going to keep it up after that. And for 5, it's 4.55. So 4.55 should be closer to 5 some with 8. So I can just put the dot there. And I can. Since these are estimates, we highlight them like that. And you can do a solid line. Solid, solid, solid, up until somewhere there in between. And then you dot, dot, dot, dot, dot, dot, dot, dot, dot. You would have estimated that. You can also use those, release like that. And you need to label, you can label this, not using the X and the Y. You can say this is employee happiness. You can use employee happiness. You write it here at the bottom somewhere here. The label. So you can have the X and Y there, but you can say this is employee happiness. And because it's six months and they have here your label. Let's say engaged something like that. Work engagement. Work engagement. Work engagement. And also remember to put the title. You just need to have the title there. I'm not sure how do you see my. Thank you. Okay. Okay, so don't forget the title. And the title can just say a regression. A graphical representation of the regression line. Employees happiness. Of course. Employees. Work engagement scores something like that. Or you can say the relationship between. That can be your type, your, your radar. Or your head for your, for your graph. Because I don't know how they mark. For six months. That is six months. So they cannot just use this month. Out those so probably. Okay, so. I'm going to stop the recording right now. I'm going to have a five minute. Sorry, what time? What time are you coming back? 845 or 835. Okay. I just want something to snake on. Okay. Thank you. What time are we coming back? 845 is good. 845. Yeah, 45 is okay. Okay. So I'm going to stop this recording. It will be part one and then we'll come back and do part two. Okay. All right. Thank you.


FNN. The Tiger. Financial news network. News update. Good Friday morning everybody. I'm Tommy O'Brien, coming to you live from TFNN 10 AM Eastern Time Update, 30 minutes into the trading day. And we're right near session lows right now with the S&Ps off 36 points trading at 4,064. That's about 8 tenths percent in the red right now, just off the low of 4,057 in the last few minutes. NASDAQ 100 off 1.2%. And boy, you talk about moves, man. You take the two-day move. I mean, the S&Ps, you just moved down 108 points about. You take where we were yesterday, 4168 overnight. Even if you take the area that we kind of closed at, you're talking about 4168, you trade down 100 S&P points. That's almost 2.5% that we got folks in the period of basically from yesterday morning to where we are right now. You're talking about 80 points from where we were at 3 o'clock yesterday afternoon. Markets, a little bit of a bit off the bottom of the acceleration right now. We'll see where we go throughout the day. NASDAQ 100 off 1.1%, the Dow, kind of the leader, only off 3 tenths percent right now. And the Dow, as you're seeing, tech stocks get hit, growth stocks get hit. We have the Russell off by 6 tenths percent, Bitcoin, cryptos under pressure, SEC, right? It was the SEC Department of Justice. They're going after a couple of the cryptos out there. Nonetheless, that market been almost disturbingly strong. Up above $25,000, gets a little bit of a haircut today. Gold contract trading lower. We got some dollar strength this morning. Gold off 13 bucks right now. Notes and bonds. The 10-year, negative 7 ticks, but decently off the lows. We're as low as 111.08. You're at 111.20. Running 1 right now in the 10-year. You're probably about 3.87%. Something like that, 3.87%. We're almost coming right up to 4% again. On the 10-year right now, we jump over to the dollar index. Dollar index up to 104.66. We're back right now, but still at 104.33 on the dollar index. Let's jump around to some of the equities with action. You had DoorDash with their numbers. Be careful now. They're getting punished because they are a specialty growth company with the market today. They supposedly had decent numbers, but I talked about my program. If you were watching it, man, be careful of those business plans. Something like DoorDash where they're relying on those fees. They had great numbers. They beat, traded higher. They're trading low with the market today. They'd probably be positive if the Nasdaq wasn't off by 1.0%, but nonetheless, Dash was there. John Deere. Yeah, look at that. 6.5% for the upside for John Deere. Stay tuned, folks. Basil did his program at 8 o'clock. That's coming up right now. 11 o'clock, we've got our man Steve Rhodes. Fast market at 12. Larry Pezzavento live at 1 o'clock. Dave White live at 2 o'clock. Tom O'Brien live from 3-4. There's going to be action today, folks. Option expiration. S&P's off 34. Stay tuned.


Okay, we'll get started Hi, everyone. My name is Kamesh Pamaraju. I'm a senior product manager at Dell Focused on OpenStack mainly we've been building end-to-end solutions with OpenStack for over three years With me is Alok Prakash is also a product manager with Intel cloud platforms group specifically So today we're gonna cover a couple of different things We have been working with Red Hat over the last year or so and we have been introducing Dell Red Hat cloud solutions with co-engineering with Red Hat Building reference architectures and specifically focusing on certain use cases So I'm gonna talk about that and then go a little more into detail about what the solution offers are today with Dell Red Hat reference architectures and then Alok is gonna talk more about the service assurance administrator the SAA technology that we are working with Intel very closely with right now to bring it to the market So that's kind of the overview So without further ado, let me get started with what we are trying to do with Red Hat So so the focus for us is really to address the gaps I mean not I'm sure you all know that there are some pretty clear obvious gaps with OpenStack You know things like networking things like upgrades just making it enterprise ready for the mainstream enterprise Right, so you can't just pull in the open source bits from trunk and just use them in production I mean clearly that's that's a recipe for disaster So we are working with as you know Red Hat just to give you a quick background How many of you are familiar with Red Hat distribution? Anyone okay, so well what Red Hat is effectively doing is is taking the upstream version of OpenStack trunk and then creating a Effectively a distro right just like they did with Linux right they like like the rel operating system Think of it as a similar thing with OpenStack. So it's called rel OSP OpenStack platform It's certified hardened tested. It's supported by Red Hat So it's the all the usual things you would expect from an enterprise grade, you know open source Distro, that's what Red Hat's doing and what we're doing with Red Hat is effectively bringing an end-to-end solution That includes hardware networking hardware server server platforms Switches reference architectures end-to-end validation, etc. So that's it's really all about giving that Experience to the end user which is like buying commercial software. You just buy it and it works So that's really our goal right and we are we are focusing on specific enterprise use cases, which I'll get to in a second But that's really what we are trying to do together. So let me give you a little bit of idea of what we're working on together You heard in the keynotes this morning, you know keynote The whole issue with identity integration across multiple data centers is an open issue today in OpenStack So we're working with Red Hat and doing some core OpenStack Co-engineering and improvements and they include things like keystone identity integration with active directory in LDAP. That's an area We are focusing on Cinder blockstores has come a long way in the last two or three releases So what we specifically enabled for this release is what we're calling? Multi-backend support so as you probably know Cinder can you can attach multiple backends to to Cinder, right? So in this particular case, we are enabling some of the storage technologies from Dell Like Equalogic which are traditional sand technologies, but we we've also been working with ink tank Ceph, which is now acquired by Red Hat, which is a block storage scale out software solution You can have all of those things simultaneously with the solution So if you wanted to use traditional Equalogic sand array For certain use cases and you want to use Ceph for some other use cases You can actually have both of them simultaneously supported So that's really the the multiple back-end technologies depending on your quality of service requirements and you know your SLA and tiering requirements Etc. So you can do that We're spending a lot of time to make sure that Whatever is deployed at a customer side is highly reliable and is kind of we can stand behind that using the tempest Testing so we have an automated suite of tests that we run when we when we actually You deliver the solution to a customer and after it is deployed at the customer side, we run it again So we have some comparison baseline against you know, how the system is doing So that's one and there's a whole set of work going on around deployment, right? So as you probably know, this is one of the biggest pain points still with an open stack There are a lot of different ways of deploying it specifically with Red Hat We're working with what is called open stack foreman installer. It's called foreman And it's now kind of morphed into what's called stay puffed Which is a layer on top of form and which allows you good user interface and easy Provisioning of your networks and things like that. So we're doing a lot of work there We also have some engineering resources working on triple and ironic For next generation deployment today what we have in the solution is foreman And we're also looking at automated high availability deployments scalability upgrades all pain points We all we're all aware of today But that's it's not just focused on open stack itself, you know, you have Seth you have the installer pieces you have OSP You have HA all of these pieces have to work together and they have to be deployed together They have to be tested together They have to validate it together and that's really what we are working on for deployment tooling Of course, we cover a lot of different hardware options Powered servers Dell networking and Dell storage technologies as I mentioned so a lot of co-engineering work going on with red hat And these are some of the highlights there reference architecture like I said we have a whole Reference architecture that we have worked with red hat on it has validated, you know server configurations Networking designs all the different networks you need for storage for provisioning for management For nova networks for apis. It's all defined in this by the way This document is available on the on the web. It's available for free download It provides you the entire framework how to set up your hardware. What are your rate configurations? What are your j-bar configurations? What do you need for your storage nodes? What do you need for a compute nodes? How do you connect all these things up? Where do you load your your installer tools? What kind of connectivity do you need to that all of that is in here? So including the operational infrastructure, it's a great starting point So if you're building out your open stack cloud you start off with a reference and I'll talk about a couple of Quick starter packages that we have already built and we're bringing to market So you all you have to do is buy it and turn on the switch and it should work, right? So that's a starting point and then you can take it from there You know your things like sizing options scalability options expansion options I'll talk about in a second, but it's a great way to get started with open stack and not get you know caught up in the complexity and and the lack of visa views Ceph similar thing how many of you have heard of Ceph think tank Ceph So it's a software-defined storage solution. We've been working with the ink tank guys for over two years now Now we have it completely integrated into the solution again co-engineered and validated We have specific optimized configurations for storage nodes And then all kinds of and it's all certified and deployed automatically using our tools So it's it's a joint so if you think of So if you think just of open stack you're missing the point because when you have to build out the whole Cloud infrastructure you're talking about storage. You're talking about networking You're talking about the different kinds of back-end storage systems that you have to integrate You're to talk about it You know other pieces that you need for the cloud and all of these things just don't come out of the open stack Community you have your own stuff, right? So there's a lot of integration that has to happen and that's what our engineering team does So quickly I wanted to talk about the offers The solution components consists of a number of different things. We obviously have the Dell reference architecture, which I just mentioned Driven by the server technologies and and networking we use the forced and networking switches, which you'll see in a second Backed by Dell professional services and Red Hat professional services for deployment and consulting And any engagement if you want to build something of with a very large scale We can help you with the help of Red Hat to kind of work out the architecture You know can start with RA as your starting point But you can build out very large-scale clusters and of course there's Dell pro support for all the gear you buy from us It's it's driven by the Red Hat Enterprise open-stack platform, which is kind of the commercial distribution from Red Hat And the other value-added components I already mentioned Seth and today we'll hear from a look We are working with them on the Intel SAA technology, which is a way for you to kind of get enterprise grade You know SLAs and things like that which he will talk about so it's a it's a full end-to-end solution That gives you all these pieces if you don't otherwise you had kind of deal with this on your own, right? You need the expertise and technology to be able to pull it off So the three systems that we have today It's it's kind of an easy way to get started we have a proof-of-concept system We have a pilot system and we have a scale-out system three different kind of packages if you will prepackaged bundles or pre-configured Options or choices that you can buy and I'll get into the details of this But effectively if you're just starting off with P with open-stack and you want to kick tires You want to learn about what it is? That's the best way to get started. It's a very simple low-cost Quick quick to get going. It's great for you know concept testing prototyping Deploying some you know workloads and kicking tires. It's cheap. It gets started you very quickly But once you're ready and you feel like open-stack is right for you then we have the pilot system It's great for mid-scale production. We've done a lot of different things in here We have lots of sizing options. You can go up to three racks up to 2,000 VMs And multi petabyte, you know storage systems with this 10 gig networking high availability Software you know driven storage so you know if you're ready you move from here to here and now once you're here and you want to kind of really scale out to multiple data centers and and you know Identity across all of those data centers and availability zones then you're really talking about scale out, right? And this is not a packaged option as you can imagine right this requires a lot of let's sit down and talk about what your requirements are and Then we sit down and kind of work out using customized Engagement with the customer we figured out what that looks like So a lot of different things you can we can you can run production workloads We have a choice of power edge R and C series which are our servers that are certified by Red Hat And high availability 10 gig networking, so I'll get into a little bit of details of each of these In a bit so this is the POC solution just five servers single switch It gets you're going very quickly at very low cost. It's rapid on ramp, right? You just want to get started open stack. That's the way to do it. Like I said, it's power edge R620 series servers just five nodes. We have an open stack manager an open stack controller three Nova compute nodes and then the storage is on the controller node So we don't have separate storage in this solution. It's it's you can try it You can put LVM storage in this and try it out But you know you get up to 90 virtual machines for terabyte of storage It's great for you know bringing one of your you know application workloads to try out open stack so great starting starter kit and Low-cost so that's really what this is all about But when you're ready for serious stuff production stuff, that's when you get into the pilot, right? And you can start with a single rack three three-quarters of a rack You know base configuration comes with 13 nodes 13 server nodes And you can really size it up to up to three three full racks Which gives you something in the order of 2,000 VMs and depends on what you want to do You want compute or storage or what's your use case right if your use case is storage heavy You can kind of come you know populate the whole thing with storage Nodes and you can easily get up to two petabytes and that can be driven with Seth or if you have a compute, you know focused infrastructure, then you can Basically populate the whole thing with compute servers and you can get up to 2,000 even more than 2,000 VMs And it's it's a very very robust configuration because we have we have the 10 gig Networking s48 10 switches and they are redundantly Connected to the to the server nodes So you have bonding networks and a number of other networks there and and more importantly this has a cha, right? So your your controller nodes are are active active So if one of your control nodes goes down you still have you know uptime you can still keep it running same thing with the database right we have Galera and we have You know Maria DB as our database that gives you the cluster database active active capability And again like I said earlier you can run multiple storage back ends So with with this configuration you can get equal logic, which is currently certified It's a sand device from Dell and you can have Seth together in the same in the same solution Of course if you have other things like net app or things like that that you know You can certainly take that and customize it and integrate it with a custom solution, but this is a great production kind of environment where you can put some serious workloads and Then of course the the large scale Oh, this is the sizing options like I said you can scale up to three You don't you can kind of scale up in increments of one node, right? You can add a single compute node or you can just add a complete new rack and Keep expanding your options that way We have two options seven six twenties and seven twenties for compute and seven twenty XD For storage you can get up to two thousand virtual machines and again if it's just storage you can go up to two petabytes So it's a nice, you know sizing and expansion options that you can kind of order up front and Get the system that you're it's right sizing for your requirements effectively and price performance and and the deployment is all Pretested for you, so it's you know less than a week to get this whole thing up and running on site And we have the alert hat working together to help you deploy with that Scaleout is really where massive scale, right? You're talking multiple data centers multiple multiple racks It's obviously consultative services engagement You know we have a whole choice of RNC servers And this this is where we usually end up even with so just just to let you know The preconfigured POC and pilots are great But from my experience most customers don't even buy that out of the box. They'll say great. We love it But we have some other requirement, you know We want to kind of take this and connect it to this or I want I have active directory or LDAP or or something else So it usually turns into some like some type of a consulting type of thing We have customers who bought POCs and pilots out of the box. That's happening, too There's a there's a robust set of customers that are that are kicking tires right now But the point here is we have a full range of solutions starting from the smallest to the largest and it's all driven by enterprise enterprise-grade software from Red Hat and you know proven Dell servers and and Networking and storage so one other thing before I before I handed over to a look is As I said earlier, we're working very closely with Intel because we believe there are things that The service assurance administrator is bringing to the table which makes it even more Suitable for large-scale deployments and SLAs and things like that. So with that I'm going to hand it over to a look Thank you, and we'll take questions towards the end Yeah, hi, can you hear me?  For example, it's a web server behind a load balancer. It's one of 10 web servers It goes down. It's not a big issue and in the beginning people said well We want to run mostly cattle workloads out on the cloud. That is, you know, small websites, etc but as you know as Open stack is maturing and growing people want to run all of their enterprise workloads on the cloud as well And that's what we focused and and then we asked people, you know, what were they big problems that they saw with? You know being able to run their important workloads business critical workloads Usually we got answers around two things trust and performance. That is you're running a multi-tenant system Can I trust that there'll be no nosy neighbors? That is the hypervisor or bios has not been compromised and somebody can see no look at the data The other one is the noisy neighbor. That is you have one VM. That is maybe it's a video streaming application It's streaming and it's streaming frames and it's trashing the cache And as it crashes the cache the performance of the next VM is going to fall So you've got nosy neighbor noisy neighbor. These are the two big classes of problems people wanted to solve so we took that problem up and We came up and we looked at additional problems around that challenges that people had running workloads Example would be In a cloud most clouds do not, you know, public clouds at least do not offer you predictable performance They don't give you any SLA on the compute performance. So that's one problem That is your performance can change as much as 40% depending on which system they Cloud vendor landed your VM so it may be a CPU several generations ago or the most current one So that's an example of unpredictable performance even though you are buying the same size machine Maybe M1 small M1 medium the problem differs the other one is You have limited trust you're it's running somewhere and you don't know whether there are other workloads that can you know Look at your data. So that's the trust problem that I mentioned There's also this gray machine problem that open stack does not handle today that we have you know For example, let's say fans have failed on a server and the server is getting hot The default algorithm of open stack is just going to put the VM on there, right? It doesn't know about those things But you want to make sure that if there's a noisy neighbor or the system is unhealthy You don't schedule more workloads on that system. So those are examples of you know getting into the enterprise class and Of course, the workload Has to be more optimal So if you avoid all these noisy problems all of the performance of all the workloads is much better So you can you know get more work done with the same cluster. So that's those are the problems We came up with an intelligent workload placement Algorithm that looks at the health status prioritizes all the systems and is able to pick the right The you know physical system host system on which your VM should land. So that's so we've Enhanced the Nova scheduler in open stack We've developed a compute metric So the user can specify, you know, how much compute they want and make sure that they get it in that in those service computers is what we call it and We mentioned this monitoring of this noisy neighbor to find out when that condition is happening Cash contingent is happening flag it to the user So you can take remedial action like moving that VM from either the noise maker or the noise, you know the noise affected VM to some other node and Of course boot time attestation you want to make sure that it's in it's an important workload Make sure this workload does not land on our system that has been compromised or has not been attested yet So those are the types of the technologies that we have built into our product It basically has three components. We have an agent on the node That does deep platform telemetry to detect those kind of cash contention type of problems We've got a Nova scheduler plug-in that does the intelligent workload placement and Of course, we have our own KVM virtual appliance that has a rest API So if you want to integrate with your existing IT systems, it fits in just nicely with that So that's basically as simple so deployment is as simple as putting the plug in installing this appliance somewhere and putting agents in the Linux KVM Support so we were basically solving three classes of problems First one is helping the customers figure out what size VM they should get and how we'll be based on the performance requirements and the end we've developed the service compute units by which they can specify that for the VM and it's based on a Formula that looks at the CPU the frequency cash size other things that you would expect from that particular CPU, you know instructions per Cycle so though a clock and so we take all of that and and create a metric that can be uniform across generations of CPUs So that's the first one of course if they're if you are You know if a customer calls in and says hey, my application is slow sometimes How do you go about debugging it especially if the problem happens to be these things like cash contention? So when a customer calls like that problem, you can bring up a say and look at the console And it'll tell you if you are having those problems So we look at cash contention. I mentioned system health other resource metering systems like that and then We mentioned this problem of our am I running on a trusted node? It's a multinational tenant system has my system most been compromised can somebody Steal the data can somebody put some other VM that can look at things all those concerns can be mitigated So we whitelist the systems we check every at boot time to make sure that the systems integrity has not been compromised so Basically summarizing that basically what what Intel service assurance that gives benefits that it we give you is that you can run your workloads with confidence in this kind of open-stack infrastructure using all the features that we've talked about of course We automate the whole process by plugging into the NOAA scheduler and enhancing the NOAA scheduler So it can make those decisions on the fly and you don't need operators to go spend time doing that And it's real-time and dynamic and it's up to date all the time So it's a fully automated and the third one is we have rest apis and also a web console So if you have existing monitoring management systems, you can use our rest apis plug it the data into your own monitoring system You use it so it's easy to Configure and we are working actively. We have Dell systems in our lab We are working with the solution to integrate the SA into the Dells reference architecture and we will move forward up together So from a resources point of view So we can take questions after this but quickly this this deck should be available So you can you can take a look look at all the resources you've got Lots of Dell cloud resources Dell comm slash open stack that comes at red hat red hat comm has a whole bunch of resources on this We have all kinds of YouTube videos out there on the solution Intel SA a resource site So feel free to contact us at open stack at Dell comm for any questions on the Dell solution And at this time we can Yeah, we're live demo, right live demo of the actual solution running there So you can take a look at that so that we will take questions got about five minutes left Any questions for either of us? Okay Yeah kinda What are you looking for and in terms of a solution I mean in general I mean does does this kind of solve some of the problems you're looking at or Like some feedback from you guys too. You don't have questions. We like to learn from you So what comments do you have anything on some of the big challenges and pain points you have around open stack? That you would like to solve or see solved Your part Yeah Yeah What kind of workloads are your customers trying to run? Thousand so it's a scale you're talking about a scale issue. Okay, so that's it's a scale issue Correct. Yes. It's a cattle workload at very large scale, which they can get from Amazon, right? Yeah with internal clouds, I mean most people from what I've seen they're not really running at that scale yet Most of the the solutions are in that pilot kind of configuration I talked about you know three racks, but still pretty fairly large. I mean 2,000 VMs I don't know what your VM count is, you know, tens of thousands maybe But you know for most common workloads within the data center for dev test monlit, you know Some storage is a service kind of workload. We find that the three rack system is a good enough starting point Unless you're running something huge in which case it's a whole different ballgame, right? Yeah other comments. Yes Yeah, yeah a couple of ways of solving it So now Red Hat has a three-year extended support cycle as we do with the hardware So you don't as a customer unless you really want something in the next version of open stack You can stay on the current one for up to three years now What Red Hat will do based on our feedback right if a customer says I want XYZ feature in neutron in Juno Right, and if there are enough customers that ask for that and this is what happens in the rel cycle too Is they take one feature and backboard it Into the previous version so let's say you're running ice house and you want to stay an ice house because it's great It's running you don't want to touch it You've got three-year, you know support cycle from board Dell and Red Hat But you say look Juno has got XYZ features I don't want to upgrade because I don't want to kill my system. It's just running my users are happy There's a possibility where you can bring individual features backboard into into your current system So that's one way the other way is to upgrade obviously an upgrade is an unsolved problem today It's it's kind of being solved, but it's not a solved problem by any means right So over the next couple of releases We hope to have a much more seamless rolling upgrade process even with our solution right the the community is trying to solve it But it's not there yet Yeah, so compute so the biggest issue is in networking right? I mean compute has been partially solved so you can you can kind of do an upgrade of your nova compute nodes Literally, you know pretty much without any downtime But the networking is a tough part because you've got all these things linked up and neutron is a bear It's still not yet there So if you if you and I was just hearing from one of my colleagues once you restart your neutron server Effectively it kind of flushes all your all your traffic flows. They're gone Until you until the whole neutron server is up and running again So you've got downtime with neutron which is still not solved yet Same thing with the data right if you want to move things from one node to another node You need to bring your data along with your VMs and everything should be seamless So that you can do with things like Seth and you know other technologies out there But it needs to be a coordinated thing right if you if you want to fail over thing from one one geographical location to another one That's by no means a solve problem today in OpenStack. It's it's there's a lot of work to be done to do that There are some simple things being solved like nova upgrades neutron will come data backups will come But I'm I think it'll be probably at least a couple more releases before we get there. That's my Couple more release one more year. It'll come in phases right it'll come in phases. So I don't know what you're seeing And Right Oh Yeah, one thing we're seeing interesting workload I mean typically we would think that a system like OpenStack or Amazon is great for web applications Which they are but we're also seeing traditional workloads Oracle databases People soft, you know Microsoft SharePoint those they want to move them to OpenStack But like he said, you know, we need to work on the resiliency because originally the idea is it's a if it doesn't work You you kill it and you kick up, you know start another one But that's not the case with Oracle database you that you can do with an Oracle database VM It needs to be really solid, right? So it's kind of interesting. We're seeing a lot of interest Amongst enterprise users to bring the legacy workloads Initially, I used to say don't even think about it because that's not the right workload for this But it seems like they want to do it For cost reasons, right? Yeah Other questions any final thoughts questions How many of you are actually first time here at the summit? Oh, a lot of the a lot of the people news to the summit. Okay So if you the other thing I would I would kind of Last message is if you are depending on where you are most cities have an OpenStack meetup group It's like a user groups that meet, you know frequently to talk about their experiences I run the the Dell runs Austin and Boston. There are two cities where we run an OpenStack meetup group So if you're in any of those areas, you know, check out the the meetup sites You can come and join us. We have monthly meetups, you know, we get about 60 70 people every month People deploying OpenStack people that are building OpenStack. They come and experience They share their experiences. So lessons learned and things like that But if you're you can check out your own local, you know place where there's one in Paris I think I everywhere they're like 10 or 20 different meetups here in Europe So that's a that's a great place for you to go and check things out. Yeah, but you know, it's it's a growing community lots of interest Certainly, it'll take some time before it's ready for enterprise Oh Yeah, that's the largest one The pilot system oh tens of thousands so that that depends on you know a couple of things one is Is it geographically distributed right if you have multiple regions multiple data centers? That complicates things then you then you are talking about availability zones Even within those if some servers go down, do you want to have a disaster recovery? So these kinds of consultative things, you know take about you know, I'd say two to three weeks There's a workshop that Dell and Red Hat does with their customers. It's about a week long It could be shorter. I mean we can spend three days and just working through and it's a free workshop So if a customer says we we want to do it in three different time zones and five different data centers Then we sit down and do an architecture and we say look This is how this is we take our basic reference architecture and then we take that out It could be anywhere from one month to six months You know, it really depends on the scale at which the customer wants to deploy the pilot system the pre-packaged one is under a week It's all ready to go. You just you get 2,000 VMs. It's deployed up and running You can start putting your workload with under a week Larger ones it all depends on your requirements, right? So your storage and your networking and so on What you so It varies between one one month and three months up to six months in some cases. Yeah I mean we've red hat has done some really large deployments, right? But they kind of start from scratch and say okay what servers and sometimes customers have their own servers sitting somewhere in a Basement and they want to use those right it may not be any of the certified ones that we have so you're kind of Building this as you go, right? It's it's not like a pre-packaged earlier to go system So that's why it takes time if it's if you just buy the way it is It's pretty quick and the user experience is also You know it works out of the box, right? And you put your workload in your users are up and running They just And then they emerge all the time I can tell you that from experience Just with three different systems with an installer with with open stack and with sep Everything every time something changes whether it's the operating system or the open stack packages or the sep version Something breaks That's just the way it is right now and and like I said these are all different moving parts and not all of them are synchronized And that's what we are doing with the engineering We're doing is putting all of them together making sure they integrated making this they're deployed in one piece and supported as one piece Which is a lot of engineering effort and that's kind of what you buy We have a We have a hardware compatibility list of all the servers right now with red hat and we'll do the same thing You will have yes, absolutely Last Okay, I think we're running out of time. Thank you very much for your time if you have any questions feel free to reach out At those email addresses. Thank you