Yeah, the question you should ask yourself are you ready to manage the digital enterprise? We've seen this morning a number of presentations that IT is going to change and we need to take appropriate actions What I want to do in this presentation is to take show you eight steps that you need to take To get ready and use IT5T as a guidance for this journey Now let me start with a warning And I think that warning is already clear for today that IT management is serious business You take IT management or you need to take IT management very seriously To manage this new digital ecosystem. We need to become more lean agile Automate activities across the entire end-to-end value chain and That needs to take you need to take appropriate measures right and a lot of CIOs and IT executives leave these decisions to IT people Normally that works out fine, but now we need to look at it from an end-to-end perspective Meaning we really need to change the way we implement and operate IT management itself So let's start with step one step one is basically define your IT management vision a lot of IT Organizations don't have a vision of how do we want the IT function to operate? Of course, they have the ingredients like agile DevOps We want self-service more automation customer experience Let the business be becoming control But we need to create it as a vision and draw that and co-create that with all people's people involved in the IT value chain And the business as well So that's one of the key challenges and part of that vision that you need to create you need to ask yourself Why do we need to transform because if people don't agree with that the journey after that will be very difficult So there needs to be a sort of case for change and people need to adopt that now that there is a reason for change I guess we already discussed that this morning There is a perfect storming storm coming right at us, right? And this is the only route we can take so the storm will come anyway, and we need to be prepared so what do we need to do to be prepared and What is changing the environment now this morning already showed you this slide With the four forces that are changing the way and Shaping the way we need to make in this new operating model work at one side IT Seen as the strategic asset for the business to automate becoming part of the business itself at the same time We need to do more we need to not just live a faster But also reduce the cost or at least improve efficiency become transparent traceable We got many more Requirements we need to adhere to like security compliance and regulatory like GDPR next year It's not going to be easier So we have more and more requirements and there's nothing Left behind because there's only things coming to it additionally and at the same time new technologies We saw that this morning as well cloud big data We need to be able to manage that and again What are the ingredients for this new operating model DevOps continuous delivery and so on? A lot of people believe that IT is managed today very well. Well in reality That's not really the case, right? This is we created a mess you could say almost in our IT management space and partially that is because we never did have a plan for it It just continuously evolved And with the introduction of fertilization we added new tools and now with cloud We had a new tools and processes So eventually we run up that we have different stakeholders in the IT function and in the business And they don't know where to go to get that single version of the truth. What service do I have? What does it cost? What is my next release coming? What are the priorities for the business? What are my risks and so on? So we got enough tools we got enough processes. That's not our issue We need to probably simplify reduce the number of processes and reduce the number of tools and make it work across the entire value chain We got a lot of data out there and I in our IT organization Growing number of logs, but we doesn't give us an insight at this moment We use spreadsheet still to get an understanding how IT is functioning So we don't have to transfer see traceability and again. We have a still a lot of manual activities So a lot of CIOs and executives say yeah, I realize that and I'm already preparing myself I'm going to do agile DevOps and after a few years of Experimenting with cloud agile continuous delivery. They realize. Oh, we should have done it differently We should have created a bigger picture first before we started to experiment and suddenly where we have cloud environments running We don't know even know which business is using it and again the same happened with virtualization a few years ago We didn't manage it and suddenly we had 20,000 virtual machines running out there. Nobody had a clue what what it was used for In the past We got away with it, right? IT is working fine, but that's not anymore now. We need to deliver faster better more secure below the risks So in the past, maybe this old wave working that we have shown today works But not in a new environment We need to manage many more components that we did in the past cloud services Microservice and so on we have many more vendors that we need to manage whether there are cloud vendors different sourcing vendors We need to work with many more interactions in our ecosystem As well, we got more changes to manage due to continuous delivery We got more changes more releases to manage and as a result of that more data more log files more incident more change more request and so on More events like security for mobility security events We need to act upon and at the same time the consumption of IT is only going to rise up So we got more request we need to turn things on and then turn off again if we don't need it So that means that we need more and more need to do more activities faster And at the same time we got more compliance in regulations like I mentioned GDPR for example or other security measures. So it only adds up We have to do more better that means our current way of working is not sustainable anymore We need to change the way we manage IT So the question is what needs to be transformed now actually first of all We need to focus on the end-to-end value chain as we discussed this morning as well What are the value streams and how do I deliver value to my business? It's also people transformation. We need to create new teams that work together It's not just teams by itself, but how do they collaborate together to get a business service and manage the business? It's a process transformation. Simplify the processes training lining them. Maybe even eliminate them I don't want to manage 20 30 different processes. I want to manage end-to-end value change So we need to rethink the way we manage our processes how they are supported by automated tools What data do we need and so on? We also need to basically Transform the way we support IT as we mentioned there's a lot of tools out there But now we need to think about how do we manage the end-to-end workflow and how do we support that with the right automation tools and simplify the landscape and Lastly, it's also about the data transformation. We need to define what data in your IT organization Do you really need to manage IT and not as we have today? That's not even a common data model We just have different data sources different data models tools from different vendor have their own repositories only Terminology and concepts. How do we bring that together to get inside? There's a lot of changes that we need to do there to realize that So just a picture of what is it what we'd like to achieve what we like to achieve isn't streamlined Automated transparent workflow that comes from a demand from the business getting into production and have the feedback loops So it's about making IT flow transparent more automated eliminate handoffs provide the feedback loops and It's basically working with the business development and operations together those three parties sitting together and it looks like a linear remodel But it's actually a continuous feedback loops and cycles there it's a kind of a Streamline factory, but then from an end-to-end perspective So focus on the value that you want to live to the business faster delivery reduce costs improve performance and and reduce your risks now Do we by the way agree that this kind of things that you're working on as well Is that what you want to achieve more streamlined and automated end-to-end workflows? Because that then it starts with well, how does my new operating model look like to achieve this and Most IT organizations, they don't have defined a real operating model They don't have a bigger picture in in their minds. This is how we run IT This is how we manage IT and this is how we collaborate with the business and the ecosystem behind that or even how we are Part of the business so most organizations don't have this operating model So that's what we need to draft together with the business business with the IT to create this overall picture Now what are the ingredients for the IT operating model? First of all as I mentioned is it's reinventing the way we work in IT or work with the business and IT It's about the agility, but also DevOps think about value streams shift left We need to prepare during development anything that will happen in production like instrumenting applications Trading transparency, so we really need to think about again how we manage the work in IT And the other one is how do we modernize our IT management platform? It's not just the tools, but also the supporting let's say data integrations and in the vendors part of that It's we need a modern IT management platform to be able to deliver faster more secure and lower costs So it's about automation of end-to-end workflows about integration service brokering and data driven and lastly Yeah, we need to rethink the way we support that with the right people There could be a new skills and computers needed in this model like automation skills But also how do we work with different teams together? So why would you start with an empty sheet in defining this new operating model because we know all the ingredients like agile DevOps continuous delivery ship left feedback loops value streams And probably it's a good start to use the IT for IT reference architecture as your initial start as the blueprint And that use that as a sort of quick start to build this new operating model These pictures you've seen before But IT for IT can be taken as this foundation for your operating model defining the value streams Defining the functional components or capabilities you need the data the data flow in the feedback loop So it's a very good tool to get started with your overall operating model And that's not a simple task because an operating model is not just IT for IT There could be other practices out there and one of the challenge you'll be facing today is that we got so many best practices Concepts in the market being an idle cobit, but there's emerging new topics as well a BRM box for example or USM box Siam So there's so many practices a question. Yeah, there's a lot of noise upstairs. Yeah So what is the challenge that we are facing is that there are practices out there? But we need to carefully select these practices You're not going to implement these all because a lot of these practices don't have the value if you cannot really combine them So the first thing that we typically see in large of our organizations is they can start with the IT for IT reference architecture Defining the building blocks that you need Basically that already covers the foundation because IT for IT covers those capabilities like DevOps Agile development and continuous delivery so that you use as your foundation for your operating model Then you're gonna ask yourself. Okay, if I have IT for IT as my operating model is the framework Potentially there are other practice. You still need to combine for example enterprise architecture maybe you still have traditional project management agile delivery service management and governance security and Competence framework for example to manage what kind of skills and competence do I need in my IT function? So then typically you use something like toga for example or PM book scrum or other agile methodologies I till in that area and Kobe it and for example ISO 27,000 for security and Svia or ECF for your competence framework So what you have to do is cleverly blend this together But using IT for IT as your bigger picture the framework the umbrella and then glue a number of these practices Because your use scrum you will use toga and you will use For example for skills and competence management as via for example, so that's a thing we need to do So once you figured out a high-level operating model using IT for IT as a framework We also need to work on some sort of standard terminology within the IT function You will be amazed in larger IT organizations that the terminology and concept used in the different line of businesses IT Development operations are very different people talk about user stories epic features or changes requirements Incidents they have different backlogs projects Immersive requests all those things we don't have a good common terminology It means it's communicating with each other is complicated But also how do we integrate the different tools with different terminology and not talking with the vendors? And it's not that complicated as it sound because IT for IT provides a common Data model, but also kind of common terminology so that we can share the same terminology and And it data is becoming key component in your IT organization Maybe more important than than the processes because data typically is how we manage the IT function It's about the work we managed like there could be user stories Sprint plans Incidents the changes configuration items and contracts and licenses But how do they all fit together and that's what it if I keep tea can help you with building this bigger model And that's what this diagram shows as well In IT for IT. There is a common data model as the backbone Defining also the integration points from for example in operations detect to correct back into the backlog for correction Because one of the challenges we face today is that we don't have good data insight Most organizations even don't have a good overview. What are the services? We have what are the applications? We have who's using them? What does it cost? How is the custom experience? And what are the risks for example associated with it? We don't have the single Fully service lifecycle approach and understand all this around the surface So if you are very it is nice to have a next hour Google home, but typically get answer Sorry, we cannot help you with that because you don't have this correct operating model in place Now the next step once you have a high-level picture some common terminology It's probably good to start with Have do we have even a good understanding how you operate IT today? If you ask a lot of people how you organize today, you get many different answers most IT Organizations don't have a clear picture how they're operating today How work from the business like a demand or a request or a change flows through the IT organization? Through different teams through the different tools. That's one of the challenges There is no good understanding of IT today So we need to start working on a sort of customer journeys How does it today work if it's coming from a demand from the business or a requirement or story comes in or for example? a request or an incident These are complex end-to-end workflows Because every team maybe per technology line of business is slightly different So we really need to get an understanding of how do we get a demand in and how does it today? Work walk through the IT organization to value realization or an enhancement and change an epic of story How does it get into the release and the same for a service request? How does it get actually fulfilled and we have a lot of things like an event could be a security vulnerability Or a data breach or a security breach. How does that fixed? today People have not a single picture of how that actually will work And if and we need to build that because then we can build the case of saying we need to change This is not how we're gonna continue operating and That's what we talked about is a kind of value stream analysis We need to look at the different value streams and how does that work flow? What are the lead time? What are the bottlenecks just to understand a bit how we are currently operating that and then we need to Plot the tools on it the data and some of the controls and the response and responsibilities and We don't It's not that you can do it yourself But you need to do with teams Maybe it's asking the different teams how they operating because you will realize that different technology teams will slightly operate differently So you need to get the collaboration with the different IT people and teams to understand how you organized today Because then you get a good understanding of how many work queues do you have in your IT organization? And having work queues is a key concept in IT for IT and in value streams We need to manage work or automate work, but today we got a lot of different queues out there managing work and Because there's so many with different tools different technologies different teams It's not always clear. What is happening in the IT organization? Who is working on what and the business is asking it It looks like you're always busy, but what are you actually doing for me? So we have like queues that the mounts come in or ideas. We got epics features There are test cases to be done. We have defects and perks out there change requests instant queues risk assessments that people do audit findings Service requests we have events coming in and not to forget a lot of other social media and collaboration system like email Probably a lot of work items are still managed through email and spreadsheets And this is a challenge because we got so many work items that we work on with different teams This is not being transparent if they're all separated work queues And it if IT tries to Synchronize all the workers together because you can imagine today. How are these queues? Supported by your systems. Maybe you got a project management system out there a development system where the Features and epics are managed the test management system where test cases are managed You still have your traditional service management system your governance with compliancy system request management event, sorry and others typically Service management is seen as a source central system But in a new digital environment potentially service management system is just one of the many or hopefully it's one of a overall platform Where we met because backlog management is probably sitting in different places Once you get that picture organized you you get an understanding how you're managing IT today It's actually a big mess. It was a CIO that I talked to and he said to me Are you really saying that I make a mess of my IT organization? I say, yeah, well actually you did it is today typically a mess with tools integration I can imagine that you do need to do to change your processes You upgrade your tools with all the effort that you need to take so you need to think about it Can I really the way where I run IT today? Can I really manage this new digital enterprise with this mess of solutions? Another thing you need to do is in five you need to understand and you need to do that quickly What are all the initiatives? My IT organization is currently doing to prepare itself is because you will be surprised that The IT organization is already doing those things right what we talked about in IT for IT They have a lot of projects out there. We need to understand what everybody is doing for example, if you have the IT for IT reference architect, I simplified it a bit and You will be amazed how many projects there are in your IT organization Trying to fix tweak and tune the IT value chain. You've got people working on conditional delivery We have the amount of portfolio management security testing Automated release management infrastructure provisioning. There's a project for self service security management risks GDPR for example cyber defense, of course People complaining that the CMDB is not up to date. So let's do a discovery solution for this We got identity and access management issues there application performance monitoring also nice to understand the performance of an app of a service Intelligence and reportings of course IT data lake security and I can continue with that for a while Artificial intelligence chat ops and yeah, possibly the CMDB again All these projects all these initiatives you are doing right now at this moment The problem is there's no Vision of how that all works together. We can implement new tools We can change practices like continuous delivery, but it doesn't improve our end-to-end workflow if we don't have this bigger picture So that's why it's so important get a good understanding Everything you're doing in IT now to improve plot it to the IT for IT reference architecture and then decide are we doing the right steps? We cannot do this all at once We cannot do this if you don't have this structure in place because you probably will fail all these projects If they're only do it in siloed in their own waves of working Well, let me brief pause for a minute But that's what key challenge we're facing right we made a lot of mess of IT management We don't have good structure in place and again. We're making the same mistake We move to the cloud and again. We said are gonna do it differently. We'll explore how that will work Companies that move to the cloud after three four years. They figured out It's a mess again. We didn't manage the cloud. We don't know what's running bill what's cost We should have to take appropriate measures now. It's your time to do this take appropriate measures So what do you need to do step six? You need to think about your core platform that is essential for managing IT And it's not everything what you need in IT management or IT for IT But what is really core to get your IT organization ready? It's basically defining the building blocks now IT for IT has a lot of building blocks and it looks very overwhelming and complex initially So what you need to decide is where do I start because there's all these building blocks You already have today in your IT function. You would not agree in fields But now we need to think about what is the core that we need to do well and build that and then continuously evolve that So prioritization is very important. So what is the core? It's the backbone The service backbone or a platform Where you have an understanding of what are the services you have when releases are coming? What is deployed where and then you connect your core components? You've got service management. You've got your request management component application backlog management and potentially portfolio and project management and Then you have a number of those components like application for service portfolio the catalog and seem to be These are your core engines that you have to create transparency traceability and manage your core work items So that's important one. It's not sufficient to manage the entire IT function But at least gives you the transparency. What is going on? Who is doing what? What do I deliver and? Of course, then I need to combine that into the automation layer So I got that core backbone and then I need to add the automation automated build automated test automated deploy and Of course organize my processes across these value streams I'll skip a slide and then number seven there's a major change we need to do and It's changing the way we're basically met let people decide on these things we need to move from an ego system to an ecosystem where people work together because today I could be a developer could be a service security specialist or a portfolio manager or an enterprise Architect they always know better how to do their process. What tools do they need and they like tools it's IT people, right? They like a lot of tools and The problem is initially we select tool a and after a few years people say when I got ensembles much nicer than puppet Let's do that and they continuously changing the way they want to run IT and they don't have that integral picture So every team does their own thing and I can assure you IT management there are enough vendors enough tools to choose from if you let everybody select their own tools It's gonna fail because every tool nowadays comes with a way of working comes with their own data model The tool is not a tool just anymore. It's a way of working So you select one to you get a way of working with it if you have hundred tools You cannot collaborate you need a way to standardize the way of working and then say okay What are the solution that I need to fit my way of working? Because eventually it's not about the tools. It's about how can those solutions integrate? How do we collaborate with different people in the value chain and work together to get this seamless way of working and automate activities? That's what we want to achieve Now then you should ask yourself and that's always a key question who takes the decisions of how IT management should be organized What practices do I use also of course what tools do we use? Everybody decides that today. There is no clear ownership today. You would argue the CIO is the owner, but it's not in reality But that's what the thing we need to fix who is defining the way we work I'm not saying that this should be top-down, but we need to work together to get this defined So it's somehow you need to define on the portfolio level somebody that says I'm responsible for IT management for the processor The value streams and the capabilities and we have people that are responsible for sub areas For example, somebody's responsible strategy to portfolio Understands the practice that we need there the tools we need there and so each value stream you need to find an ownership We cannot define and change that it's like product ownership in an agile way There must be product owners service owners for each of these areas Otherwise we start again with this mess and then of course you always have practitioners below for example people that know all about Test management and test automation or automated deployment or financial management or security risk management So you need to understand in your own environment Who are the stakeholders that influence the decisions here and we need to formalize that it's not additional bureaucracy It's just same as agile creating structure. Who is the product owner? Are we working on it on the right things? The last step number eight Once you have done that you need to create as kind of a roadmap Kind of a steps to take to show value and that must be in iterations and agile You want to show benefits to the business quickly and not have a multi-year program and without having the benefits So again the roadmap Is not as simple as saying I understand my gaps and I'm gonna fix the gaps That is gonna to fail and a lot of people fail with this because they're gonna look at their own process I would say how the testing takes too long. Let's put test automation in that's not the solution We need to rethink how we develop maybe testing should be part of the design already So you cannot just try to eliminate these pain points. You need to think about the end-to-end picture first and Then you define and we saw the pictures today as well sort of priorities and start working on it I really need to stop a close down, but Let me look at the signs and hopefully you can recognize those signs What are the signs in your IT organization that must realize make you realize that you need IT for IT? And these are the signs. You don't have really transparency You've got a lot of fragmented tools out there. You've got bureaucratic processes slowing down For example, it could be change processes or risk process that not been adopted for the agile way of working You've got a lot of people drowning in manual activities You don't get inside we've got a lot of managed a lot of IT initiatives to improve if you've got all these initiatives To improve the IT function. You need to understand something is wrong here and also no target operating model and no Ownership for this capabilities now Let me start skip moving to the lunch. That is about food We want to achieve a kind of a Jamie Oliver vision is the naked IT organization lean transparent Not too many process not many tools only the bare essentials to manage IT That's the kind of modern cooking for IT. I would say so Finalizing before lunch. This is a hamburger just to visualize. What is IT for IT? So IT for IT is basically The umbrella. It's the bread. It's the foundation It covers agile in DevOps, right? So that's what you need to have a good IT meal DevOps and agile and then you potentially need to add other Ingredients like togath, prince, scrim, ITL, COVID and ISO 27,000 and then you have your IT management sandwich okay, thank you very much and Hopefully there are some questions I can still answer for before the lunch We asked Rob to Describe IT for IT in 30 minutes or less something that took six plus years to build fine job He left us with 50 shades of IT management the naked lunch and eight steps to success And who would ever forget the man in the bright orange jacket? We know you Dutch love the orange, but wow Thank you for making IT for IT so visible Rob, we have a couple of questions, but they I think Some of them are quite general to IT for IT So I'm wondering if what we might want to do is We have this wonderful lean coffee talk opportunity that goes from the coffee break on where your topics Can get voted up to the top and be addressed in a really lean and agile manner


The Jack Benny program presented by Lucky Strike. I'm 6-7-12....oldamil-igan Let your own taste and throat be the judge For smoothness and mildness There's never a rough puff in a lucky strike For smoothness and mildness There's never a rough puff in a lucky strike Yes, let your own taste and throat be the judge For smoothness and mildness There's never a rough puff in a lucky strike And that's because L.S.M.FT Yes, MFT. Lucky Strike means fine tobacco, fine light naturally mild tobacco that gives you smoothness and mildness in every lucky you smoke. And no wonder, for years Lucky Strike has maintained the largest and most complete cigarette research laboratory in America. Tobacco is analyzed both before and after it is bought. Yes, prior to the auctions the buyers for Lucky Strike send sample leaves from all tobacco growing areas to the great Lucky Strike research laboratory in Richmond, Virginia for scientific analysis to help determine which tobaccos are really fine, light, naturally mild. And this is only one phase of the constant year-round research program that makes possible the unconditional guarantee you find on every pack. In all sincerity we ask you to check the cigarette you're now smoking. We assure you that among all leading brands only the makers of Lucky Strike put a guarantee on the pack.  For smoothness and mildness there's never a rough puff in a Lucky Strike. So round, so firm, so fully packed, so free and easy on the draw. Make your next carton Lucky Strike. The Lucky Strike program starring Jack Belly with Mary Livingston, Phil Harris, Rochester, Tennessee and yours truly Don Wilson. Ladies and gentlemen, tonight we're broadcasting from New York City for the opening of the 1950 Heart Campaign. So without further ado, I bring you the man who is here to help launch the campaign, Jack Belly. Thank you, thank you, thank you. Hello again, this is Jack Belly talking and ladies and gentlemen, as Don said, we're here to help raise money for the 1950 Heart Campaign. It's a very worthy charity and everyone should donate as much as possible. Well, Jack, do you think everyone will make a donation? Don, if I'm giving, how can anyone refuse? Well, tell me, Don, have you been doing anything exciting since we've been here? I certainly have, Jack. I've seen several shows and I've been to some night clubs, but early Wednesday morning I got the biggest thrill of all. The government invited me to come to Norfolk, Virginia. Really? Why? Well, I don't know, but when I got there, they took off my clothes, pushed me in the ocean, the tide went up and the mighty mole floated away. I knew, Don, I knew, I knew you could do it. Okay, Dad, let's get the show rolling. William Harris is here.  Hi, it's Jackson. Well, if it isn't deer, hearts and drunken people. Hello, Phil. Hey, Jackson, this is really a great town, ain't it? Nothing like old New York. You said it. Philip, you having fun? Yes, sir. The first night in town, Remley and I spent the evening at the Museum of Natural History. Phil, the museum. And the next night we went to Carnegie Hall Thursday night, Grant's Tomb Friday night, the planetarium. And last night we conducted on a tour through the Botanical Gardens. Phil, do you mean that you and Remley have been spending your evenings in such places as Carnegie Hall, the Museum of Natural History, and the Botanical Gardens? No, but Alice might be listening in and I want to get out again tonight. Oh, I see. Hey, Jackson, you know the night I said that Frankie and I went to Grant's Tomb? Yeah. We were stiffer than he was.  You only get to New York once in a while. You ought to go to some shows and take Alice with you. Well, I've been trying to get Alice out of the hotel, but we can't get a sitter. A sitter? Yeah, with what's happening around town, somebody's got to stay home with a jewelry. All right, I got a man at home watching my cuff links now. Oh, say, Phil. Hi, it's Don Silver. Phil, I don't recognize any of the musicians you have here. This isn't your regular band, is it? No, no, Don. You see, I left my boys in Los Angeles. These are some of the musicians I picked up. They sound pretty good, Phil. Well, they ought to. I got the brass section from Guy Lombardo, the rhythm section from Jimmy Dorsey and the harpist sitting up there. I got her from Phil Spitalny. Spitalny? Well, that certainly should add a lot of, wait a minute, Phil. There's no harpist here. What? Well, what are you? All right, fellas. Where is she? Where is she? Phil, don't yell so loud. People will think that... Hello, fellas. Hi, Jack. Hello, Mary. Hello. Well, did you hear that applause, Mary? Everybody's glad to see you. Oh, yes, Jack. It makes me feel just wonderful. Say, Mary, I haven't seen you since you got in town. You've been having fun? Oh, yes, Don. I've been to a lot of shows. Lost in the Stars, The Enchanted, The Happy Time, and I went to some nightclubs too. Oh, which ones, Mary? Well, I went to Leon and Eddie's, this dark club, the Versailles, El Morocco, and last night, Jack took me to Cronkite Rendezvous. Yeah. The Cronkite Rendezvous, I never heard of it. Well, that's understandable, Don. You see, the Cronkite Rendezvous is not right in the center of Manhattan. See, this club is a little downtown. A little downtown? It's under the Brooklyn Bridge. Mary. On the Brooklyn side yet. Oh, brother, what a joint. What do you mean joint? It's the only nightclub I ever saw where you enter through a turnstile. All right, all right. Jack, I can't figure you out.  Wait a minute, Mary, just one minute. I won't argue about the Cronkite Rendezvous anymore, but I resent your insinuation that the Acme Plaza is not a good hotel. Oh, Jack, how can you stay at a hotel that caters to such awful people? Awful? What's wrong with the people at the Acme Plaza? The water shortage was on for six weeks before anybody there found out about it. Look, Mary, it just so happens that I like to... Now, who can that be? Come in. Jack, look, it's Mel Blank. Oh, yes, the poor man's Al Jolson. Okay, Mel, you can go now. Go?  But back in Hollywood, you said if I came to New York, you'd give me a big part in your program. I'm sorry, we haven't got time for it now. But I saw my furniture and hucked my watch to raise the money to come here. Mel, look... I bought a train ticket, I said goodbye to my wife and kids, traveled 3,000 miles and for what? Just to say... Mel, you're better go. I won't go. Back in California, all my friends are sitting by the radio waiting to hear me on your program and all I get to say is, nah, I won't go to here, I won't, I won't, I won't. But Mel, I don't need an imitation of Jolson. Mel, you can't do this to me. Not after all I've done for you. I even went to the trouble to get your due bill at the Cronkite Cron to move. Mel, go already. Just a second, Jack. Huh? Did you have the nerve to get a due bill to that awful nightclub? Mary, believe me, there's nothing wrong with that club. The atmosphere is nice and the food there is wholesome. I said wholesome! I don't know why it is. I come to New York only once a year. I try to do a classy show. Look what happens. Well, Jack, if you're trying to do such a classy show, why are you wearing that old gray suit that isn't even pressed? I'll tell you why because I haven't seen my new brown suit or Rochester since I got off the train. Jack, you mean Rochester is wearing your brown suit? Don, all I know is that Rochester and my brown suit disappeared at the same time and I haven't seen either one since we got off the train. I'm so mad. Hello, Mr. Benny. Huh? Oh, hello, Dennis. I'm so mad that for two pins... I'd like to talk to you, Mr. Benny. Later, kid. I'm so mad that for two pins... Oh, Jack, calm down. I won't calm down. I'll bring Rochester all the way to New York to take care of my personal thing so I can be free to do a show and look what happens. Can I talk to you now, Mr. Benny? I have to unpack my clothes, iron my own shirts, shine my own shoes. On top of that, my new brown suit is missing. Can I talk to you now, Mr. Benny? All right, all right. What is it, Dennis? I want a raise. Well, that does it. Dennis, why did you wait until we got to New York to ask me for a raise? Because last night I took a walk in the park and there's ice on the statue of Nathan Hale. There's ice on the statue of Nathan Hale? What's that got to do with it? My mother said you give me a raise when Hale freezes over.  Dennis, stop with that silly stuff and do your song. Okay, but how about my raise? Forget the raise. You're making plenty of money with your two shows and your personal appearance. Dennis, are you making your personal appearance? Yeah, Mr. Benny, book me into the Cronkite rendezvous. The Cronkite rendezvous? That's funny. I saw the floor show last night, Dennis, but I didn't see you. Oh, I was stuck in the turnstile. Look, Dennis, just sing your song, will you? Yes, sir. Meanwhile, I'm going out in the hall and get a glass of water. I'm thirsty, too. I'll go with you. Come on. So long. They read the good. There's a spirit in the air that you can't find anywhere. Folks are cheerful cause they're always every holiday. We'll be sure to be parading. Gee, I was thirsty. Me too. We better get back. Dennis just finished his song. You go in, Mary. I want to get a package of cigarettes. There's a machine over there. Yeah. Gee, what a, what a fancy cigarette machine. Hey, bud, bud. Huh? Cameraman. Me? Yeah. What are you doing? I'm getting a package of cigarettes. What kind? Lucky strike. Smart boy. Huh? You're putting your dough on a favorite. And look at the odds. The odds? With men who know tobacco best, it's luckiest two to one. I know, I know. And another thing. What? Cameraman. According to the smoking form, luckiest have been picked by expites. Yes, yes, I know. And look at the breeding. The breeding? It's by American tobacco on a goldsboro, not Carolina. Well, thanks, thanks very much. You going to get a pack of luckiest? Am I going to get a pack of luckiest? Yeah. Come here a minute. I'm going to get two packs. Two? I'm trying for the daily double. Smart boy. See you later. Well, I got my luckiest. I better get back on the stage. Oh, Jack, Dennis finished his song a couple of minutes ago. We've been waiting for you. Oh, fella, stop me in the hall. What songs you do, Dennis? Well, the one I recorded for RCA Victor, Dear Hearts and Gentle People. Oh, that's swell. Yeah, I heard Dinah Shore sing it in the Wedgwood Room, and boy, she wonderful. You're right, Dennis. Dinah Shore is a very talented singer. Well, if you like her so much, what do you want me for? Dennis. You always tell me how good everybody else is. But you started the whole thing. You were the one who said Dinah Shore was so wonderful. I know your type. Look, kid. On the way home, you'll throw me off at Kansas City.  Jack says she's wonderful.  Well, Jack, you know how he is. Remember what happened when we were here three years ago? What was that? You told him to get tickets to Oklahoma, and a week later, he called us from Tulsa. Anyway, I don't know why I let him bother me when I got other things to worry about, like Rochester, for instance. I can't understand why he wouldn't... Hey, wait a minute. I just thought of something. I got a phone number here that he... I'll bet I'll find him there. Here it is. Mary, hand me the phone. Here you are. Thanks. Now, Jack, don't get too mad at him. Leave it to me, Mary. I bet you'll find Rochester here. Hello? Hello? Hello? This is the Harlem Social Benevolence Fairviews Every Thursday Club. I'm looking for Rochester. Is he there? Come again? I'm looking for Rochester Van Jones. He works for me. Are you Mr. Benny? Yes. Uh-oh. What do you mean, uh-oh? Is Rochester there or not? Well, this place was on his itinerary, but as soon as he won, he left. He won? Yeah. But next time, we won't be so sympathetic. What do you mean, sympathetic? When Rochester came through the door on one knee, we thought he was height. So, the benevolent members of our club, Neldinacy, what was the matter? Uh-huh. And before we could diagnose the case, we were in a game of Harlem canasta. Wait a minute. Look, you've got your games mixed up. Canastas played with cards. Mr. Benny, when you're trying to make seventh, the equipment you use is irrelevant in material and has no bearing on the point. I guess so. Anyway, do you know where Rochester could be now? You might try Monument 21099. That's his girlfriend. Thank you. Would you have any luck, Jack? No, but the man gave me another number. I'll try this one. I'll find Rochester if I have to call every place in Harlem. Amy Brown, the sweetest gal in town talking. Uh, this is Jack Benny. Oh, oh. Look, I'm trying to get in touch with Rochester. Is he there? He was here. Oh. Well, do you think he'll come back? In all modesty. I can guarantee that. Well, when he returns, will you please tell him to call my hotel? And you can also tell him I'm stopping his salary. Oh, that ain't gonna bother him. He now owns the building that houses the Harlem social benevolent and sparrows every Thursday club. Oh, yes, I heard about that. He wins from everybody, doesn't he? Yeah. When I opened the door and he came in on one knee, I thought it was a proposal. Oh. Well, where do you think I can reach him now? Well, he left a number here, Lehigh 41598. Lehigh 41598. Is that another girl? If it is, I'm gonna cut your brown suit to ribbons. Well, oh, don't do that. And thanks for giving me the number. Goodbye. Goodbye. Lehigh 41598. Oh, Jack, we've got to get on with the program. In a minute, Don. Well, at least I'm making some progress. I'll catch up with Rochester yet. Hello, Linux Avenue. Come as you are, cocktail bar. Now look, Mr. David Copperfield speaking. Well, look, David, I'm trying to get in touch with Rochester Van Jones. Uh-oh. This is Jack Benny. You heard me, uh-oh, didn't you? Well, what about Rochester? Is he there? No, he just left. Oh, then he can't be very far. Well, I don't know. It's amazing how he gets around on one knee. Oh, he won from you too, huh? Yeah, and please make this short. I'm cool standing here without my pants. Well, I'm not interested in that. When Rochester left, did he leave a number? No, sir. He made every one of them. Well, never mind. Thank you. Goodbye. You can't find him, eh, Jack? No. And David Copperfield didn't know where he was either. Never mind. You wouldn't believe it, Mary. I don't know where else. I'll get it. Hello? Hello, boss. Where have you been all week? Where have I been? Rochester, I haven't seen you since we arrived in town, and I called every hot spot in Harlem that has a telephone. That's the hot ones you can't hear ring. I don't doubt that. Now look, you knew there was a lot of unpacking to do. My clothes had to be pressed. Now, when you got off the train, where did you go? Boss, when I left the railroad station, I went right to the door of your hotel, ready to work.  I know, I know, but Rochester, couldn't you walk around the cat? I did and wound up at 125th Street. Oh, I see. Well, Rochester, I want to ask you something. Yes, boss. You know this is February, don't you? And you know that February is the month of George Washington's birthday. And George Washington is the symbol of truth. Now, Rochester, with that in mind, I want you to answer this question. Did you or did you not wear my brown suit? Rochester, answer me. Did you or did you not wear my brown suit? Boss, would you mind rephrasing that question to give George a little more leeway? I'm not rephrasing anything, and I haven't time to argue with you. Where are you right now? Just a minute. What's this address here, sugar? 31 Lenox Avenue, honey. 31 Lenox Avenue, honey. Rochester, who are you talking to? Is that Mamie Brown, the sweetest gal in town? No, this is Rebecca of Sunnybrook Farm. Well, Rochester, I don't care who you're with. I want you to get over to my hotel immediately. There's a lot of work to do, and I want it done right away. Yes, sir. Just a minute, boss. Say sugar, I gotta go now. Okay, Rochester, but don't forget, you're taking me to the Savoy Ballroom tomorrow night. Oh, I can't do that, sugar. I'm taking Mamie Brown. You ain't going to the Savoy Ballroom with nobody but me, Rochester. Oh, yes, I am. Rochester, if I catch any other girl there with you, she ain't gonna have an enchanted evening. What? She's gonna meet a stranger across a crowded room. And once I've found her, I'll never let her go. Rochester, what's going on there? She's auditioning for a part in Salva Center. Well, you listen to me and get right over to my hotel. Goodbye. Goodbye. I don't know why it is coming to New York. Ladies and gentlemen, as we mentioned at the start of the program, we are here for the opening of the 1950 Heart Campaign. And so at this time, I would like to introduce Dr. H. M. Marvin, president of the American Heart Association, Dr. Marvin. Jack, I want to thank you and your entire cast on behalf of the American Heart Association for coming to New York to open the 1950 Heart Campaign. Heart disease is our greatest challenge because it takes more lives than any other illness and causes tremendous disability. In radio, you have a sponsor to back your show. The American Heart Association, however, must count on the American public to back its program. The need is very great, and in order to meet it, we have set a goal of $6 million to be used for research, for education, and for community service. The dollars contributed by the tremendous audience now listening to this broadcast could assure the success of this campaign. We are confident that the public will give its support wholeheartedly. With your permission, Jack, I'd like to suggest that the listeners to this program be asked to send their contributions directly to you, Jack Benny at Box 500, New York City. Thank you, Dr. Jack will be back in just a minute, but first, let your own taste and throat be the judge. For smoothness and mildness, there's never a rough puff in a lucky strike, and that's because LSMFT, LSMFT, lucky strike means fine tobacco, fine, light, naturally mild tobacco. Listen to the words of a tobacco expert, Mr. Charles Thomas Randolph, an independent tobacco buyer from Kinston, North Carolina. Recently, he said, I've been learning about tobacco for 31 years, and during that time, I've seen the makers of Lucky Strike by fine quality tobacco, the kind of tobacco that's bound to make a real good smoke. I've smoked Lucky's myself for 23 years. Millions of smokers, including the famous movie and television star Robert Montgomery, take a tip from the tobacco experts and smoke Lucky Strike. Just recently, the popular Robert Montgomery said, luckies are really smooth. That's why I smoke them regularly. Yes, every regular Lucky Strike smoker knows there's always smoothness and mildness in every puff. So for your own real deep down smoking enjoyment, light up a Lucky. Let your own taste and throat be the judge. There's never a rough puff in a Lucky Strike. Get a carton today. Ladies and gentlemen, next week we will be broadcasting again from New York City and don't forget, in the meantime, send your heart-funded donations to Jack Benny, Box 500, New York City. And don't worry, folks. I don't get any of the money. They just promised to let me count it. Good night, everybody. Ladies and gentlemen, don't forget, send your heart-funded donations to Jack Benny, Box 500, New York City. Here's Dennis Day in a day in the life of Dennis Day. Stay tuned for the Amazon Andy Show, which follows immediately.


Tom here from Lauren's Systems. We're going to talk about diagrams.net, formerly known as draw.io. If you want to learn more about me and my company, head over to laurencesystems.com. If you want to hire a short project, there's a hires button up at the top. If you want to support this channel out in other ways, there's some affiliate links down below to get you deals and discounts on products and services we talk about on this channel. Check them out. There's quite a few links down there. Diagrams with anyone anywhere. I like that slogan. So they used to be called draw.io. They moved to diagrams.net. And I think there's some trouble with the I.O. domain. They've got some blog posts, but it's not real relevant. But if you want to dig into why they're changing your name, because it may matter to someone. What is really impressive is this creates really simple XML files that are very compatible with all the way back from 2005 version of this program. I remember trying it a long time ago and wasn't very impressed with it, but they have made so many feature changes. And I find it fascinating that even with all these feature changes, and this is a 100% open-source drawing program, they have also completely kept compatibility with even your old drawing files. This could be a pain with some drawing programs as the new version comes out and maybe or maybe not, they have 100% compatibility with previous drawings you did, which no one really likes redoing everything. So I thought that was kind of neat that they had that on a front page of the feature. It shows a commitment of 15 years of updating a program in the open-source world and allowing compatibility on there. And because these files, like I said, they're XML, so they're pretty manageable as far as the way they look and if you have to do any reading on them or digging into them. Share with everyone. Don't worry about licenses platforms. It just works. This is a huge feature because it just works is very important because a lot of times you're like, oh, I can't open this because you did it in this weird format and I don't have a license for this viewer or it's a version out. That problem goes away. It works in browser. It works inside of Windows, Mac, Linux, everything. So we'll cover that in a second. Powerful features. When we dive into exactly how it works, it's pretty amazing when you dive into all the feature lists and they have all these blog posts of features that are just go on for days. I don't have time. Maybe I'll do a longer tutorial, but they've been making blog posts for a year that you can try at all kinds of pretty neat things that it supports. Privacy first. This is a nice feature because even though it's browser-based, it is open-source. They're not sniffing your data. They're not doing anything special with it. They allow you to attach to either local files or whatever file choices you want, whether you want to store it in the cloud with many different cloud services being offered. It's pretty amazing the breadth of the services that they tie into. G Suite, Google Drive, SharePoint and OneDrive, Elassian, NextCloud, your standard desktop, Git and Dropbox. There's actually even more that they're not, they don't have all listed here, but if you dive into and go onto their page for the development, there's a plug-in for, well, all kinds of things, including Wikipedia, Wikimedia. There's a lot of integrations you can do and because it's open-source and very easy to embed, you can customize it very easily and you can completely self-host the web version. They even have options for that. Now, as far as downloading it goes, right here, if you go to download, you'll see that they have, currently we're at version 12.93 and we have a Windows installer, a Mac installer, a list of other services that you can use for Linux or if you want just an app image, RPM and even Google Chrome OS, they have a plug-in for that. So I thought that was kind of cool, but you don't need it. You can actually, with no plug-ins, just use it completely in the browser. So let's show first the browser version, which is exactly the same. That's a nice thing. There's no difference when you use it in the browser, other than, well, it's in the browser versus a desktop one and they have the option right here to get the desktop and I didn't have to create a login or anything. I can literally share a link with someone, no login, no asking for email addresses. The only thing is if I open existing diagram or save one, it'll ask me if I like to use one of the cloud storage features. So we're just going to ahead create new diagram. They have an amazing array of templates in here for cloud engineering templates for laying things out. We'll just open one up like this one right here and you can really quickly see it opens. It's fast. It's easy to use and let's close this little, I don't need the desktop version and editing is easy. We'll just change that. There, we built a relationship here to this and maybe one over here and your common keys like f2 renames things. So from an ease of use standpoint, you know, common keys, test, whoops, test two with, I can't spell very well, spell check works with f2. So easy to edit, easy to move things around. You can see it's like any other good well-made drawing program or diagramming program where you can build relationships between things, drag things around, edit those bars. Let's say we want to change it from sharp, let's do a curved one like this. So we create a curved one, we'll change the color, we'll change the to a dotted line and make it several points. There we go. That quickly, I was able to kind of modify and change things and then they're all related. So as the relationship is built on some of these in this template, didn't have that one related. Now they are, now they're tied together. Pretty easy to use. Dragging more things in. Well that's easy too. We can just go ahead and drag another object in and start building its relationship to there and it's got all the alignment tools and remember style settings. So we set the style so it says, hey, you must want that style use more places. So you can quickly edit this. There we go. But what if I wanted to send this someone? How hard is that? Well, that's where things get really easy. You just send them the draw file and we're going to call this our demo to demo, rename it and we're going to completely not use any cloud features where I could share. We're going to download a copy of this. So save as YouTube. Where do you want to save it on GitHub? You could have tied this to any one of these accounts, open it in a new window or just download it. So there's our YouTube demo.xml. Pretty straightforward. If I wanted to and let's go ahead and start another one, we'll go ahead and start now. We're still going to use this one here and create new diagram, blank, create and then I can always just go file, open from. Where do you want to pull it from? Just a URL device and open it up. So we can open up that YouTube demo. I think I saved under downloads. Yep, right there. And here it is a new browser with all the different changes. But what about if I wanted to open it locally? Well, that's easy enough too. We're going to go over here and I have the app image. So here it is running locally on my computer, open existing diagram. Go over here, go to downloads. There's our YouTube demo one and one and the same. Really straightforward to do. It works perfectly fine, whether it's local or not. And now I'm running a local copy. And like I said, this is cross compatible with all the major operating systems. But what about if we wanted to export this and embed it? That would be kind of cool, right? Well, it supports full HTML embedding. And the embedding is better than you think because it doesn't just go ahead and make it so it's ready. Let's go ahead and save this somewhere like my downloads folder, YouTube demo.html diagram YouTube demo.html. So we're going to head and save this. And now you can embed this into your web page. What does that actually do for you? We're actually going to show you firing up another browser. So we go right there is our diagram YouTube demo. We'll use Firefox, Firefox diagram demo. So what does it look like in a browser pulled from a local file? Well, there it is all embedded here. And it even has this little text that was added on there on the side. So it will produce a web page with your diagram on there. And of course, you can manipulate and embed this into whatever you want to even have WordPress plugins for this. But what if that person goes, I like this as a great template to start my idea, but I'd like to change it to customize it so they can click on it. They click the edit, it brings them back over to the diagrams.net or sometimes it does still link to draw.io. And now they can start editing this page right from there. So they went from a HTML file right into an editing. I'm really impressed that they have all this on here because now from a sharing standpoint and I plan to do more of my videos using this tool, you can now easily have a copy that I can embed into my website. And if you wanted to have the diagram I use for my demo, not only could you have it, you can have it and edit it when without even downloading anything, it'll launch you right to the site. And if for any reason the site ever goes away, it's easy enough to download and pull that out and have a local copy that you downloaded so you can run it locally. So I'm really impressed with the top to bottom of the features that it has on there. So let's talk a little bit more about some of the advanced features and we'll leave this page because I didn't save it so it gave me some warnings. So here's our YouTube demo. But let's dive into a couple things that it can do that are a little bit more advanced. And that's what I have these open over here. So let's close this window. We'll leave this untitled one open. We'll do it in a web browser here. We'll close this demo. We don't need that one. Insert from text to create tree and entity diagrams. So although it does have all these kind of basic features that you see me do and obviously we can go here and drag a box, drag another box, grab a decision box from your general. We can then go, all right, duplicate this box, create a relationship and then create a relationship to this box and then go here and create a relationship to this one. You know, the basic things, those all work fine. What about some of those real advanced ones? So we'll jump right into the fact that you can insert advanced from text, from mermaid, from sequel, from CSV, and we'll actually do one from text. And they have right here how to insert text. So we're actually going to create this right here. We'll copy their demo.  We would turn this into a diagram. So as we did, you can pretty straightforward see this is not very advanced. And instantly we've created this to start building a relationship with the organization. So we can start remapping and moving all these objects around and rearranging how you want. But it just laid all that out. So if you have lists and CSV, the fact they'll do sequel is pretty impressive too. So you can, if you have your sequel code, like literally raw my sequel code, you can start dropping it in there and create relationships and start creating all the different tables to start mapping out your databases very quickly in this. Now, another one we'll show is threat modeling. Diagrams used in this host. What about threat modeling? Well, I was really impressed because they have an entire attack tree and everything. So if we open all these in diagram.net, now it just tied together each one of these sections built this in here. So we have collapsible numbers and everything else. And by the way, this is the HTML version of it that they have that you can embed. So if you're doing one of the demos, you can do this. And then it's the same premise supplies, click this. And now we edit. Now we're actually able to edit this. I'm, you know, really handy for doing this. Like I said, I plan to do more of my videos like this. So as I do these type of demos, and you can lay them out, and it's very quick to collaborate with someone on the same project going, Hey, I want to see it and be able to follow up. So let's start closing some of these and talk about one more advanced feature and we'll dive into something else that's interesting. So if you're not familiar with graph is it does support that as well. What graph is is the ability to make these. So we're going to go here, copy, go to our entitled one, and actually zoom out a little bit and delete what was in here. And the same thing we're going to insert advanced. And away we go. Now we've inserted these type of objects in there. And you can go through, you can edit the data set that built this. And if you're familiar with this particular language, this will very quickly do this. And by the way, some programs have outputs like this. So you can dynamically link this, build this on there. And like I said, maybe I'll do a few more advanced videos on some of the uses for this. But I wouldn't, I'm wondering what other auto integrations, maybe if someone has some links to suggest, they could leave them below or I have a discussion on forums on some of the integrations, maybe people have built with this, I started digging around, it looks like some people have built some pretty cool language integrations. So you can export data and start building this right up. So the last thing I want to cover inside of here, so as impressive as all these features are, and like I said, a list all here. So plant, uml, SQL, CSV, you have a lot of different options in here to build these. And by the way, they have all the demos. Here's what it looks like for the SQL demo, where you can just go in there and build it all out. Let's talk about the fact that it has a ton, go new, new diagram, we'll just go blank again, shapes in here. So Active Directory, Android, Atlassian, Bootstrap, there's a lot of them in here, easy enough to import more of them if you want. And I haven't really dove into creating any custom ones, but I haven't really found anything that's missing in here that I needed. So you have your classic Cisco One, Cisco Safe, Cumulus, even ones for Citrix. So anything you want to do, you can pretty much probably find in here. You just check some boxes. We'll check Office and that, Rack, Apply, and let's take a look at them. So they have Office Clouds, and these are some of the, like Microsoft Office Cloud stuff. It's so easy to drag these over here. So let's go Network. We do a lot of network ones. We could start with the cloud, right? That's where it all starts. Start building your servers. We have our gaming system over here. We have our firewalls can be the first thing. So we'll take our cloud, it's go ahead and make it this. We'll change the color over here. Cloud connects to the firewall. The firewall has one for gaming. And then we have our server over here. Pretty simple to start building and saving this and building it out. And then they have all the different options right down here. So also, if you're building database relationships, whichever one on here. Now, the rack mount stuff, I haven't found it to be overly impressive.  We'll look at the templates again, create new diagram. They do have the ability to do some of these rack layouts. And it's neat, but it's not as good as I might hope on there. I don't know. I haven't really dove into this much, but I know a lot of people ask about doing rack diagrams. I've actually found my favorite way to do rack diagrams has been in spreadsheets, where you just line up all the columns of a spreadsheet to equal the rows on the racks and match the numbers. But they do have some ability to dive into and do this. Now you can zoom in pretty far. And they've really got a lot of these. So you can drag it out of the rack, but they've got the rack numbers on this. But it's so cool that you can build it as a template. And they've got a full stack, half stack, quarter stack here, to start diving into it and laying things out and putting it on there. And of course, you can always import images and things like that. That's completely doable. The other thing I wanted to point out and the reason I switched between different layouts is because when you do this, you notice here, it has these. When we're here, it has these. And we're here, it has these. It dynamically has no problem changing. And this is a problem I've seen with some of the other less advanced diagramming tools I use, where when you start a different layout for a different project, it doesn't remember all the other settings. You can set which shapes you want showing up for which projects. That way you're not constantly digging through a mess when you save it. So it does remember all those settings on there, which is really handy. There's also a lot of little data things like how this one created that. There's actually a lot of behind the scenes data that you can do where you edit the data, edit the linking that was allowed to create some of these. So it's pretty impressive just how well this all works together and all the different options they have. So if you have some resources you want to share with me on this, like I said, I'm really impressed with the program. It's how I plan to keep doing my drawings from here on out with my channel so I can make them easier to share and easier to do the demos. And then have you guys have the templates as well when I'm done. But if you have some other thoughts on this, I'd actually like to know because a few people said there's some other resources. If you can link them to me, actually the forum would probably be the best way to do so. I'm going to post this over in the forums at forums.learnsystems.com. Overall, this has been by far of all the drawing programs I use, even compared to some of the commercial ones I've used. Hands down, probably one of the best ones. It's easy. It's intuitive. It's very dynamic. The fact that you can even import data sets like SQL, the fact that you can even pull, even with the local one right from a URL, you could actually just drop the URL in and pull the data right in and start editing it right away. They've really thought of pretty much everything on here and it's open source community development project here. So definitely hats off to being one of really tight open source projects. By the way, also all my usage, I started redoing all of our internal documents with this. This is what led me to gaining a better understanding of it. I've not seen it even crash once. That is just crazy impressive to me. I have not seen it lock up in a browser, do anything weird. I don't have any quirks to tell you about. Oh yeah, if you accidentally drag these two things together, it does it. I'd file a bug report if it did, but so far our stability has been pretty amazing. Always save, always. I'm still a save all the time because you're putting a lot of effort and work into these, but stability has been top notch on it. So I'm also going to play further with some of the embedding options on here as well. I want to look at how I can integrate it into my website better if you're not familiar. If you go to our website, every one of the videos I do here is also a blog post. So I may go back, I don't know if I'll go back retroactively, but going forward, I may embed some of the more advanced charts and graphs and diagrams that I do right into my website and play with the WordPress blog and it's some more playing I want to do. But like I said, I'm looking for suggestions if you know where some other resources are. Someone said there was one for Unify to be able to have a shape set just for them. That would be kind of cool to check out. If you have links for that, I do appreciate it. I'm going to do some research myself and I may do some more follow-up videos and walk through how to do a few things more advanced in it. So as always, head over to forums.lawnsystems.com. If you want to continue discussion on it, it's way easier than trying to reply to YouTube comments. Sorry, people that always put YouTube comments. Sometimes YouTube doesn't make it as easy for me to follow up with them. I've ranted about that before and YouTube has done very a little to improve the commenting system. Plus, we can have a much richer, more engaging discussion over in the forums. All right, I obviously don't need too much of a link other than diagrams.net. Check it out. It's free. It's open source. Download it. Play with it. See what you think. Thanks. And thank you for making it to the end of the video. If you like this video, please give it a thumbs up. If you'd like to see more content from the channel, hit the subscribe button and hit the bell icon if you'd like YouTube to notify you when new videos come out. If you'd like to hire us, head over to lawnsystems.com. Fill out our contact page and let us know what we can help you with and what projects you'd like us to work together on. If you want to carry on the discussion, head over to forums.lawnsystems.com where we can carry on the discussion about this video, other videos, or other tech topics in general, even suggestions for new videos that are accepted right there on our forums, which are free. Also, if you'd like to help the channel in other ways, head over to our affiliate page. We have a lot of great tech offers for you. And once again, thanks for watching and see you next time.


It's tax season and I was so excited about all the write-offs until my dad pointed out that I have to have something to write it off from How am I possibly gonna compete in Park Slope with baby DJ school and artisanal Mayo? How can you top artisanal Mayo at $10 an ounce breast milk?  Yeah, teat milk. Would you like to try some breast milk? This is from Milk Mama, and we have three varieties We have the Park Slope Mama, the Williamsburg Mom, and the Crown Heights Mama And it's a great way to make cheese and butter and ice cream and popsicles Williamsburg Mama has a nutty energizing kick and it's hand expressed Which is really important to make sure that the hands get in there and I do want to say that I think the hands are manicured What can you tell me about the diets of each of them? Well, that's a great question. So the Williamsburg Mama is definitely a vegan She is also an Aries, so I don't know how into astrology you are. What's fine. Are you? So that means that she's probably in Uranus and therefore she would be a good one to go with The Crown Heights Mama is a vegetarian fedula and she tweets her diet so you can keep up to date So there's a bunch of women who just have extra and they're like Yes, wow. Some people dilute their breast milk with cow milk on the market And we are not doing that because cows are terrible and a lot of people drink cow's milk And this is so much more local. So if you want the Park Slope Mommy, that's only 0.3 miles from here Yeah, I'll toast you. Cheers. You're welcome Would you like a chocolate straw with it? It has sugar in it. I Apologize for even introducing chocolate into a child's diet. No, no, that's cool. That's cool. We just want that. It is gluten-free A lot of grown-ups like it. It's a great for bodybuilders. Do you look like someone who works out a lot? That's not an appropriate joke. Well, we do have a serious drinking problem, but for breast milk So I guess I wasn't prepared for the enthusiasm people had for Locally sourced breast milk and I should be thrilled. I don't know. It just seems morally wrong One more season without a tax write-off


Guten Tag! My name is Jae Jae. I work for Lattice Walk in Europe. Today, I'm going to show you Ember Pro. Ember Pro is edge computing solution to host the next cloud at home office. Easy for everyone. How to do so, I will show you later in three steps. First, I show you the Ember Pro product design. It's a tanky solution with a darker building. Very easy to set up. Supporting multiple data security protocol. Has a two hard disk building, supporting the red one. And also has a powerful networking, not only for LAN port, but also for AC wireless router. Here is a demo. I'm going to show you how easy to set up the next cloud in few minutes. First, you just need to find the Ember Pro. Which one you are going to install. For me, I got five. So you need to find which one you are going to install and then launch Ember Pro. Then you can create a new container and you can name your container. Next cloud for example. Then you can mount the folder. You want to connect to next cloud. Then the system will download the image from Docker Hub directly. It takes only few seconds. When it's downloaded, then you can see the system is creating the image for next cloud. It takes about one minute to do so. So during this time you can check other settings from Ember OS. You can see the local IP is already appointed by taking about 30 seconds to complete the procedures. So during this period, you can check the system. And also you can control which folder is connected to next cloud. Then you can see the local IP is ready. Click. Then you can see next cloud on your local network is ready to use. So the next step, if you want to access the next cloud outside your local network, then you need to set up public IP for them. If you know how to set up your local network and it's fine, but if you don't know how to set up the local network, it can be dangerous. And we provide a very easy solution for any users. So it's a hassle free. You don't need to change your local network setting. You don't need to set up a NCP DMZ DNS and then even pull forwarding. Then we create the secure tunnels for user to connect to access next cloud from anywhere. So here's a demo showing you how to get the puppy URL in a few minutes. Actually for this demo, only one minute. Less than one minute. First you just need to enable your Ember anywhere free trial. Then you can click edit to define the host name of your Ember.cloud. Then only few seconds. Then you got the puppy URL ready. Then click. Then your next cloud is ready to use. And you can find anywhere. Here's another demo showing you we are already host the next cloud on our local Ember in our headquarter. And then this demo showing you we can host the next conference call for more than 10% across the globe from EU, Asia and USA. So if you have next cloud installed on Ember, easy by any user, but then they still need support from the experts. Then we create the gesture features a support anywhere to provide to allow our partner to provide a service from remote. It's a permission-based remote access with a tracking. We enable our partner to provide service to any size of the company. Even smaller company you can use just a service to provide your text tapping call support for them. And we care a lot for the privacy. So the end user data will not be assessed by the engineers. Here's a dashboard view for the support anywhere. So we provide a login portal for our partner to log in. Then the partner can assess the log history to provide a service. And then we care a lot for the privacy so the partner cannot see local data. So here's a summarize. So our Ember Pro allows any user to host the next cloud at home office easily. And then with the Ember anywhere, we can create a secure tunnel to assess your next cloud at home office from anywhere. And then our support anywhere provide our partner to grow their business by providing the support to any customers. Yeah, so we can check more details from our website. And then you can use the next cloud 2020 as a promote code to get the 20% discount. Thank you. Bye bye.


We know the options are Clarke Schmidt and Domingo Hermann. They were battling for the four and five spot. What are the options behind those two? Oh, yeah, it gets a little murky there. And obviously you're not looking at a long outing or a long time out here for Rodin, which is the good news. They feel like it's mild and he should be able to come back sometime in April. But yeah, beyond Hermann and Schmidt, I think you're looking at Davy Garcia, probably as your next man up there. What's your read on him so far this spring training? How has he looked, Brian? The stuff seems to be there to me, just the amateur eye watching. So I think he can work his way back in there where he could make some starts for this Yankees team. I think that if you're looking at him as your number six or number seven starter, then that's pretty good. And I think he would respond well to that opportunity if he gets it, if the Yankees need him to come up and maybe start the second game or double header, he could be that guy who comes to New York, does that and then goes back to AAA.


Hello, Kevin. How are you? I'm blessed and grateful. How are you? I am well. What do you got for me? Fantastic. Well, I'm an international supermodel. I'm 22 years old. And I just came out with a song. Insider wrote about it. And I want millions because I think I'm responsible to handle the money. So I'm looking for a responsible man.  And you want what?  OK. What does your father do for a living? My father is a pastor. OK. What does your father say about this? Well, he loves me very much. He doesn't know about your world he wants. He wants me to marry a good man. No, no, no. I said the world he wants. Because you're international. Because what you said, young lady, is I'm an international supermodel. And I've made this song. And I want a man with millions. And hey, I make no judgment. That's world. And I think it's kind of unusual for a pastor's daughter to not understand that that's worldly. I'm not judging you just to say that it's worldly. Well, you see, Kevin. I come from inner poverty. And I wasn't raised with much. But after my international travels, I see what I deserve in my life. Deserve, do you? Deserve. Yes. Tell me why you deserve what somebody else has. I never said that. Well, tell me what you deserve. I deserve money because I'm intelligent. So every intelligent person, are you a member of Mensa? What's Mensa? The Society for Genius-Leveled Intellects. Oh, well, I've never heard of this. Right. So let's just follow your line of thought. Intelligent people deserve money. Like me, I believe. No, no, no, no. You said you deserve money because you're intelligent. Yes, I believe I can handle money. OK, what's the most money you've ever earned? My Mad Cosmetics campaign. In 2019, I was paid $20,000. OK. And where is that money at right now? Well, I invested some of it. And I spent some of it. Right. So in 2019, you got $20,000 in the lump sum payment. Correct. Tell me about the rate of return you've received in the last years. The rate of return? Well, I'm not going to lie. I'm not that financially literate, but. But, ma'am, now, OK, I get that this is your moment to shine, but you're sounding kind of crazy. So I'm hoping you're an actress. I'm hoping you're an actress because this isn't looking to me. I should be. Well, but the thing here, but here's the thing. I'm taking this. And are you 22? Yes, sir. All right. Life isn't a joke, young lady. Did I say it was? Now, see, this is where we don't go. Why? Because I'm sad. No, no, no. Let me make you real clear. This is where we don't go. I have not insulted you. And I will bid you a good night because I don't need you. Oh, Kevin. No, no, no, no, don't. Well, goodbye, then. I don't need you. Of course not. You know what? Guys, look at what you just saw. That is a diluted woman. Her matte cosmetics deal. We know you didn't have a better dental deal. We know that. I deserve millions. That's what's going on. That's what's going on. That's what's going on up in here. And see for you ladies who think that maybe she was just trolling or joking, no. Well, you just took her the video down and just looked at what she said. That's the sentiment of a lot of women today. They feel like they deserve somebody else's stuff. Now, let's just assume what she said was true. I deserve money because I'm intelligent. You notice every question I asked her.  But at the end of the day, you come from a pastor. Young lady, you're going to have a lot of troubles out here. What if you just say, she's for the streets?


And then here's a regular spool. That's from number four. We've seen those and then here's this This was in I believe in number it was in either a number five or number four and It is a I don't know what I'm gonna call it It's not serrated. It's kind of spoolie. It's a little mush for me and that the The Cuts are curved. I was detecting some type of strange pin in there, but Not very severe. It looks like it's Five or ten thousandths difference, but it's enough to cause you grief. So anyway, we found a cool pin and Found some interesting bottom pins This is Alex again with the free cow You're a thumb-turn cylinder which I am now going to Attempt to disassemble because I'm curious about the Pins and it has been a while since I Last disassembled a or attempted to disassemble a euro cylinder Okay, so I just removed a little Set screw that can handle off Now it's not entirely clear how this comes out. I suspect when I remove the circlip. I'll find out So I've got my trusty circlip pliers shove them Yeah, there all right Circlip that It's hoping that this might Disassemble there's seems to be like a pin in there, but it's not immediately obvious how you would Get it out Well, this has turned into a significant at the Plug part way out and now it's completely stuck. So I've drilled a little retaining pin out of Chamber number five and what I did is I used a whatever the drill sizes used for a 440 screw. So it's a number 43 drill bit and then I ran a 440 tap in Grabbed on to the little Thank what was left of the little thing and withdrew it.    This didn't it just had Pins are a little bits of brass pin So what I did was I went through and I tapped this and it had this happened to be on this euro this happened to fit a 632 tap Just perfectly. I think the American locks what I've read is that they want eight eight thirty twos Size eight screws. I didn't have the proper bunk screws But I do have I made some little ones out of some other screws that I have I'll just uh, when I I'll just reassemble the lock. I'll put these back in and And that's that I have to shorten them a little bit, but that's kind of a cool tip That was a bloody disaster getting that thing apart And I think what was happening is that the top pin I can see the top pins were getting jammed in This little area clever little notch right there. So I needed to have this thing turned more than I did So lesson learned So anyhow Yeah, so Brickow picked So somewhat destroyed and hopefully soon to be reassembled this Alex have fun and keep it legal. Cheers


I tell you what, it's been a great day. This is seriously one of the biggest crowds I think we've seen downtown for a Christmas parade in a long time and a lot more participation, which we're glad to see. The weather has been about 65 degrees, you can't already beat that, so it helps the matter as well.


Hello everybody, HoodedCobraCommander788 here, and this is a very quick look at version two of GI Joe's Commando code name Snake Eyes, this version from 1985. Now the second version of Snake Eyes really takes the same basic idea from the first version of Snake Eyes, which is a commando dressed all in black and adds a ton of details and some really amazing accessories. He comes with his signature Uzi, this version of his Uzi looks a lot like the one that came with version one of Snake Eyes, but it is slightly different. He also comes with a backpack and a sword which can be stored on the backpack, that's very cool, and of course he comes with his pet wolf Timber. This version of Snake Eyes according to the file card is a ninja, so he has a lot of back story, especially rooted in the GI Joe comic book, and I have already reviewed this version of Snake Eyes, but this is one that I may eventually redo, I may do a new review of him, I think this one deserves a second look. But for now that's just a quick look at version two of Snake Eyes, I hope you enjoyed it, and keep an eye on this channel for full GI Joe toy reviews coming up, thanks for watching and I'll see you next time.


I think it's just about being mindful that, you know, lots of young people might be experiencing difficulties, they might not necessarily talk to people. Some of the research that we've done recently where we've been asking young people who have anxiety problems or depression, and it's clear that often they do worry about upsetting other people, burdening them, they feel embarrassed. And that sometimes is a barrier to getting help. So I think it's really about providing opportunities for young people to talk to you If you notice anything you think is out of the ordinary or suggests that that person is experiencing any kind of difficulties, listening to them in a really open, non-judgmental way, not over reassuring them or telling them, don't be silly, that won't happen, it's really about listening to them, and then I think facilitating some kind of help and support, if that young person wants to get that.


Psychosis is one of the rarer mental health problems, but it can have a huge impact on the person and those around them. Talking about psychosis is difficult because the language has changed a lot over the years. A simple but useful way to think about it is that psychosis is when someone's perceptions are altered to the point where it is causing distress to the person and impacting on their ability to function in everyday life. We all have experiences when our perception is altered from time to time. Perhaps you think you recognize someone in the street, but then you realize it is not who you thought it was. Or maybe you hear your name being called, but there is no one there. Or maybe that odd feeling we call deja vu, which is the feeling like you've already experienced something before. Psychosis is an extreme version of this, where perceptions and reality are altered and it can be a very frightening experience. Our mind is very interesting and there are so many things we don't understand about how it works. And when it comes to psychosis and psychotic disorders, this is one area where even the professionals are quite stumped as to exactly what is going on. Everyone who experiences a psychotic disorder will experience it very differently and in this module we will discuss what those symptoms are and the different types of psychosis. A significant symptom of psychosis is having unusual perceptual experiences that used to be referred to as hallucinations and are described as seeing, hearing, tasting or feeling something that isn't there. However, to the person experiencing it, it is very real and very much there. In fact, telling a person that is experiencing something like this that it isn't there can be quite disrespectful as it totally negates their experience. So instead, the current trend is to refer to this experience as unusual perceptual experiences or simply seeing, hearing or feeling things that other people can't or don't. The next symptom is having unusual beliefs. These used to be called delusions, which were described as fixed false beliefs. But beliefs are different for every person, so when a person has a different belief, to say it is false is again not respecting the person's view of the world. So instead, we now talk about unusual beliefs. So the person has some beliefs that the majority of the population where they live does not. These unusual beliefs usually fall into two categories. Firstly, grandeur that is believing that I am someone of high status or very well known. For example, it could be that I am the next prime minister or president, that I am Elvis Presley reincarnated or Jesus Christ. There are often religious undertones to the beliefs, but they seem to be dependent on the religious background of the person. For example, a Christian person would be more likely to believe they are Jesus or the Virgin Mary, whereas a Buddhist would be more likely to believe they are Buddha. The other type of unusual belief is one about persecution, the belief that someone or something is out to get me or someone close to me. For example, that the police have tapped my phone, that the CIA is spying on me, the neighbors or my colleagues are talking about me, or that aliens can read my mind, or any combination of those. These type of beliefs are usually much more distressing for the person than the other type. Besides unusual perceptions and unusual beliefs, some of the other common signs and symptoms of a psychotic disorder developing include withdrawing socially, and that makes sense because it could be very difficult for the person to communicate with others if they are hearing lots of voices. Next is an apparent lack of motivation. Again, this can be because the person is so busy dealing with everything going on for them that it can take a huge effort to engage in other activities. Lastly, a blunted or inappropriate expression. They may laugh when you say something sad, or simply show very little expression at all. Psychosis is usually episodic, so it can come and go over time. There seems to be a build-up period which can vary from being a few days to a few months, depending on the person, then an acute episode, and then a recovery period. Some people might have a psychotic episode fairly frequently, whereas others may go months or even years between episodes. It's worth noting, too, that some people will have a psychotic episode once in their life and never again. Usually psychotic episodes happen in times when the person is under more stress than usual. Remember, for these experiences to be considered as a mental disorder, they have to have a negative impact on the person's life. So, for example, if someone hears voices that other people can't, but they are not distressed by it, and it doesn't impact negatively on their life, then it's not a problem. For example, many psychics hear voices, and in many cultures it is completely appropriate to see or hear people who have passed on. These things are not considered a mental disorder. What are the different types of psychosis? Probably the most well-known psychotic disorder is schizophrenia. It doesn't mean split personality as is commonly thought, but instead it is more about the disorganization and disjointedness of thoughts. Someone diagnosed with schizophrenia is likely to experience many of the signs and symptoms we spoke about, but they won't necessarily have them all. It is very different for different people. Besides schizophrenia, some of the other types of psychotic disorders are schizoaffective disorder, which is a combination of schizophrenia and depression, and drug-induced psychosis. This is where the symptoms are clearly brought on by some kind of drug, including both illegal drugs and legal ones. For example, you might know someone who has had a bad reaction to an anesthetic or a painkiller after having an operation. What causes psychosis and how do we treat it? Apart from a drug-induced psychosis, we really don't know what causes psychosis for people, but we do know that. Genetics may be involved. While we understand cannabis does not cause psychosis, there may be some link with smoking cannabis that we don't fully understand. And a psychotic episode is usually experienced during a period of high stress. The treatment for psychotic disorders tends to be medication, although this doesn't necessarily treat the disorder, but it can take the edge off the symptoms, making it easier for the person to cope. Having said that, it is possible to fully recover from a psychotic disorder. In fact, longitudinal studies conducted around the world over the last 100 years have repeatedly shown that on average about 60% of people with a severe psychotic disorder will recover to the degree that they no longer experience the symptoms of mental disorder. And in some countries around the world, there are even higher success rates using a form of counseling therapy called open dialogue.