the FAIC. Go ahead. Great. Thank you so much, Mike. Hello and thanks to everyone for joining us for today's program on how to protect against risks to tribal cultural heritage. This program is made possible with the generous support of the Department of the Interior. My name is Jessica Unger and I'm the Emergency Programs Coordinator at the Foundation of the American Institute for Conservation of Historic and Artistic Works. FAIC undertakes and underwrites programs and initiatives to advance the conservation profession nationally and internationally in all its facets and applies the expertise of the profession in addressing global artistic, cultural, and historic preservation priorities. FAIC promotes the preservation of cultural heritage as a means towards a deeper understanding of our shared humanity, the need to express ourselves through creative achievements in the arts, humanities, and sciences. We honor the history and integrity of these achievements through the preservation of cultural materials for future generations. Today's program is the third and final webinar in a series that has discussed the risks that can potentially affect cultural resources of tribes. Cultural resources are defined as the aspects of a cultural system that are valued by our significantly representative of a culture or that contain significant information about a culture. A cultural resource may be a tangible entity or a cultural practice. Tangible cultural resources are characterized as structures, archaeological resources, cultural landscapes, museum collections, archival documents and photographs, sacred sites, and ethnographic resources. And as you might expect, this series has primarily addressed tangible cultural resources and how to protect them. On Monday we discussed the principles of risk assessment and how to size up the risks to your collections. You can view a recording of that program by following the link that I'm about to provide in the comment box. On Tuesday of this week we looked at the workings of the Emergency Management Division of the Bureau of Indian Affairs, and we learned about how to collaborate with emergency professionals. Oops, sorry, the link for the previous program didn't go through. So there's the recording for Monday's program on assessment, and then again on Tuesday we looked at the workings of the Emergency Management Division of the Bureau of Indian Affairs and really focused on the priorities of collaborating with emergency professionals in order to best protect collections. So recording of that program is available by following the link that I'm now sharing in the comment box. Today we are learning about how to build a preparedness plan. All of the programs featured in this webinar series are designed to highlight the unique needs of tribes and emergencies. For today's program on preparedness, we're fortunate to be joined by Alexandra, or Alex, Allert. Alex is Principal and Managing Director of Art Care Resources, an independent collection care consultancy firm based in Newport, Rhode Island. After completing her academic art conservation training through the New York State University System in 1974, she headed the Cultural Objects Conservation Laboratory at the Pacific Regional Conservation Center in Honolulu, working with 64 cultural centers throughout the Pacific Basin to identify collection needs and priorities and to implement preservation plans. In 1976, she became involved in her first cultural disaster response, protecting a Hawaiian church in the face of lava flows from the volcano Kilauea. In 1978, she relocated to the East Coast to head the Conservation Laboratory at Harvard University's Pugetting Museum of Archaeology and Ethnography, overseeing the preservation needs of its 3 million object collection. In pursuit of her passion to help small, undersourced museums, historic sites, and tribal agencies problem solve their collection preservation challenges, she began a private practice in 1980 dedicated to helping cultural organizations successfully achieve cost-effective preservation strategies and action plans that best utilize limited resources. Alex works with the New England, with the Narragansett, Nipmuc, Mohican, and Wampanoag tribal authorities on collections care, and was instrumental in overseeing the preservation needs for the traveling exhibition, Gifts of Love and Pride, Kaewa and Comanche Cradles, and the exhibition on Toma Joseph, a traditional Pasamaquati birch bark artist. In 2004, she became a certified member of the National Heritage Responders, formerly known as AIC CERT. She has been training cultural organizations on emergency management since then. Alex, we're thrilled to have you here with us today. I'm going to go ahead and remove my slides. Thanks, Jess. And turn it over to you. There we go. Thank you very much. And greetings to everyone out there in cyberspace. And again, as Jess said, welcome to Protecting Tribal Cultural Heritage. This one's on preparedness, the third in the webinar series. And if you haven't participated in the other two, do check them out, because this webinar builds upon the first webinar on risk assessment, and the second webinar on collaboration. The goals of this webinar are to share online and published planning resources for making your preparedness plan. The resources are just a few finger clips away. They will walk you through what information to gather, leveraging what you have learned from the other webinars, and how to organize the information logically and systematically. I'll show you an online template, too, that guides you through customizing that information into a written pocket response emergency plan. It's so cute. I'll also highlight information that is unique to tribal heritage preparedness, and then share a user-friendly resource for collaborating with first responders. So let's get started. Let me summarize by what I mean when I refer to tribal heritage or cultural resources. You all know all tribal nations have cultural resources that embody the richness and diversity of your heritage. In Indian country, both tangible and intangible cultural resources are expressions of your heritage. They include sacred grounds, as well as photographs, documents, sound recordings, moving images, and digital materials. There are lots of scrapbooks I've seen, even sometimes rare books and manuscripts, as well as the large variety of artistic, historic, and functional objects. And, of course, we can't overlook the archeological depositories and sometimes our even natural science specimen collections. All of them are at risk for catastrophic loss due to emergency disasters. Now, the Heritage Health Index, our national survey done about 10 years ago, found that 80% of collecting institutions in the United States did not have an emergency plan that included collections, especially with staff trained to carry it out. So we hope with these webinars to provide the means for you to be prepared, because what we realize is that making a plan can be confusing and may appear really overwhelming. But let me assure you that there are three basic steps that make the process straightforward and really pretty simplified. The first step in planning essentials begins with a tribal commitment to increase the level of emergency preparedness. Now, you are expressing that interest by partaking in this webinar. By sharing today's information with your elders, advisory council members, your preservation officers, or other cultural stewards, you will further enhance your overall preparedness. So simply the key actions for this step right now are to have your cultural institution make preparedness a priority. The easiest way to do that is to appoint a staff member dedicated to completing an emergency plan. And that's a really good starting point. It often begins with your preservation officer or your cultural stewards or keepers. And the second step involves gathering information about possible hazards that could impact your tribal cultural resources and reviewing your capabilities to respond to and recover from a disaster or other emergency caused by that hazard. Now, this webinar provides planning resources and checklists for you to follow to objectively gather information on hazards and risk vulnerabilities. This expands in practical ways upon the first webinar on assessment and keys into the same planning program that Rob Waller identified in his presentation. So remember, your tribal first responders and emergency manager are also excellent resources for gathering and working through this step, okay? And working through this assessment phase. Now, once you've completed the hazard vulnerability assessment, the third step is turning that information into a written plan. An emergency response plan describes the steps you will take to protect your nation's cultural center or museum. It could be your library, your archives, your sacred sites. It could be if you have a separate archeological repository. And it's what the steps you're going to do before, during, and after an emergency. So the key action for this step is identifying an emergency planning team. That is, those are gonna be the people who are responsible for developing the written plan. But frankly, it's the actual act of collaboration that is the most important outcome of this planning process. It helps build a team. A team that ultimately must work effectively together when disaster strikes. So because you've shown a commitment to preparedness by being here, let me guide you through the planning resources that will make this pretty straightforward. We have found from doing this for quite a while that a proven, helpful, and easy to use online resource is the risk evaluation and planning program hosted at the foundation for the American Institute of Conservation. The alphabet soup for that is we call it FAIC. And FAIC develops and provides resources and training for collecting institutions and their staffs, such as this webinar and these online resources. So when you were ready for the first steps to getting prepared, go to the URL address listed at the bottom here of the slide. We'll bring you to the page you see on the screen, the homepage for the risk evaluation and planning program also known as WRAP. It gives you a summary of the resource documents available to you. So click on the headings in bold type that I've also circled in red and it'll take you to the individual document sections. As you become more familiar with navigating the site and if you are interested in a specific resource, click on the individual titles listed in the yellow box on the right. Either pathway takes you to a page full of helpful resources under each topical heading. Now the risk evaluation and planning program has seven core resource worksheets. They're listed here and there and you can choose so many of them. They share tips on a variety of topics, helpful in preparing to write your plan. Look over them all to get oriented on the different aspects of the program. I think that's a really good first step. They include tips on preparedness, ideas for simple mitigation measures. There's a helpful sheet on the basic contents of your emergency plan, as well as steps for getting started with emergency planning efforts. And used together when you look at all of them, the resource topics will really round out your planning efforts and really give you a lot of good hints and direction as to how to proceed. So after you've oriented yourself to the content of program listings, the walkthrough checklist that I've highlighted in orange here is a good place to start to gather information. These worksheets provide a checklist of questions that will help you think about your site and guide you through gathering information in an organized process. Questions examine a broad range of policies and procedures and potential facility hazards. And might have a question on what do you do with on-site construction materials to what your fire door ratings are or water pressure concerns? Where are the utility locations and what's the presence of enunciators and key security boxes? All of the questions help you confirm what you have in place, as well as help you recognize areas that you might not have thought about or even present some questions that could need further investigation for answers. I really suggest that you print out the checklist to take with you on your walkthrough. You can do a walk around yourself, but a team effort between your tribal emergency manager, your facilities officer, your tribal preservation officer or keepers, those who directly care for your collection, they all make good partners to do this with. The walkthrough provides really a team building exercise and it really will help maximize your planned effectiveness because the questions will raise everyone's awareness on the really range of different types of tasks and information needed to be prepared and how you can work effectively together because no one person will really know all of these answers. So it's a good conversation builder. Now for those of you who may have some of your cultural resources on long-term loan to institutions outside of Indian country, this is a good means to start a conversation with those institutions and to learn about their preparedness steps. What is in place to protect your belongings in times of an emergency disaster? Another resource that builds upon the walkthrough questionnaire is the risk prioritization worksheets. They will help you identify, think through and prioritize the man-made and natural hazards external to your site as well as internal to the facility. They also provide the opportunity to continue to build the shared emergency planning knowledge with your team. Now unusual planning needs that are not specified in these planning documents are those hazards that are inherent in collections themselves. These hazard potentials are often unintentionally overlooked when they enter collections. So identifying what hazards may be lurking on your shelves is part of making your preparedness plan. I'll highlight a few categories to consider as part of your planning efforts. So the first one here that's a health and safety risk. You can come from preserving fluids and pesticide powders. They have a history of use on native American cultural resources especially those made from tanned hides, furs and feathers. Some contain a combination of heavy metal compounds such as arsenic and mercuric chloride which are really risky to anyone's health. These pesticides of which over 150 have been documented and are now banned from use and many of them have been banned for use for quite a while but they're still residual in the collections were used with good intentions to prevent or eradicate infestations before the health and safety hazards were truly understood. So today, detection, containment and mitigation of those hazards are a current focus for many native American collections especially for those that are repatriated or may be part of ceremonial use. So special handling and storage protocols are really advisable when a suggested history or evidence of pesticides are present. A unique concern for tribal nations that are potentially are in collections are hazardous herbal remedies. These could pose a health and handling risk especially if they are desiccated and highly concentrated due to aging factors. The guidance from elders about cultural practices can alert you to look for herbal or sacred bundles. They may both present a health hazard and require limited access and special cultural protocols to respect their sacred integrity. So collaborating with authorized tribal members to guide how to be prepared to address the needs for the containment or the removal of sacred items or a priority collection concern to include in your preparedness plans. Also among all tribal nations or native run cultural organizations there is a wide range in approaches to exhibiting, storing, accessing and protecting your cultural resources. Sometimes the native heritage belongings are incorporated with non-Indian country collections as part of their setting or in some cases are on long-term loan outside of Indian country. If this is reflective of your situation be aware that 20th and 21st century medicinal kits often found in historical collections outside of Indian country and potentially contain controlled substances such as nitroclycerin, arsenic, strychnine and sometimes sharp surfaces and needles with pathogens. So ask if there are any pharmaceutical hazards and what preparedness plans are in place to identify and contain these health and safety hazards. Tribal cultural resources can also hold a range of threats that have the potential for spontaneous fire or to explode. Your hazard potential is often unnoticed as in the other ones when they enter collections and increases as they age. A high priority hazard is the spontaneous combustion risks associated with deteriorating cellulose-based negatives. The risk attributed to chemical instability is present when storing, deteriorating nitrate and acetate negatives and film stop in less than ideal formats. These negatives were used for a long period of time starting in the 1880s and can remain hidden in the depths of archives and photography collections. They often are mixed in with the more stable polyester film supports you may be more familiar with since the 1950s. So it's important to identify them and to isolate them following defined protocols. Now other types of belongings that have ignition mechanisms may retain the potential to explode if they have not been checked or deactivated when they enter collections. If they remain charged, they pose a serious safety risk during an incident response. So when considering your heritage collections, consider looking for firearms, loose black powder, ammunitions, old fire grenades or equipment from alternative industries such as mining or search and rescue, road flares and even photographic flash equipment. These items in reality may not be germane to your holdings but they are examples that could be part of collections outside of tribal nations. So these hazards can be anticipated with some knowledge and some sleuthing. Your preparedness plan is to examine your collections to identify and if present, contain whatever risk you find appropriately. Another advice is be sure to date and note in your collection management files that they have been deactivated. This will diffuse, so to speak, questions that may arise from future stewards. Now another category of inherently hazardous collections are made from geological materials or even raw samples of the rocks themselves. Often the hazardous nature of the material has only become apparent through recent study and health assessments. Sometimes these hazards are not simple to identify by sight. With the use of radon detectors in our homes, you may be aware that some types of geology and fossils naturally emit radiation. A hazardous category to identify in collections then are those that emit a level of radiation. If your cultural resources include an archaeological depository, be aware of this invisible hazard and test them with a Geiger counter. Outside of Indian country, inventors were inspired and produced some really imaginative consumer items using this unregulated technology, many examples of which are now part of 20th and 21st century historic collections. Besides scientific equipment and say Vaseline glass, a plethora of household goods like this water cooler or the popular collectibles fiesta ware, those dinnerware sats, present a notable radiation hazard. Radiant paint was also used on equipment dials, including our watches, but other not so familiar applications of radiant paint have been found in early glow in the dark postcards. I've even seen examples outside of Indian country of safety matches, hand cleaner and chocolates that were advertised as having special boosting powers. Now, another geological element to look for here to think about, other creative commercial applications made use of the peculiar physical properties of mercury. This dark furniture with old mirrors often have deteriorated silvery, causing mercury beads to sweat from the surface and lurk as loose beads in the rabbit of the frames. In the manufacture of more mundane functional pieces, loose droplets of mercury were used in light switches and thermostats and houses, even wobbler fishing lures and trunk switches and older cars. Silk fabrics and hats of the 19th century are often inherently contaminated with mercury salts due to the manufacturing process, how those materials were prepared so they could be either made into a hat or woven into silk. Even a raw geological specimen of mercury sulfide called cinnabar is one of a number of examples that can decompose and create beads of loose mercury. Another mineral example is asbestos. We probably are familiar with asbestos being a hazardous mineral because it was used in insulation and wall coatings, but are you familiar with its use in art plasters and home goods? If you have very old plaster bus, older taxidermy mounts, or old full-scale dioramas, asbestos could be present. So when you look at these hazards, remember as a best practice, any cultural resource with a geological component that is identified as a hazard should be clearly marked as hazardous, stored and isolated in suitable containers, and have access handling safety protocols specific to the hazard noted on the shelf, with the object, and in your records. So that's an overview of some of the hazards that might be sleuthing on your collections. But as a presenter, I know that you may feel relatively confident about gathering all of this information until you wake up next week and life's distractions have gotten in the way. Should you wish a review or want to share the planning information with others? These online webinar resources hosted by the online community called Connecting to Collections Care are a means to review steps and share resources to get everybody you want to share it with, get them all prepared, and on the same page, so to speak. Now this Connecting to Collections Care, or C2CC series of webinars called Risk Evaluation for Steps in Disaster Planning is a four-part presentation on first steps in disaster planning. They are free and available as your schedule permits 24 hours a day at the URL address noted here. Divided into four 90-minute presentations, each webinar builds upon the one before. They all will guide you in gathering and organizing useful information for emergency preparedness for cultural resources. Now to complement the individual webinars, there are links to online resources, such as the Risk Evaluation and Planning Program Checklist that I introduced at the beginning of this webinar. One of those links is called Contents of a Basic Emergency Plan. It identifies a framework upon which to place all the information you have gathered together. The document divides the contents of a basic cultural heritage emergency plan into seven basic chapters. The general information categories addressed in all disaster plans and you may have some information to add here and some of these you may have very little if no information. We start off with emergency contact information. This, of course, would be very important and would be your tribal officers, your first responders, cultural stewards, and your response team. Another sort of chapter or slot here is an area for insurance and vendor and supply information. These are the context for the services and supplies needed for response and recovery efforts. Things you might have to order in quickly or people you have to call right away and say, you know, get these out or this is the information I need from you. Please come help. The third area here is category for preparedness and response instructions. This area identifies procedures for, say, top-rated risks, maybe where your utility shutoffs are or evacuation procedures. Collection priorities are unique to every tribal nation but an important component to include in every cultural resource plan. I can't reiterate how important it is for cultural stewards and your preservation officers to look at your collection and decide really what are the few priority pieces I really need to make sure are well protected. In the next little bullet point for this basic plan is the communications heading. This addresses how response team members will receive and provide information among themselves and also addresses the procedures for dealing with the press and the public. The next last category is the information in the heading for policy and review and updating plans. This helps you sustain your preparedness plans and even practice it. It's always nice to have something in there that says we need to update this plan, look at the contact numbers annually. It's also a nice way to bolster a schedule by saying we will have a tabletop exercise or some sort of training exercise on a certain schedule too. The last heading is appendices. This addresses the collection salvage techniques. This could be where also a reference to authorized tribal members and restricted access requirements for sacred objects could be identified. This may seem like a lot of information to organize. But let me assure you there are a number of emergency planning templates available for cultural resources to just plug in the information. This free online template is hosted by the Council of State Archivists and it's particularly user friendly and suitable to small to mid-sized cultural institutions. It provides spaces for distilling all the information needed for the first 24 to 72 hours following a disaster. The website URL to download the template is written on the bottom there. Named the pocket response plan or PREP, the template is intended to be customized by each institution, each organization, each site, even each building can have one. The information is very systematically organized and on both sides of a legal size sheet of paper. You then trim it. You fold it accordion style into a credit card size and you can store it in a Tyvek envelope that easily fits into a wallet. That's pretty easy to have something that's pack and go like that, I think. The template is available as a Word document. It lets you fill in the information you need to delete the areas that are not pertinent to your response plan. On site A, this site, is an emergency communication director. Use this site to input your phone numbers for the individuals, the agencies, your tribal council, officers that you are most likely to need to talk to in the first minutes and hours after an emergency occurs. As I said, this could be tribal leaders, maybe your staff, your facility managers, first responders, even your utility agencies, vendors, and other essential individuals or agencies such as the Bureau of Indian Affairs, the second webinar had to do with collaborations and how to work with TACG, so I think this would be a good place to put that contact information in. If you have blank space and chances are you probably will, you can take advantage of it to insert a list of maybe your priority collections or you can insert a floor plan for a reference, a map of the evacuation meetup location or even the evacuation routes or other information you may wish to have at your fingertips. The other side contains an emergency response checklist. This is an organized list of step-by-step instructions for personnel that should be taken in those first 24 to 72 hours following a disaster. Now, for small organizations that would rely heavily on outside vendors and first responders to help them with cultural resource needs, this single page is often the heart of your disaster plan. For larger tribal and cultural organizations with more resources to vote to emergency planning and staffing, the PREP plan is a distilled list of the most important tasks to be taken in the first few minutes and is meant to complement not replace your disaster plan. But regardless of your size, the wallet size format really ensures that tribal leaders and staff have the most essential information with them at all times. Because it's so easy to make, copies can be kept in multiple locations besides your wallet. Easy access locations might be glove compartments, maybe your refrigerator door, desk drawers, or even tape to the emergency supply kit or your desk phone or your cell phone cover. Now that you know where to download the PREP template, I want to share this home page of the Connecting to Collections Care webinar series. It was specifically designed to follow for writing your disaster response plan using the PREP template. So again, to go to it, place the URL address in the bottom of the screen, put that into your browser and it'll take you directly to the webinar. This is a five-part webinar series that walks you through the kinds of information to include and where to put it in the PREP plan. I'm hoping by looking at this, some of these titles and phrases may begin to seem familiar to it and it's not quite so intimidating. Now there are three other resources that are terrific reference and primer tools. I hope that you have them just as sort of a bookshelf for reference if nothing else. They are the field guide to emergency response the emergency salvage wheel and the salvage wheel as an app for your cell phone. The user-friendly salvage wheel is really an essential resource whether you have a plan or not. It's a helpful training tool and it's meant to hang on the back of your door as a grab-and-go reference tool when you evacuate. One side addresses immediate needs for safety and evacuation with a space for two or three emergency contact numbers. You could also take a copy of your PREP plan to it frankly. The other side of the salvage wheel has essential information on how to handle and triage a range of wet collection materials. The salvage wheels is available from FAIC at their online shop. For those of you who are tech savvy it's also available as a free download for Apple, Android and BlackBerry devices. You can search for it by capital E, capital R, capital S emergency. Now a final and concise resource I recommend is the field guide to emergency response. This water resistant notebook form of a booklet provides clear and practical advice to help you plan and implement initial response and salvage steps. The tab layout provides a helpful planning format with step-by-step instructions tailored to the scope of your emergency. What to do first, home to call, how to prevent further damage. And it also has fill-in-the-blanks for you to customize the book to your particular site and your particular type of collection materials that you are responsible for. So do look for these, do have them on site. Now up to now I've alerted you to online and published resources, hard copy resources. They are not your sole resource for preparedness plans. An instrumental and local resource for tribal cultural resources is your tribal emergency manager and first responders. Engaging with your tribal risk responders before an incident occurs is a proactive planning step that keeps your staff and resources safe and minimizes damage and costly repairs. Do keep in mind that when disaster strikes there is no time during a disaster response to make introductions or advocate for your needs. So do reach out to them.  This poster will guide you in ways to make contact with them and the things you can do to pave the way to improve communication and planning. It suggests what first responders need to know from you as a cultural resource and other things you can do to help planning and response goes smoothly. So copies are available from FAIC or the American Institute of Conservation's online shop. I think Jess is going to put some of these links up for you too. When collaborating with first responders let them know that essential records and many other vulnerable materials can become a total loss and irreparable within 24 to 72 hours depending on what your climate is due to the destructive forces of mold or the acidic effects of soot or smoke. This is a time sensitive response and it's a really important need that is unique to emergency preparedness planning for cultural resources. It is one of the lessons learned from the recent history of many natural disasters throughout the country. And it's why damage assessments are priorities for cultural stewards and run parallel with the life and safety training that first responders receive due to the gravity of catastrophic vulnerability of these materials. You and your staff can aid collection response efforts by establishing the salvage priorities and sharing those needs with first responders because since they have access to and control of your site during a response and well before you will be allowed access they really are your eyes and they need to know what to look for in their assessment of the site. So as part of your partnership action plan be sure to share information on collection priorities any maybe collection hazards you might have and any limited access or special handling needs. To go along with that information that you can share be aware that many first responders are unfamiliar with the procedures or responsibilities of collection management or the special needs of your cultural resources. Let them know as collection stewards you have a fiduciary responsibility for tracking the movement of collections using a process that is similar to their chain of custody training for the process of say arson investigations. These protocols are important for them to know if they anticipate helping you with evacuation procedures they will understand that chain of custody requirement and that's how you can make a bridge with them over those tracking needs. So I do encourage you in summary to make a goal to create a partnership action plan by working together to understand each other's needs tribal preservation officers, cultural stewards emergency managers and first responders can save essential cultural resources by being able to work more quickly and efficiently which in turn helps communities recover more quickly and completely and successfully after the impact of an emergency disaster. Because first responders remember have control of your site during an emergency be sure to establish the lines of communication before the incident. This way you will be familiar with who is in command what the reporting protocols are and how you will receive reports information on what is going on inside. Ask too how first responders can minimize damage and about what you can do to support their efforts and ensure staff safety. You can review and strengthen evacuation procedures and learn about access needs for your first responders. For example, knowing their anticipated access routes may alert you to ask responders if they can bring fire blankets into the building to cover cases against the damaging and costly effect of airborne soot as they proceed through the building in an attempt to get to the heart of the fire or water damage or whatever the incident is. So this draws the presentation to a close I'm sorry but I do hope I have inspired you to increase your agility to prepare for and respond to disasters. I encourage you to share today's information please. Heightened preparation will minimize damage and costly recovery fees. It will build confidence in your readiness rating and go a long way towards helping protect your tribe's cultural heritage. Most of all, however, I really want to thank you for your time and attention today. I think there may be time to answer questions for another few minutes but otherwise if you have questions afterwards as you think about them in the coming days or weeks feel free to contact me at the above email address and thank you. Jess, do you have any questions or anything I can help with? I just wanted to say thank you so much Alex for a wonderful presentation. You've really done a great job of making the process of developing a plan something that feels manageable and I hope that the attendees on the program today and anyone who views the recording of this on the YouTube channel will likewise feel like they have resources at hand that will help with the process. Again, we're so glad for the opportunity to discuss a wide range of topics over the course of this webinar series. I'm thankful to Rob Waller who walked us through some of the principles of risk assessment, to Patrick Vaca for explaining some of the protocols and procedures of emergency managers who work in Indian country and of course Alex to you for this wonderful way to energize folks who have taken part in this series to feel like they have access to developing their own preparedness plans. If anyone does have questions about the program today of course do feel free to pop this into the questions and comment box and as Alex said if you think of anything after the fact her email address is here and I'm going to go ahead and plot mine in the questions and comments box as well for anyone who would like to reach out to me about the webinar series that we've had this week. Short of any other questions again I'd like to say thank you to Mike at Learning Times for being such a wonderful host and supportive throughout this process and of course to the Department of the Interior for providing funding and guidance throughout this project and making sure that FAIC has been supported in our quest to bring emergency preparedness resources to tribal cultural communities so thank you to everyone and if you don't see any questions which I don't I will go ahead and sign off. Again this is Jessica Unger from FAIC just saying thank you to all and wishing you the best on your preparedness plans.


Hi, I'm Zor. Welcome to a new Zor education. Today we will continue talking about oscillations where friction is involved. So, this is the second lecture about friction damping, like slowing down basically, the oscillations. The first one, which was called friction damping number one. It was that was the view from the energy consumption. Basically, as the object oscillates, it loses its energy on friction because friction is the force and you have to overcome that force. That means work being done and that's why the total, let's say, potential energy which the object has when you stretch the spring is basically lost as the time goes on. And we have come to certain quantitative characteristics of such a motion. Now, we will continue talking about the friction affecting the oscillations, but now we will try to just do it from the movement as the function of time, basically. So, you will be able to find out exact position, not just the ending points, which we did from the energy consideration, but actually exact position and speed, if you wish, of the object as it oscillates on the spring with a friction. Okay. Now, this lecture is part of the course called Physics for Teens, presented on Unizor.com. This is the course which is based on the prerequisite one. Pre-requisite course is called Math for Teens. Math is absolutely necessary because, for instance, today we will talk about trigonometry and calculus differential equations. So, I do suggest you to watch this lecture and any other lecture from the Unizor.com. You might have found it somewhere else, like on YouTube, for instance, but over there it's just individual lectures. Unizor.com presents a course, basically, which means lectures are organized in a logical sequence. They are dependent. Every subsequent lecture depends on whatever was before. So, it's a course. So, I do suggest that, plus, every lecture has textual notes, which basically can be considered like a textbook, if published separately, if you wish. Also, it has exams in many cases, not in all cases, but in many cases, exams. So, you can self-check yourself. Now, the site is totally free. You don't even have to sign in if you don't want to. No strings attached. No ads. Okay. So, let me start. So, we have a spring with object at the end. This is object. Now, there is a friction here. Now, m is mass, g is free-fall acceleration, mg is weight, basically, and the force of the friction is equal to mu times m times g, where mu is a coefficient of friction. Well, in this case, we're talking about motion. So, it's a kinetic friction. You know, there is a static friction and kinetic friction. Let's just forget about this small thing. Friction has this mu coefficient of friction, and if you multiply it by weight, that actually gives you the force. Force of friction, which acts always against the motion. So, if motion is to the left, the force is directed to the right. If motion is to the right, the force of friction is directed to the left. Okay. Regardless of whether the spring is, let's say, it's straight or it's squeezed, doesn't really matter. Now, the force of the spring, in turn, depends on the position. K is the elasticity of the spring, and x of t is position. So, we're assuming that there is a zero, which is a neutral position of the spring. It's not squeezed, it's not stretched. So, whatever goes to the right of this, this is a stretch, and this is a squeeze. So, to the right, x is positive, and the force is negative, directed towards the neutral position. If the x is negative, which means the spring is squeezed, the force is, again, opposite to this negativity, which means to the positive direction. That's why it's positive. So, if x is negative, force is positive. If x is positive, force is negative. Now, the previous lecture was about energy, and we have found that if you have initial position at times t0 equals to zero, we have position at point A. So, this is stretch by A, and then let it go. Well, it will go to the left in this particular case. It will squeeze after passing the neutral point. It will squeeze the spring, and it will lose A minus 2 lambda with a minus sign, because we are on the left from the neutral. We are losing certain amplitude. So, if this was plus A, this is not minus A, but slightly less on a minus sign, by absolute value. Then A, where lambda is a constant, which was mu, what else? Mg divided by k. I'm not mistaken. All right? Where is my lambda here? Right. Okay. So, that was the previous lecture we came out. Now, I would like to find actually the equation of motion. I would like to find function x of t. Now, there is a difficulty here. Now, the difficulty is that during, let's say, a cycle. A cycle is from the rightmost position to the left, and then back to the rightmost position. Well, this is a cycle, and during that cycle, the force is changing the sign. When the object moves to the left, the force is positive. When the object moves to the right, the second half of the first cycle, the friction force is directed to the left. So, I can't really put it into one formula, like this. This is absolute value, basically. To be exact, this is absolute value of the force. Now, here I have exact formula, because if I access positive, which means it's stretched, force of the spring is negative, directed towards neutral position. If it's negative, it's positive. But in this case, I can't really do it. So, what I'm going to do, I will divide, basically, my first cycle into two halves. One half from this point, from the stretched point towards this, and that would be one differential equation. And then from here back to this, it will be another differential equation. So, that's the idea. Okay. So, I would like also to assume that A is significantly greater than lambda, because if A is smaller, if it's relatively of the same order as lambda, my oscillation will just finish in no time, right? Because every time we are subtracting two lambda from the amplitude. So, let's assume that A is large enough to basically stay on the positive side if we are subtracting two lambda, one half a cycle, two lambda, and another half a cycle, et cetera. All right. So, now, if you remember, if there is no friction, we had a very simple differential equation where we were comparing the Newton force, which is mass times acceleration. Acceleration is second derivative of law of motion. We were actually equating it with the Hooke's law. This is the Hooke's law minus kx of t. Now, this is a differential equation. Now, there are certain initial conditions, and we have assumed that initial condition is stretched by A and no initial speed. That's our initial conditions. And we have basically resolved this to a very simple solution. A cosine omega t where omega is square root of k over m. That was one of the first lectures dedicated to oscillations. Now, with damping, with the friction force, we have a slightly different equation. So, what is our equation in this particular case? Now, it's not only the force of the spring which acts on the object. So, initially, we stretched it. So, the initial motion would be to the left, right? Which means our force is the force of friction directed to the right against the motion. So, this force is towards neutral point. That's why it's negative. As it passes the neutral point, x changes the sign to negative, and the force becomes positive this way. But the friction is always this way, always against the motion. So, this is my friction mu mg, right? Coefficient of friction times the weight. And this is my differential equation which describes the motion. Now, all I have to do is just to solve it with these initial conditions. Now, for convenience instead of 0, I will put here t0 times 0, where time 0 is equal to 0. Why do I do it? Because I will have t1 when object is reaching the end of this squeezing motion. That will be t1. And then back will be t2, etc. So, that's how it's more convenient to have it as an index t0. All right. So, we have this condition. We have this condition. And we have this differential equation. Now, I assume... Now, this is a constant, by the way. Mu is a constant, right? M is mass, and G is free fall acceleration. It does not depend on the motion of the object. This is a constant. Which means my solution to this differential equation should be almost the same as if there is no such a constant. So, I'm guessing... I have an intelligent guess. Let's put it this way. My solution might actually look like this. Where A and B sound coefficients. Now, if you remember, again, I was just writing this for non-friction when there is no this term. It was just A cos omega t. That was solution for x t. So, in our case, I have something similar. And that's why I hope that it will be a solution. Well, it's a good guess, actually. So, let's just try to find out if it's possible. Which means I will take the first derivative, the second derivative, substitute to this, and see if it fits, right? Okay. I can use this. So, my first derivative is equal to cos sign derivative is minus sign. And then there is an inner function, omega times t. So, omega goes out. So, I have a minus A omega sign of omega t. Now, this is a constant. So, it does not appear in the first derivative. Now, the second derivative is, from sign, the derivative is cos sign. And the inner function is omega. So, I will have minus omega square cos sign omega t. Okay. Now, let me change slightly this particular equation. I will divide it by mass m here, m here, and m here. Now, you remember that omega, omega is equal to square root of k over m. That's how it was in the very, very first lecture from there on. That's basically the angular frequency. So, omega square is k over m. So, this equation can be viewed as, with it to the left. So, it's plus, k over m is omega square, x of t minus mu g equals to zero. Okay. So, that's my, the same differential equation, just different, different letters here. Okay. So, instead of second derivative, I can substitute this. And instead of function, I will have this. So, let's see what I will have. Minus a omega square cos sign omega t. That's this one, right? Now, omega square times x of t. This is x of t.  And we see minus and plus. And so, what do I have? I have basically expression for b. b is equal to mu g divided by omega square, which is mu g divided by k times m. And our familiar lambda. Lambda is, if you remember, was introduced in the very first lecture as a critical distance. Critical distance is very important whenever you have a friction because if you are stretching not sufficiently far from the neutral position, then the force of the spring will not overcome the force of the friction and the object will not oscillate at all. So, you need to stretch it greater than lambda to start oscillations. So, that's what lambda was. And we're still having exactly the same thing. So, it's a very useful constant. It combines in itself the friction itself, which is characterized by mu. It combines the weight of the object and the strength of the spring, elasticity of the spring. So, the stronger the spring, the smaller will be this dead distance when the object cannot oscillate. The weaker spring, well, obviously, the dead interval will be greater. The more heavy, the heavier we have, the more friction basically we have. Again, the more friction we have, the dead interval will be wider. So, this is a very nice kind of characteristic of this particular system. So, we have B. Now, what is A? Well, we can very easily find A if we start talking about initial conditions. Now, first of all, let's just use this one. At t is equal to zero, we should have A. Now, if t is equal to zero, cosine is equal to one of zero, right? Cosine of zero is one. So, we have A plus B. So, A plus B, this is initial position A. We know B, B is lambda. So, A is A minus lambda from here, right? So, we have our equation of motion. So, our equation is x of t is equal to A, which is A minus lambda, cosine omega t plus B, which is lambda. Now, what's important is, this is our equation during the first half of the first cycle. Okay, found it. Now, how does it look? Well, it's a sinusoidal type, but its amplitude is less than A. It starts with A, but then it goes all the way down to the end point and we will calculate what exactly this end point is. So, it's basically a smaller amplitude. So, how can we find out what is the opposite point when you're squeezing the spring all the way to the left? Well, you're squeezing all the way to the left and it stops at that point, right? It's squeezing the spring and the friction as well and it stops. Now, when does it stop? When it stops when its speed is equal to zero, right? Now, speed is the first derivative. So, when is this equal to zero? Well, when sine is equal to zero, right? So, sine is equal to zero when the angle is equal to what, pi times n, where n is any integer number. Recall your trigonometry, which means t is equal to pi over omega times n, where n is any integer number. If n is equal to zero, that's time t zero and we have the initial, when the spring is stretched initially, we have speed is equal to zero. Then, what is the next value of t when the spring is also, when the object is not moving? Well, that's when this thing with n is equal to one, right? So, we have omega t is equal to pi, right? n is equal to one. So, t is equal to pi over omega. Omega t is equal to pi. Cosine of pi is equal to minus one. And what do we do here now? Well, if we will substitute this t to this equation of motion, we will have cosine of pi minus one. So, it would be x of t one. That's the t one is a point where n is equal to one, right? So, t one is equal to pi over omega. t one is equal to pi over omega. And position is equal to, this is minus one. So, it's minus a minus lambda minus a minus lambda plus lambda, which is equal to minus a minus two lambda. Am I right? Yes. Plus minus a plus lambda and plus lambda. Two lambda, yes. This is exactly the same result which we have obtained from the energy consideration during the previous lecture. We were talking about how energy is spent during the friction. And we have found that the left most position when the spring is squeezed is at this particular point. Now, I prefer to do it this way rather than two lambda minus a, because it actually shows that it's on a negative position. We assume that a is large enough to accommodate subtracting lambda a few times, right? So, that's a negative position, which means the spring is squeezed. And initial was a on the stretch side. On the squeeze side, it's negative, but by absolute value is less than a by two lambda. So, half a cycle eats up two lambda from the, excuse me, from the amplitude. And that's again exactly as we have found in previous lecture from the energy consideration. Okay, that's it. That's the end of the first half a cycle. Now, let's start the second half cycle. Now, we have a different direction of motion, which means our friction is directed differently. Friction is directed negatively because the object on the second half of the first cycle would move from left to right on our picture. So, what is the equation of motion? Well, it's exactly the same thing here, except here and now we have force is negative because it goes against the motion, which means to the left, which means against the positive direction of x. Now, this simplified equation would look like this. My initial conditions would be different. Now, we are talking about T1 and this would be minus A minus two lambda. Right? Because that's the end point as it reached the leftmost part. And the speed is still zero at the very, at the leftmost point. We are looking for the same kind of solution here. So, what would be my solution in this particular case? So, x and x and the derivative and the second derivative are the same. But in this case, we will have this plus mg. Right? That's the difference. From which we found that k. Now, if we will put a mega, now a mega, what is a mega square? Mega square plus mg minus, so it would be minus here, right? Minus here, minus here and minus lambda. Okay, minus lambda. Now, if we will substitute into this formula T1 and T1 is what? Pi over omega, so we will have cosine will be minus. So, it will be minus A plus B is equal to, my initial position is minus A minus two lambda. Right? Now, B is lambda, so what's the A? Let's start again. Minus A plus lambda equals two lambda minus A. So, A goes here. So, we will have lambda minus two lambda plus A is equal to A. Wait, wait, wait, wait. Now, B is minus lambda, I'm sorry. B is minus lambda, so it's minus lambda. So, this is minus lambda, minus lambda. So, A is equal to A minus three lambda. Okay. So, my equation of motion would be on the second half would be different, would be A minus three lambda and this would be minus lambda. Now, the T is changing from T1 to T2. Now, T1 is equal to this, T2 is equal to, whenever we put two instead of n, so it's two pi over omega. So, during the times from T0 to T2 from pi over omega to two pi over omega, this is the equation. So, equation is different. That's what's very important. Equation on the left is one, equation on the right is another. So, the graph, if you will put the graph, you will just divide it. This is zero, which is T0 and this is T1, this is T2, this is T3, et cetera. This is initial position, this is left most, this is right most, this is left most, this is right most. But what's important is the difference between these is always pi over omega. So, it's a constant difference but the amplitude will be smaller. It's reducing amplitude by two lambda every times. So, we have found the second equation, okay, and what's the most, what's the right most point? It's where T is equal to two pi over two. Two pi over omega, right? The T2. Now, if it's two pi over omega, then cosine is equal to cosine omega times T would be cosine of two pi, which is the same as zero, which is one. So, I will have A minus three lambda minus lambda. So, my most right most point would be A minus four lambda. And that's exactly the same result as we have from the energy consideration. We are losing two lambda in amplitude on every half cycle. We have lost two lambda on the way back, way to the left, and we are losing another two lambda on the way right. So, squeezing minus two lambda, stretching another two lambda. So, now it's minus four lambda. And as you understand, it will continue doing exactly the same thing. So, every time amplitude is diminishing by two lambda. So, I assumed in the very beginning that A is big enough so we have a few cycles basically until it's finished. But every time you are subtracting two lambda and eventually you will get situation A minus whatever number of lambdas, it will be within the dead zone and the object will stop oscillating. So, it's very important to understand that if there is a friction, constant friction, obviously, we are talking about a finite time before it completely stops. In the next lecture when I will talk about instead of friction, we will talk about viscosity. Like, for instance, the whole oscillation is under water, let's say, and the water prevents it. There the slightly different laws of physics are actually acting and we will talk about this. And over there, oscillations will not stop. They will infinitely continue but will be smaller and smaller and smaller. Here is that stop with a friction. So, what's the somewhere of the whole thing? First of all, I probably shouldn't really call it period because the period means it's repeating exact motion. So, it's not really a period but it's a cycle. So, the cycles between rightmost and then the next rightmost position, which is shorter and shorter and shorter. So, the cycles had exactly the same timing from the time perspective. So, after each pi over omega, you have another maximum deviation from the neutral. At 0, at pi over omega, at 2 pi over omega, at 3 pi over omega, 4 pi over omega, etc. That's how it goes. So, the timing of leftmost and rightmost position are the same interval. But amplitude will be shorter and shorter and shorter. So, the graph would look like this. And as I was just talking about, the equation of this part is not exactly the same as the equation of this part. Here, we have the first one, which was a minus lambda cosine plus lambda. And here, we have a minus 3 lambda and minus lambda. So, it's a different equation. But they are glued together here. And so, the x of, this is T1. So, the x of T1 in the first and the second are exactly the same. And so, it's for T2, for T3, etc., etc. And even the first derivative would be the same if you can check it, if you wish to. Because the first derivative is 0 will be always at these points. So, we have these two pieces of this graph glued together relatively smoothly. Because they are at the same value and at the same first derivative, which means the tangential line is horizontal. That's the first derivative. And that basically completes all the research of how the friction, constant friction, affects the oscillations of ideal object and ideal spring. Okay, I suggest you to read the notes for this lecture. They are relatively well organized, like a textbook basically, as I said. Other than that, that's it. You get it. Thank you very much and good luck.


So an impressive CV is thank you very much for the introduction. So it saves me explaining my role a key thing That I really wanted to get across before I do the presentation was also a practitioner. So I'm not just doing a consulting work or architecture work. I was the CTO for Heathrow So those of you who fly via Heathrow capture, but I runs all the IT at Heathrow and I was the CTO at Heathrow and I had had the opportunity to work on various different big clients in the past and And all the clients have a lot of the themes and come in the IE speed, agility, flexibility and cost and I want to cover those two key things during my 35 minutes just talk about DevOps in an IT for IT context and give you some ideas and Some suggestions in terms of the material that you can find in the IT IT IT for IT forum Now when I talk about DevOps, I typically say DevOps is a bit like Rookby I don't know. I hope all of you know what Rookby is. It's almost like football. It's just a different ball Rookby in theory is very simple because all you have to do is you have to take the ball You have to get across the line to score And so it seems for DevOps It's the same because a lot of people nowadays are talking about DevOps are saying well If you want to be faster if you want to reduce outages you do use DevOps But for those of you who have applied the DevOps concept it can be rather difficult and rather tricky And so it is with Rookby if you play Rookby yourself you find it very quickly That's quite difficult to take a ball and score a point So I wanted to cover three things first just wanted to give you an overview over DevOps second Articulate a bit the challenges in a DevOps context. They're quite high level and a lot technical and Thirdly give you some again some ideas some hints and tips of the material that we have produced over the years in an IT IT IT for IT forum from a DevOps perspective I'll call it as well. Very nice. So we've a go on to the overview. There we are First of all DevOps is not a product DevOps isn't something you can buy You can't go to a shop and say give me half a kilo of DevOps or I'd like No, two thousand licenses of a DevOps solution DevOps is a is a philosophy DevOps is an approach And DevOps that's really important and that's why it fits spotted into the IT for IT Concept because you talked about before you heard about before the business value point is about driving real business value So DevOps is really positioned to help organizations to drive value And it's typically about speed and of course out the transaction but more on that later You see often nowadays people saying that you if you implement a tool like those of you have probably heard of Docker or Huppert or chef All these new tools that are now appearing in the market if you apply them you have DevOps It is a bit true, but there's a large part that is still missing because you only implemented the tool You're still missing the process and the people side But again more on that a bit later in the slide deck DevOps is I've been an IT for 26 years. I always find it fascinating It's actually something that has been around for a while, but some clever clock created this this concept of the term DevOps A bit like when cloud was appearing we all did virtualization many many years ago for those of you work the main frame we used L past logical petitions We virtualize the main frame in the 70s in the 80s Somebody said in the 2000s now we're doing cloud everybody thought oh, there's something new. It's a bit like get DevOps as well DevOps was coined in 2009 and it was really kind of created by by a couple of chaps who thought well We really need to break down this barrier. There's this this wall of confusion They're called it between development and operations We really need to make sure that people who are develop developing code. I actually also doing it with operations in mind And not just focusing on the functional aspects of a solution and When you are deploying tools into a live environment that you actually consider all the aspects And if it fails well, you don't just try it again in six months time We try to find and identify the root causes So we're really trying to they were really trying to get to to the bottom of some of the outages or the issues that We see when we're delivering applications or we're when we're deploying code into life DevOps can can drive significant value. That's where what you actually should be starting with never mind How you implemented or what tools you should be deploying that's first focus a bit on the the value proposition of DevOps Well, puppet laps did a survey the issue. This is the result for the survey I think from 2015 and they found that there are two key value propositions for organization for deploying a DevOps Approach first is agility so speed and second is reliability So they have found this is the material the outcome from the report you can get the report online When they found that you can almost do 8,000 faster deployment times. Sorry lead times than peers or you can increase the frequency of deployment by 30 times or You can also increase your reliability by 2 or you mean time to recover by 12 times They also thought that these are the kind of the the primary objectives or the primary business cases or The primary applications for DevOps agility reliability and they found that organization use a DevOps approach Can typically also get secondary objective or target, which is more competitiveness I having the ability to grow their market share or having the ability to penetrate their market better because they're using a DevOps approach When you look at the business cases or so these are kind of the outcomes typically you see four key business cases for DevOps implementation Two of which are I guess the most prevalent ones, but still four are really important from a DevOps perspective First is the agility side So DevOps has been applied in context areas where you want to be faster if you want to speed up You want to speed up your deployment Secondly is about increasing quality. So a lot of organizations nowadays are using a DevOps approach to improve quality Third if you're using tools to automate So you're free up your staff from manual labor or manual intensive labor activity You actually freed them up to do some thinking so you can increase your web You can increase your innovation cycles because you have more people thinking about better ways of doing certain activities or newer product cycles for instance And then the last point is around reducing an outages. So typically you see The 80% these are statistics or numbers that you can get from forest or a gardener 80% of all outages are change related So only 20% of outages in the data center are related to failure hardware failure or power failure 80% is down to change related outages So when you are deploying code into live or you're making changes to your application an outage of an application is typically caused by this And DevOps is really trying to Organization are using DevOps to take that 80% down to maybe 40% or to 30 or to 20 And within that is a huge amount of value for organizations a particular organizations that have very customer-facing applications or services You can imagine if an application isn't available the Implication from a direct product perspective or the indirect implications can be significant for a bank for instance So cost avoidance is a big question or quick a big objective for organizations or banking particularly and They reduce up reduced outages is typically something that they focus on when they are deploying a DevOps deployment or DevOps approach When you when you talk about DevOps a lot of people focus on the agility part, it's quite good That's certainly one key aspect and it's quite interesting when you sometimes compare the various different Organization from their agility perspective to see you know how where you want to be from an organizational perspective Many organizations that's typically where where I worked in as well We used to identify requirements you develop solutions your test solutions You deploy them or you follow the IT FIT framework And that typically takes six to twelve months and then you deploy a big release every quarter every half a year Obviously with DevOps you try to shrink this you try to shrink this not from a not just from a duration perspective But also shrink it from a cycle perspective So you try not to have a release maybe every quarter you may have a release every week or maybe have a release every day The question is where do you want to be if you look at organizations nowadays these are numbers That I found from the internet when Amazon did a presentation And Google as well. They do 20,000 deployment per day. So these are 20,000 changes in life per day They are Amazon website is all based on microservices and they are making changes to all their applications every day You may look say that's a bit weird. Can I really do this? Well, I don't work for Amazon I can't really vouch for it, but When I did a co-presentation with the with one of the Amazon lead architects They were showing me the way they approach a solution life cycle very different to I guess we all used to Google do about 5,000 Netflix about three to 500 a day and then you have your Facebook Twitter And then your typical organizations. The question is if you want to deploy a DevOps approach Where do you want to be? Do you need to be? releasing Changes to your live organization or application environment every second every minute every hour or is a day is a week is a month sufficient It's not so much to to question or to say well you agree or disagree these numbers is more to say Okay, where do you need to be? What are your requirements from a? Receive recycle sorry a release perspective. What are your requirements from a deployment perspective? And it has a big impact on the tools and the way you need to employ or deploy a DevOps approach That's clearly if you want to be a Amazon like well, you have to probably follow the same Footpath as Amazon is doing a Google and Netflix But if you say well every week is okay And I'm currently every year or every half a year And still that will apply a certain level of changes to your organization from a people and process perspective But it's quite important to know when you when you have a DevOps approach and approach in mind And you want to deploy these tools and techniques in the organization I mentioned these three things before and that's also really important a lot of material you see nowadays In the market focuses a lot on the right-hand side Many many organizations are saying, you know, you want to deploy a DevOps approach use a tool Tool is good, but only a tool will give you maybe automatic approaches or will Reduce your money your activities in your environment. You also need to think about the process So how do you actually deploy a code into life and more importantly probably and that goes back to the first picture I showed you more importantly is probably the people side And more importantly is to help the people to take down this wall of confusion to stop the separation between development and life to stop the Inertia that you sometimes have an organization when you are deploying changes in your in your life environment So you need to focus on those three key things when you want to deploy a DevOps approach So this was a very quick nine minutes run down through a high level view on DevOps So I just showed you quickly the four key business cases for DevOps So remember agile and out at reduction and then the the three key aspect of DevOps, which is people process and tools now DevOps challenges. There are Typically two challenges or two angles you can see or you can have a look at at employing or deploying a DevOps approach You typically see it from an outside in perspective Which stops you from using DevOps and an inside out perspective which we call or I call inside out challenges Within the outside in challenges typically what stops you from deploying DevOps So when you want to speed up or you want to reduce outages what stops you from from doing or deploying these tools are typically complex settings in your pre-production of your project and your project environment Which leads to an issue when you have error Identification or error prevention because it's very hard to identify what the root causes are when you have an outage in life You know quite often you hear or you see an issue causes in life or an outage in life And you go to the developer and you say that the developer this code isn't working the developer saying well It works on my laptop So there's typically of course a difference between pre-production and production and if you want to speed up if you want to address Outages then you need to find a way of addressing these two key points complexity and the issue of finding root cause analysis or doing root cause analysis There's also this what I mentioned before the wall of confusion again If you want to speed up if you want to reduce outages you need to make sure that you are addressing the people side So typically you have the development team in one IT organization probably reporting completely differently to your operational Division sometimes operation division for Organizations might report to the CFO. Maybe the developer reports to a completely different functional division And you need to adjust this when you are deploying a DevOps approach And the last point which is something we all have to battle with is the speed of innovation I had a stuff that is changing every week every month It is mind-boggling at the moment So if you are running implementation program for DevOps say for instance, you have a task in your organization to speed up your deployment from six months to every week and Also to reduce your outages by 50% Then one of the challenges that you will have next to complexity the diagnosis and the silentness of your organization It's a speed of innovation because you need to deal with these new tools and techniques that are appearing almost every week Next to that is a couple of inside out challenges So again, imagine you had this task to To speed up and to reduce outages for your organization. Well, first of all your organization may not really understand what DevOps is There are plenty full of definitions of DevOps currently You'll see later the open group definition of DevOps that we have suggested so far But there are many different definitions for DevOps. Gatner will have one Forrester has one IDC has one Organizations have one technology vendors like Capgemini have one We all have our own view on DevOps that is in itself a big challenge when you are deploying a DevOps approach in your organization Tools connected with innovation Again, if you if you look at the open-source markets, there are tools coming out every day So when you are When you think I've got my head around dev Docker or puppet and chef and now know how all these things hang together Your boss may come up to you and says, well, have you worked with this? He's a no You may be not be on the the latest and the greatest So you need to deal with the DevOps tool cocktail of the tools that you can deploy You speed and your reduction in outages And then there's a big question and as again related to for IT for IT is the big bang versus step-by-step So how do you approach an implementation of tools technologies and people changes? When you want to speed up or you want to reduce outages? Do you do it in one big bang or do you want to do it in step-by-step and You also have the current changes in your organization So when you are deploying a DevOps change in your organization, you have all the other projects still running You may have I don't know a desktop professional program You may have a relocation of a data center a deployment of cloud solution whilst you're doing all this You are trying to reduce outages and you're trying to speed up the organization so there's a lot of Issues and challenges and constraints that you have to deal with when you're deploying a DevOps activity or DevOps approach So how can IT for IT help? Well, first of all, there is a material available. So Most of the material that I show you now is taken from agile scenarios. It's a white paper that we've issued in March There's a link on the deck or you can get link from the from the website. So this is to directly taken from the paper First of all, of course, you have when you look at These two objectives that I mentioned agility and reducing in outages of reduction in outages One key thing that you clearly need in the organization is a standard way of running your IT So many organizations are every single organization has a different definition for their solution life cycle for their deployment approach I work with one client. They call it go to go to production. The other one called it run into life Every single organization has a different methodology in a different Dictionary for the features and the functions that they employ or deploy from going from requirements gathering or strategy down into Implementation and you know, you heard it before the key value of IT for IT gives you that framework and that framework is the first starter It doesn't give you the answer But deploying the framework you don't get DevOps directly out of the box But it gives you at least a framework to to work against and that's very important when you're focusing on Reducing outages or when you want to speed up deployment from left to right, which DevOps is is all about Here's the definition of DevOps. So this is a white paper suggested definition So was issued in February in 2016 And here's the the words that I used before when I explained to you the DevOps approach But first of all DevOps is a way of collaborating and industrializing using highly automated approaches And it's deployed to deploy solutions that evolve as fast as your business needs it So it's really important to see the the connection between the business outcome and the activities of deploying solutions and in collaborative and industrializing way We said in the paper that by adopting DevOps Organization can of course improve value developed by its business again really important the value proposition from a business perspective So not so much IT centric its value to the business and it does that by tearing down these traditional silos and using I guess the IT for IT framework to really connecting the various different parts of an organization again You can take that directly from the sorry from the Agile white paper. So it's the Agile scenarios white paper The words are really important. So you have to see that if you look at DevOps, it's not so much It's not just the tool side. It's the people the process side and it's the the real focus on business outcomes The real focus on what is it you want to achieve? What is the speed you have to achieve? What is the agility side cycle you have to achieve and what quality aspects do you have? How many organizations have outages you probably have to live with outages But what is the kind of the level of outages that you should have in your organization that is acceptable rather than the one you have currently in in a In a scenario where you Provide or you execute a continuous release cycle So when you look at material in DevOps, you see when you dive into DevOps content or material you talk usually around agile Agile is a way of creating functional specifications or delivering functional specifications and Non-functional as well, but if you really try to achieve kind of Netflix approach So I'm not talking about you know releasing every quarter or a reason every month if you have the need in your organization To deploy changes on a daily or on a hourly basis You need to do continuous integration or continuous release release cycle and in the IT for IT forum You have material that helps you to frame your approach. So from a process perspective Mentioned before you have people process and tools in IT for IT. We've defined Guidelines and some specifications of how of how you could do or you could deploy a continuous release cycle and what we also did and that's really important because Typically when you see these pictures they look very nice You have a couple of boxes a couple of arrows and you think well, okay So what does that mean to me the key value getting from the IT for IT is the definition of the objectives So we spend a lot of time articulating actually What is the objectives the targets and the requirements that you should actually have against your framework? So you remember the framework that we we specified before the IT for IT framework There are clear value propositions against each of the stages which you see in a second And this is really important when you talk about a value chain because the value chains We have your from your left to the right your strategy down to to your deployment You really need to focus on or you need to ideally focus on the key outcomes and the value propositions that sits within each of the value chain components and That is against your people process in the tools So that's really the trick when you're deploying a DevOps approach not just considering the technology aspect. So maybe technology on your Automatic monitoring and workload Workload management might be when you might be using chef or puppet or see a unit center or something and maybe on the technology side on the On the strategy side you may have some interactive or collaborative tools that helps you defining strategies in much more Interactive way We also need to do the same thing on the process and on the people side a bit more tricky on the people side to define the The physical aspects, but people could be that you have to maybe reorganize your your structure You may have to co-locate you may have to think about you're having your developers much closer to your operational staff ask one of the Organizations I was working with who started on a DevOps journey and ask them What was the the main value or the main thing that they deployed on the people side to get the developer to talk to the Operational guy and they said well what they did is they gave each of the developers a clear objective Which was linked to outage? So a developer had a business a personal target to make sure that his code doesn't cause a certain amount of outages If he achieves or achieves that target he gets a certain amount I don't know how much a bonus payment was maybe say $500 and it is the same thing on the operational stuff So the guy who was running the server who had very little to do from a development perspective had also a target from a functional Perspective so the amount of function points deployed was also his personal target Of course, his main target was as a laying KPI But he also had a target to make sure that there's change introduced all the time at a certain level and he was also given the bonus so The clients that they're very happy and they're now working together because they had a personal objective of Getting their target so they get their money So of course there's one approach to take another client has relocated their stuff They are working together in the same room and they forced them to talk to each other Which is a challenge in itself. You have operational guys who look down on developers because Developers don't understand functional specification and you look at developers who look down on operational stuff because they don't understand functional specification so this is wall of confusion that you have to address and that's quite a An area that spent you typically spend a lot of time on When you talk about implementing DevOps and remember DevOps is just a title What's behind us are these use cases these business cases that are specified before namely agility and reduction in outages And this is the material you get from the agile scenarios Also within the agile scenarios we suggested a DevOps maturity model So again when you think about I'm in an organization, I would like to start on DevOps Sounds good. Other clients are doing it as well. Everybody's doing DevOps. So I may do it as well quite sure it means My objective is to speed up from quarter to week and I want to reduce my outages by 50 percent Where do I start was a great great question to ask So we sat down. We thought well, maybe we should specify a maturity model maturity model with a couple of steps Where we have or where we can specify characteristics Per step which helps maybe guiding an implementation approach for DevOps So I hope you can read this a bit white apologies for this We specified a couple of levels. So first of all, we said well level one basic There's certain Characteristics defined it gets a bit easier to read when I go a bit higher So if you look at the top for instance top level There are certain Characteristics certain attributes that you could specify to an organization that has a top level maturity on DevOps against people process and tools Again, this is just a summary when you look at the agile scenario You can get a couple pages worth of more description behind these And this can help when you starting on your DevOps journey You may remember one of the slides I showed the outside in and inside our challenges so if you are have an objective of Speeding up reducing outages you have to have an implementation plan for DevOps I e the changes that you have to do from a tools from a process and from a people perspective Having a maturity model which gives you kind of a compass where you want to be is really important Really helpful. Also, it may define that you don't want to be or need to be and top level It may suffice us for your organization to be maybe enhanced or maybe coordinated because you say well I'm okay to do a change every quarter. I don't need to be a Netflix on Amazon One of the banks when I did a presentation to one of the the CTO from a large organization for large bank He said absolutely not so when I do a change in life. I personally review the change going into life. I Personally, I'm accountable for any failures that is caused by the changes to be put into life The last thing I want is one of these open source thingies to do deployment to life and don't trust them So I want to do it myself. So I'm quite happy to do a release every six weeks Okay, fine. Fair enough to don't you don't have to have a full continuous integration Which can do a release in 16 seconds from the delivery from deployment into life But it helps I guess your organization or helps you to to give you a guide post And you are kind of the The description of the the next level down So if you drill into this level one on the agile scenarios, this is the material you then get I'm not gonna go through the words But it just gives you more material Which helps you maybe to guide your DevOps implementation doesn't give you the answer It's not gonna say or I can't tell you what are the changes that you have to do in your organization To speed up, but it gives you that framework that reference model to help you to guide within the IT for IT value chain What are the the characteristics that you should consider from a people process and from a tools perspective? If you want to really speed up against maybe every quarter every month every day or every hour There's also a suggestion of implementation approach again, if you look at the agile scenario document is a bit more Again taken taken from the from the document There's some some guidance or some ideas of what else you could do to speed up and to reduce outages Now as I mentioned before DevOps is a term a lot of the tools and techniques that we have deployed over the last 20 years was focused on speeding up reducing outages not since 2009 that we certainly think about this in the IT industry So there are certain aspects that are obvious like train your stuff Very obvious in terms of automates But also maybe not so in terms of strategy and architecture and that's where IT for IT comes back in So really seeing IT as a business differentiator Seeing IT as something that drives business value is in itself a key first step to getting to a much more agile organization Because if you have an organization which sees IT as a back office function that only costs money and doesn't deliver any value it's very hard to then work together with the business of Increasing your speed to a live environment if your organization However understands the value that use an IT organization delivered to the business It makes it much much easier to work together with your business to speed up and to reduce outages And a couple of other things which are obvious in terms of reducing complexity Optimizing process and orchestrate your your your activities across the life cycle Are also applicable Okay, so oh, sorry Only a couple of slides left These are examples of material that you can get get from the from the agile scenarios again, and these are Suggested goals you could take them as a starter for 10. So again if your scenario is that you want to deploy Changes to increase your speed and reduce your outages. These are things that in the agile scenarios White paper suggested that he may want to have a look at from a goals perspective There's also a reference model. So No white paper without reference model. Let's define all the meta models, but they are Example of this is the reference model for for the IT for IT landscape that is applicable to the DevOps context That helps you to start from a DevOps implementation perspective doesn't give you reference model is not the answer It's not the solution. He is a reference that helps you against your implementation plan against people tools and process Particularly here on the tool side, of course What you have to deploy or what capabilities you'd need And there it is very pretty as a picture missing in the front but you have the IT IT for IT agile scenario, which was issued in February and If you want to read more on the material that I've just shared Remember the latter part was just a summary of it. Then please have a look at the white paper Or ask questions later. And that was my presentation. Thank you Thank you very much if you could just take a a seat. We'll have a chance for just a very small number of questions To keep on track very small questions all about the marathon a small number. Yeah, I doubt there'll be a small To answer but yes asking the questions is the open group CTO Dave Lounsbury, so Thank you gonna I'm going to take I know we're tight on time. So I'm going to take the liberty of Combining two questions here So 20,000 deployments per day sounds like a great idea But how do you tie the rate of deployment to the value for your business and closely related to that is How do you make the case for investment in the dev-op tools and people and processes to actually hit the rate you select? Great question. I think as I mentioned before Forget the number for a second. You need to start with the business. So you really need to understand what what is What does the business have to do to increase their footprint in the market? What does the business have to do to sell more products because at the end of the day? We are all here to make money revenue and margin So if your organization say your organization has a market penetration of 5% and if you had the ability to release products 50% faster your market penetration might go up to 25% So your business case is the increase then in market penetration, which you can translate into revenue numbers So if you could then say you will you increase your revenue by 10 million the implementation cost might be 5 million Your business case is there, but it's really finding and working That's why I said that the end is really important that you have the relationship with the business to talk With into the business and the business sees you as somebody who delivers business value Because if they look at you and say well, I talked to you when I asked about my email address Or I talked to you when I knew the new data center, but what do you know about revenue increase? What do you know about market share? There's a really really important point around getting it as a partner as a peer to and with the business Organizations who have managed that so where at the board level the guy who's accountable for it He sits at the board level and has a say in the business strategy in business direction They manage these massive penetration increases organizations, which sees it as a back office somewhere and Attached to the CFO not to undermine the CFO or say that he's not valuable Don't so it's a really important point to take away so How when you're doing dev ops, how do you manage? And to implement dev ops when you've got products that aren't weren't originally designed for you enterprise legacy projects or products Products that weren't defined as they weren't they weren't originally designed with dev ops. Oh, okay. I take it so there are Give you an example. There is an organization that has a massive mainframe deployment on IBM mainframe they use kicks for those of you kicks is a tool on the mainframe and They have had the same questions that okay We use all these new web-based applications on PC, but our mainframe is still old Asia's dinosaur There are tools nowadays available IBM is making more in rows with a plumex of connecting kicks with the dev ops based approaches But maybe there is a case of kicking off of replacing them So if your tools isn't up to to the speed that you need you may have to have a look at whether the tool is fit for purpose Which then comes with its own challenges again because then you need to deploy Changes to to put new tools in your environment There's a big change program is the dev ops implementation if you want to speed up reduce outages It's not just deploy a docker or a puppet is really Rethinking the way the organization is connected to the business and drives value into the business So I think last question in the interest of time How does the company advertise for dev ops skills to get that people component in there people already know the processes So if they how do you how do you get their skills and capability? And how does the company test test their CV when they come in wow as a quick question? So I mean if it's a bit like 15 years ago with with clouds a lot of people now putting cloud dev ops on their CVs I think you really should do two things first I think you need to talk to these guys or people who are you need to employ and really see that they Understand it's not just about the tool side So and dev ops is a means to an end the end is speed and reducing in outages So if I'm in dev ops engineer and I come with my my docker on my backpack Doesn't mean I'm dev ops. It just means I know docker But if I come in and say well I want to help you to increase your speed to market because you need to increase your market penetration Maybe and that people process and tools aspects to it You probably stand a better chance to to have a dev ops based approach or philosophy This is the the existence of the it for it value chain and reference model Help you sort some of those position some of those skills and that's why the description and there is really helpful So when you look at the value chain it tells you you know what are the characteristics or the objectives that you need to focus on these Different stages if you have a developer, that's what he or she needs to think about functional and non functional outages and functional Aspects as well and speeds and then you have the same on the on the operational guy So if you employ somebody who runs your operational environment that he or she understands that the connection between The people process and tools side from a it for it perspective across the value chain That's it from the floor Steve anything from you Not in the interest of time. I do have one that I'll take offline if I may No, we must we must move on. So thank you once again gonna mental. Thank you