This is stock number 21J59. We are here at Summit Automotive in Fond du Lac, Wisconsin. You're new and used Jeep and Jeep Cherokee headquarters. Today we are checking out this brand-new 2021 Jeep Cherokee Latitude Luxe. This vehicle has the 3.2 liter V6 Pentastar motor which pumps out 271 horsepower. Sting gray is the color. We shoot all of our videos in 1080p 60 frames per second so if you have HD capabilities on your computer tablet or smartphone device turn them on right now because it is definitely your best way to check out the looks and styling and color of the vehicle before seeing it in person. And if you'd like to check out all the photos on this Jeep in the upper right-hand part of your screen is a link to our website. Click that and check us out there. This one comes with the bright 17 inch painted alloy rims and it has fire stone destination 22565 R17 tires on it and kind of a all-terrain tread pattern on there. Four-wheel disc brakes on the Cherokee. Sting gray one of the more popular colors in the Jeep lineup. PDN is the paint coat on this LED headlamps LED running lights and LED fog lamps. I believe they're LED fog lamps. We'll check that out in just a little bit. It has a chrome trimmed grill and the chrome trimmed Jeep logo part of that latitude lux trim package as well. And we'll check out the window sticker here. This one does have the heated windshield wiper windshield on it. Enter and go system. This one has the comfort and convenience package which we'll check out here on the original window sticker. Feel free to pause this. I'm not going to go through everything but we'll show you all the main points including that it's a latitude lux 4x4 3.2 liter 9-speed automatic transmission. Everything on the left hand side is standard including the Jeep Wave membership. I believe you get oil changes and stuff like that. And the interior features there. You get the heated front seats, the premium leather trimmed bucket seats, heated steering wheel and remote start. That all comes with the latitude lux standard. And then the LED projector headlamps are also standard on the latitude lux package. So Stingray clear coat paint is 245 comfort and convenience group is 995 gives you the AC with dual climate control, the 7 inch TFT color display, 115 volt power outlet, premium air filter, power liftgate, 8.4 touch screen, the security alarm, the garage door opener or homelink system and then the humidity sensor. This one also has the trailer tow group which is an $895 option and total MSRP is $35,275 to get your summit price in the upper right hand party screen is a link to our website to check that out for all rebates and incentives on this particular vehicle. Three year 36 bumper to bumper, five year 60 powertrain. You're gonna get 27 miles per gallon on the highway 19 city for an average of 22. There's your safety ratings is what I love about the Cherokee is always four and five stars up and down the board. Overall score is four front crash is four and five side crash is five and rollovers four. So very safe vehicles to transport you and your family in or whoever you're transporting. This one does have the capitalist fuel fill which is a really nice feature. You do get the roof rack rails on here LED tail amps. The 3.2 liter comes with the dual tipped rear exhaust. This one has the blind spot and cross path detection with the rear bumper sensors. The towing package which gives you the receiver hitch four pin and seven pin wiring. The comforting convenience group gives you the power lift gate and with the four by four package you do get the spare tire and jack tools. Those seats do fall down for extra storage which I'll show you in just a little bit and to get this gate down you press that button it'll beep at you three times then begin its descent actually beeps at you four and once again with that latitude lux you get the chrome trimmed Jeep four by four and the new latitude lux logo on the back. There are those mirrors where you get the blind spot heated mirror and directional signals on there the entering go system really cool system you just have to have the key fob in your pocket you put your hand in there and it'll automatically unlock and then on the inside it's a push button start so you just have to have the key fob in your pocket and it'll start up every time you get the Jeep embossed backrest the premium leather seats both these seats are heated you get a power driver seat with lumbar this one comes with factory floor mats auto headlamps and tilt and telescopic steering wheel power windows power locks and power mirrors and we'll hop inside here and show you the instrument cluster that is the 7-inch TFT display that they're talking about we'll turn the lights on to make it a little bit easier to see and you do get a digital speedometer range to empty you can put compass time miles per gallon whatever you want to put in those corners you can do that and then it's really a cool system and it looks really good while you're driving and everything heated leather wrapped steering wheel cruise controls on the right Bluetooth and information center controls on the left audio controls on the back I always like the Jeep and Ram steering wheels they're all the same so you always have the same controls in the same spots no matter if you go from a Ram to a Jeep to a Dodge to a you know Chrysler product they're all the same it's really actually kind of nice now this is the 8.4 4C radios you get AM FM and Sirius XM radio capabilities you also have those heated seats and heated steering wheel controls there and you can check out the backup camera and those are dynamic grid lines mean that they're gonna turn as you turn that steering wheel which is pretty nice and that center line lines right up with that receiver hitch the other thing is you got your climate controls here now notice that you do get that dual climate control with that comfort and convenience group which is really nice and then you have all your apps here and because it's the 4C you can do the Apple CarPlay or Android Auto where you can project your cell phone to the screen and why that is nice is because this particular one doesn't have nav but you have the capability of projecting your screen with nav on it so if you have nav on your cell phone such as Waze or Google Maps you can project it to the screen and then it's just like you have the nav on the screen and can control it through there so really a nice feature you got those rear parking sensors and then this one does have lane departure warning so it'll kind of let you know that you're leaving the lines in the road if you ever are and then down here you have your more tactile buttons for your climate control volume and tune control you have your start stop capabilities and your stability control down here you have your select terrain auto snow sports sand mud part of the active drive one four by four system you do get an August and a USB back there and then the nine-speed automatic transmission it does have the electronic parking brake right there and you do get your keyless entry with your remote start the power lift gate and then you know pretty standard Jeep key right there dashes nicely laid out you do get a little storage container up there and then up here you have your home link buttons your map lights and then I believe it's an auto dimming mirror on there do get some lighting back there so when you open up the doors those light up and illuminate everything we'll take a quick look at the back seats and then I'll show you the headlights and everything with them on back seats plenty of room back here you do get two USBs two USB C's back here and then a 115 volt 150 watt plug-in you do get two cup holders in the center there these seats are all real leather too and then they do fold down for extra storage and you can see how nice and flat that those go and there's a flap here that's actually I think it's sewed together so you're never gonna spill anything or drop anything in between the back seats which is really nice I do have the latch child safety system for any child car seats and then the child safety locks on the back doors so we'll do one more walk around here with the lights on has those LED tail lamps Stingray like I said one of the most popular colors on the Wranglers and in the Jeep lineup so I really wanted to do this one because it's Stingray and latitude Luxe you get those LED headlamps the LED running lights and those fog lights are indeed LED fog lamps thanks for checking out the video and to see more pictures of this Jeep or one of our other 450 new and used cars trucks SUVs minivans Wranglers you name it we got it go to our website right there www.summitauto.com full pictures and descriptions of every single vehicle from two locations all at summitauto.com and if you like to check out more HD videos you can go to youtube.com slash summit auto remember to like subscribe and share on this video and all the videos that you see there in fact in a second you will see link to subscribe to our YouTube channel on your left a link to more Jeep Cherokee videos like this one on your right if you have not been to our website on the bottom link to this vehicle on our website click those check us out and we're super excited to be offering the 2021 Jeep Cherokee latitude Luxe in Stingray clearcoat thanks again for checking out the video


Dupree is coming from the outside. Murray skins down. And he sacks for the second time today. Jeffrey Simmons. The sack. They took away the escape lanes. Murray, because he's short, panics and tries to bail, and the pocket collapses. The McNichol. McNichol. Shaking tapers around the side of the sideline and knocked out of bounds. But not before he gets the first down. Hey, lookie, you got three defenders right there. Somebody has to make a play. Play fake. Tannehill. Taking a deep shot down the field, looking for Julio Jones. What a catch. He holds on and is brought down at the 25-yard line. A 51-yard gain. We talked about Russell Wilson and his ability to throw the deep ball. Well, the same can be said for Ryan Tannehill. Simmons showed blitz. Here he comes from the outside. Tannehill with the end zone. Really, we had a scene. 11 touchdowns last year. Tannehill's favorite target. Just beautiful execution. Tannehill showing great courage and persistence to sit in that pocket that was collapsing on him. He throws a dime. Here's Derek Henry with some nice running. Henry trying to turn it on inside the 30. Stays on his feet. If you don't have great gap control by that, I mean, there has to be a defender in each and every gap. Derek Henry is going to get through, and he's going to make you pay.


Hello everybody, this is episode 98 of the Agile Podcast and today is a landmark, not numerically, but we've got our first ever patron guest. So from our lovely patrons who support us, we've taken someone, a volunteer, and they are going to be our guest ale on this show. We've got Gareth, Gareth Thomas from Lincoln and we spent a good time talking about technical stuff which for me and Paul is a bit of a stretch as you know, but Gareth is a very technically minded organisational leader. So we talked about different levels of testing. We talked about how we might help get people to see the value in test first. We talked about leading and lagging indicators, the short term and the long term focus. We talked about how that impacts on sustainable pace. We talked about something to do with Japan and making things out of metal. Very interesting. We hope you enjoy it and if you'd like to be in with a chance of being a guest on a future episode then become a patron and every now and again you'll be invited to have a chat with us live on the podcast. Speak to you soon everybody, take care. Hello Jeff. Hello Paul. We are very lucky today. We have a guest. Guest ale in the bar. Yes. What's on special offer this week? Well I've got Ribena. Hello. Hello, I'm Gareth. Hey Gareth. Gareth is one of our patrons, our lovely patrons. So if this was a regular bar, Gareth would be basically keeping us in business. He would have his own seat at the bar. His own seat and probably his own tank at hanging from the roof. He'd come in and he wouldn't, he'd get his own glass. Absolutely. Cheers Gareth. Nice to see you. You too. Whereabouts are you? Lincoln. Lincoln. Somewhere in England. Because we have a global audience. Do you want to give our global listeners a bit of a clue as to where Lincoln is? If you look at the big map of the UK, there will be some major cities in the middle and there are some bits on the right hand edge where nobody ever goes, that's Lincoln. So sort of east coast, not particularly north. Although they think they're northern here. Yeah. I would have said power from the sea. That was going to be my next question, how close to the coast are you now? You know this, you know this but our listeners probably do it. My grandfather used to play football for Lincoln City. So I used to have a Lincoln City football scarf when I was probably about single figures years old. Probably the only person outside Lincoln. And Lincoln, they weren't particularly good but he did, he did nearly join Derby. He was, Derby tried to buy him for £5 I think. Which at the time was a lot of money as they always say. Anyway, enough of that.  Actually it's hot Robinson's ribena type stuff. Type slip? Okay. It's mixed fruit berry drink. Is this to ward off the cold? It's been a long day, I didn't sleep so if I have alcohol I'll be asleep at the end of this. Well, that could still happen because if it was ribena I was going to give you another interesting fact about myself is that again when I was single figures years old, I don't know whether you know this Paul, this might be a fact that you don't know. Add it to the list, yeah go on. Do you know anything about me and ribena? No, I don't think it's ever come up in conversation. I nearly turned diabetic by drinking so much ribena. Oh I think you have told me that before. You had a mild addiction didn't you? Yeah, I used to drink it very, very concentrated as well, so it's a black current flavour drink for anybody else. You didn't used to drink it neat did you? No, but sort of 50-50 which is quite... Half a glass of ribena cordial and half a glass of water on top. I think when I was at rock bottom that's pretty much what it was. Rock bottom. I thought you were mild type. I hated you, that's expensive. It is expensive, yeah. Must have ruined your teeth as well. Yeah, not great for the teeth but I have lovely teeth. So what's the moral there? Rot them early, go back and set. Drink fruity, drink responsibly kids. So now I don't drink ribena, I drink a stout. I've gone for a stout today Paul, nice dark drink there. It's called Last Minutes and Lost Evenings. Another one from my local day at Brewery. Last Minutes and Lost Evenings. It's very dark, I don't think they need me mate, they're doing very well. I've got just plain ol' thatchers here, it's very boring, it's the only thing I've got in the fridge right now. But it's fruity. So cheers. Cheers, cheers everyone. Cheers. Yeah, this one's I would describe as sort of burnt chocolate. What a lovely description. Well I quite like that. I quite like a dark chocolate rather than a milk chocolate. To drink though. I wouldn't have wanted this earlier on in the day because it was quite warm today. But now it's sort of a nice coolish evening dusk. And it's pleasant, it's nice. A few marshmallows, some squirty cream. Maybe not, it's 8%. Woo! Straight to bed after that. Well we'll see, we'll see. So how's your day been going? You say long day, hard day? Or was it just because you didn't sleep last night? It's been first day back in the office actually. Physically back in the office? Actually in the office. Yeah, so we've been planning our year end activities. So I work in the education sector. So we got our sort of end of year presentations on Thursday. So coming together, planning out what that looks like, writing slides, working out stats to present. And how was it back in the office? Well there was only four of us in a place that was going to be 50. So it was quite socially distant. Odd, it was very echoey, very nice. Yeah, anything left in the fridge? No, we had one man work the entire lockdown there because he hasn't got any way to work at home. So he's worked his way through all the leftover stuff. Keeping the plants alive? Yeah. Or devs desks who just covered in plants now. Are there plans soonish to bring people, more people back in the office, Gareth, or not? First of August, we're thinking of starting to let people choose to come back in. But we're quite packed, so it's very difficult to get them everyone back in and have decent social distancing. So it's going to be a phase return. And I think it'll be harder than being fully remote. I think a few people and a few people not will really divide the team up. It'll really be an odd dynamic to manage. How was your meet-up, Group Paul? Oh, it was very, very meaty. A very meaty upy. That was good. I've been missed a meet-up this last two weeks. You've been getting around, haven't you? Two weeks, two meet-ups. I was at Agile Northeast this time last week and I was at Agile Bath in Bristol today. That is one of the good things. I mean, it's a benefit. I know there's lots of drawbacks to what's happened and we've talked a lot about that about those things. But people from Germany turning up to meet-up technically that's listed in Bristol. So it's fantastic, isn't it? I'm meeting people that I probably would never have met on Zoom meet-ups. Now, being able to turn on a Zoom meeting with 15 minutes to go before you start is quite nice. I'm in a very weird position for the first time in my adult life since I was 17 years old. I do not own a car. I know Gareth doesn't own a car. No.  I know. Well, I don't see myself needing to travel for work for a long time. My main clients aren't going back into that. You've got to kind of leave it. You've got no plans to replace it. Not at the moment, no. My clients aren't... They're committed to not going back into the office until the lease next year. And I'm not... I think they will eventually. But I was speaking to somebody yesterday who said, no, they've already given up the lease of their office. They've decided they're not going to go back. They're absolutely fine working remotely. Because that's surely, that's going to become an issue. Certainly central London, isn't it? With offices, spaces that companies won't be able to afford, it's not worth them paying their lease. And they'll just become empty. Well, the Shard and Canary Wharf are quite worried about it, aren't they? Are they? Yeah, because they've had a few people serve notice because they've realised they can work perfectly fine without having an office on the 12th floor of the Shard. Yeah. And you can only imagine how much that cost. I do quite a lot of work with a Greater Lincolnshire enterprise partnership, which is as exciting as it sounds. And the estate agents are seeing a massive uptick in places like Grantham and Newark, which are an hour by train from London. Yeah. Because people are now going, we don't need to live in London, we don't have to commute all every day. So we're buying houses in walking distance at Grantham Station. Hmm. Yeah, it should. Level out the UK socio-economic divide. A little bit, I think. Yeah, I think even the UK government's thinking about relocating for a while up north somewhere, isn't it? Leeds, I heard Boris Johnson was suggesting. They've said that for years, haven't they? But I think they're actually, because they have to, like the houses apart are falling down, aren't they? I mean, it's actually unsafe to use them, I think, almost. So, yeah, yeah. All right. What about the world of Agile? Has anything been happening in the world of Agile? Have you read anything interesting or listened to anything interesting? I had a question. I was going to try and read it to you now. Well, you've been asked a question. Yeah, it's a techie question. It's a techie question. In the XP, I'll just read it verbatim. In the XP world, do you find that the continuous refactoring of code breaks a lot of the automated tests and therefore there is a substantial amount of work in keeping these up-to-date? My team moans a lot about wasted effort in the rewrite of tests. They're doing it wrong. Absolutely. Okay, I'll just make a note of that. And if they're breaking tests, then that is the point of the test, the catch is the catch breakage. So if the test is breaking unexpectedly, that's indicating that they've refactoring correctly. So you don't fix the test, you fix your code to the test passes again. That's the point of the code. But I think, yeah, so seeing it as a cost, seeing as because it is a slightly more, well, is it an inefficiency in trying to actually write tests and rewrite tests? Because if we're actually rewriting tests it may well be a good thing if they're going to be improved, surely. There's, I'm thinking now, there we go.  You need more things. This is serious chat, this is serious chat. Your tests, your safety gates, they're the thing that protects you from releasing broken code. They're the thing that stops you putting it alive. I think you don't understand. So your test failing is good because it's called a bug. And if you've got a bug in live, it means your tests were bad and you should refactor your test and work out what test you actually needed to catch that bug back before you wrote it. So you should be investing time in tests. But if in the normal run of work, you're breaking tests, that implies a deeper issue in your practices because you've probably got too much coupling. You've probably got to domestic dependence between parts of the systems. You've probably changed code, you're breaking things downstream and all your tests are very dependent on data or the shape of your code. So your tests are wrong. So probably look further out, look at something in BDD, look at something a bit more abstract from the code and get into your sort of your testing onion if you're into that sort of thing. I'm trying not to get way too geeky because you know I can. But in terms of certainly, it's a continuous attention to that testing element on every day of a sprint, surely. It's not something yet we should try and, because I've made a gripe with me and I won't name names, but some of the people used to work at Nokia. They would say- Not Ian. No, Ian didn't work at Nokia, did he? He worked in team. There must have been Ian at Nokia. There was plenty of Ian's. But let's call him Craig. Okay, this one, we'll call him Craig. He used to say, I said, end of the sprint is coming up. So we've got, it's kind of, I've finished my tasks now. I'll tell you what, I'll go and write some unit tests. That, it was a, it was seen. It was seen, for the benefit of the take, Gareth just put his head in his hands. So it was seen as a frivolous kind of task that I'll fill up some time.  But instead of seeing it as a proactive, it was something I'd do just to make it look like I'm busy at the end of the sprint and take up some time. I used to really get my goat at the time. And they're probably completely worthless as well. Probably tests to have coverage. But in terms of metrics, what they would be, what was observed and what was measured was if their unit test coverage, if they had lots of unit tests, didn't matter how good they were. It was just, it looked good. It looked good on the balance sheet, right? So on the dashboard. I memorably on one day reduced test coverage on one co-base I was working on by 57% because I started making some changes. All the tests broke and then I looked at the tests and they were just there to get coverage. They could write tests in such a way that it just looks like the code's working. It doesn't actually test anything.  You just got your red, green refactor. It's a continuous cycle of writing code until your test passes and then once you've passed your test, you stop writing code and then your test... Do you still find that difficult to convince people about? Yes. The idea of test first.  It feels like a waste. Going back to the original question, you want to crack open your editor and start writing code. You want to start solving the problem. A lot of people think in code and going test driven, you start having to express your changes in the tests. You have to think about the shape of your code in tests and start writing tests and then you can start writing the code to prove your tests because it's almost like you have to think about the required first. You go test first, you think about requirements, not around feature. So you start thinking about what the customer actually wants and how you would prove that you're doing what the customer wants rather than how to make a thing happen on the computer. It's flipping the mindset.  Do you see writing tests as something fundamentally different to coding? Depends on the test. Because to a non-technical person, to me... That's Jeff, by the way. Very non-technical person. To me, tests are still technical gobbledygook. And I know they can be written in plain English, I know. But to me, one of the... I've always assumed that a developer thinks of themselves as wanting to write code and tests aren't code. But the more test driven you are for someone who's non-technical, you're still writing code. You're just writing the code in a test format. Yes. Is that too naive? It depends on the layer of the test. So you have multiple different ways of looking it in. And there's a really good Scrum.org trainer up north and I can't remember his name now. And he does a fantastic talk on the layers of testing and how you build it in. I'll have to find his name. But he talks about starting on the outside and having your requirements in tests. You always document your entire system using something like Gherkin, using plain English that you have systems that can understand. So you say like writing a test in English, not behavior-driven development, but sort of feature-driven development. So it was even set further than behavior. That's old school. Yeah. And then you go in and start thinking about the behavior. So you go, I want an ATM machine. It's always the classic experiment thing. And then you go through and all the different things that it needs to do and the sequence of things in English, that enshrines your product owners or your stakeholders' actual view of how the feature should work. And then you write another layer of tests under that, which proves that. And those are your unit tests. And each of them are slower. Each of them have more independence between other systems and each of them have more complexity to them and are slightly more fragile, but they test less. And your product owners should be thinking really at the outer side. It's that MVP feature first. What problem am I trying to solve? Something that features what's the problem that we're trying to fix with this thing. And then as you move down the layers, you get more technical. And then the testing turns from being a proof of the requirement to a proof of the code. Make sense to me. That's a success then. Even for Jeff, even for Jeff, you put that into words that even he can understand. What light bulb are you going to turn on there, Paul, with your? Well, I was just going to ask, does great testing have to come from, is it a mindset? It is a different mindset. I think developers can get there. So some of the best testers I know, which is now different to unit testing. That's the different skill now is actually your integration verification testing. But the best tests some of us I know come from either a sysadmin or a development background. They know how to break the system. One of the practices that I quite like and it's very hard to get them to do is like pair programming, pair testing.  Does he come with a pack of tissues too? Yeah, some Glen Fiddler in an arm around the shoulder. But it makes the developer think about testing on their machine because the sooner you break it, the sooner you can fix it and the cheaper it is. So you don't want your tester sat at the end of the conveyor belt waiting for all these things to come in and then raising tickets in the backlog and moving things left. You want it breaking before it even gets to integration. I think it is a very different mindset, isn't it? I remember using Meetup, this was a Meetup group I did donkeys years ago, but it was, I think, actually, coincidentally, the Bath and Bristol one, but they did a testing Meetup. I think it was the other one. But they just used it as basically an opportunity for testers to get together and basically try and break core functionality in some of the major websites like Amazon and places like Google and try and see if they could just test the hell out of their live systems to see if they could find floors in it and find gaps and holes in it. And some of them. Would that be a sort of badge of pride if they could? Yes. Is there, do you think there might be something in a sense of pride from a development point of view in that why do I really need to write tests? I know my code will work because I'm good. They say it's, writing tests is the distraction from writing code. And they're often judged by how many tickets they ship. And writing a test is often seen as a thing that prevents them from shipping tickets. Yeah, okay. So is that something you've had to tweak in terms of perspective outcomes, outputs type thing? You have to change the duration of which you're looking because I don't know if anyone from work will actually listen to this. But there we go. At the moment we're seeing quite a lot of defects because we're on high velocity and we're working on part of the system that has very poor test coverage. It's written in the framework, you can't test with unit tests. So we put a lot of selenium type automated testing which aren't as good. And our defect rate is so high that we are probably having a P1 every two days over the last couple of weeks, just on, oh, this is broken, this is falling over, school can't access this. And schools probably don't notice, but you see the rework and the amount of time we're losing to doing those tickets again. So it's not just how quickly I ship that ticket. So how many times does it come back? How many times are we fixing it? And if you zoom out to look at over six months, teams are good testing, ship more code. Yeah, how do we get people to stop thinking about it? Because so the short term is such a big pull, isn't it?  You can knock your scrub now and go, that's why we plan, you're planning on two week cycles and that's got to limit your view. And now we're going all our tickets done in that sprint. So, so part of that's my definition of done. Wow, there we go, done or done done? Done, done, done. But the, it's making the wider business take a step back and looking at what's shipped over a longer period, which comes back to what I've been doing today really. What have you achieved in the last year in work? And stop looking at the next month and start thinking about what have we achieved in the last year? And I'm not plan this really short horizons and going, we need to have all these features out next week to meet this arbitrary deadline. It's a combination of leading indicators and lagging indicators, right? Is the long term thing, you're not going to see the results obviously for a while, but to know that you're going in the right direction, you have some proxy metrics, test coverage is one, things like that. But having that longer term horizon in conjunction with the short term speed and reactiveness that reactive nature that Scrum can give you is what we need. We need that kind of balance, don't we? It's how it's, you have in multiple feedback loops. It's in my previous life, I was a process control engineer and you have your slow feedback loop but your fast feedback loop and you have proxy metrics don't able to control the fast one, but you still need to measure the slow and the fast to know where you're going and if you're on the right bearing. I've got, I was going to ask one thing and it's kind of related. And it was a question that came out on this meetup route tonight. And the question was, my team is experiencing high stress situation now because of the lockdown situation because there's a tendency that we need fixing to fix things fast and how much the current lockdown COVID type environment has probably focused people on the short term of finding a fix now and trying to find resolution quickly because we don't like this whole world of uncertainty we're living in, especially if you're the product development area. The need for any sense of stability is a positive and she was really struggling with them. How do I calm, basically how do I slow and calm my team down because they're highly strung just because of the situation? Is that, have you seen that Gareth? Is that, has the environment played out on how teams are developing at the moment for you? Well, we've probably a slightly different industry to everyone else. Everyone will say that. But obviously we work with schools. We do the management systems that run the schools. So coming into the lockdown, we had a really high stress time because we became obvious that the government didn't know how many children were in school and we had to very, very rapidly release a lot of code with like a day's notice to record things for the department to allow schools to work at how many kids are in school and why they are locked down. We turned around all the government's guidance in about four days, which required quite big system changes. So we've been having these massive periods of frenetic activity in quite a lowed coal base because it was in some of the older parts of the system as well, but to make it so that schools could go back and they could recall their bubbles and they could do track and trace within schools. And that's actually brought the teams together. We've had this really productive, really bonding experience because there's high stress, but high rewards. High purpose, yeah. Yeah. I mean, at one point we were probably the canonical source of data and the number of children in UK schools because the government don't have it, we do. And we were writing BI reports to give to the department showing aggregate school numbers. And then I was seeing them reported on the BBC. This is what the numbers that the government were using. Yeah. And to create a massive sense of pride in the team that we're making a real difference. But then there's a massive deflation because then you're doing, and now we're just doing something to make money. We're just doing a product and now it doesn't feel as exciting. I think it's an interesting as to how the current environment has galvanized or in some cases stressed teams out in terms of, oh my God, we have to do this now and increase the pressure. That can be inspiring, but it can be frightening, I imagine. Well, as you know, I focus on language a lot. And you said that, oh my God, we have to do this now. And so for organizations without a, it's not necessarily an altruistic purpose.   But what you're doing is actually contributing towards the national cause. It's contributing towards something that everybody can humanize and relate to and empathize with, because they all know people who have children, they've all been to school themselves. And so they can see that they're actually solving a problem that's quite close to them as a human being. And that galvanized, that's something they want to do. Yeah, they're being paid to do it, but they also want to do it. But if there isn't that sort of connection, if there isn't that humanized factor, then it is something that they have to do and that becomes an obligation to chore and a source of stress. And that's, for me, one of the big areas that affects the big, almost invisible factors around sustainable pace. So while Gareth has described, what Gareth has described in there, the amount of energy going in from that team for something that was what the country and families and schools and society absolutely needed at that point in time would have been absolutely unsustainable for the team that's stressed because they have to do something very, very quickly. But for that team, it was actually energizing, it was bonding. And that's a massive thing for me. The interesting is the response, maybe from people outside the team. So you get a lot of praise coming in and everyone's amazed at what they're shipping. But then you get people going, why can't they do this every sprint? We're talking like one-day sprints. We literally sprint flying in the morning and then reviewing at lunchtime and then shipping in the afternoon again.  They have that temporary moment of superhuman strength. So why can't you do that every day of the week? Because that's not happening every day of the week. If it did, it would become normal. And it wouldn't be, isn't it? I don't go saying it does create an expectation while you've done it once. Surely you can, the impossible has become possible, right? Yeah. This makes me think of Japanese template works. I haven't had a single work story. And in Japan, they have pride around their production records on their lines. Okay, yeah. So Nippon Steel will see shifts come in on their own time on downshifts to set new records. So they'll come in, they'll have thought about how are they going to operate in a more precise way to do higher quality or more steel in a shift through a five-stand reduction mill. Don't worry what one of them is. And they will go in and then they will work that shift and set a new production record. And then that becomes the new metric for the line. I mean, they see the quality of the product that goes out the door. They are proud to give it to the customer. And they are proud of having an efficient shift. They're proud of shipping code in a sustainable pace. So the important thing about them coming in is they'll think about how they're going to operate. And they don't flog themselves. They'll put a new process in. They'll inspect and adapt and they will do another shift which is slightly better than the shift before. But they'll trial it and they'll do it themselves because they know that the company will be better for it. And they get a sense of pride in the company doing well. It's a completely different mindset though. So I got to know about Nippon because I worked on a joint working group with British and Chinese and Japanese cold reduction steel systems. And pride's probably the wrong word. It's ownership's probably the better way of thinking about it. So they're not competing with anybody but themselves. And they're not trying to do better than the other five-stand mill because there is usually only one in the works. And they're not competing with the upstream or downstream units because that doesn't make sense. I mean, they consume things from one unit and they give it to the next. And the quality of their work reflects down the path. So I suppose there's pride in giving good things to your colleagues, but not like we're the best but we're giving you good work. And pride or satisfaction to be able to cope with what's coming from the stream. You going at this new metric means that the line below can run faster because that's been upgraded. They can do this work. So now you're not bottlenecking them. It's your fear of constraints with your real-life gold router. So I mean, that's really interesting. I mean, I've seen a lot of that in perhaps different circumstances but that sense of beating your own personal best. I have seen a little bit of inter-company competition actually healthy. Most of the time it's unhealthy but sometimes it can be healthy competition into sort of setting the standard and then another team responding to it and pushing the bar up internally but pushing your own bar up, I see a lot of that. If you've got ownership and you've connected your values to the purpose of the work, then that ownership is quite key. I got asked the question and it was a little bit too technical so I passed but it was around whether the more remote nature has made it easier or harder for teams to keep their quality bar high when it comes to sort of TDD pairing, things like that. And I had to admit I didn't have any data to say either way. My instinct would say it would probably be harder but I imagine also for some teams it might be easier because there'll be fewer distractions. Yes. Have you, just like that, is it? It depends on the person of the team. So we've seen, it's odd because you don't want to put the plans in place and we make this the BAU. Yeah. But some people have collaborated more, they've made more of an effort to always be on a meeting or be invested a lot in remote pairing software before the lockdown and the team were quite used to doing that and everything's got pipelines and everything is centrally stored and so you can ship your code, you can see pipeline builds very, very easily. But other members of the team have just vanished in on themselves and we're making an effort to make sure who's in stand-ups and who's talking and who's being active. I've seen, so I had a chat with a good scrum master friend of mine who's, their team's adapted really well to the whole lockdown thing and they use Google Hangouts and their Google Hangout is open all, literally all day. We know we can see each other all day, two screens. So one with the screen that I'm working on but on the other one is the Google Hangout that's kind of opening, open all day and we just kind of, we will just every now and again tap each other on the shoulder virtually or turn on microphone knowledge and shout something that we need some help with something. Similar with you Garth, is it more ad hoc when you need it, you turn the cameras on? We tried the all day and no one joined it because we find people jumping into different meat to do their bearing and they're not going back in. So it sort of fell by the wayside. What we introduced was a lunchtime catch-up which was optional. I'm more of a sort of a water cooler moment to come around and talk all day. But we've always been big users of Slack and everyone is very focal in Slack all the time and they have been even in the office and I think that's helped because our sort of collaborative work happens in Slack. Even in the office, we'd all be sat there with our headphones on talking to the person next to you on Slack. So it sort of just continues in the same way. I hate to bring our chat to a close, but I'm out. I think we're done. Yeah. That is our leading indicator of whether we're done or not. Is I have an empty pint glass.  Yeah, it's nice to have a guest. Our listeners will be thrilled to hear someone other than just me and Paul for once. So yeah, it was brilliant. Thanks for making time and thanks for being a patron obviously. Cheers. Cheers to you, sir. Cheers. Ding, ding, ding. Until next week.


Hey there, I'd like to talk a little bit about golf cart etiquette. You want to keep your golf cart on the path if possible. If there isn't one, you want to make sure that you're about 30 yards from the green so that you're not trampling the grass around the green. Now, there are exceptions for that. So if you have a handicap flag, golf courses will often allow that. They'll allow you to go up much closer to the green and they'll give you instructions on their protocol. So that's an important tip. The other thing I'd like to say is for speed of play. If you're 30 yards from the green, you want to make sure you have the clubs that you need. I'm not sure. I think my ball is on the green. I got my potter, but I might have to chip or pitch on. So I'm going to take a club for chipping. I'm going to take my eight iron and I'll take a club for pitching. In this case, I chose my sand wedge. You could be a pitching wedge. Another one would be fine, but it's nice to have that option. This way I'll go discover my golf ball, where it is relative to the pin, and which shot is most effective for me to play. I have it all with me. It'll be right and easy.


fuel for silicon angle coming at you live from the Microsoft booth at CES 2010. While I'll be focusing mostly on video reviews, I wanted to bring a little bit of the experience of CES and a little bit of the magnitude and the grand scale that you can find here at CES and some of the excitement to you by just a walk through some of the booths. So right now I'm going to take a walk through the Microsoft booth, not focus really on reviewing any products, but just get trying to capture a little bit of the experience and the energy that's here at CES 2010. Again, this is the largest conference in Las Vegas. It's a little bit of a larger-than-life experience, so hopefully you can capture some of that in this walk-through. The actual one part of the Microsoft booth is it's a large booth as you'll see as you walk through and we'll take a glimpse of what they have here to offer in the Microsoft booth. So here they have some Bing and some MSN terminals allowing people to get some exposure to Bing and MSN. One thing we learned last night, the Balmer keynote, is that Bing and MSN are now going to be the default homepage and search provider for all HPPCs in the future. So we have some demonstrations of new Office 2010 happening here.  So over here, we have Zoom and Zoom HDs on display. Zoom and accessories being showcased here. Microsoft Surface, I have a separate view on this, but this is actually very cool to play with. You can see it can be controlled by gestures. Very production quality. I'm surprised, I've been a little bit surprised at how functional the service is, but I have a little separate clip of that. A display of all the newer Windows mobile handhelds on display here. Played with Microsoft Media Room section. Of course this makes me jealous because you can only have media room if you happen to have a service provider that provides media room, but right now in the U.S. it's only 18 to U-verse. So you have to live in an area where 18 to U-verse is available. I live here in Las Vegas all with Embark and Century Tal. I'll be the last person on earth to get anything cool provided to my living room by a service provider. You can see the media room on display here, and of course we have Windows Media Center just on display here. One of the more robust and future-proof if you will, applications to bring internet content into your living room, or television content to your computer. You can see the press area upstairs. Across the walkway here. We'll go across to see the Windows, Microsoft Auto section where they have some of the new Microsoft Auto applications on display. You can see the new Ford Taurus, and what they're demoing here is the new Ford Sync applications. Actually Microsoft Auto is getting more and more contracts and they're deploying more robust features all the time. We have Ford, Fiat, a new partner for Microsoft Auto over here, Kia, and then you've got this large DeWalt branded F-250 here on display in the Microsoft Auto booth. Now back to finish the rest of the Microsoft booth over here. Next section is Windows 7. They have Microsoft reps here displaying the various features of Windows 7. They've got device experiences and what they're demonstrating here is Windows 7. They're showing how different, how it has expanded its feature set for capability with different types of devices. Other Windows 7 features have newer netbooks on display here, all of which run full versions of Windows 7. This new smart book here from Fujitsu, the Lifebook UH-900, and the full version of Windows 7. As you can see here compared to the size of my hand, it's not much bigger than a smart phone. It's definitely something for a female you could carry in your purse. Guys, I don't know, you're out of luck. And they've got just a little getaway room in here, if you will. It's not really any Microsoft products in display, but this is a little bit of a screen out in the spirit. Some of these tall panels that dance when you press these interactive buttons and make music being taught by these guys here, Daniel. We're almost done with the Microsoft booth here. And the last section is the Xbox section. Of course, when a Microsoft likes a product, you have an experience wall here with lots of pictures of different Microsoft experiences surrounding the booth. And that is it for the Microsoft booth. Hopefully bringing you the experience here from CES at the Microsoft.


What is the easiest way to hide the identity of SCP-001? This would have been a perplexing question for the administrator who had conceived General Notice 001 Alpha. How do you hide the most important anomaly the Foundation ever has and ever will come across? How do you hide the creator of the 2,000 anomalies to follow? How do you hide the ultimate weapon? How do you hide the universe itself? How do you hide something worse? Like the identity of the administrator, the circumstances surrounding how they came to their final decision is shrouded in mystery and known by a select few. Regardless of whether the process was arduous or came in an epiphany, the outcome is evident for all to see and functioned precisely as planned. Several completely different files are present in the entry, preceded by a forward stating that none, one, several, or all of these files were the true SCP-001. The tactic worked as intended, with a myriad of conflicting explanations erupting and battling to prove that they were correct, but never having enough evidence to disprove the others. These simplest conclusions were the most common. That there was no true 001, that it was simply a ploy utilized by the O5 Council to instill a sense of purpose into the staff of the Foundation, hiding the truth that these anomalies had no source or explanation, or that all the files were the true 001, that by some twist of fate they had devised a method of coexisting somehow. Through all of this, a reoccurring theme emerged. Very very few thought outside of the box. Very few were able to realize the truth. Begin log. Date and time expunged. Frank. Alright, this is Frank, aboard the, uh, what are we calling this thing, David? David. Distant. SCP-S. Data expunged. Frank. SCP-S. Data expunged. Alright, this is, wait, really? They named it Data expunged. And we're going to, uh, whatever. This is Frank, aboard the SCP-S Data expunged. Current time is Data expunged. And we're about an hour from launch. The Overseers have been getting these ships made for quite a while now, and it seems they decided to send us out to take a look-see at those bits of the universe we can't see yet. I'm, uh, just a record keeper for this trip, so I figured it'd be handy to start my keeping priority departure. You know, in case something happens. Anyway, might as well start with system reports. Reactor is fully functioning, weapons look good. Begin log. Date and time expunged. Frank. Frank again, we're about to launch. And seeing as nobody's ever done this before, I figure some like, uh, fitting words would be a good idea. Frank pauses for three seconds. I got nothing. Ha, shoot. I should have thought this before. Frank pauses for seven seconds. Oh, now we travel to- A loud whining sound is heard, promptly followed by several objects colliding about the room. Frank produces heavily distorted vocalizations until the whining noise subsides. Frank muffled. F***ing a**hats could have given us a warning before you left, at least. F***ing ruined my speech. F***ing f***. Begin log. 418. 18. 00. 00. Frank. First and foremost, since we don't really know what the actual date is on Earth, we've adjusted all the clocks and dates and such so that we're counting up from when we launched. It's currently been 18 days, 4 hours, and 19 minutes since we launched. We're still traveling at max throttle, so there's not much to see outside, other than darkness, since we're going faster than the speed of light, much faster. But, uh, yeah. We recently passed... Hey, David, what's the name of that place we just went past, uh, Messi, something? Yeah, but like, the closest one. Pardon? David. Distant. Messier 83. Frank. Oh, right. Uh, we've just gone past Messier 83, which is about 15 million light-years from Earth. Talk about being far from home, haha. David. Distant.  Frank. This is just note-keeping, not the finished logs. Shish. David can be real hard sometimes, though considering he spends most of his time fixing machines, it's kind of understandable. I'll make another log when something more significant happens. End log. Begin log, 2318, 24, 0200. Frank. Frank here. It's been something like two months. Not much has happened, other than that we've now passed GNZ11, so we're officially beyond the view of Earth's telescopes. Oh, and of course we've been taking photos as we went past. There's not much out here, but we can see a few small galaxies spread out here and there. The higher-up researchers keep using the word gigaparsec, so that should give a fair idea of the distance between these things. They've also been mumbling about something seeming off about them. Much other than that, I can't find out much. There's been quite a few cases of homesickness from the crew on board, but nothing that won't subside over time. Anywhom, everything's holding together quite nicely, excluding the automatic cafeteria. Oi, David, you're gonna fix the cafeteria, right? David, distant. No, because there's nothing wrong with it. Frank. But the paste tastes like sh**. David, distant. It's f*****g nutrient paste. It's a powder that tastes like sh**. Begin log, 1437-20-03-00. Frank. Well, we've found out what the researchers were uneased about. We're close enough to get a proper look at the nearest galaxy and, well, it's a copy of the Milky Way. Not a perfect copy, mind you. There's a few stars absent, but the major identifying bodies are there. We're planning on taking a look to see if Earth is there. And if it is, look for inhabitants. Ample to say, though, this might end up getting classified as an anomaly. Maybe not as a full-on SCP, but at least as an E-dash. The chances of a replica galaxy flooring are, well, slim to say the least. Begin log, 0648-02-04-00. Frank. This place is definitely an anomaly. First, it was suspicious because of how similar it was to our home, but, like, far out. This is a whole new level of unnatural. On our way to the analog of Earth, we passed by a few of the missing stars and found out that they were actually there, just messed up beyond belief. How messed up? Try Absalon Buddhist, prime, alpha, whatever, the big one. It's made of ice cream. We took a sample. It tastes like avocados in cigarette smoke, apparently. The smaller one is a bowl of liquid chlorophyll, somehow managing to keep itself together. Antares is just solid iodine. No fire, no iron, nothing. Just a colossal cold ball of iodine. Proxima Centauri is made of charcoal, too. Then, of course, we actually got to Earth. Most of us have taken to calling it subprime.  You can see it's Earth. All the continents are there and shape-right, but they're made of the wrong stuff. Australia's a solid block of gold. The ocean's glow blue. And the whole American continent is made of maple syrup. We're collecting as much information as we can, then we're shutting off to the next galaxy. This is just too freaky. In other news, it's come to light that Marie is pregnant. Nobody's asking many questions about it. Especially because we aren't entirely sure it's her husband's child. So, yeah. End log. Begin log. 0748-02-05-00 Frank, what the actual flying f**k? We've arrived at the next closest galaxy, and it's the same thing. Another screwed-up copy of the Milky Way. Screwed up in different ways, mind you, but still basically the same thing as before. Mercury is made of ice, Jupiter is made of edible jelly. Earth looks like a sarcastic utopia. It's all flesh, bone, and blood. We've decided it's probably not best to approach, in case it doesn't like machinery. But nonetheless, we're hoping it's just these two, but we're doubtful.  End log. Begin log. 1201-170-05-00 Frank, note to self, bring more puzzles and toys on the next trip. I've run out. Frank pauses for four seconds. I'd better put something worthwhile here. Uh, crew are okay, we're coming to terms with the fact that the third galaxy we're going to arrive at looks like repeat of the first two. There's nothing major about it, it's just freaky to think this same anomaly repeats itself as far as we can see. Oh, there was an incident last week. Jonathan was fixing some strange mechanical fault, lower down. Then something came loose and broke his arm. It's been fixed now though, and the doctor said he'd be fine in a few weeks. He swears it shouldn't have happened, so there's some investigations happening. Nothing further I can think of. You remember anything I ain't? It is assumed that Frank was speaking to David, who responded with an inaudible or non-verbal response. Alright, ending log. End log. Begin log. Number 159-07-06-00 Frank, another copy of the Milky Way. Not a big surprise. Is this all that there is out here? Just endless copies of home, each more messed up than the previous. Frank pauses for three seconds. Earth was made of some sort of glass this time, Mars was made of dry ice, Uranus was horrifically magnetic. We almost got severely screwed over. Nothing to do but keep going. End log. Begin log. 0000-30-08-00 Frank, two more. There's no way these places aren't part of the same anomalies somehow. Speaking of anomalies, there's sh**t tons of them out here. There's a whole galaxy we can't approach, always seeming distant. So that the computers won't pick up at all, but we can rather clearly see. There's even a few times when space itself has been talking to us. I'm not insane. We picked it up and narrowed it to certain pockets of space. There's other times when we suddenly don't have enough power and will drift for quite a distance before everything kicks back up again like nothing happened. Is the universe flat? Are we falling off the edge or something? That pauses for four seconds. Before I forget, Marie's been quarantined for some reason. We aren't able to get much from security, but it seems like she's accidentally smuggled some disease onto the ship. I hope the baby is alright. End log. Begin log. 514-10-10-00 Frank, the most recent Earth, subprime 10, I think? It's got signs of human civilization. See hours? There's like Las Vegas is there, made entirely of stacked poker chips and playing cards. New York is this one huge piece of obsidian that looks like it's rather conveniently eroded to be identical to the New York back home. There's no humans mind you. No signs of life at all. And considering the oceans are pure hydrogen cyanide, it's probably best that nothing evolves to survive that. Why aren't we being copied if our homes are too? End log. Begin log. 1605-18-11-00 Frank, Tokyo is made of seaweed and is located at the North Pole. America is made of a solid block of gunpowder, with Chicago being made of a giant, carved mango. Sun is encompassed in a shell of chitin and is colonized by vast torches of stone that shift and move whenever we stop looking at them. Mars is made of camel leather and a single raging immortal walks its surface. Uranus is nothing but a silent lattice of churning gears. There's nothing out here but chaos and anarchy. We're doing a loop to head back home. Security ramoury has been beefed up. Twenty guards all armed to the teeth with assault rifles and grenades? What sort of disease has she contracted? End log. Begin log. 2317-2312-00 David, this is David. Frank is dead, along with most of the crew. Marie gave birth to some f**ked up eldritch horror that's been running around and killing everyone it can. I f**k, I don't think security can handle it. Of all the f**king time for something like this, f**k. Whatever this place is, keep away. It's a cesspool of anomalies. There's nothing out here but sh** replicas of our galaxy. And it just keeps going and going and going.  It just keeps expanding. Greg Moore and Morphil... David pauses for two seconds. Of course. Why wouldn't it with data expunged? Outside? Did the overseers already know what we would find? Or did they just want it confirmed? And log. Begin log. 202-14-03-01 David, cafeteria is busted, only spits out rat poison. We're not going to make it, but the ship will. I don't think we went far enough for the ship to get warped too badly. We haven't seen any other anomalies on board other than the cafeteria fault. David pauses for four seconds. At least tell my family I love them. End log. Begin log. Midnight. 00-00-00 The audio in the log is assumed to be automated, as it is entirely comprised of fragments of audio used in previous logs. Changes in audio are denoted by line breaks. Frank. This is Frank, aboard the SCP-S data expunged. We've adjusted all the clocks and dates and such, so that we're counting up from now. Since we don't really know what the actual date is on earth. First and foremost, when the crew on board is fully functioning, we're going faster than Max Throttle. Much faster. Everything is holding together quite nicely. There's been quite a few cases of homesickness from the crew on board. We're doing a loop to head back home. There's not much out here. Just endless copies of home, each more messed up than the previous. There's no humans mind you. You remember anything I ate? Oh, right. There was an incident last week. It's been fixed now, though. Crew are okay. Nothing that won't subside over time. Anywhom. Everything's. Okay. Everything's. Alright. I'm not insane. Right? David. Of course. David. Distant. There's nothing wrong. Frank. Anyway. We're coming to Messier 83. Talk about being far from home. So, yeah. End log. The information collected and the names listed would never see the light of day. It would have been sent directly to the highest echelons of the foundation who listened, considered and acted. It wouldn't have taken a genius to connect the implications between the facts and the records, so every bit of it was expunged or adapted, so that the administrator's efforts would not be in vain. It would have been as though the expedition never happened, as though it was simply an anomaly that appeared unexpectedly. The information would never be seen by a human eye again, until it was once more unveiled by fate, buried simply to hide the truth. What is the easiest way to hide the identity of SCP-001? The architect of the universe, and its infinite horde of flaws? Don't classify it as SCP-001. And to find out more about the SCP Foundation, subscribe to SCP Orientation today and turn the notification bell on so you don't miss any of our videos.


So, if you change the definition of divine in your mind, that it is a possibility in your life. Divine is not something that comes and drops from somewhere. Divine has to be grown here. Nowhere else it can be grown. It doesn't grow on the trees, it has to grow here.


Hi everyone, it's MJ. And in this video, I'm going to give an introduction to the chapter called sampling and statistical inference. And I kind of wish that this was chapter one because what we're going to be doing in this course is defining a lot of the jargon. Specifically, we're going to be looking at what exactly is a statistic. And we're going to be seeing that a statistic is a function on a random sample. And what we're going to be doing in this course is just breaking down, okay, well, what do we therefore mean by a random sample? And we see that a random sample is something that comes from this idea known as a population. And a population has parameters and distributions. And this is one of the confusing things about statistics because a random variable and a population have got a lot in common. And essentially, it is the same calculations that you're doing in order to process it and get information on the two pieces that you need. So it is a little bit tricky. We also introduced saying known as an estimator and an estimate. And it very much is a jargon chapter. And one that we really need when we're going to go into the next chapter on point estimation, which is critical for doing confidence intervals, which is therefore critical for doing hypothesis testing. So it's an important link in the chain. But on its own, you might be thinking, okay, this is very abstract. This is very weird. Why am I doing this? My idea is that this is very much a foundational course for the rest of the inference part of statistics. So we've kind of almost finished with the mathematics. And now we're going more into this logical inference phase. And that's what this chapter kind of introduces to us. Anyway, I'll see you in the course. And as always, let me know if you've got any questions. Cheers.