Today, Long Beach, California on a little Hawaii and near Munich, Germany. And while with pandemic projections and try to see what's next, we're sort of going with a flow of opening up a little bit, hopefully carefully and or for sure carefully. And so the challenge is obviously now to find ways to proceed, especially on our islands where our main economy has basically gone away, which is tourism. We are charged and we charge ourselves to look for our event ourselves. But in terms of going ahead, we believe you should look back and see where you came from in order to have a chance to move ahead. And in some ways, the tourism industry has been invented to a large degree on our islands of Hawaii. And we want to talk about that today. So before we can reinvent it, we want to look back in how it got invented. And in order to do so, we can get the first slide up, please. Because one company that's mostly related to hospitality worldwide is the Hilton Corporation. There's one in every city, including as you see at the top right in Munich. And their resource part in these, they're strong ties to our islands. And so the next slide is going to be clearing up a misconception because most tourists, as shown in the previous slide, associate Hilton with the Hilton Hawaiian Village. That is actually not the case because that one was developed by another very important person in the American economy, Henry J. Kaiser, with the Kaiser Hawaiian Village that we see in the background of the big picture. The foreground is a little confusing always, is a neighboring development by Pete Wimbley and the Waikiki and the Haitian Waanai, and many of us, when he and pop people vividly remember. And Henry J. Kaiser sold that property to Conrad Hilton. So the Hilton beginnings of hospitality design on the islands are somewhere else. For that, we can go to the next slide and we have the most perfect team members on the panel today, which is one DeSoto Brown, Bishop Museum historian, welcome DeSoto. How do you do? And good morning everybody. And we have back our friends Ron Lindgren from Long Beach, California, long-term friends and business partner of the legendary Edward Pillingsworth. And why don't you Ron, kick in and explain along with slide three that we're on, list the secret of how this all came about. Yeah, I might say in front of us, we're going to be dealing with the original Kahala Hilton hotel. It was a very important structure. In some respects, it was the first international tropical destination in New Zealand, although in fact, it shares that honor with the wonderful Mauna Kea Beach Hotel. It's just that those two examples of modern concrete architecture opened the same week in January of 1964 and the Kahala opened two days earlier. So it's the first. At the same time, it's the finest and the most influential piece of work by my boss and mentor and friend Ed Pillingsworth. What we're all thinking about now is what might be the future of travel and tourism and what a building like the Kahala, which is now called the Kahala Hotel and Resort. How suitable is it for the pandemic and post-pandemic days coming up? But I'm happy to note this very first photo was really appropriate because it chose Conrad Hilton, very charismatic hotelier and it was celebrated with some Hawaiian aunties. I don't doubt that that was probably something that happened at the Kahala. Maybe during the opening, Hilton started his namesake hotel company during the very final years of the Second World War. And like any good hotelier, a successful hotelier, he brought style and glamour or whatever it was, but especially when he was accompanied by his then wife, Zaza Gabor, the reason that the original Kahala Hilton was even built was because of his continuing openings of a Long Beach, California architect named Edward Pillingsworth. This patron first met Ed in 1952 when Hilton had discovered the city of Long Beach and he was remodeling the premier Sky Room night spot in Long Beach, a very upscale downtown penthouse restaurant nightclub. It happened to Thomas, the designer and a project architect or his boss at that time. He wasn't working for himself yet until eight years later. And that was the architect Kenneth Lee. If we go to the next slide, Kenneth Lee was quite successful and famous with very upscale large homes and some kinds of states in very affluent proportions of Los Angeles. But interestingly enough, besides all of these expensive homes, he also designed the very first public housing project in Los Angeles. He worked for Wayne for eight years, becoming his chief designer. And as you can see on the top two pictures, that's an example of work that Wayne and Pillingsworth worked together, very comfortable, elegant, California indoor-outdoor living, but it was still very traditional. I mean, most of his experience designing traditional homes with sort of neo-Georgian interiors. And as a result of that, he developed a real skill in doing really good proportions of what a human scale and residential were. He managed to bring Kenneth Wayne kicking and screaming, screaming into the modern world because the bottom photo shows the long modern house that Pillingsworth had air designed himself completely in 1952 called the Sealy House. And it's a flat-roofed post and being slanted with all of that glass looking out into extensive gardens. If we go to the next slide, in 1954, Hilton built his eight hotel, his eight company hotel in downtown Long Beach. And all of these early Hilton properties were urban, and at that time, none of them were identified as being from the Hilton company. Ed got involved in what was called the Lafayette Hotel, a very complicated mix of remodeled existing mid-rise office buildings, turning them into guest rooms, new low-rise systems, as you see in the color photographs, and then a very large ballroom over a parking structure. This was the venue for the Televised Miss Universe Contest for many years. Hilton was pleased with Ed's results, as I quote, being elegant, innovative, functional, and labor-saving. And you can see the elegance of the architecture, but Hilton is a businessman, so the innovation, the functionality, and how much it served on labor was just as important, and rightly so, as the design itself. If we go to the next slide, this satisfied client, Hilton, then asked Ed to design a prototype for a very new venture. It was only called the Hilton Motor Inns. And what Hilton had come to think of was that in his trouble, although he stayed generally in the finest of hotels, including some of his own, he really wanted to inject resort fun into roadside lodging. And of course, that's completely missing from typically gearing hotels. But Hilton thought he would have a leg up if he could do a modern hotel that was memorable, and he would respond to it by, first of all, making sure that all of the buildings had very steep, modern lines. But Ed was also interested in the fact that every building should be memorable when you arrive. And so, as you see in this handsome water color, it's a very large architectonic site, so the site could be seen from quite some distance away. And more importantly, below that signage was a memorable, very expensive court crochet. It was an entry pavilion of just posts and beams. And if you go to the next slide, once you got out, come under the court this year, instead of walking into a little narrow office, reading the bell and having normal dates come up to tell you what your room is, instead, you walk into this very bright, two-story post and beam structure with some handsome traditional sandal leaves. And from there, this view was shown back out to the parking lot, but a view in the other view also would have shown what was awaiting the guest as resort sun, and that was a nice new landscape garden and courtyard with the swimming pool. Yeah, these are the references that earned the respect and the trust of Conrad Hilton, right? Yes, indeed. By this time, if you go to the next slide, Ed had had really proven his proficiency in handling the larger scale projects with some confidence and some artistry at the same time. Conrad Hilton felt entirely comfortable in commissioning Ed's office to design what became a modern, career making also resorts in front of jail in the tropical paradise of Hawaii where the soda is enjoying now. And incidentally, Hilton felt that only modern architecture should be should be what hotels are built like, because that best represents the American success, power, and technological superiority. And the result of the hotel where Ed became the source and last one for 37 successful years of hotel and resort design that followed. In fact, 222 conditions for 37 different countries. And that kept him going so busy with the hospitality work that he changed his whole practice to basically zero lean on hospitality design for the rest of his, rest of his career. This is a view of the original Hala site. What I might say about this a bit is the site was not applicable really for an international hotel, because it was basically a six point five acres of just piece of the scrub glass. And to make things even grow on this on the site, I want to bring in 50,000 cubic yards of steel, pothole, lay it all over to enrich the grounds. And the thing is the one in the state parks that will work joy, planted 102 coconut palm trees there so that when the hotel was, would appear to have been constructed within an existing old growth growth. Today, there wouldn't, the Hollywood couldn't have been built because very unsound ecological mistakes would be called today, to be followed there to make a hotel that would be viable. Thousands of tons of sand had to be barged in from the island of Molokai to curate any kind of 800, it was about 1800 foot long beach. And then you couldn't swim offshore. And so they had to reach a lot of these different coral, complete no node today, to provide a swimming area that to a depth of about 10 feet. And then flanking this new beach, they built peninsulas of lava rock and topsoil, prevent the beach from eroding. That too is pretty much illegal. And if I may also say too, we've made a very big impression on me when I was 10 years old, that when the hotel opened, they had built a small fake island offshore too, which is what you can see in this picture. And the idea that you could build your own little fake island, I thought was incredibly intriguing and wonderful. But again, if that's just a 10 year old, and today you could not do that. If we look at the next slide. Yes, please Martin. I'll go ahead with the next slide. Yeah, if we go to the next slide, we'll see what looks as if it might have been some sort of advertisement. It's the it's the shape of the island or one who and someone has selected some high highlights of what's at the island, sitting in the North Shore, several hotels. When you look at the bottom right of the Oahu, it almost looks like the Hala is very close like tea, maybe just a few minutes walk away. One of the concerns that Hilton's second in command and other people who in charge of finance was that it was perhaps way too remote. It was way too much of a gamble from where the action was beginning to happen in Waikiki. Now that there was jet flights. And that continued to be a concern all through the planning of the hotel itself. And it was too far away. And that's something we will get to as we talk further. The fact that in its first years, it didn't get enough tourists because it wasn't in Waikiki. And it was not within walking distance. And actually ran two small shuttle buses between the hotel and Waikiki to make people think it wasn't quite as inconvenient. But after a while people said, Oh, no, do we actually like it being out there? And things took off. But it took a while. Yeah, the honor of the long early years, the hotel would look like it looks now in the pandemic. That's right, right. That's not what it was. But but let's go to the next slide because you've got something that Ed did, you can talk about something that did that was really remarkable for this hotel and made a difference. Yeah, I'm holding back from any sort of glances ahead of what the hotel in essence really looked like. In other words, the macro version of the hotel. But one of the most important things that the hotel held was the result of Ed's own mastery of residential architecture. Not only had he spent those eight years with Kenneth Wiening on very expensive traditional homes, but then he had contributed to enrich and informed very iconic Southern California mid-century modern architecture, and was in fact the architect who provided more designs for case study houses in the pages of Alton Architecture magazine. But first what you see on the right hand side of the photo is what the interior designers managed to accomplish within this modern building. What was wonderful at the time was that the two chief modern interior designers were actually architects from Seattle, Washington, even in Roland Cherry. You can see that they've created it's very much in the 1960s modern idiom, but there are plenty of touches of Hawaiian, which warmed it up and brought a sense of place. What Ed provided on the left were absolutely revolutionary guests in the plant. Now almost everyone who goes to a hotel, they open the front door, it's a long narrow courtyard, and way at the end of the room there's a light from a window or maybe a sliding door. But in this case, the guestroom modules were so wide that in fact they were wider than deep. And so there wasn't that feeling of narrowness of constriction. And you can see how the furniture ranges very nicely and very, very spaciously. And this meant that the wonderful tropical sunlight and the moonlight on a full moon, which is a gorgeous sight to see, could come into the room fully all the way to the back wall. The back wall is the wall of a very revolutionary garden as far as tropical hotels. What put together a his and hers bathroom so that they really wouldn't go in each other's way when they were bathing or prepping or preparing whatever they were doing before heading downstairs to the bottom of the resting. This wasn't a new invention, because Ed loved the Waldo Fristoria in New York. He often stayed in a suite which had a his and her arrangement. But in my research, I think it is in fact the first time that this very humane and practical elegance of his and her boss appeared in any tropical hotel in the world. That's very likely, I think you're right. Let's go to we've got another picture here that's just sort of as a general ambience of the wonderful setting of the Cahill Hilton after it had it. And that's that's your favorite and that's your favorite child of Treasure Island. That's right. That's right. That's right. And you can see what it looked like with the beach, etc. And talking treasure is while we move on, I just want to say that what we will see is comprised of a beautiful collection of both mental and physical archival treasures from from both of you, the pictures from many of your presentations, Ron, and then the brochures, the marketing brochures from from your personal and your bishop in the archives. I read correct or to that. Correct. And I want to and I want to say, Ron, I really appreciate the educator and me. I really appreciate that's why we have set up the narrative that way, logically, that the hotel was designed inside out. It has a very intriguing form that we slowly but surely get to. But it's important that it was designed from what you had just explained in the very true modern tradition of not making fetishized objects, but making architecture that justifies itself from inside out. So thanks for explaining that to us. Right. And in fact, before we get before we get to all that, as we look at this wonderful sunrise with Cocoa head off to the left. There's a little little history to talk about. You have to imagine that back in 1795, somewhere along the Kahawa sewers, so necessarily that some 16,000 warriors landed their canoes there as an invading military force. And of course, they were led by the great chief Kamehameha, who thus conquered Oahu. At that time, Oahu was the six of eight populated islands of the chain. And by his conquering Oahu, he established what would be known then to the next century as the kingdom of Hawaii. Right. Now, many years later in 1947, the descendants of Kamehameha, many of whom served on the board of the Bishop of State lands, were considering what to do with their lands, their wonderful property in the Kahawa Wailaea area. And some people thought it was best to take an existing golf course that was there and completely subdivide it. In other words, make a new community there and get rid of the golf course. There'd be homes, parks, schools, shopping center on that sort of acreage. But others urged that the estate leave the golf course as it was, and then retain those very gracious house lots along Kahawa Beach, and build what they termed superior homes on the perimeter, on the periphery of the golf greens. Additionally, it was suggested that a beach site be developed there for a world class hotel. The idea being to enhance and maintain the exclusive character and ambience of this neighborhood. This later advice, a lot of advice was actually what the Bishop State trustees chose to follow. And then we jumped to 1960 when a local Hawaiian developer, Charles Peach, who was born and raised in the nearby Pinewood Key District, managed to obtain a 1960 lease on 12 acres of what happened, a part of the golf course, to build a luxury hotel, but also to build some condominiums next to it. With his lease in hand, he started to walk to Los Angeles and put together a financial package with his friend Conrad Hilton. Interestingly, Conrad put some of his companies money in and some of his personal money in. And there were many other investors, including as the soda well knows some of his relatives. Yes, my uncle was one of them. And check out the art. Go to the next slide. The next slide. Again, although I'm holding back on showing what the hotel really looked like. Very famous architectural photographer, perhaps the finest one of the United States, Julie Shulman, many, many photos of the hotel. He was entranced by it. And when you first look at this photo on the left, it's a little hard to know what it is. He's looking down through some structure, which we'll talk about soon. But it looks very interesting to say the least, artistically. To the right is one of the service stations, an early gross here, before the hotel opened, I would say. Yes, introducing the dollar open to the public. Correct. And this beautiful woman happens to have a sort of symbolic Helleconia plant that is printed over her lovely Hawaiian dress. Yeah, and that actually is the logo of the hotel. Helleconia flower. Yes. And if we have time for the next slide. This is the site plan of the hotel. I promise, next week, we're going to speak what the hotel looks like for those viewers who haven't been there. Because it is, as I promise, a site we're waiting for. As you can see here, that there were two guest room wings planted a skew from each other a bit and roughly parallel to the beach. This means that the people on the south side, at direct ocean views, the people on the backside, I'm sure you had some handsome views, but they were across the wild off course with the Virgin Coalile Mountains. And many people have asked over the years, why didn't it just simply turn the guest rooms perpendicular to the beach so that everyone who came to the hotel actually got both those views, even though it would be oblique views. But the reason that happened was that this was not in early 1960s. And the how was your conditioning system was well, the very first major installations of its type. But at that time, if those rooms had been turned perpendicular to the ocean, they would have been facing do east and do west, the guest rooms would have been facing that way. And the air conditioning systems at that time just could not bear up to that kind of exposure. And you can also see in this, you can also see in this view that there's a big lagoon, you can see the ocean and the beach, but you can also see the lagoon, which the hotel project out into, as well as the entryway, which you said is a very important part of any Hilton hotel coming in on the left. And this is also really crucial to how you see it and how you experience it when you first get there. Which we're so ears to see more. The only problem is we ran out of time, but I can listen to you guys forever. So I will continue to do that. Just take a little break of the week. And then we're going to be back with more of this here. And thank you guys so much for sharing this exciting story of a project that you probably all know on the island. And hopefully in the world, many know most likely but the story behind we didn't. So thanks for shedding a light on that. And until then, please stay tropical, exonically, easy breezy, which we increasingly know is the best we could do in these days. And we're privileged to have that in more tropical climate. So Ron and DiSoto, thank you very much. And I can't wait to hear the rest of the story next week. Goodbye. Keep safe. I like it.


I musta grandma Sanchez a Good college you player just a whole bunch of things at once now the problem with this is what you have to realize is 24 hours in a day. It's not really that long If you stop and think about it What's 24 hours? Maybe you spend eight hours sleeping 20 minutes showering Maybe an hour of commuting to work. Maybe eight hours working. It's a lot of time spent doing random mundane things so when you have free time To work on your goals How can you afford to be doing three or four different things at once? Remember, I'm assuming you want to get good at what you're trying to do. I'm assuming you want to become a master What you're trying to do.  If you look at it in that light you realize that you don't have that much time and you also realize that time moves fast Think about all the goals you had five years ago that you thought you'd achieved by now How many of those have you actually achieved and how quickly has that time gone by? That should just be a little bit of a wake-up call So if you really want to do the things that you want to do focus on one thing at a time guys focus on one thing at a time I'm not saying to restrict yourself to one thing I'm just saying to focus on one thing once you accomplish that thing you can move on to the next thing You can move on to bigger and better things and over time you have a bunch of things that you have accomplished As opposed to that person who tried doing too many things I once I tried becoming a Formula one race car driver I tried becoming a fucking hacker and all this stuff and didn't achieve any of that So that's the first part of the things I want to talk about here the second part is Just because it's possible doesn't mean that you can do it Let me give you an example in my engineering degree, right? You have certain people that maybe perhaps no mechanical mind did that Don't understand mathematics very well or physics and chemistry and all that jazz Now these people You often see that after they sit an exam they fail the exam the rationalize to themselves They'll say you know what? If I spent eight hours studying If I go back and look over my old lecture notes and revise calculus If I wake up at 6 a.m. And do this and do that. I'll be able to pass. I'll be able to get a distinction I'll be able to do really well Now in theory, this is true.   And do it are you actually gonna spend that time and do it? Because it's great to talk about it, but are you actually gonna do it? This is a world that's built off results It's not about your intent is about what you actually create that you actually gonna get up and do that work And I feel that a lot of people Their downfall is they don't have self-awareness. They don't have the critical Self-awareness skills that are needed to be successful life. You'll be able to see yourself objectively without any biases See your flaws see your Virtues your your downfalls all that stuff and Act accordingly Perhaps you really do Enjoy engineering perhaps you do want to be an engineer, but Your brain isn't built that way Or perhaps you do want to be an artist, but your art sucks so You need to have the courage to accept these facts and build a game plan and Act accordingly to these facts So that's a very that's a very very critical skill to have There's too many people don't have it too many people who live in this fantasy world It's a wish you wash you over they believe that everybody's gonna become an entrepreneur Everybody who puts their heart into it will become a good rugby player or whatever Just just pay attention to the guys of the Olympics the Olympics just passed recently Did you watch Usain Bolt? Did you watch him leave everybody behind?


Monty, let's get started You think so gosh, I'm much louder than you are. That's I guess normal No, I'm always louder than you are Hello and welcome everyone to Monty and Terry's cocktail hour But this will be a casual discussion between Monty and me, but you're all welcome to attend The reason why Monty is here because he had the original idea for the big 10 at least a name and And the reason what I'm here is that I term that I mean I work to turn that idea into Implementation so we are probably the two people that are to blame for it Yeah, this is this is sort of the normal way that it works I I toss a half baked idea over a wall somewhere and expect somebody to clean up my mess So thanks. Thanks, Terry. So we're we're one year into the big 10 governance change now and Maybe we should take like one minute to expand what it is because it's still confusing to a lot of people Yes, what is it? And so I would summarize it as Redefining what we call an open stack project Previously we used a top-to-bottom approach We kind of tried to spot the important project and make them official But that created all sorts of issues the most obvious issues is that it creates a cat catch 22 between Being important and being official because you had to be important to be official but to actually be official you had to Kind of become important and and that created all sorts of issues So we moved to a bottom-up approach which is to define what the open stack community is What it stands for what are the processes it follows? What is its mission and then consider that whatever is produced by that group in in pursuit of that mission is By definition an open stack project Yeah, a way to a way that I often Say it to people is that we we we changed We changed what we're what we're defining from being what? What open stack is to to who open stack is we collectively are open stack so by definition Whatever it is we do whatever software we the people who are open stack produce is is necessarily then at a It is it is an open stack project Regardless of how ridiculously named it might be or or whatnot and obviously it's a more inclusive Definition so that means we have an influx of new projects and that created the need to also describe better what it is We actually produce so at the same time we came up with this redefinition of What is an open stack project? We also introduced the concept of tags Which are units of information we can attach to projects to describe their position in the ecosystem Their degree of maturity how is it it's to consume them how diverse the community that is Producing the project is etc etc. Yeah, this is a this is an important thing So the the catch 22 that the theory was talking about it just a couple seconds ago Had us in this position where we we we had a process to put a thing in like into this incubation stage but But oftentimes Deployers weren't really interested in deploying things that were that were in the sort of bucket of not quite ready And so we didn't really have a good way to get a project it turns out when you start a project It's not ready like that's just life No matter who you are or what your intentions are or how it's gonna go And so we just didn't have a way to work on Things to get them to the point where they were ready so that we could say oh, yeah This is actually we've worked on this for three years now, and actually it's pretty good now We we had this problem where we were needing to bless something Too early in its in its technical development, right? Oh, yeah Well, we definitely want one of these so this one this one seems great We're gonna accept it into the into the fold and and we're all going to love it and say it's great And then people come by like that project sucks and we're like well, of course it sucks It just started six months ago. Like what are you expecting from it? But that that was because of those this allows us a way to actually Work on things and recognize the people that are working on them as as doing important work, right? Like they're they're doing things that we're all gonna interact with but not necessarily to have to start from a Yep This one is finished in production ready, and we're now going to add it to the open stack project You know, it's it's sort of a card for the horse thing So what happened during that last year? This is the effect on the number of project teams Release to release so the graph shows Horizontal project teams what we call horizontal project teams are teams that are working on multiple projects. So QA infrastructure Release management security, etc. Where our vertical projects are specific projects like neutron nova cinder etc and This is not the first time we change the governance by the way Maybe maybe you weren't in the earlier years of open stack, but you can see here in Falsum we actually recognize that working on an horizontal project is actually a good thing So that's when we actually said well infrastructure is kind of an important piece for us And and we should recognize whoever is working on that as open stack community And so that create a surge around around the Falsum area Then here Monty had another of his ideas And that stuff happened programs The idea was we should we should bless the the goal of a project rather than the project itself And that created a space for additional repositories to be created We had a governance problem there Which is that everything was structured on a git repository, right? And it turns out that some things you might want to do might want to live in more than one git repository But it was it was creating a really strange like we we had the longest the hardest time figuring out how to deal with with Python nova client right because it clearly wasn't in the nova repository, which was the project but clearly it was important And people needed it and for the yeah for the longest time is this nova is this not nova is it whatever and It's a terrible conversation. Nobody cares like that's not actually like it's a stupid conversation to have So we tried to get rid of that there you actually by the way Yeah, I'll let you finish this but you know you missed a governance change in your in your in your chart here We'll come back to that in Q&A Good big tent three phases to big tent the first one is when we first introduced it There was a catch-up on incubation You must realize that we were completely stuck by the end of the Juno time frame when it comes to adding new projects And we even add requirements for incubated project that were really hard to Reach for new projects So there was at the moment we work we we set up the big tent change all the project that should have been incubated before kind of Joined and that created this surge in this initial search during the kilo release then Around the Liberty release. It's actually the horizontal efforts that caught up We had a lot of new things new collaboration grounds that were enabled by the big tent We had collaboration around puppet around chef or an unseable and that created the radius surge in the number of horizontal efforts that were recognized as project teams and finally the last one the meat that can one is is The stock for sketch up a lot of project that were in Stack for before the change now we're an official projects and so we had we actually encouraged The project that were part of the open-stack community But we're unofficial to become official during the meat as the meat a castle So those are the three steps because again It was it was part of continuing to educate people that things were about who who we are right So if you're working on something in stock forage and you're doing things the way that we do things And you're using all of our processes and you're you're you're coming to this summit and you're and you're working yourself then You're just nothing that's less important about you than me like that's that should be that we're all Collectively working on a thing and if you're happy to be working on a git repository that I don't really care about I'm probably working on one that you probably don't care about so that's fine Like we don't have to necessarily all love each other's git repositories Maybe we should maybe we should all love each other's git repositories So weeks we we expect the curve to slightly flatten now that most of the catch up due to the governance chains was was absorbed There are a number of consequences to this change some are good some are some are bad Some are pretty ugly and will cover them. It was always a trade-off I guess and we were so that one of the good things that we were completely stuck and we are no longer stuck And I think that's the single major driver Around the idea is how much? Stuck we were by the end of the Juneau cycle with a person or a set of people are now free to decide that they wanted to work on a thing and With that with the some minor exceptions. They don't really have to spend a lot of time convincing Us that it's a great idea right like go nuts. Yeah, the requirements to become official We're so high by the end of the Juneau cycle that we could not really add new projects anymore And more importantly we couldn't drive the right behavior anymore because you could add new requirements Like like you should have at least 95 percent test coverage in your unit tests But then that would make the step to become official even even harder and so we would perpetuate the problem Designate in particular. I remember had a had a really big problem with this which is that they were right on the cusp for like forever of becoming official and the pushback from the TC was you don't have enough different companies working on this and the designate team was like Yeah, well none of the companies are working on it yet because you haven't let us into the Into the room and so that everybody is waiting to see if we're gonna be the thing And and so they're they're all saying we're gonna jump in Once you let us in the door and we're like we don't really want to let you in the door until you've got more than one or two Companies working on it and and they were rightfully quite frustrated With with that and so we can we can reuse now tags to drive the right behavior We create for example for example tags to describe that a project has support holding upgrades and that created actually a Surgeon project that we're interested in implementing that so we can reuse Governance as a way to drive the right behavior now The next one is more collaboration. I touched on it earlier We saw collaboration in spaces where they were known before we used to have like ten different sites for chef recipes or for something else and Facilitating creating project teams resulted in people getting together where they were working separate before that's really a good outcome as well Yeah, and we saw like even in in some things that had already been part of our ecosystem. There's a great. I think it was over the I Don't know somewhere in the Breedier metaka, but somewhere in this period of time, you know We had the really good Sort of collaboration and clean up between the the fuel folks and the in the puppet open stack folks There was like hey, we're two different projects that are both using a lot of puppet and we've we've got some some overlap here Why don't we get to the point where we can work together on this and that was a really I think that was a really good Recent outcome of those sorts of things and the next one is more reactivity in support for the integration engine strategy that we have in open stack trying to Come up with infrastructure solutions in general for whatever Technology is there. I think we facilitated in creating new project teams also helped I'm not sure we would have Magnum today if we stayed with the old system And so that we would have argued for a very long amount of time about the about the feasibility of it Is this really a thing we want to do is whatever and you know Do it and then it's there and then people like excited about it And something else might be something that there and it turns out that people aren't excited about it And that's okay too. We need the flexibility to be able to experiment and to try a new thing and have the users either Be interested in it or not be interested in it is is a much better way to be driven by our consumers and our operators So they can let us know the things that they like and don't like by using them And we don't have to have Four years worth of arguments about whether you know DNS is a good idea You know make it Either be popular or won't The next one is competition. I said we enabled more collaboration But we also actually enabled competition between projects used to be a program would own the space like monitoring for example and and so Anyone that would want to prove that they can come up with a better solution or any project that would not fit the bill would stay There forever, and I think we have at least a mechanism for replacing Projects and or having multiple projects addressing the same problem space now. I think it's a good outcome as well. I agree Although just for everyone out there We we don't necessarily want everyone in the world coming up with their their their own new from scratch Compute implementation So competition, you know within reason. Let's let's not do that other thing. I mean unless it's really good The last one is that it kind of forced us to document what we meant by by behaving like an open-stack project because Before it was a bit of an old tradition between old timers that were like sharing good stories around Campfires, can we set a campfire here? How many how much trouble would we get in if we set something on fire in this room? It's just Texas. It's a big tent. I should just try it and see if people like it It might not be popular we ended up Kind of having to document that now and and we worked on On that and the result is called the project team guide and it's kind of elaborating on the four opens that were the structure of the principles of open-stack into more more of a detailed step-by-step what does it actually mean to behave like the open-stack way. Oh There's not one. No focus. Yeah, focus. Yeah products. You can focus mean well. Do we have that? Yeah somehow It's it's a product. It we as as we added more projects. It actually helped us to focus on the core infrastructure pieces The integrated release was already too big for us to distinguish between between the very basic things and the layers above it and I think We are starting to see we can actually focus on a smaller subset of projects without Getting into problems with other integrated project that weren't part of it Yeah, that's the part of the part of the real issue there is There's you know, we can all sit around and argue what what is I as and you know is is this I as or is this I as plus or is this moving into the paths layer and we could I mean we Would be the world's most boring conversation But like we could we could try and make a taxonomy of that which is kind of the world that we were starting to get ourselves into That doesn't actually solve anybody's problems, you know Defining whether a project is is a is a an I as or not an I as project is you know It's it's the why there's reporters and stuff like that out there to write articles But but because we only had one bucket to put things in right we had the integrated release So it meant by definition. We were by by accepting effort that people might want to use We were we were we were creating this this single-sized thing, right? So so we were starting to imply that that you you If you wanted to deploy open stack clearly We were expecting that you definitely wanted databases of service right and you definitely wanted Hadoop as a service Like those are things that were important to you and there's other people that were like You know, I don't those aren't those aren't important to my use cases I don't want them and we're getting really frustrated that we're we're all of a sudden trying to it was we were implying to operators that they needed to to Install all or nothing of this kind of growing giant bit I think it's pretty clear to people now that we're not I hope I hope you're not thinking that that we're we're trying to Tell you that you should install literally every open-stack project or we don't like you That's that's not that's not the case and it's not reasonable It turns out that that choice and flexibility are good things. So there were a number of good outcomes There are also a number of bad outcomes. Oh, that's perfect. Skip the first one because we covered afterwards single vendor actually we don't place any requirements on corporate or organizational diversity in in before we accept project teams on the big tent now and we kind of hoped that being in the big tent would naturally result in More diversity to be brought to projects but actually some projects are single vendor and stay single vendor and and we basically provide collaboration resources to Efforts that are 90% driven by a single company which could be seen as a waste of resources But we we still live in a in a in a world where we hope that that project would get more Diversity but we could have the discussion of cleaning up the most single vendor project that don't get Multiverse city, I guess, you know on on the other hand and this is a this is a there's So that the downside to having single vendor projects, right is the theory that that the The company that happens to employ the people who are working on that on that project might Have a change of heart. They might decide I don't really I don't really care about this thing anymore It's it didn't drive as much revenue as we thought it, you know Whatever our product manager who is doing that, you know just you know Lost a whole bunch of money gambling in Vegas So we're gonna we're gonna cover it by by canceling this project Whatever the the thing is and so it's theoretically sort of at the at the whim of of that of that company and that on the flip side There's oh, sorry, and it also implies that the people working on on an open-sac project are necessarily Driven by or controlled by the company that they work for and there's a another panel tomorrow about about Balancing employer need and upstream needs and all of those sorts of things and it turns out that the reality is a little bit more complicated than that You know a a company ceasing to have interest in funding a project does not always mean that that project all of a sudden Ceases to have developers working on in fact sometimes new developers that you weren't expecting to exist Pop up out of the woodwork and they're like oh hang on wait. We were using that We weren't lead to develop We weren't really contributing to it because it was going fine, but it's really important to us We're gonna put some developers on it and we've in fact seen that in last year happen from exactly one of those scenarios So it's it is a bad thing. We have seen or it's a potentially bad thing, but there's as with a lot of these things It's it's not necessarily a black and white that there's some there's definitely some areas of gray Yeah, this is the bad. This is not the ugly yet So the other bad aspect is there is still a lot of confusion due to all those new projects and the communication around them I think it's mitigated now by the project navigator But I think a lot of more efforts need to be made to make that more consumable by someone new to the Open stack collection of projects making it simpler to figure out what what is what Yeah, it it's also We We may be in the middle of of open stack governance thinking For for good chunks of chunks of our day Terry and I and some some of the others It's possible that some of you out there may not spend 95% of your time thinking about the intricacies of open stack project governance I mean, it's a weird choice. I don't know why you would think about anything else But you know, I I'll I'll concede that that might be a choice that you might make in your life And and so the fact that now we are a software project that produces apparently people Rather than software Might might seem confusing We should ship people can we put people in boxes and send them to people wait, no, that's a bad idea, isn't it? Yeah, is that what containers do neat? I've learned what containers are now. Oh God, this is not good. Yeah, the last one is you sure this isn't the ugly section The last one is that and that's when I didn't anticipate I anticipated most of the other consequences, but not this one actually we kind of Require projects to behave in the open stack way before they can join now and So sometimes there is an established project has their own mailing list has their own buck tracker has everything set up and we before and they want to join open stack for for some reason and we don't have a good answer to them because We first require that they drop their mailing list and adopt ours drop whatever buck tracker they were using use launchpad and then maybe We will maybe it will pass the bar to get accepted So it's a hard sell to ask them to drop everything. They've been doing successfully so far behave like this for like two or three months before we can us Decide if they're behaving like an open stack project and we've had a number of Established project that could mean is it that it to join us due to that? Yeah, and it's a it's a It's it's eased the thing for the people who from the beginning. They're like, oh, yes I am already in the open stack ecosystem and I have a new idea And I want because I really like the way that that operating the open stack ecosystem works I clearly want to start doing my thing there and there's other people who maybe didn't have that thought they They may just sort of be over over somewhere else and And and realize oh wow actually I kind of seem to be filling a need that opensack has and maybe we should just you know Collaborate in that way, but we're pretty We're pretty adamant that do that you do things in the in in some particular ways and we're not really gonna we're not We're gonna budge on that So it is a it is a tough sell there. Well, it's part of the it's a consequence of saying This is produced by the open stack community if you're not part of the open stack community in the first place Makes it more difficult for you to exactly to add your code to it. Yeah, so ugly now Yeah, maintaining our identity is we created a lot of silos in the process of having all those project teams and it's Extremely difficult for the few people that are watching over the governance to try to keep track of Everything that's going on in every project team so maintaining the identity which is central now to What what is an open stack project across all those different projects actually proves difficult and and this is I mean This is one of the reasons why we are considering changing the event layout as well is to make sure that we We as a community spend more time exchanging together rather than force people to go in their own corner and and their own mid-cycle And and come up with something there when they're four or five projects then You know a small set of small set of people can kind of you know check in on them see how they're doing See what somebody may need help with and what not when there's you know 70 I I can't I I cannot stand up at a whiteboard and and from memory lists for you all of the open stack projects anymore I There was a period of time where I could do that But I would always miss one and I'd have to think about it for a second and be like Novo right that's But but yeah, it's it's it's trickier and it's also we've we've always had sort of a consolidated approach to Approach to doing things and there's there's almost always in every project like one thing that that project wants to do a little bit differently And and it's easier to sort of interact with that with the folks from that and say okay Why I hear what you're saying maybe we can maybe we can you know expand how are like oh That's a great use case and we hadn't really considered that so that's something we'll we'll expand and have be part of everybody's world or Yeah, that's actually not gonna work out because in aggregate and scale that's gonna that's gonna be a problem But again if we can't touch in touch base with everybody From a from an interpersonal basis It becomes much more difficult to have those conversations on a on a on a collegial level And it starts to become more of no you're just gonna do it this way And I don't have actually physically have time to talk to you about why Right, I don't have time to convince you that you are going to to follow this particular rule And that's that's not a really great experience for people Whereas in theory if the identity itself was carrying along then it it would it would it would it would come as a matter of course For the people in those in those projects that they would they would automatically choose to follow a thing And that's a really tricky thing with a lot of projects Yeah, another ugly consequence that we kind of need to address now is The limits of the tent and it became apparent during the last cycle where two projects were Actually proposed and did not get the usual consensual answer because we didn't really have a good answer the one was the puppy projects and the other was the tacker project and Puppy was rejected seven against six and tacker was accepted seven against six as not It's not normal like that's usually we we were all like oh it's it's for most of the past been like yeah That's not I mean nope Or of course that that makes perfect sense and these were these are actually really really Not easy conversations because they got into some really sort of existential questions about about what we're doing and and very specifics on you know on how You know how these are how these are helpful or hurtful or whether these You know like a a service that's going to interact with with Existing APIs that are out there that are themselves not not free Is is that a thing that us having a thing that interacts with those? In increases the openness in in a way that that that helps our operators or is that a thing where we're essentially doing You know open washing on top of on top of things that aren't and that's that's not it There isn't an easy cut-and-dry answer that that's it That's a really that's a really intricate and involved conversation to have and I'm glad that we've had some of those but it's also not not always the most fun thing to have because You know you've got people trying to solve a problem and and there's there's real things We have to dig into but we kind of have to have that discussion outside of the pressure of Specific project those are two different duty completely different cases But we need to have basically have the answer already before we start considering those projects So I think one of the things we need to do during during this cycle is to have the discussions around those two edge case and try To come up with a yes or no answer that we can all agree to so that when the project comes We can actually have a consensual response to that so that actually might be that might be good rather than ugly There's it's all good. It's all good. All of these things are actually all good cleaning up the tent.  I think there are a number of corner cases project that go nowhere half dead projects or completely dead projects that we accepted in good faith hoping that it would grow and Improve and have more contributors that are not going anywhere and keeping them in the tent is actually tainting a bit the rest of the It makes the tent smell a bit like like death and And so we will probably have to have those discussions about removing some projects out of the tense during this cycle I'm not supposed to keep the dead animals in my tent. Oh, that's you the smell. Oh, that's me. Okay, never mind This is another one. I think is is also because I'm mr. No black and white answers I think there's also some good things about about this Even though it might be ugly and it might cause us to have some some unpleasant interactions with some of our friends but we We have never been able to figure out Up to now how to kick something out of open stack once it's in It's it we've had mild discussions about it a couple of times in the past and and it's just gone nowhere Um and and so actually in this case We I'm hoping that as we go through this process It will not be pleasant, but that we can actually start to figure out how to say, you know what this isn't working out You know, it's not you it's me whatever that is But like that that's actually a healthy thing to do if we're talking about a long term You know in in the first three years of opens like it doesn't really matter that much But clearly we're around for the long haul at this point I'm not sure if you've looked around this place, but there's a bunch of people here I'm pretty sure that that we're probably going to be seeing open stack clouds for for many years into the future, right? So so actually shepherding this Not just for today, but for the for the future as well as important So being able to do this is is an important thing That we we have to learn we we we have having that we have never done it Makes me makes me pretty sure that we're not going to like it the first time we do it Well, it's it's a lot less costly to do it now it used to be very costly because it involved renaming repositories and So whenever you remove something you would not read it like the next day obviously now that it's it's almost just like a Config file change. It's really easy to Remove a project from the official list and make them unofficial. They can stand in open stack infrastructure They can keep keep their git repositories. They can be revived and re-exist and then re-add it I mean, it's not like definitive in any way. This this actually reminds me of This came up a little bit yesterday in a different conversation And possibly should have said this in the in the early very early side about what is what is the big tent? But just for to be really really crisp and clear for anybody who is still confused about some of these things Just because a get repository exists in in the little open stack namespace, so it's open stack slash foo That does not mean it is in the big tent. That does not mean that there's anything official about it being in a Git directory is as absolutely no meaning We we have a we have a nice yaml file in our in our governance repo That lists the things that are in in the tent right like it that is that is where Meaning becomes ascribed to a to a project and it can be varied and richer than we stuck it into an organizational bucket Of of get repositories again get repositories are artifacts. They're not in they're not important things in either We have eight minutes left including questions. Are you saying that we've been rambling? Yes, me on the stage. That's very and we did not cover any of our next challenges now Alright, maybe I should talk faster. Yeah, we so big tent. We did it and now what's next I mean, we've always looking into the next Governance change that will be necessary to address new challenges our next challenges. You will have to pick some meaning We can't cover everything Interoperability is one obviously we added it to the mission statement during the last cycle I don't know if you won't speak to it. I As a person who works on this day in and day out. I think this is a really important one so so so But I don't believe we have a really great answer for it yet The the the death core and ref that projects are working at it from sort of forward of one direction of describing what is What of the existing things that exist are interoperable? But us driving design and decisions to increase the interoperability of things I think is is a is a is the the other side to that coin that we've got to do Yeah, we also have end user experience also added to the mission statement more obviously because it was Conspicuously absent. Yeah, and I I would argue that these two are are are very closely related to each other The there's a balancing act between between facilitating deployer choices and operator choices and and having those seep out of the of the abstraction layer to the end user and usually When when we get it wrong We've given an exceptional amount of flexibility to the deployer and the end user is stuck holding the ball of complexity And I would really like to see us Us take care of the user by taking care of those those complexities for them Is is sort of where I'd like to see us get with that and there is also addressing both ends of the use case spectrum we have a community that is I mean anything that gets into up and stack is pushed by someone by you human and that human is driven by most either use cases of the of the organization that is working for and That addresses quite well the middle end of the spec in the middle of the spectrum Which is like medium-sized private cloud stuff not so much the massively scalable and not so much the really easy to implement scale and We as a community need to drive towards those ends because there will not be naturally Emerging from the dynamics around our community. That's that's challenge I think we need to think about how to drive those priorities even if they don't emerge naturally from the Contributor demographics we have And this one is in yours. Yeah Yeah, this is this is the other thing right like we're all of this has been about facilitating grassroots Distributed federated development right that that that teams of people can arise and they can kind of do whatever they want Because because that's a that's a really good way to to get parallelism, right? A lot of a lot of bandwidth by by parallelizing things and we all know that because we all work on massively parallel systems, right? But but without coordination and without without forethought and design that can that can very quickly just become utter chaos and And so as we've we've now very effectively facilitated our ability to massively parallelize our our development efforts We kind of need to come back in and figure out the The the the central coordination part and the and the forethought and design part, right? Which doesn't mean necessarily just telling everybody that they're wrong, but we've we've got to have some some overall holistic Vision or design of of how all of this fits together and what what using an open-stack cloud should be right? Not what is it today now? What can you eke out of it? But like if if I were to draw a picture of the perfect open-stack cloud What what would it be and that we all know that and that ever all of this parallel development effort can actually be in its in its own way and through its own freedom actually it's at least tangentially getting towards something that that ultimately looks like That that perfect that perfect ideal cloud because right now I think that we have lots of people Driving towards lots of visions of perfect clouds They just not all of those versions of perfect clouds are the same thing That ties into the next point, which is how do we? Manage to do cross-project work We've optimized a lot of the structure and the last a lot of our events around Vertical silos and now it's difficult for us to push any type of change across a number of projects And how we will be able to address that in the future is part of our next challenges Yeah, and and the last one is we're thinking the design summit because those are not really productive anymore, and so there is a discussion going on right now on how to best Encourage those new challenges like solve interoperability issues cross-project work overall technical design And how do we change our events in a way that that helps in that direction? I don't know and also like there's there's a there's an immense number of really interesting people here at this event today and And there's there's a bunch of interesting content And at the same time we're attempting to in parallel Also run a an event where we where we design and plan the next version of the thing right and that's when you have 7500 people coming here for for for this That's that's maybe it's maybe not the best use of of the of the time of the people who were Baking this to be over in a corner separated from all of the you know, it's it's it's kind of Rare that that we're over here on this side Presenting things right and that that should we should be able to free up to both be able to present things that we're working on But also to be able to listen to other people's presentations about how they're using this in the field Like I usually at these events do not have time to go and sit in people's talks about their deployments Right because I'm over in the other event And the other in the other building doing things so so hopefully we can we can get the right balance So we can do all the design work We need to do but also get to participate and see what cool things people are doing with the software we produced right like I'm always hearing third hand. Oh, did you see that talk at the summit? I'm like, I know we didn't see the talk of the summit like they did this really awesome scalable thing and I'm like Cool that would have been neat to have seen You know but it's also about having the time to listen to people rather than being on between two sessions and running I'll have a lot of people trying to corner me during this week And I just like don't listen to them and just run and that's a horrible experience for them That's a bad outcome for us as a group because we're we're not ready to listen We have a time for our extensive Q&A session of one minute One minute and a half So there it looks like there's a couple of microphones out there if anybody has Questions for us that we do not cover. Ooh, there's a person waving through the it looks like an Adam. What's up? Hey The networking or the neutron stadium. Yeah, that's the whole thing in the tent It seemed like it came in before the big tent was around and came in and on some of the spec reviews Reviews going Applications for new projects. It was there's some contention coming from the networking Yeah, that's an excellent question. Yes So then Armando still Yeah, hey, that sounds like a plant part of the of the project team we basically said that Once a team is approved they can have the repositories They want and that the neutron stadium built on top of that and and you had a number of projects join that But at some point the team that was approved was no longer Completely confident with I mean the code that was developed was actually developed by separate sub teams and that drove a new change that you can And it's I Mean a simulating the tent with the stadium. It's a bit of a leap I would say so and I mean us as a neutron core team a sort of lost control Or how all the various bits and pieces were fitting together within the neutron smaller Ecosystem if you will so to answer to that person's question is that we we've recognized that and we're trying to get to a solution And especially at this summit. We're having a session on Wednesday No Thursday morning, I think don't trust me look at the schedule even though I put it together and We'll try to get to the bottom of it I I make it my mission to you know to get to a final resolution before I Decided that no longer one around SPDL because it's it's an enduring exercise And we're out of time which means we can take one more question or not. Well, thank you everyone for listening to our first


This paper provides a comprehensive overview of flooding in the Mediterranean region from 1990 to 2006. It includes data from multiple sources such as the storm, Sphere, M4, Rhynamed, and Medex projects, as well as information provided by flash project partners and data included in scientific papers. The authors created a single database containing all available data on floods in the Mediterranean region, which allowed them to analyze the spatial and temporal distribution of flood events, as well as their social impact. They also analyzed several case studies in greater depth. This article was authored by M. C. Lasset, M. Lasset-Botija, M. A. Pratt and others.


Hi! Welcome to OASEM Academy. Let's begin with all you need to know about carbon monoxide. Carbon monoxide, or CO, is a colorless, odorless, non-irritating and tasteless, poisonous gas composed of one carbon and one oxygen atom. It is naturally present in the atmosphere at very low, safe concentrations of about 0.2 ppm. Now, CO is produced due to the incomplete combustion of carbon-containing fuels such as coal, gasoline, natural gas, oil and wood. If enough oxygen is not available for combustion, it results in the partial oxidation of carbon-containing compounds and results in the production of carbon monoxide instead of carbon dioxide. The major source of carbon monoxide includes the burning of fossil fuels, specifically from the vehicular exhaust. Now, other sources include volcanoes, forest fires, biomass burning, appliances such as heaters, gas stoves, fireplaces, industrial processes such as metal ore, mining, extraction and refining of oil and gas, and of course power generation. Once released, it remains in the atmosphere for about two months before eventually reacting with oxygen to form carbon dioxide. Now, when inhaled, carbon monoxide impairs the oxygen carrying capacity of the body. It replaces the oxygen in the bloodstream and binds itself to hemoglobin to form carboxy hemoglobin. This results in oxygen starvation affecting vital organs like heart, brain and nervous system. Now, high levels of carbon monoxide exposure leading to serious health issues remain undetectable by humans, giving it the name the silent killer. Carbon monoxide monitoring is an efficient way to prevent CO poisoning as it helps detect the buildup of carbon monoxide levels and alerts when a certain level is exceeded. Different working principles for carbon monoxide monitoring in the ambient environment are NDIR, semiconductor and electrochemistry. Oizom measures carbon monoxide on principle of electrochemical sensing. It operates based on diffusion of CO molecules into the sensor which results in the production of an electrical signal proportional to the CO concentration. Now, real-time monitoring of CO levels helps in calculating air quality index to deliver health advisories as well as formulating an action plan to meet standards. Oizom's pollutron is an ambient air quality monitoring system capable of monitoring more than 30 parameters including gaseous pollutants like CO, CO2, SOX, NOx, dust particulates like PM2.5, PM10, noise and weather parameters like rainfall, wind speed and wind direction. Pollutron is deployed across several cities, campuses, universities and is used for drawing actionable insights to tackle the rise in ambient carbon monoxide concentrations. With this, I cover all the important information about carbon monoxide. If you have any questions or suggestions, please feel free to contact us. Thank you and happy learning.