Live from the FIA Barcelona Grand Villa Compensator in Barcelona, Spain, it's The Cube at HP Discover Barcelona 2014. Brought to you by headline sponsor HP. Okay, guys, to get this show on the road, I want to introduce to you our host, Chris. Chris Johnson-Heads, storage for EMEA. He's got a few words of welcome and then we are on with the festivities. Chris, take it away. Thanks, Craig. Hi, everybody, and welcome to the best storage lineup in the world. Okay, thank you. This is, I think, the fourth Discover that I've attended and it's never been better. We've got a few announcements to make, which the guys are going to do in a second. I just wanted to raise one point, which is really a moment of significant pride for me and should be for us. 3PAR is now the best-selling platform of any platform in the storage industry in EMEA. 3PAR is the number one. And we've talked about that for the last four years at Discover. We made it. So this is just the start, folks. It's going to get better and better and better for HP Storage. So with that said, I don't want to spend too much more time and hand over now to Craig Nunes. Okay, Pat. Pat, come on up here. So one big introduction. I'm sure all of you know David Scott, the general manager of the HP Storage Division. I'm Craig and this is my partner in crime, Pat. Hello, everyone. Wow, he has a good mic voice. So here's what we're going to do. We have a big unveil to get done. We are big on audience participation and we reward good audience with swag, right? And we have some pretty nice giveaways actually right at the conclusion of our ceremony and a little hint. It is yellow, okay? And we've got the big unveils. So with that, why don't we get started, Pat, over to you. Absolutely. We have some amazing announcements today that we talked about for Converged Storage from HP. They're going to blow your mind if you weren't in the keynote today. So who wants a hyperconverged platform that's going to give you from power on to provisioning of VMs in less than 15 minutes? Who wants that? All right. Who wants to do that from a single UI? Who out there? Who's out there? And who wants to have that with better data services than startups like Newtonix and SimpliVity? Who does? All right. So that, my friends, is our hyperconverged store virtual system, the CS200. And we'll have Chris do the honors here and cut the ribbon. Let's get some big applause. Hyperconverged. All right. Craig, tell them what we got. Okay. Who wants a single-click approach to backing up three-par base VMs? Come on. Who wants an approach that does not rely on backup gurus or extra backup software? This guy does, right here. Be generous. Be generous. Oh, we'll be very generous. Who wants a way to protect virtualization data that's 17 times faster than traditional approaches? Okay. That, my friends, is three-par flat backup powered by StoreOnce Recovery Manager Central. David, over to you to do the honors. Let's hear some applause for Recovery Manager Central, folks. Nice. All right. And last but certainly not the least, who loves all flash arrays? I do. I know I do. Raise your hand. Who wants that all-flash array, not only with block but with file services and object? Over here. Who wants that system to be two times easier to manage in provision than your traditional storage? Let's hear some applause. Who wants some shirts? And best of all, who wants to be able to get that off that old EMC equipment that you have lying around on your floor? David, for the first time in public, our 7440C three-par converged flash array. Can you do the honors, please? All right. Let's give it up. Here, we'd love to walk away with something shiny and yellow. Anybody? Actually, we're talking about Roar speakers. We've got five of these guys to give away. Do we have, does everybody have like a ticket or something? Yeah, if you have these tickets and you haven't brought it up yet, that means you cannot win a cool speaker. Get a ticket.  All right. Because we're going to start picking winners. Okay. Come on up. Let's do the honors. Now, when we call your number, please see Sharon over at the guru bar for your prize. Okay. All right. First winner, ticket number 81. Oh, yeah, right here, this guy. You need to go over there and sign your life away and we'll charge you some taxes and we're good to go. Next up. Ticket number 1, 1, 3. Step right over to the guru bar. Next up. Our next lucky winner, ticket number 125, 125. Do we have a winner? Yes, right over here. Excellent. Two more left. That's a good one. Okay. Ticket number 1, 6, 1, 161. Lucky one, 61. Going once, going twice, gone. New ticket number. Ticket number 6, 9, 5. Oh, we have a winner. All right. All right, folks. Last ticket number here, you can use this speaker to listen to your favorite tunes, your favorite SVP podcast on how to sell 3-par. The ticket number is 820. 820. All right, last winner. Let's give it up. You can go right over here and claim your prize. Now, before everyone leaves, a quick toast. David, why don't you join us? Chris, please join us. Here you go. Pat, here you go. I will drink from my microphone. A great discover to a simpler approach to storage, to flashier storage and a flatter backup. Cheers.


Coming to you from RGIS Studios, I am Anitia Antoine and this is your Mayday News Brief. The Government of St Lucia has received technical assistance from the United Nations Economic Commission for Latin America and the Caribbean Air Clerk to support the development of the National Gender Policy Statement and Strategy and the management of gender data in St Lucia. With the help of Air Clerk, the Department of Gender Relations recently held two workshops to help in these processes. Acting Director of Gender Relations, Janey Joseph, explained the importance of data analytics in policy formation. According to Air Clerk's Associate Social Affairs Officer, the technical assistance activities will improve the resource capacity of the Department of Gender Relations and specifically contribute to assist the Government of St Lucia in mainstreaming gender in national planning, policies and data, and by so doing, help the country to meet its commitments to the original gender agenda and related frameworks. St Lucia will present for the first time its voluntary national review, VNR, on the implementation of the 2030 Agenda for Sustainable Development at the High-Level Political Forum on Sustainable Development, HLPF, in July 2019 under the theme Empowering People and Ensuring Inclusiveness and Equality. The Government of St Lucia has received a note of approval from an integral social partner for its efforts in securing new markets for the banana sector. The National Workers Union, in an issued statement this week, applauded the Government's delegation that travelled recently to the United Kingdom in search of new markets for St Lucia bananas. The trip culminated in some major wins for the banana sector, however, farmers have been encouraged to play their part in ensuring the success. This has been your midday news brief. Thank you for watching.


Welcome everyone. We're delighted to welcome you to this Jenkins online meetup. I'm Mark Waite and the Jenkins project is delighted to host a session today with Liam Newman presenting for us the Jenkins Enhancement Proposal Process, JEP. So we're going to host this session through Hangouts on Air. We're delighted to have you with us. Questions can be asked through the internet relay chat system. Please use the Jenkins CI channel and talk with us, prefix your text with J-O-M. We're glad to have you here. Liam, how about you take us off? Let's talk about JEP. Cool. Oh yeah, and usually I'm the one doing the hostings. It's a little weird for me, but I'll do my best today. Oh, and you can find the information for how to get to IRC if you don't know how already in the description of the video down below. So anyways, thank you Mark. Well, it's morning for me. Hello everyone. I'm going to talk today about the Jenkins Enhancement Proposal Process and how we will improve Jenkins together. If I can get my presentation, there it is. I'm Liam Newman. I'm Bitwise Man on Twitter, Bitwise Man on GitHub, and also you can find me on Gmail. I'm a Jenkins technical evangelist at CloudBees. Jenkins contributor, CI, CD advocate. I'm a JEP editor and a co-sponsor actually of JEP 1 along with R. Tyler. And we'll find out what those last two mean in just a minute as we go through this presentation. What we'll do today is we're going to talk about this new process called the Jenkins Enhancement Proposal Process. It's nine, ten months old now. It took us a while to get it off the ground and get through some early errations. And we'll go over what it is, why it was created, who should use it, how it works, when to use it, when not to use it, and where to get more information. The things that we won't cover in this talk is really like an in-depth discussion of all the details of JEP and the JEP process. It's not super complex. We'll easily make it through the overview in this hour. But there are some corner cases and some things that you'll want to know that you'll need to go and actually read the JEP description, the specification document about it so that you can get a sense of those things. But I think by the time we're done here, everyone will have a good overview of how this works. In-depth burst, I'll define some roles and terms and should go pretty smoothly, I think. So first, of course, what is JEP? JEP is the Jenkins Enhancement... A JEP, when we speak of A JEP, we're speaking of a Jenkins Enhancement Proposal, which is a design document that describes any aspect or new feature related to Jenkins. So it'll describe the motivation for the change, proposes a new feature, describes the motivation for it, and provides an overall specification that's sufficiently detailed for anyone reading it to have a good understanding of how the new guideline or process or feature works. It collects community input on an issue and also discusses the reasoning behind design choices. Now, it's really not intended to replace things like email discussions or anything else. It's more meant to give people an overview. And then the JEP process, when we talk about the JEP process as a whole, it's the process by which JEPs are created, submitted, reviewed, finalized, and then maintained once they're done. And actually, the JEP process is the first JEP. It's JEP 1. So the first JEP that we did, we used the JEP process to create that JEP. And the point of this is to have one agreed-upon process for proposing major new features, collecting community input, and documenting the design decisions that have gone into Jenkins. The JEP process is based on the Python PEP process pretty heavily. The imitation is the sincerest form of flattery, right? So thank you to Python for their work there. And I want to mention right now, the process as a whole is generally consensus-driven. When we talk about consensus, what we mean is general agreement. There's a lot of information you can get on consensus decision-making. Wikipedia, I went up there and grabbed their description for this. The key items, the key characteristics of consensus-driven decision-making are that it's agreement-seeking, that we're looking to find an overall agreement of the people participating. It's collaborative. Participants are... Everyone contributes. Everyone gets in and shares the load of making the decision. It's not a voting or a debate. It's not a one-way process. It's not Fight Club. It's, hey, let's all get together and work together on this. It's egalitarian. Everyone's voice is heard and given even weight in terms of, okay, let's evaluate what you've said and work together towards this. It's inclusive. And it believes that basically as many stakeholders as possible should be involved in consensus, and that will produce a better result. And it's participatory, which is to say that everyone... Not only does everyone contribute, but also everyone is invited to contribute. Please come, exactly. So as I said, the main characteristics of the JEP process are that it's consensus-driven. It's intended to happen in tandem with implementation. It's very agile-friendly. You could do it as waterfall, but it works just as well in an agile model. In fact, it works, I would say better, because you start doing the JEP and then you... and the implementation, they sort of work in tandem. It's opt-in. You don't have to use it. If you are just working on your own plugin or working on your own part that you don't really want to invite others to be part of, you don't have to use it. And the idea is that it produces clear and understandable, bite-sized design documents and gives us a consistent process for doing that. So having said that the process is consensus-driven, we do have at least an out.  We just shorten it to that because it's a note. I don't want to say that all the time. And that person is the one that acts as the trusted decision-maker when a unilateral decision is needed. So as a JEP is going through certain parts of the process, the BDFL will review JEPs or designate others to review JEPs. And they resolve any disputes or arguments. Obviously, we're trying not to have those, but if that's what happens, they can be asked to take action to resolve those. Any disputes that can't be resolved through consensus. And finally, they also refrain from using that power as much as possible and leave it to the community to manage themselves. So Liam, if there's something that is so controversial that it needs resolution by the BDFL, are there common examples of that? Things that I assume controversy is okay. It's okay for us to disagree with each other. Are there places where you've seen that happen, where the BDFL had to get involved and say, no, we're doing this or that? I have seen one where the BDFL actually, he was acting as a reviewer though. So I wouldn't say that we've actually run into a dispute where people were at such disagreement that a BDFL level decision had to be made. In the case that I'm thinking of, Koski was the reviewer on the JEP that I'm thinking of, and what he did was he said, okay, this is what needs to happen. But that would have been something that anyone, even any reviewer of that JEP, if there had been a BDFL delegate that was reviewing it. So I guess that's the level of choice, yeah. So we've had a few, but they haven't been as extreme as like, we just can't agree. It was more like, well, we're not quite finding a good path here. Please point us in the right direction. Thank you. Yeah. So let me talk for a minute about the parts of a JEP. There's a required set of the design of the JEP, specifies that we should have a minimum set of, a certain set of sections that you have to have. There's, I think, 10 of them overall. But I don't want to spend too much time on the details of that, but let me give you at least a few highlights. The JEP will include an abstract, which is like the elevator pitch for the new feature or process. It'll include a specification, which says, here's how the thing works. Here's all the details. Here's the APIs that we've implemented. Here's the, or describes the process that it's being proposed. It says how it's going to work. Maybe have a rollout plan if that's needed, that kind of thing. There'll be a motivation section, which will talk about the why, why is this needed, how are things before this JEP was proposed, where what are we trying to solve, all of that. And it'll also have a reasoning section, which is where we'll document the design choices that were made, but generally what the why of the specification or the other reasons, or the other design choices that were considered, but rejected. So it takes a little bit of practice to kind of figure out where certain different information goes. But that minimum set actually is, once you get the hang of it, it's pretty clear. There's other, sorry, what? Liam, does the, then motivation describes sort of the positive sense, this is why we're doing it, and reasoning is the things which we've evaluated and decided not to do, or the further support on why we did it this way? Yeah, exactly. It's just general. So the point here is that when someone reads the specification, they should be able to read it as, this is what we're doing. This is, this is, bam, there it is. I don't have to, we're not going to, I'm not going to, if I'm reading the specification section, I'm reading what is actually in the design and nothing else, right? If I am reading the specification, I go, huh, why'd they do that? I'd go down to the reasoning section, and that would be most likely where I'd find. Yeah, so when we decided to, for example, if it was the green balls plug-in, it's like the reason we decided to make the green, the balls green is because we also, you know, that we considered other colors, we considered allowing people to choose, you know, set their own color, but that was out of scope, that kind of thing, right? Oh, yeah, speaking of the green balls plug-in, let me go back. And so like if we use that as the example, the abstract would say, you know, this plug-in changes the color of a successful build indicator from blue to green, that's your abstract, boom. Specification for green balls would actually be pretty short, but you could have more information about how it does it or, you know, what it, but it would, for example, might say this plug-in uses the standard Jenkins plug-in APIs to change the color of a successful build indicator from blue to green, it uses this color of green, it, you know, et cetera, it would sort of lay out what it does. And the motivation, for example, would be many Jenkins users do not feel blue as a strong enough indicator of success, right? That would be, so we chose to make a green balls plug-in. That would be an example of these four sections, and then there's other sections that include backward compatibility, how backward compatibility is going to be handled, any infrastructure changes, how testing's performed, security considerations, and then links to the prototype implementation as it's happening, if that's happening in parallel with or later on, and then also references which would point to any discussions that happen, that happened in email or on other channels and that people can go. So the reasoning would not actually include like all of the, you know, discussion threads from email. Those would be linked to and references. But perhaps some sort of summary of like, okay, here's what we considered and here's why we chose to go the way we did would go into the reasoning. Thank you. Yeah. Oh, and finally, all of this is actually also covered in a template that we've made. So when you go to CreatorJap, you can go and grab the template and edit from there and the template actually also includes instructions on what goes in what section. So why, Jeff, why are we adding process to a project is not what I would prefer to do, but where we came from, where Jenkins started, we had changes driven by a small number of, you know, small independent groups of individuals that we had no formal process. If you look back in Jenkins history, design documents are pretty rare. And when people have come in to the Jenkins user mailing list or IRC or even on or the JIRA or any of the other ways that you interact with the project and they're like, okay, so I'd like to contribute to this area or I'm interested in this or I use this and I want to help. How do I, you know, where do I find the design information? The responses often read this epic PR thread and that's how we designed it or read the code or read this email or read this JIRA thread or read all of these and then you'll know what we did and why we did it. And that can be really daunting, right? When you get into this area, it also means that it's hard to see what's being worked on and generally this means there's a high barrier to understanding and participation. So JEP takes us into the future. It takes us into the size of the project that Jenkins has become. It gives us a clear, as I said earlier, clear understandable and bite-sized design documents. It gives us a consistent process that we went through the same consensus-driven process to create this process. And so we've gathered a lot of information. There's a lot of things mentioned in the reasoning section of JEP 1 about, okay, we considered this, we thought about that, but here's how we went with this. And generally it's open and inclusive and gives us less chaos and more productivity and it will let us have larger groups of people work together including larger organizations be able to come in and say when we have groups of people or a larger organization say, well, how can we participate? We can say, well, here's how you can propose changes and interact with the community and come in and work through processes with us. We have an index of all of the JEPs at that URL and that's kept up to date as we make changes and that gives us the list of the JEPs and then their status and who's responsible for them. So the question then is who should use this? Anyone. Anyone and everyone, actually. Anyone can contribute. We encourage everyone to contribute. Be part of the discussions and also anyone with a new idea for Jenkins, anyone with a new idea for improving Jenkins can say, hey, I'd like to participate in this process and come in and work through it. Which brings us to the question of when do you do it and when don't you do it? Generally speaking, so far what I've seen people say is basically if someone, there'll be a discussion going on on the mailing list at this point, generally the developer mailing list and people will say, eventually at a certain way through there's been some discussion back and forth and someone will go, we probably need a JEP for this which is fantastic for every time someone says yes. That's exactly right. Basically when an issue is complex or broad enough that it requires collaborating and consensus building and basically if you feel like you or a future you might appreciate a design document that's when you'll need a JEP. Simple or small changes, not so much. You don't need a JEP for, hey, I've found a bug in this thing, I want to fix it. Go ahead and do that. Anything that you would perform in the normal development process, just a single PR generally doesn't need a JEP but basically it's when you start getting beyond just your own area, you want to bring more people in or make sure that you're working in a consensus way, that's what you do. Of course, do I have to create a JEP? No, but these days for any feature or idea of significant size, it's worth considering at least. Thanks. Liam, Tyler makes a good point in the IRC that the JEP and NodeJEP simple and small changes might in fact mean a small change across many places and that probably justifies a JEP. For me, the boundary, I think as you're describing, if it's inside one plug-in, it's probably not worth a JEP but as soon as it starts touching multiple people or multiple places or multiple plug-ins it may be time to, that's a good time to consider is this a Jenkins enhancement proposal topic?  I would say though that you could have one plug-in that you decided, hey, I want to make this plug-in, I want to support Kubernetes and Jenkins. No, that's not going to do that. That's too big. I want to support my particular testing framework within Jenkins, let's say. And if you wanted to just work on that on your own and you weren't worried about whether or not you were going to collaborate with other people in the Jenkins project, then yeah, you wouldn't need a JEP. But if you were, hey, I've got this testing framework I want to implement for, but I want to make sure that I'm doing it in a design, the design I'm using is good and agreed upon for Jenkins and also I'd like collaborators to kind of help me with it or I want to bring other people in. It's basically when you want to bring more than more people in to work on it and collaborate. Good. So there's one that Jesse Glick just raised in the Internet Relay Chat system about the use UTF-8 for pipeline build logs JEP that was proposed. And the question was, should that be, should, is that JEP level thing? And my mind was, hey, something as big as changing character set across things, that was certainly worthy of a JEP. But what's your feeling on it? So this was, the proposal was JEP 206, use UTF-8 for pipeline build logs. Yeah, that would definitely make sense and I'm glad that he did that because in some cases it's a matter of, okay, I think this is the right way to go. There's enough of a change. It might be controversial. There might be some back and forth. And even if there isn't, it means that having done the JEP means that if someone comes in a year from now or whenever and says, why did they do this? Or why did they make this change? They can go back and look at the JEP and someone can say, hey, look at the JEP. And that is the one, it's a design document. It's the one place and they can go and read. Oh yeah, we had this motivation. These discussions occurred. And this is the way that we decided to roll it out. And just basically it's, in that case, I feel like it's due diligence. Okay, I've asked for feedback. I've gathered feedback. I've done the process as we understand it. And made sure to include people. So it's feeling to me like I'm probably currently more biased towards not creating a JEP than I should be. And if I'm feeling that way, probably others have the same pattern that they might consider. If you think, should I or should I not create a JEP? Think very carefully. You probably should create a JEP. I would lean towards yes, but that's my bias, of course. And the final point I'll make on this is, a lot of people, it's very common for people not to want to stop what they're doing and write things down. I'm like, no, I'll just go do it. I'll write the code, it'll be cool. But having the reason why we have this process is to keep everyone on the same page as it were. Thank you. Thanks for that clarity. So finally, having gotten this far, let's talk about how this works. Well, it's basically just a series of states from submitting a JEP. The JEP will become a draft. It'll get reviewed. It'll then be accepted and then finalized. So that, okay, we're done. I'm going. No, mic drop. No. So to start with, you have an idea. Someone has an idea for improving Jenkins. So that's someone, they have an idea for a new feature. And they start by emailing the Jenkins CI dev list and asking the community, hey, I've got this idea. What do you think? From the moment they send that email or even before they can start doing prototyping, beginning implementing stuff. And as they're doing that prototyping and they have the email out to the community, they'll gather some initial feedback. Given some general positive response, they'll move on from there to submitting a JEP. You know, in the process of that, someone will say, ah, you probably want a JEP for this. As part of that initial discussion, you'll need to pick a sponsor for the potential JEP and maybe pick a BDFL delegate, which will be someone who's an expert in the area that this JEP is going to be in, and they'll review the JEP when it reaches a certain level of maturity. So let's talk about sponsor for a second. I've used that term a couple of times now. The sponsor is the leader of a JEP. They are the primary consensus builder. They are responsible for the JEP in Toto and the state of the JEP and that it represents, ensuring that it represents the consensus of the community. The document dissenting opinions, they might coordinate contributors' work and they ensure that it's in the right style, has good quality, and they'll maintain the JEP after it's finalized. If there's any tweaks or edits or changes later on, they'll be the ones to do that. They're not necessarily the primary implementer of the feature in question. You can be the sponsor and write no code. You can be the sponsor and also not really write the JEP. The majority of the JEP could be written by other contributors. The sponsor would be more like the program manager, kind of person to make sure that everything is moving as smoothly as possible and that everyone's voice is being heard and documented and included. So from that early discussion and early implementation, someone said, hey, you should put up a JEP for this. So the sponsor will now submit that JEP. They'll create a JEP document. It'll be an ASCII doc, the template, as I mentioned. That JEP will link to supporting documentation discussion. It'll link to the prototype implementation. If there is implementation, it's going to be done there. And then they will submit that JEP for approval as draft by the JEP editors. The key thing to keep in mind here, this is an initial conformance check. It's not a design review. So when you put this up, you may feel like, oh, this is something that you want to do early. So that, okay, here it is. Here's the basic structure. Here's the overall early design choices that we've made and that'll move the JEP into a draft state. This should maybe take one to two days at most. Early discussion could go on for a week or so. I didn't actually mention that in the previous one, my apologies. So, Liam, is the mechanism that transmits this to the JEP editors a pull request to the JEP repository or is it something else? Yeah, it's a pull request. That's right. It's submitted as a pull request. Yeah. And this is really just the, as I said, the submission for approval as draft is the JEP editors will just do an initial conformance check. And actually, I'll talk about that next here. One sec. Hey, come back. There it is.  There's five of us right now who administer the process. It's a very, you know, sort of editor. Oh, I'm on an editor. It's the least glamorous job of this process. We're just process administrators for the JEP process. So when someone submits a JEP for approval as draft, we'll check that it has all of the sections in it that, you know, generally it has complete sentences and it has, you know, the right, you know, the right format overall will assign the JEP number to it and we perform other administrative tasks like merging PRs, other people's PRs once they say, hey, yeah, this is good. So that initial submission, we say, okay, here's all that has all the sections. It has a reasonable start to the design and has a sponsor and hopefully a BDFL delegate who will review it later on. And then the JEP, we come in draft. At that point, the JEP sort of goes into a cycle here. The sponsor or contributors will gather feedback, modify their design based on that feedback, record the reasons for the design decisions, record the differing views, you know, if there was controversy of any sort, they'll put that in the reasoning section and they'll modify the implementation to match the design and then repeat that. Just kind of continue that sort of cycle of design, modify, feedback, repeat and so on and so forth. Liam, along this line, Jesse Glick asked in the Internet Relay chat if we need to have a reference implementation, maybe flawed, incomplete, et cetera, to file a draft or can we file a draft even without yet having a reference implementation? Could a draft be filed for something that is still in a conceptual stage and hasn't yet got even a skeleton implementation? So that's a little bit of a controversial question. There are people that are like, we should always have an implementation if there's going to be one, right? Some JEPs don't have implementation. They don't have code written for them. They don't have documents. There's a type of JEP that's informational or just like, hey, here's some information. We wanted to record it. Or there are process JEPs that are, okay, well, here's a new process for doing something. The JEP itself is the implementation. But for JEPs that do have implementation, you don't have to have one, but I would say that if you don't, you definitely need to have more design details sort of figured out to some degree because otherwise the problem is we don't want to have, we would prefer not to have JEPs created for things that, how would you call this? We don't want drive by JEPs. Like, hey, we should do this. Someone runs off. A JEP that is not, that doesn't have any implementation or any or sufficient design details probably would be like a bug. Like you would file that as like, we should do this. Or this is a, you know, that's more of a feature enhancement request and less of a proposal. A proposal in my mind, you would continue to participate in that. And so I would expect there to be at least some degree of energy having been put into, okay, this has enough interest. We're going to like, for example, if there were a discussion and there were five or six people that were like, oh yeah, this is really interesting. I'm really, you know, enthusiastic to work on this. Let's get a JEP going on it. I could be like, I could see how that would work. As an editor, I would not stop that from becoming a draft just because I would probably, as long as someone was like, yes, we haven't started the implementation, but we're going too shortly. Because I just want to make sure that people are involved like in a JEP. And the implementation sort of indicates a level of commitment and effort. Thank you. And Tyler in the Internet Relay Chat system noted as an example that Jenkins Essentials JEP came out initially without an implementation. And so, and then it was used to refine and evolve. So it's not a mandatory. And I think Jesse's got a good point that implementations are good and probably should be generally there, but not a mandatory. Right. Thank you. Okay. Let's repeat. As an editor, I wouldn't, as an editor checking for, checking a submission, I would not, I would not, I would go ahead and approve that. I would approve that, mostly because it still meets the conformance point there. It's like the point of that initial thing is to get to, of reaching draft to begin with is to have enough in there to meet the structures there. That also brings me to the other point here is that JEPs can stay in draft status for as long as necessary. So, and it's more of a description of the overall like state of the, of the JEP and not whether or not people think it's good or important or their enthusiasm about it. It's like, no, the design is still changing. We're going to keep this in draft state until the design levels off. Great. So, prefer to have an implementation not strictly required and you as an editor won't reject it if it's lacking in implementation. The process allows it. Thanks. Yeah. This, I, I, this is a little bit of a, like really do we need this? But yeah, it's important to note that everyone can be a contributor. I've said that before, but it's worth, I wanted to highlight it. Anyone who helps write, implement, discuss or offers feedback about a JEP is contributing to that. And, and everyone is, is encouraged to do so. If someone's looking at a JEP and they're like, oh, this, this, I think this should happen. This should, you know, we should change this design. They might send a mail on, on the dev list or they could just submit a PR directly and then have some discussion there. I, I'm a big fan of go ahead and be the change you want to see in the JEP.  That's how people contribute. When the design sort of settles down, when there's enough implementation and enough, enough work has been done on the implementation and the over, the JEP overall to feel that there's no further major changes to be made. That we, that the, all the, the design gotchas and other sort of questions have been resolved. At that point, the sponsor will, and then that, that, that point is up to the sponsor to sort of figure out and keep an eye on and decide. And when the sponsor decides that, they will submit the JEP for review. The, at that point, so the reviewer will verify that the, the JEP meets the criteria for acceptance. This is the, the, a completely different thing than approval is draft. This is the acceptance point, which is they'll, they'll verify that it provides a, and that improvement that it represents the consensus of the community, including documenting, you know, dissenting opinions and, and design choices and how they were made. The, they'll make sure that it clearly defines the scope of the features so that it doesn't like, well, we'll just keep, kind of keep going on the open, open-ended. The, it needs to describe a complete design and, as I said, addresses any major questions. And at that point, the, at this point, at the point of review, the implementation definitely needs to be far enough along to, for the reviewer to look at it and say, yes, I believe this ensures that the design had all, that the major design choices and decisions have been made. And that, I should say, that's, that may take, you know, a week or two for that review, depending on reviewer availability and when they have a chance to look at that. As I said before, a reviewer verifies the, the JEP meets the criteria for acceptance, and a reviewer is just our way of saying BDFL or BDFL delegate, rather than writing out that everywhere. That's, just so that we have a single word for talking about that. And a reviewer, though, can be anyone who has a sufficient technical expertise in the area and that, and a standing in the community for, for someone to say, you know, when the JEP is created, hey, will you be the BDFL, BDFL delegate, will you review this? That, that can be something that other people nominate you for, or if you would like to be the BDFL delegate for something, you can stand up and volunteer. But, so the, the role specifically here is either the BDFL or an assigned delegate from the BDFL. That's good. So that gives, that gives Kosuke the chance to be careful about who is allowed to review and accept JEPs. Exactly. Exactly. It also means that we don't have a single, a single, you know, a bottleneck or single point of failure for reviewing JEPs that, you know, that, that Kosuke can delegate the, the, and choose other people to, you know, paralyze that work. So once the JEP has been reviewed, it is, it will be set to accepted. It will become an accepted JEP. And at that point, there should be no further major design changes. The, the people, the contributors working on, on that proposal will, you know, continue to implement code or add documentation or deploy or do all the other things that are specified in the JEP. But, they're, at that point, we really expect there to be no further changes. At least not major changes to the JEP. And a JEP will remain in accepted state for as long as the implementation continues as long as it isn't the, isn't done. When it's finally done, the sponsor will say, okay, we're done. Please set this to final or active in the case of some JEPs. When all the implementation is complete, all the changes are incorporated and, you know, documented. Some, the JEP will become final. Some JEPs such as the JEP process become active because they're ongoing processes that will continue to use. So, the JEP implementation is really just, you know, are we done or are we doing it, right? And that, of course, that's forever. So, we're done. That's it. Mostly. There's plenty that I haven't covered here. You know, what maintenance has to happen for a JEP, how JEPs might be superseded by newer JEPs. I did mention the three types, but I didn't go into a lot of the details there. The first one comes for JEPs. This is the golden path that I would hope all JEPs follow, but that isn't necessarily the case. We mentioned handling disputes, but we didn't go into any of the details of how that's, you know, how that's done and how that's raised to the BDFL or whatever else. So, there's more detail. There's lots, the document has considerably more detail than what I've talked about here. But, really, it's in the best case, it's as simple as this. Right? So, let's talk for a minute about some examples of current JEPs. We did that a little bit earlier, actually, too, but so JEP 1, the Jenkins Intense 1 proposal process is currently active. This is what we're using. That's what I'm describing. We have also another process JEP that was this JEP 4. It's a special interest groups. It describes how we will go about creating SIGs, special interest groups for the Jenkins project. It's currently in draft form, and Oleg Nino shows has been, but the interesting thing here is it's in draft form, but Oleg is also using it and modifying it as proposed some modifications based on his initial following of, you know, he went through the process that what was proposed and went, oh, yeah, this needs to change this. Even though that's still in draft state, we've started I would say testing that process, right? So, and it continues to be modified and updated right now. I expect that relatively soon it'll probably become active. Oleg's pretty thorough. So let's see. What else? JEP 6. Daniel Beck proposed this. Jenkins CVE numbering authority, which was I believe giving us the ability to number our CVEs on our own rather than having to ask another organization for that information. That was a pretty fast one, actually. Went through in only a few weeks or so. It's currently accepted. I think there's still a few things left to do on it. When Daniel feels that it's done, he'll relatively soon I'm pretty sure it will become final. Let's see what else. JEP 200 this was a huge effort and this is a good example of something that might have been done in one Jira or something and a bunch of email lists. Oleg Naneshev and Jesse Glick, if I remember correctly, were the major contributors to this. This was a switch of our remoting from a black list to a white list. That affected hundreds of plugins and had several months of roll out. A number of blog posts and communications that had to happen in order to communicate to people, hey, we're making this change, it's a breaking change. I'm really pleased with this particular JEP. It was an early JEP, despite the number we can decide which number we want, so we just sort of moved that, that was one that we moved up to its own to start a new number, a new 100 block. This went really, really well and also if you read it, it documents the, you know, why we made these choices, why it was important to do this and also why we went about it the way that we did and also describes, you know, how the roll out plan went and the steps that we went through. It's an interesting read and also a really great example of where this process shines. So Liam, on that one, there are, even now after all the effort that went into JEP 200, there are still occasions where something pops up that needs additional, so a JEP in final does not mean that all work on that has ceased or that everything is done, done, and it will never change again. How does, what's your sense there of how that works? I would say that's similar to when you say that something goes, something has been released and then you have bug fixes, right? So if you have version 1.0 and then you have some bug fixes that you make that, you know, if we, in the case of this JEP, if we were trying to wait until all plugins were no longer affected by it at all, it would never be final, right? We would never be able to be sure. It would just be a gargantuan task. As it was, it was still a very large task and it was more that the roll, what this is talking about is the roll out of that. So the change was released, the it's in core, that implantation has finished, has been finished, and all of the roll out tasks that we had in terms of making sure that the major plugins were major plugin issues were addressed. That is, that it, so how do I say this? It described the scope of the work, the JEP described that JEP described the scope of the work that we would do for that, that effort and that scope of work has been completed, so it's final. If we, if there were another, like, if someone wanted to create another JEP to say, we should fix all of the plugins, for example, that would be another scope, we probably would create another JEP that said, here's the scope of that work, and that JEP might never become final, or might say, we're going to fix the next, you know, 50%, and scope your work to that, and then when that scope was done, you would mark it as final. So as long as the JEP sort of addresses the scope that it sets out to, it can be final. Sorry, in this case, the scope that they chose was large and yet accomplishable, right? So now I see on your list, for instance, JEP 300 for Jenkins Essentials is accepted. How is that evolving if the JEP has been accepted? Because Jenkins Essentials, I don't think has released JEP to the world. Is it evolving through additional JEPs, or through revisions to that JEP itself? So both JEP 201 and JEP 300 are what we've begun to call mission and goals JEPs. It's not an actual type of JEP, but we're using it as a because of the size of the things that we're trying to do, we've found that and we haven't actually changed the JEP process to add a new type. This is just sort of shoehorning it in for the moment. Both of these JEPs are that kind of JEP. What they describe is the overall goal, the high level design and both of those actually JEP 201 is also accepted in the market on here. But both of those describe the high level design and intent of a larger and even larger process or proposal, larger area. So Essentials is a huge effort. It has many, many moving parts. But let's see here. So JEP 201 is Evelina Vilkosz and Nikola Deluz. And Essentials is the sponsor for that is our Tyler. So each of those groups, but they basically figured out was it's better to have that we've reached consensus on this overarching direction and that people can look at that design and say, yeah, this looks like the right way to divide up this work. The overall and how we can, the scope is large enough to see, again, both these describe things with large scopes even, you know, and that we know are going to take a while to do and that we know have enough moving parts that might have, that we want to build consensus around the larger overall direction and then design and then go back and look at the case of both these. JEP 201 is going to probably have two subjects. JEP 300 has six or seven now, at least. And each of those JEPs describe one part of that overall effort and but we've are the point here is that we've sort of reached consensus on this design overall looks right. This high level design looks right. We've also, everyone that's looked at it reviewed it sort of said, yes, this is a good this is what we agree that this is the way to go and then individual parts can be worked, we can work towards consensus on the design of the lower level design of individual parts separately. This is sort of a balancing point of like, okay, so this, in the case of, in both these cases they're big enough that we didn't want to get bogged down in building consensus for the whole thing all at once, right. We wanted to be able to say, okay, here's this here's this big scope but a high level view of it and then we'll build consensus on the design the design details of individual parts separately. Thank you. Jesse has an interesting question on that same line of the 200 slash 300 slash so the ending in 00 numbering scheme for goal or big picture meta-geps we're not doing that retroactively do we intend to continue doing that so 201 is really a bunch of things it will stay as 201 are you in general following the goal process with the 00 endings? No that was just an early so the numbering is completely arbitrary if you wanted to have a particular number as a sponsor you could make that request on the way in if not the editor who's approving the submission will choose a number this was just by convention for the 300s we just knew that Jenkins Essentials was going to be a bigger thing the first item it's not actually emissions and goals so it's not really that that was my choice to put it up higher because I figured there were going to be a number of low level geps like the special interest groups or the CV number that we wanted to put earlier lower numbers to indicate longer lived something it is the numbering is arbitrary so the ones that you've seen here by convention so for example JEP201 didn't start as a mission goal as an overall high level design document JEP it started as okay here's the design boom but there was enough people found there was enough moving parts that we had to we went back and went oh yeah no there's actually other parts of this let's and create a couple more JEPs to get into the details so the numbering is arbitrary and it's really up to people discussing it to decide thank you thanks very much now we're at about five minutes to the close of our time are the crucial things that you wanted to be sure that we talked about in that last five minutes so potential future JEPs your ideas here that's what I wanted to say this is where I would like to see more happen I mean I know that let's hear Andrew Baer is going to be submitting some JEPs for changes to the declarative pipeline syntax and also other new features that are coming down the pipe there the Blue Ocean team has submitted a couple of JEPs for their extensibility API but I'm assuming that they'll have other JEPs other extension points or other changes that they're going to make basically as we go along there's a I didn't mention it there but there's a JEP for Jenkins X so I promise I will submit my JEP for optional automated source formatting that's on my list and Tracy Miranda said earlier today she was prepping her JEP excellent excellent so where do you learn more that's let's see here so further reading there's you can ask questions on the Jenkins CI dev list the Jenkins community IRC lots of friendly folks there take a minute to go read JEP one now that you've seen the overall process hopefully that document will look a little less daunting just read through once large portions of it won't apply to most people but having a sort of an awareness of what the overall structure is is worth it and there's a template that you can use to create your JEPs and the JEP index which gives you a list of the current JEPs in their state and finally Wikipedia of course is always good for getting a lot of information it's worth also taking a minute to sort of read and understand how consensus works especially as sponsors it's important that we try to build community and build that inclusive and positive feeling from everyone and that consensus can bring so that's that's one more thing I would also say and actually before we go to questions I'm going to take just a minute to say if you want to talk to me personally or or mark or any number of other people that I've mentioned come to Jenkins World at DevOps World Jenkins World it'll be in San Francisco September 16th through 19th and then also there'll be one in Nice France on from the 23rd to 25th of this year thanks Liam I think we've we've got a question any other the questions that I've seen in IRC I've been interrupting you as we go along perfect so I don't feel at all guilty I think we've done thank you very much for presenting the Jenkins enhancement proposal to us excellent this feels like it's effective and looking forward to using it all right thanks


Part of women's nature is to be nurtured is to be conciliatory, right? However, I think, especially I want to hone this into our community. I think part of the reason why the story that you're telling about fixing the wrong man, I think why it's so prevalent is because I don't know if the majority of our women know how to handle a good man. I think that unfortunately, too many women only feel useful when they are helping fix a broken man. Because the things that you can do for him are obvious. He need to drive my car, he need to hold a couple of dollars, he needs somewhere to stay. You know, those things are obvious. But a man who's actually building something, a man who's in school to be a software engineer, a man who's got his own car, got his own apartment. I think part of the hit that our community's self-esteem took is subconsciously some of our men and women do not feel deserving of nice things. So we will sabotage it and use words like he's boring, he's exciting to excuse our behavior. When the reality is, no, it's not that he's boring and he's exciting, it's just you can readily identify what he needs. He needs a mom. And I know how to do that. I grew up seeing that. I don't know how to be a wife. I don't know how to be a girlfriend. I didn't grow up seeing that. And I think if we can move the needle away from these niggas they'll let you fix them and then they go their own way to we are choosing brokenness. So similar to Jada, it is in a way, because remember during the interview, she was like, I haven't felt good in a while. It feels good to fix somebody, especially as a woman, if you're empath and all that good stuff, it feels good, it's fulfilling. It gives you purpose in life. So I wish women understood that your power is in the type of masculinity you incentivize. And if you continue to fix men, you will continue to incentivize brokenness. Incentifies brokenness. Say it again. I can't remember it. That was But I mean, I can agree with you because I can say I thought that way before, like wanting to be with somebody. And I'm not saying you choose them because they're broken. It's subconscious. I just want to help because I just want to help. I've been there before and it's natural for us to be that way. And for me, the emotional detachment of it all, because if I'm emotionally detached, I won't, I don't care.  I don't care. I had one girl I used to talk to back in the day. She told me, because we were talking about her college life, whatever the case may be. And she told me, I don't know how it came up. She was like, I never actually dated men who went to the same school as me. I always dated the locals. And I was like, huh, why? Can you explain that? She was like, well, you know, with the men who went to school with me, let's say I'm going to take a test, right? And I'll be like, Hey, babe, I'm going to take a test. He'd probably be like, Yeah, baby, I got to test it to a clot. You want to study together or whatever the case may be.  So the ego stroke of he needs me. I'm the best thing that happened to him is massive. Whereas with the other dude, if it doesn't work, maybe it was my fault. And most of our ego cannot handle that. So we will go where we're the big fish in a small pond. And I think that's why we keep incentivizing certain types of men. We need to feel needed. Yeah. And like what we're doing. Yeah. And that allows us to be be little too. Yeah. And least respected. Because if you do help a man, you build a man, you have that to hold over him. But that's what it goes back to. It goes back to you don't feel like you deserve better. Yeah.  But if you actually like search their hearts, they do not see themselves like that. They do not see themselves like and you'll see the men they end up with and be like, how the hell is that? But that's what she thinks she deserves. Right. She might be beautiful. She might be intelligent. But that's what she thinks she's deserved because that's who she sees on the inside. And I think it goes back to with our culture. We're just now getting to a place where therapy is okay. Healing is okay. So you have all of these broken men and women running around seeking validation for that little girl or that little boy. So now you're finding value in I add value to him and I'm his Michelle Obama. So now I feel validated. Whereas if like myself just found out at 39, I needed to heal and go on a healing journey. Now a heal person has a different perspective than a broken person. So now that I'm healed, I'm not going to put up with certain things because I can see brokenness a mile away. I'm not going to put you down and you're not beneath me. But as somebody that has walked in healing and is walking in healing and pursuing healing, then I'm not going to just take anything. Because I now know who I am and I now know what I deserve. But I think it's a lot of broken men and women on both ends. So now you got two broken people trying to come together, which makes two broken people, two halves don't make a whole. It makes two halves. Would you say that's just collectively with us or you think that's a universal thing? Our culture? I'll say it's universal, but it's bigger with us because therapy was so cliche.  You got molested, but it was swept under the rug. So this trauma was never dealt with. So now I'm an adult trying to deal with trauma from when I was five, I got molested and I feel like my body is just, I just give it away and I'm not worthy of anything. All the way from that five year old little girl or little boy. You know what I'm saying? So now there's that unhealed trauma that is just until you got a lot of adults walk around just bumping into things broken and finding, trying to seek validation and building a man. Which makes the biggest difference in this conversation. Or building a woman because I have heard men say I got with her because I felt like I can build her up and she won't cheat.  So I'm gonna get with her because it's easier. Because she looked up to me, she said, and that I was scratching my head like, huh? And then he said, well, when I built her up, then she started acting like she was beyond saying she cheated. Well, because that still goes back to she didn't know who she was. It has nothing to do with her looks. It has everything to do with what's been done. She's still got that big gap. She's still there. This is my issue with therapy though, because I generally feel like the African diaspora, we all need psychotherapy. Whether Africa's, I'm African, I'm Nigerian, right? So colonialism took a toll on us. Slavery took a toll on y'all.  Definitely.  Because people give me therapy speak. It is what is one thing to go into therapy and truly unpack your traumas and work on becoming a better version of you and actually living it out. But it's another thing to go to two sessions.  You're still not living out what you do. It's creating narcissism. Yeah. Unfortunately, I will put that on women. I will say that I'm seeing that more so with women because men are not super therapists. What I'm seeing happen is a lot of women are a lot of black women are getting therapy, but they're not doing the work. They're just getting therapy to say, I've got therapy. So now I have permission to talk down to you non-therapist person. You think they're going to therapy? No, they're going to therapy to get them to get something to make it seem like, yeah, I'm a little bit I'm healed right now. So it's pop therapy and a lot of it when you start investigating it, it does lead to that narcissism. And I'm talking about that talking down, looking, you know, looking down your nose, especially at men because the idea is because I am more emotionally expressive, I am more emotionally intelligent. And the opposite is the case. A lot of women are emotionally expressive. I call them emotional exhibitionists. They cry, they laugh, they be sad. They might even be able to identify, I'm losing, I'm laughing, I'm sad, whatever the case may be. But as far as regulating it, as far as accurately identifying it and being like, Oh, I'm not actually mad. I'm scared. They don't have that ability. And we're nobody's actually calling this out.


Welcome to interview and we continue for a series on the chefs in schools program and the senator talent tourism association really continuing this great initiative to really get to the nursery of the talent in the culinary development of our chefs from an early age. We have with us now two students from the Suffolk Comprehensive School who are part of the program and we have with us Kayla Joseph and also Shekwin Franke. Welcome to both of you. Thank you. Kayla, first of all, what got you interested and what was the process that your school undertook to select you to be part of this program? Well, the chefs in the school came to our school and there was different chefs and we had to work with them. They put us in groups and they just observed how we worked and then our teacher was there so they would give feedback to our teacher and then our teacher picked us. Okay, wonderful. So you had a great experience with a number of chefs in the school before you came through. Okay, Shekwin Franke, tell us about your own experience. How was it like? Were you excited to be part of that program? Yes, I was very excited. I was very interested in cooking before the chefs came to the school because I have a very big passion of cooking. Okay, Kayla, you're on background. You had that sort of passion as well. Was it something that you had from a very, very, very young lady? Yes, I grew up learning how to cook with my parents. And I always wanted to be a chef, watching Food Network and stuff like that. So I mean, they're really supporting you in this endeavor? Very much so. Can you tell us about our food and nutrition at the Souffray Comprehensive? Is it something that a lot of students gravitate towards? Is it a subject that you find more and more students interested in? Well, not really, but people who like to cook, they choose food and nutrition for their subject. So does it compare to other subjects that you take on at school? Do you think that people take it as seriously as maybe Mathematics in English? Not really. But your case is different? Yeah, very different. Okay, because what about you? Yeah, I think it's different because to me it's much more fun than staying in the class doing math, you understand? So like, it's better to come, you learn about food, something you eat every day and stuff like that. Alicia Quinn, first you have all known that you've been once elected. How has it been like working with the chef that's been assigned to you? It's very interesting. I learned a lot of new stuff I didn't know about, and how to do different professional stuff. I know a lot of things about the chefs and the staff and everything. Ekela, what about you? It's fun working with our chef, he's a very fun person and you can learn a lot from him. And yeah, the experience has been good with him. He understands us, he teaches us and yeah. A question we've asked other students participating in this chefs in school program, what is it like being in the hotel and being in the setting among other chefs and actually preparing meals? It's a fun experience but it's a learning process also because you see the chefs preparing food for guests and they're under pressure and they're working fast and everything. So you can learn from that and yeah. Shekharan, the kitchen experience? It's very interesting and the way the chefs work, they work very fast, they know what they're doing, they're very organized and the way they cook is very beautiful to see. Wonderful. And the experience actually being in the hotel and seeing how the chefs operate, has that raised your interest level a couple of notches higher now that you've actually seen the experience within the kitchen? Yes, to see it and not just thinking about it, it's something to think about because you see it now, you see how the chef life is, so your interest goes. So much different between cooking at school just for the cook off and actually being in the hotel. So how has that impacted on you in terms of the great difference and maybe just being at school and having a loving for FNN and preparing for a convention actually being in the hotel setting. Was it like a culture shock? Yeah, in school I didn't really like cooking in the school but when I got to know I would be going up to other competitions my interest grew more and I just like cooking nowadays, I want to be in the kitchen everyday. Okay we'll have more questions on the kitchen, we'll take a break on our program interview, we'll be back in just a moment. The most important thing is good health. It's absolutely necessary to wash your hands if you want to keep good health. Even if you don't wash your hands often, it makes you feel better, listen. Wash your hands often and clean them thoroughly after a condition that is 6 months or 20,000. For example, if you don't wash your hands, you can't change anything, you can't avoid the type of people who are injured or sick, you can't type animals and you can't eat them. Wash your hands often and clean them thoroughly after a condition that is six months or 20. You can't do it, you can't touch them, you can't普通 them and you can't clean them. You can't do it, you can't touch them, you can't eat them. But if you don't wash your hands, you can't get better. We are going to have more questions on the kitchen and the kitchen, and we're going to be back after we finish our program interview. from the Souffred Comprehensive with us. They're part of the program. Kayla Joseph and Shaquan Frankie. It is you're now moving into the competition to pitch your skills against other schools who are involved in the program, but also you're going into the wider area of the Caribbean Challenge. First of all, tell us about your own anticipation and expectation when you meet up with the actual day of competition. We know that you have to produce something out of a mystery basket and you also have your specialty or signature event which you're going to actually prepare. Tell us about the mindset, the focus, how you plan to go about executing on the various days of those challenges. We also have a two round competition. The signature dish, I think we're ready for it and we've been practicing and we know what to do and so I think that we will do good in our signature dish. Also the mystery box, we've been practicing different things, different techniques, different ideas and I think we're ready for them whatever the ferrata is. Shaquan. The signature dish, we are ready. We are really prepared like we are ready and for the mystery box, we are just ready for whatever the fray now is, whatever they give us because we are practicing, practicing, practicing, practicing and yeah. Okay, so the signature dish actually gives you something that you can actually focus on and perfect but the mystery is something that has some nuances about it. So what the challenge is like in terms of the mystery box, is it how do you prepare yourself mentally in terms of do you anticipate what is gonna be any time you work towards it or do you just keep an open mind and perfect the art of preparing anything that's shown before you? How do you go about it? Well, the mystery box, you practice with different foods and you have an idea, okay, if they give us that, we're going to do that and that's how we go about doing our mystery box and I think that will be, that the way we go about it will prepare us for the mystery box. Okay, and I, a perfect opportunity to speak about your chef and give him some of the identity behind the interview. Who's your chef and how has the interaction been going and what sort of drills do they put you through on a daily basis or whenever, whatever schedule that you have when you do your training with him? Our chef is Ruben Kumar at Antasni and he's a very good chef. I would say he trains us well and he loves to teach and share a lot with us and share life lessons not only in the kitchen and working with him is hard but it's very fun also. My, like she said, my chef is Ruben Kumar. He's a very fun guy to work with. Like every time he be like, what you want to learn, you want to learn pasta or you want to learn this or you want to learn that. He'll be like, yeah, we want to try it like, yes. And he's a very fun person to work with and a very fun chef. Okay, so you get an opportunity to be at the hotel, you get an opportunity to go to Antasni. What do your other school members tell you or do they quiz you and how is the opportunity like? How are you enjoying it? Are they all interested as well, especially those who might have been around looking for the opportunity that the two of you have been given? I think they tell us, oh, you have worked today. Oh, you have training today. I'm like, yeah, we have training. And then they support us, they really support us and they make sure we up to date with our subjects and stuff and they ask us, oh, bring something back for us or whatever. Oh, you have to cook that for us. So they're very supportive about it. So often do you go to the hotel and for how long a situation is for an entire day? Well, more than an entire day. Sometimes we work from 12 to 10, three to 10 on a lot of days, four days a week. Yeah. Okay, now I want to look at the recent competition and I'm sure you're having aspirations to emerge the couple who will actually go on to represent Senusia at the regional competition. Have you already gotten yourself in the right frame of mind to take on a wider challenge? Of course, we focus on not only Senusia, we focus on Barbados also. So we train for Senusia and Barbados. So I think that we training and working with our chef would really prepare us for Barbados. Shikwan? Well, we're not training for a competition. We train for Barbados because we are not training for the competition only because it's very easy stuff. We are training for hard stuff and Barbados. So we know, like we get the pressure, we know what to do and we organize our stuff and yeah. We already set some very high standards, you would see, but I'm sure you know that there are certain hurdles or steps that you need to go, but still a very good strategy in terms of getting to the ultimate goal of going on to represent Senusia at the regional competition. Have you had any experiences from students at the school going through what you're going through now, those students who have had the experience of being involved in the SLHDA cooking in schools program? Well, there's two girls last year, they won in Senusia and in Barbados. So I think the standard is high for us to reach there also because they're champions, not only in Senusia, but regionally. So they help us. I contact one of them and they give us ideas and they tell us, okay, don't do that, do that. And yeah. Well, so you have some really lofty standards to really maintain. Shikwan, we're going to wrap up in a while, but tell us overall your feelings, your expectations and maybe generally what's your aspiration after the national event, if you do go on to Barbados in the future, are you serious in that you want to make it a profession? Well, when we go to Barbados, of course we'll win. I want my career to be more of cooking because I really love cooking from young and I want to make it a very big deal for me because I really love cooking and I love food. Kayla, you're closing remarks? I really like to be a chef and ever since I was young, I've always wanted to be a chef. So this will give me a good exposure into going to that career. We've just come to the end of our program interview. We had the first two students participating in the Chef's In-Schools program and they're from the Souffre Comprehensive in Kayla Joseph and also Shikwan Franke. Ladies, thank you very much for being part of our program. We wish you all the best in the upcoming Cook Ofference in Lucia and as you said, you're going to be the ones who are going to qualify for the big regional competition in Barbados and we look forward to seeing you at that level and to the best of both of you who have both said that you would like to be chefs when you go to leave school. Thanks once again for being part of our program. You're welcome. This has been Interview. We'll be back again for another program. Of course, we're going to be back soon.


Live from Orlando, Florida, it's theCUBE. Covering Enterprise Connect 2019, brought to you by 5ix9ine. Hi, welcome back to theCUBE's coverage of Enterprise Connect 2019. I'm Lisa Martin with my co-host for the week, Stu Miniman. We are in 5ix9ine's booth here at this event. I'm excited to welcome to theCUBE for the first time Jason Moreno, Microsoft Teams developer, platform lead from Microsoft. Jason, welcome to theCUBE. Thank you for having me, it's a pleasure. So we're excited that you're here because you are on the main stage tomorrow morning with Lori Wright. But talk to us about Microsoft Teams. You've been with Microsoft for a while now, but about 10 months with Teams. Talk to us about this tool for collaboration that companies can use from 10 people in a meeting to 10,000. Yeah, you'll hear us tomorrow where the phrase we're cloning is an intelligent workplace for everyone, right? And I think for a long time, we've been perceived as an organization who builds tools a lot of times with the Enterprise Knowledge Worker. The whole goal is to dispel that. There's multiple people out there, millions of people who are frontline workers, whatever you want to call them, but the folks that are interfacing with your actual customers. And so we need to make sure that we are developing tools that are for them. But overall, as I look at the product and what we've delivered, it's about bringing you one single place to go to for collaboration, right? So, and that is bringing together your tools, whether or not Microsoft built them into one experience, and then processes and workflows around them. Yeah. So do you find that in terms of traction that like the enterprises and maybe the more senior generations that have been working with Microsoft tools for a long time, get it? Or, I mean, because I can imagine there's kind of a cultural gap there with whether it's a large enterprise like a Microsoft or maybe a smaller organization, there are people in this modern workforce that have very different perspectives, different cultures. How can teams help to maybe break down some of those barriers and really be a platform for innovation? No, it's a great question. I mean, I think we've been battling that cultural digital clash for a long time, you know, to be fair. I think it really comes out with teams though, because it is an entirely different way of working. It's not just chat anymore, right? It's collaboration, it's bringing together all of these experiences. And so I think, you know, there's a maturity curve for some of our average users to be fair. We're already seeing that curve take off as we speak. But what I often give advice to customers and to partners, I call them superpowers, but you've got to find that one reason that really gets people over the line, because we get asked all the time, hey, everybody loves it, but we want to get them to use this as the one tool, the one place that I go, so I know that everything I send in our organization goes to that single place. How do I deliver that? And I go, just give them a reason, right? I mean, that's what it comes down to, honestly. And I genuinely see that with organizations. We're seeing incredible examples of organizations leveraging partner integrations where it's bringing out their culture rather than them trying to evolve it, if that makes sense. Jason, I'm glad you brought up the partners there. And when I hear developer platform, all right, bring us inside a little bit. Everything API compatible. When people think about developers, there've been developers in the Microsoft space. .NET's got its great ecosystem there, but what is it like to be in the Microsoft ecosystem here in 2019? It's a fun place to be. I will say, you know, I've actually, I've even stopped using the term developer when I say platform, though, to be fair, because, and the reason I bring this up, what we've actually built allows a lot of IT professionals to build as well in teams. You know, PowerShell Scripts, as an example, is a huge opportunity for our customers. Frankly, I've never written a line of code in my life and I built a bot for teams. So it's pretty amazing what we're enabling, but when we look at a lot of what partners are building, it's where are they seeing opportunities in the marketplace? So 5.9 as an example with customer care, great opportunity there, where we can extend the capabilities that a contact center, as an example, might need inside of teams if they want to deploy that. I love, I actually got to interview Jeffrey Snover at Microsoft Ignite last year, who of course created PowerShell, and he was like more excited now than he was when it was created quite a long time ago. So when I look around this platform, tell some of the partners that you're working with. I saw some of the early notes at things like Zoom and, gosh, talk about some of the partners you're working with. So one thing I'll touch on too, that I don't know if I fully answered your last question, is what I'm hearing from our partners who have built on teams, and I'll touch on which one's in a second. We call it the extensibility of our platform, but quite literally what it means is we are allowing partners to allow their solutions to render in different ways inside of teams. And what we're hearing from partners, I had a conversation with Disco the other day as an example, so they've built a, I'm not doing them a service by explaining it like this, but it's a kudos bot, essentially, that they delivered. And it's actually bringing out that culture, but they told us the beauty of the team's platform is that they don't only show up as a bot to the end users, they actually, we've offered them other ways to interact with the end user. So whatever's more comfortable for me inside of teams and my interaction with that solution, it's easy for them to have that correspondence. And so, but in terms of top partnerships that we're looking at, we've had some incredible integrations built recently. ADP just launched theirs pretty recently to check payroll and build sort of a time off process flow if you will with the bot. Holley's been a great one from day one. We have integrations with partners like Alasian for DevOps tools, so Jira and Confluence Cloud, Trello for project management, I could go on forever, but we have over 250 in the store right now and that is growing very rapidly. This is what we spend most of our time on. So the initial focus was what are the tools out there that most people need to get their job done every day? So that's where we'll start and now we're really evolving that and we're seeing some incredible things being built as we speak. So just being at Enterprise Connect, this is an event where it's been around for a long time and has evolved quite considerably as enterprise communication and collaborations has. But one of the things that when I was doing research to prep for the show that I'm reading is that customer experience is table stakes, it's make or break but some of the recommendations that when a company whether it's with an business unit buying software and services or at the corporate level, the customer has to have a seat there so that the decision is being made. Are we implementing tools and technologies and services? They're actually going to delight our customers, not just retain them but drive customer lifetime value. In your role, where are some of Microsoft's customers in terms of helping to evolve the evolution of the platform? That's a great question, I'm really glad you asked it. It's been fun in my role because what we're seeing is a lot of customers who have taken the platform and built integrations to their tool. So think outside of productivity for a second, think IT support, think employee resources. They're building those integrations and they're leveraging those as a way to drive that organic broad adoption inside of their companies because they don't want to do the IT force anymore. They want people to love it like you said and naturally take to it. And so I keep coming back to that, I call it superpowers. Again, might be a ridiculous term but it's those superpowers you deliver to your people that allow them to get their work done better, get them to love that product and to your point not want to ever leave it because you can get a majority of your work done every day in that place. So we've seen some really cool ones, a couple of examples that we just shared recently. So Densu's a great one. So they have a three person change management team for a 50,000 person global organization, three people. Got to scale that, right? Can't do that one-on-one training. And so they initially took teams and integrated it into their current website, internet, internal portals to essentially create a chat bot that helped people learn how to use the technology they delivered. Now they're taking that one step further because they saw such great success and they're going to different centers of excellence inside the organization saying, hey, do you want to get on board?  So it's just incredible but it's driving again that adoption, they're seeing leveraging some of the simple stuff that we have on the platform. Does that answer your question? Yes, very well, thank you. So when I look at some of the macro trends about communication, where I've heard some great success stories is internally, just being able to collaborate with some of my internal people, teams has done really well. Collaborating between various organizations still seems to have more challenges. Can you just bring us a little bit inside as to why I hear great success stories there and not negatives on teams but just, it's still challenging if I have multiple organizations we all understand even just doing a conference call or heck a video call between lots of different companies is still in 2019 is a challenge. Yeah, look, I mean, I'll give you a couple of answers here. We are young, I mean, it's two years old as a product so the momentum's been incredible but I'm not going to sit here and tell you we don't have things to work on, we absolutely do. What I will say though, take Enterprise Connect for example, we actually have a team's team for Enterprise Connect. I actually checked this morning, there's 181 people in that team. A majority of them are guests, so external users, so vendors that we work with to help us plan this conference and bring it all together and a lot of that has been seamless. Yes, there are little things here and there that we're working on but in that respect it's been pretty incredible. I constantly am using it with external parties and I find though, I don't necessarily know if the challenge is in the interface itself. I think it ends up becoming this opportunity to really educate people on this new way of working and so going back to our partners again we're sitting here with 5ix9ine but that becomes critical, is how do we work better with these organizations who we have mutual customers with to create that experience together and bring again superpowers to the users. What about security as a superpower? Where is that in these conversations? I mean everything we build has a layer of security. I actually just got out of a meeting. You'll see we've got an announcement around this tomorrow so I can't blow it unfortunately but the foundation and core of everything that we do will be security focus, absolutely. All right, so I went to the Microsoft show last year. AI is also one of those things besides security. AI is infused anywhere so where does AI fit into the whole team story? Look the way we see it, I look at this in a couple of angles. So most people get on to teams and it's kind of chat and collab at first. Not always the case but a lot of organizations do that. Then it goes to meetings and I think, and you'll see a lot of this cool stuff tomorrow. We're doing it on AI but it's how then do you proactively start delivering better experiences to your end users? So I think of things that we're looking at right now is taking data and sending those as an example to your IT admins about giving them insight into how users are leveraging teams. How do you improve that experience for them? So again, you drive that natural broad adoption but kind of assist them a little bit along the way. So tons of great examples around the board. I don't know if the fully answers your question but just the sky's the limit. I think of some other things we're looking at though. You'll see a lot coming in the form of transcription, translation, those services that really create inclusiveness which is a big focus for us. You know, getting back to that point earlier is the intelligent workplace for everyone. We want to be able to provide services with our partnerships that can really reach anybody in the business world, right? And even in the consumer world in some sense. Well, Jayce, thanks so much for joining Stu and me on the program this afternoon. We're looking forward to hearing your keynote in the morning and sharing with us some of the excitement and things that are happening and announcements we're going to hear from Microsoft Teams tomorrow. That was my pleasure. Thank you so much for having me, appreciate it. Our pleasure. First Stu Miniman, I'm Lisa Martin. You're watching theCUBE's coverage of day one, Enterprise Connect 2019 from Orlando. Stick around, Stu and I will be right back with our next guest.


your Fort Worth.  We've got a great show for you today. We're going to talk about health and wellness in Fort Worth, a couple of my favorite subjects, and we're going to try to break a sweat while we're at it. Since taking office we've been pushing hard to build a city that supports healthy lifestyles. Today Fort Worth is recognized as a wellness capital of America. We're setting the pace for getting people more active and more fit. Both children and adults are getting involved. It's great for our citizens and our businesses. Everybody wins. I've got two of my good friends here today to talk about how we're building a healthy and naturally active city. With me today is Julie Wilson from Blue Zones and Leslie Casey with Fit Work. Thanks for coming and welcome to the show. Thank you Mayor. Happy to be here. Julie and Leslie thanks again for coming. We're going to talk in just a second. First let's hop on these ellipticals over here. All right. Leslie tell me a little bit about Fit Worth. Fit Worth is an attitude that anyone can adopt. It's a healthy city initiative that it really actively promotes existing resources. It creates opportunities for families to try something new, sustain it for a little while, and then be rewarded for their healthy choices. And we really focus on education as a foundation and building kids as role models. So our challenges and our events are really a great active way for families to take part in feeling healthier. And we've had some fun ones. We've done some fun things. We sure have Mayor. Come join us. Julie why don't you tell us since you're down there working hard a little bit about Blue Zones. Well the Blue Zones Project Mayor is a community wide well-being improvement initiative. So we work with a lot of different sectors throughout the city from schools to businesses to faith-based organizations, neighborhood associations, restaurants and grocery stores to try to help encourage healthy choices becoming the easiest choice. Yeah this is not about a nanny state with Blue Zones. This is about offering options right? It is. It's about creating awareness that healthier options do exist and they can be fun and nutritious and easy and just part of our regular lives. So being aware of those options as I said making the healthy choice the easy choice is what we're all about. Yeah because we tend to want to take it easy except when we're on these ellipticals right? Absolutely. And Leslie Fit Worth will fit nicely in with the Blue Zones Project. It really will. Fit Worth challenges and events really set a stage for people to be able to achieve several of the Blue Zones goals including more movement and eating healthier. Right. So how are we gonna get businesses healthier and more active and engaged? You know businesses have such a great way to get more engaged with this. One of the things we really encourage is to move naturally throughout the day. So businesses who are on a third floor for instance may really encourage their employees to take the stairs instead of the elevator. We sometimes laugh that the employee of the month shouldn't get the parking spot closest to the door but the one furthest away because you're helping incentivize that employee to walk a little further move more naturally throughout their day. You want a little organic movement not you know this is great but it's for people to just be able to move during the day and our Fit 15 we've done that for businesses to get them up. Absolutely. A prime example of how Fit Worth really dovetails well with Blue Zones is if businesses take the Fit 15 pledge the mayor and city council will actually come help launch the program and all it is is offering 15 minutes of activity during the regular business day to all employees. And how about get kids fit and active and engaged. Well Fit Worth has some excellent programs. We have capitalized on how the PE teachers are already champions along with wellness coordinators at Fort Worth Independent School District and some of our other surrounding schools. We have a kids challenge in the fall where kids about 20,000 of them in fact track their minutes of activity fruit and vegetable consumption and water intake. Then we also have a high school cooking competition that really sets a bunch of high school kids up as role models for healthy eating. And the cool thing about that is it hits Blue Zones because if we encourage our businesses and encourage our kids our future workforce will be so much stronger and that attracts businesses don't you think? It absolutely does and another way we can help with kids and their fitness is to encourage them to walk to school like we did when we were growing up and that involves maybe thinking about walking school buses instead of a bus driver coming by with a yellow bus to pick them up. You have a chaperone come walking by to escort them to school. So some pretty fun ways for businesses to volunteer to get engaged in that and parents as well. We did a walk school bus a couple of weeks ago at Daggett Montessori and had a great time. There's the bell, ladies. I don't know about y'all. I've worked up quite an appetite.  I see we've got some great fruit out there. It looks fabulous.  We worked up quite an appetite on those ellipticals. We're here to talk a little bit about healthy eating and Julie's already chopping. What you see today in the smoothie we're going to make is courtesy of our friends at Simply Fit Meals and we thank them for helping us provide what we need for this episode. Julie, tell me a little bit about how bluezones might affect people's eating. Well, you know, healthy eating is all about making the right choices. So working with families, working with restaurants, working with grocery stores to make sure that there's a good supply of fresh fruit and vegetables available and how you incorporate that into your diet. That's what we're all about. That's great. And Leslie, how's that fit worth and bluezones going to impact the way kids eat? Absolutely. With all of our challenges with the kids, we have them pay attention to their behavior by tracking their fruit and vegetable intake or how many fruits and vegetables they eat on a daily basis. Their PE teachers help them. They teach them about what a serving size is and how many fruits and vegetables you need daily in your diet to be healthy. But it's not just about portion control. It's about quality of their food too, right? Absolutely. Fresh produce is so much more nutritious than anything that you can buy processed or canned. And so we really try to help the PE teachers showcase fresh ingredients like this. I love that.  But it's also about being mindful of how much you eat of all of your food. You know, back in 1970, our dinner size plates were 10 inches. Today, they're usually about 12 inches. And so if we keep filling our plates, that means we're eating 22% more calories without even thinking about it. And most of us fill that plate. We do feel that way. We do feel that way. We keep eating because the food's there and it takes 20 minutes for our minds to know that we're really full. So if we just keep eating long after we're full, we're just consuming more calories. And we rush our food intake more likely than not. One of the fun things that we're doing right now is a nutrition challenge with families. It's adults and children. And we're working with the restaurants downtown to do a little restaurant crawl. So they're over over four weeks. You can actually go to restaurants who have chosen fit worth or healthier meals. And they have taken their staple menu items and made them healthier for people to choose. I was in a restaurant the other night and they offered me a fit worth menu. Absolutely pretty cool. And that segways nicely into our mailbag segment. We had a question from Kyle Jensen came in the email and Kyle said I'm on a limited budget. Are only the restaurants that are high in going to have healthy choices and afford or will affordable restaurants have healthy choices? Oh heavens, affordable choices and healthy choices can be at all ranges of restaurants. So whether it's high and low and medium in or your own kitchen at home, there's lots of ways to incorporate good healthy eating without experience. It's really about education education and making the right choices. That's exactly right. And in the mailbag Leslie, we had a question from Richie C and Richie asked what are we going to do about fighting childhood obesity and footwork? That's a fantastic question. And it's a multi prong problem. It's complex. And one of the things that we're really trying to focus on is education and empowerment of our children as role models for their parents and for the business community. So with our challenges and with something that we do over the summer an art poster contest, we challenge kids to teach adults to use the stairs or think about your drink or talk about bike safety and the kids actually feel like they are teaching and have a voice that really helps. And people don't have to be thin to be fed. I'll never be thin in my life, but I'm very fit. And I think that's a message we have to convey to people. It's not about getting people skinny. This is just about making you healthier and making better choices. Exactly right. That's exactly right. Moving naturally throughout your day, making wise food choices, finding opportunities to keep your mind and your heart engaged. It all goes to your overall will. It does indeed and connecting with your community connecting with your community, connecting with your neighbors and always putting your family first. Alright, and I think we're going to make a smoothie over here on the bicycle of all things for my friends. It simply fit. We're ready. Awesome. And I get to do the pedaling. You do. Alright, Mayor, we're going to put the leafy greens in first. I guess I shouldn't paddle with the lid off the blender. Should I? So this is fresh kale. We have a little bit of ice in the blender already. And you can make this at home. And we've got the juice. Little orange juice. And I think it's got probably a blend there. Several fruits. The juice. This is looking yummy. Alright, and then here's a great blend of fruit. We have strawberry, peaches, pineapple and mango. And actually, these were chopped last night, we just threw them in the freezer so that'd be nice and cold and ready to go to bed, chop up some fruit and get ready for your smoothie in the morning. Or if you're really pressed, you can buy the organic fruit that's already pre chopped and mixed at most of the grocery stores and most of our markets. I am filling this really full. So you're gonna have to work. I'm gonna have to work hard on this. There we go. All right. All right. Are we ready? Yep. There we go. Now we're in business. But not everybody's gonna make their smoothies this way in the morning, right? Most people are gonna put them in a blender. I think we're there. What do you think? I think that's great, Mayor. Alright. Oh, that looks good. All right, let's try it. All right. Looks good. Cheers. Cheers to helping living. Absolutely. Delicious. Really good. You blended it well. I'd like to thank Chisholm Trail Community Center for having us today. This is our beautiful new, our newest community center. Great exercise facility. Julie, Leslie, thank y'all for being with us. Thank you. Absolutely. Happy to be here. Before we go, I want to deliver a message about water safety. All this working out to keep our bodies beach ready. Summer's finally here and it means it's pool season. Some of my best memories are spent around the pool hanging out with friends and family. But we need to safeguard those little ones. Texas leads the nation in backyard pool drownings. And Tarrant County is second in the state in the highest number of pool drownings. There are a few simple steps you can take to prevent drownings. We call them the A, B, B, C's of water safety. A is always having adults supervising kids anytime they're in or around the water. B have a barrier around your pool. Make sure they can't get in it alone. B always swim with a buddy. And just as importantly, C is learn CPR. A trip to the pool is a treasured time spent with family and friends. Make it as safe and fun as possible. Have a safe and happy summer. We'll see you next time right here on It's Your Fort Worth.