Hey folks, before we get into this video, I got a question for you. What is your favorite Pokemon? And why? Leave a comment down below. I'm very curious on this one. Hey everyone, welcome back to the Prime 5, your five biggest news stories for Nintendo over the last 24 hours, or in this case, over the weekend. This week, Bandana 3 comes out and we got some news about that. Oh, and we're not really done. We got to look at some sales charts and a few other little tidbits, including a major update to Nintendo Switch Online that you're going to want to hear about. So without further ado, let's buckle up and get ready for the news. And our first story deals with Sonic Frontiers. Yes, folks, Sonic Frontiers has gone gold, or I guess that's not the term they used. The lead director of the game said the game is now complete from a developer perspective. They are no longer actively developing Sonic Frontiers, which would be shocking if they still were since the game comes out in two and a half weeks. In fact, this whole going gold is pretty close to release, but what are you going to do? I suspect there's going to be a really, really big day one update. That being said, yes, you can go ahead and pre-order the game. We have a link to pre-order it down in the description. Pre-ordering through that link does help support the channel. That being said, hey, I'm pretty excited for Sonic Frontiers. We'll be checking it out ourselves in two and a half weeks or so, and let's get into the next story. Now, next, I mentioned that, hey, Bayonetta 3 comes out this week. Big deal comes up in the 28th. Yes, we also have a pre-order link for that down in the description as well. But what is actually cool is that Platinum Games responded to this entire Bayonetta 3 voice acting situation. Not going to give a quick recap for you. If you're interested, you can go check out our prior videos on this. I want to get into what Platinum Games said, plus one additional piece to the Bayonetta 3 news story. So Platinum Games released an official response on Twitter saying, we at Platinum Games offer our sincerest appreciation to everyone who has contributed to creating the Bayonetta series over the years, as well as the community that served as its foundation. We give our full support to Jennifer Hale as the new Bayonetta and align with everything in her statement. We ask people to please refrain from any further comments that would disrespect Jennifer or any of the other contributors to this series. So again, this is a pretty stock standard response. Again, I don't really think anything else is going to happen at this point. This story is kind of over and done with. But what's not done with this Bayonetta 3 itself because it has leaked. That's right, there are tons of footage, spoilers everywhere. This is pretty standard. We all know that most Switch exclusive games end up leaking early and Bayonetta 3 is, well, just another one to do that. So I just wanted to warn people out there in case you're trying to avoid Bayonetta 3 this week. I don't really know. I came across the spoilers because I was looking for them. Not because I wanted to spoil the game for myself, but just to make sure they exist. But yeah, I didn't come across them organically. So maybe you won't come across them organically either. Know that we won't be covering any of the spoilers here at this channel. There's really only one series that we cover spoilers on and we're very careful how we do it. And that's Zelda. But that is something that we will obviously deal with at the appropriate time and talk about it in the appropriate setting, not here in a Prime 5. That being said, let's get into our next story. So Nintendo Switch Online has a very interesting update. We now know what games are coming in November. And this actually gives us a pretty good idea of what's coming in December. And this is really big news because what's coming is still too many very surprising. So first up, they announced for November that we're getting Mario Party and Mario Party 2. So yeah, they're dropping those early November. They put it out on Twitter. And this kind of makes you wonder what's gonna happen in December. And if we're honest, they just left it wide open for GoldenEye. Now GoldenEye was announced back in September at the September Direct. And all they said was coming soon. They didn't give a year on it. Now look, the Xbox version of this is going to end up having better visuals, upgraded visuals and resolution and all this stuff. And the Switch version isn't gonna have so much of that going on. However, the Switch will have exclusive online multiplayer, which too many is gonna make this the definitive version of GoldenEye. So I'm really looking forward to this addition to the Nintendo 64 online. It's probably the game that's gonna make me actually open up the Nintendo 64 online app.  I'm pretty excited about this addition. And look, it's not confirmed for December. So we'll cover it when it is announced, but it makes me kind of feel like this is a big deal. We haven't had this game re-released officially, you know, ever. So I'm really happy that this is probably coming in December. So our next story here is dealing with sparks of hope. I just want to give a little bit of a sales update. No, we don't have launch sales numbers yet. We'll get a little bit from Japan and the UK and stuff later this week. We're not gonna be MPD for a while. And who knows, Nintendo and Ubisoft could make a launch sales announcement if they want. But I do know that as of the time of recording this episode, that it is number one in I believe almost every eShop in the world. It's definitely number one in the UK, number one in Japan, number one in the US, number one in Australia. And who knows, by the time you listen to this, maybe it's no longer number one. But at the time of recording is the number one best selling game on all of the Nintendo Switch eShop. And I think that's really cool. We don't really get digital sales data anyway. So we have no idea how many numbers, but the fact that it's still number one going through the weekend really bodes well for this game. It's gonna be interesting to see how this game performs in general. Some people that maybe played the first one didn't like it, so they might not pick up this one. This could also bring in new fans. We'll have to wait and see. But I thought Spark's Hill was really well. I reviewed the game if you wanna check it out. And I don't know, let's get into our next story. And our last story deals with Pokemon Scarlet and Violet, and we're not talking leaks. Remember, we haven't really been covering the leaks outside of very early days. But what happened is there was an official preview event which means this is official information that the Pokemon company wants out there. So we're gonna go over some new details that dropped from that preview event. None of these I would say are story spoilers. There's actually no story details. These are just kind of gameplay mechanics. So let's get into some of the new stuff we learned from these previews. So we learned that trainers no longer initiate battles automatically and must be spoken to before battles can be triggered. That's a pretty big change. Players can throw their Pokeball at wild Pokemon to initiate battles, which is similar to Legends Arceus. Not really the exact same, of course, because you could catch Pokemon that way. Instead, this just initiates a battle. I think that's a little interesting. Wild Pokemon will remain where they are and may spectate battles. So that's interesting. Shinies appear shiny in the overall. I think we sort of already knew this, but now it's confirmed. There are reportedly a lot of customization options outside of Academy uniforms. Supposedly the most in any Pokemon game to date, that is what preview people play the preview are saying. Dirt or customization can be done at the very start of the game. That's pretty standard. Players can change their Pokemon's nickname whenever they want. I think that's pretty cool. And you can also change your Pokemon's moves whenever you want, similar to Legends Arceus or however you pronounce it. Look, I think that these are all obviously really positive changes for the Pokemon franchise. I know I'm picking up a copy of the game. Gonna give it a chance, guys. Brilliant Diamond, Shining Pearl didn't do it for me. Pokemon, Legends, Arceus, Arceus, whatever did do it for me. This might be a little bit of blending of both worlds. I don't know, I guess we'll find out. Really, it's open world Pokemon. And since I've been waiting for it since I was a kid, gotta be fair and give it a try. Anyways, guys, I'm Nathan DeRubblejans from Nintendo Prime. I wanna thank you so much for tuning into today's Prime 5. We will have a bonus video later today at around 3PM Central. There's a specific topic I wanna talk about. It's about a piece of news we didn't cover in here because I feel like this is big enough for its own video. So look for that to drop later today. Otherwise, folks, drop a like, subscribe to the channel and I'll catch you in the next video.


Uh-oh, stinky! Zack Snyder haters. The reviews are in. Ya last. Early movie critics got to feast at the head table Lord Snyder has laid out, and the food is to die for. Just ask Superman. Oh, naughty. One of the Rod and Tomatoes critics says that this film feels like the Justice League reborn out of the ashes of whatever pile of crap Joss Hack Whedon left on the floor. I unfortunately wasn't one of the lucky three who willingly chose to watch Tom and Jerry and accidentally got to get a taste of Zack Snyder's MasterCraft. And I know it leaked early online, but I'm not gonna watch that version. I want the superior version on HBO Max in some weird f***ing resolution. All I know is I'm as giddy as a schoolgirl to see not only my boy Batman back, hopefully not lying on the ground like he just pulled a hammy, you know like Bird's Eye View where he's all pathetically crumpled up like. No, none of that in Snyder's version. I just know it's gonna be much better, more smart, more martha, more awesome, more brilliant, more genius. I can't wait to see Soops in his black suit. He's gonna impress. He doesn't have a mustache. It's gonna be great. I can't wait to see my strong female lead Wonder Woman. Always love me some of that flash and that awesome run he does. This is how people run in the real world I think. In the original Jostus League, we saw Cyborg's face on the CG body. Now we get a full CG mask on a CG body. It's so much better. It's so much smarter. No mask dumb. Mask cool, edgy, smart. It's a better film already. My only concern is this easy breezy four hour film is gonna be done in like 15 minutes. That's what it's gonna feel like.  There's gonna be so much jam packed in here. It's gonna take scholars months, nine years to discover it all. And all I know from scrolling on my Twitter account is there are so many salty people.  This movie's gonna fail. Boohoo. You know what? F*** you MCU fans. We've earned this. We've waited and earned this for years. And now we're getting ours. And now we're getting ours. Cherry, did you actually see any negative, hateful comments about the Snyder Cut? Because like all I saw the last couple years was just release the Snyder Cut. This movie's gonna be amazing. It's great.   I didn't actually see anybody hating on it or the idea. It was basically just fans of Zack Snyder just shitting on everybody that didn't think it was a great idea or it was gonna be amazing. Like I never actually saw the hate part of it. Hey do me a favor. Don't say anything.  Thanks Cherry. So to put a bow on this, the critics have spoken. The ones that get early access to movies that are typically much more lenient on the film and are usually very positive about things when they get to see them ahead of time for free. They have spoken and they love this film, so I have no other reason to think that it's bad and I already love the movie. I think it's awesome. I love it. It's great. I love it. Nerd alert. Special shout out to the Cridge community over on Patreon.com slash Adam does movies. If you want to shout out on the cringe, just become a member at the $10 tier. But I also want to say thank you to everyone who's been supporting me for a very long time. So here's a quick cringe roll call. John Ruiz. Jordan Lambus baby. James Henry. Richard Moe. Dr. Rip. Ion McKee. Carl Schroeder. Brandon Barrow. Realm of Creation. Fennegan Clisham baby. Jonathan Petty. Robin Harding. Juan Hernandez. Sam Shearer. Larry Gallagos. Greg LeBeau. Or LeBeau. Or something. Bloodbathin' Beyond. I know those guys are cool. Jay James. Dave Nalt. Anthony Torres. Kyle Carlson. Jim Wells. Christian Meyer. Hosam Gunaim. I'm sorry. David Rani baby. Phillip Botkin. Charles Dodd. Brent. Cool beans. See you next time.


Bemidji High School invited professionals into the halls this morning for their annual CEO in the classroom event. 20 CEOs and professionals from the Bemidji area spoke with about 400 freshmen today. They came from all different career fields and talked about different job opportunities, how to find their passion and the cost of living. The school works with the Bemidji Chamber of Commerce to put all of this together. Starting to open the doors now realizing that they're in ninth grade and in four years they're going to be a senior, they're going to graduate and now they're going to enter either the world of work, so start looking at what the passion, what are their passions, what do they want to do for work? Is it going to require a two-year degree? Will they go to a tech school? Will they go in the military? Will they go right into the work setting? Will they go to a four-year college? The BHS principle says the event is also meant to expose the students to all the opportunities in Bemidji. If you enjoyed this segment of Lakeland News, please consider making a tax-deductible contribution to Lakeland PBS.


I don't know what phrenology is, it was in Vogue a little over 100 years ago, and the idea is that you can look at somebody's head, study the bumps on their head, and you can tell from that their intellectual ability, their character. So just run with me in this thought experiment. Let's say that there's a university department on campus, and let's say it's, you know, 1330 or whatever, and you're in the university, and these people are pumping out articles about phrenology, they're going around measuring people's heads, they're going around looking at people's eyes and saying, you know, hey, you should have a scholarship, you shouldn't have a scholarship. You legitimately have evidence that they're in danger in society. How would you engage those folks? I would ask this team, what shows phrenology is actually accurate, what are their character? It just sounds like causation and correlation. So you demand evidence? Yes. Okay, so let's say the evidence, they say thank you very much for demanding evidence for phrenology, and they point you to the Journal of Phrenological Studies or whatever it is. No phrenology. And they said Dr. So-and-so, full professor, he has published eight articles in phrenology. This guy over here, Woolman is a study in the eyebrow. This guy over here is a study in intracranial protrusions at the micro level or something. You want evidence? There's your evidence. Yeah, you have a solution? They don't have specialties in phrenology. So if they don't have specialties in phrenology, what business do they have publishing in a phrenology journal? Said from the dude with a small skull. Right, I mean that's the kind of argument that people who have warped skulls make. How do you get around that argument, someone says that to you?  It tells a lot about your character. It tells me that you're the sort of guy who would attack the discipline of phrenology. Before we didn't know what this bump meant, but now we know. Now we know because Dr. So-and-so, who has tenure in the phrenology department, has spent the last 20 years studying this individual bump on someone's head and produced a vast line of literature on the bump. And other people have cited that literature. That literature is cited by multiple people. So we know it must have some currency, some intellectual attraction. You look confused. Wait a minute, it's just people referring to other people? Well, what's wrong with that? That's the way we build the canon of knowledge. OK, so what do you do? You see that people are being hurt. You see that people are lying to themselves. What do you do about it? One way to try to expose them is to write a fake article and try to get it published. And if you only make some up, they'll show that people who can make some up and have no sense can get published. That might be something.


and just give a very quick introduction to our speaker here before we get underway. So as I was saying, my name is Marindy. Well, I'm the CEO of Alt and I'm really delighted to welcome many of you here today for this webinar. And I'm thrilled to have Patrick done with us from the UFI Trust. And I wanted to just give a big shout out really to the partnership work that Alt and UFI have undertaken in the last few years. Since 2020, we've worked closely together to set up the Amplify V network, which now I think since I last made the slides, the numbers have gone up. I think we now connect over 2000 professionals in further education and vocational education. And it's been a fantastic journey for Alt to work with UFI. And for us, I think it's really important to shout proudly about the work that we do, but also to share the lessons learned. And one of the really big benefits for us in this partnership is that we are able to work closely with colleagues like Patrick, who have so much insight into what is happening across the sector and what works and what doesn't. So Patrick, without further ado, I don't want to take up too much of your presentation time, but if you're ready now to share your slides and switch on your mic, I'm gonna ask everybody to put their hands together to please give a very warm welcome to our presenter today, Patrick Dunn. Welcome, Patrick. Hello, everyone. I'm assuming you can see my full screen slides now. Yes, slides have come back and everybody is applauding in the chat. So I think we're ready to go. Isn't online applause allowed? Anyway, but thank you for the applause. Right, okay. So I'm gonna talk to you about developing and delivering vocational psychology. Very practical, very practical insights from, well, it's a lot more than 100 plus UFI funded projects. I'm the project manager. I've been doing this a long time. My primary focus is about learning strategy and learning design. I'm gonna talk much more broadly about lots of issues than that this morning, this afternoon. So I'll try and get through this information about UFI as quickly as I can. Our beliefs are around, our activities around providing equitable access to skills enabled by technology. We focus particularly on those who are not or who have not been, particularly those served by traditional or mainstream provision. And a core belief really is that technology enables learning and training can help more people gain the knowledge and skills required. This term VokTech is not particularly widely known, but what it means is we actually have a formal dictionary definition, which is good progress now. Digital tools that help people gain and maintain the skills that they need for work. VokTech, vocational technology. So what do we do? We, I'm just gonna go forward actually. Just wondering what you're seeing. Oh yeah, there we go. Right, so what we do, we do three broad areas. We provide grant funding, which has been for a long part of our history that the core of what we do, although we've expanded considerably over the last couple of years. We invest in ventures, VokTech ventures. And we engage in advocacy. And we do a lot of this via strategic partners like Alt. So I'm gonna talk about what we've been doing over the last year or two in terms of evaluating what we have been up to. And some of the figures are, frankly, pretty extraordinary. We've provided 14 million pounds value of grants. We've supported 105 organizations to do 117 projects. And this is the extraordinary thing. We've affected or we've had contact with through our projects, 2.6 million learners. And I always think it's amusing when you spell the most important word on a document wrongly. And it says leaners, it's not, they're learners. So what are we trying to do in this session? Well, we're trying to reflect on key lessons from the evaluation. And where we can, where I can, we will provide, I will provide advice. Now, UFI is in a really very fortunate position in that, if you think about it for a second, because we provide grants and we do that generally on an open basis. Organizations of all sorts come to us and they tell us what they need. So over the years, we get a map of what's required, if you see what I mean. Because organizations of all sorts will say, this is what we're finding out in the world and this is what we believe you can help us with. And then the other thing is, as projects develop and are delivered, not only do the projects themselves learn what works, not only do the learners learn what works, but we do too, okay? So the value of what we do and the lessons that we learn, it comes out of some all sorts of all directions. So we've carried out this evaluation, well, it was an organization called York Consulting, carried out an evaluation of all our projects from 2015 to 2019. And I've just popped up those figures again. And we've learned a lot. It's really interesting how some of these things we would have predicted and others we wouldn't have done. Some of them are almost painfully obvious and others of them are like bold moments. So we talk about project design. These are the four categories that I'm going to talk about, project design. Engaging with stakeholder and user groups, project delivery, and the end product that is delivered. So I'm going to go through each of those areas and reflect on what the evaluation told us. Let's start with project design. But this one is very, very dear to me. The idea that in designing a project start with the problem, not the solution. And again, that's one of them. That's one of the ones you would have thought, well, gosh, that's painfully obvious. But what we've learned, and this is a particular focus of mine, is that defining a problem is a skill. It's a skill on behalf of the designer and of the project. And not everyone can do it. So we try and help projects do that. And what I mean by the problem, this is quite a common term in software development. What's the pain point? What's broken? What doesn't work? That's the problem. Because if you articulate, if you define your problem really carefully, that gives you a much clearer view of your goal. And as a subset of your goal, your objectives, okay? So what's the desire change? What's the outcome? What's the impact? But above all, start from the point of pain, start with what's broken. Now projects have used various terms to describe what they've done. We've heard terms like theory of change. What's your theory of change? In other words, what's the thing that you're gonna... Sorry, what's the concept?  Some people use the term logic model, especially for the larger scale projects. The next point. Again, you would have thought this would be something really quite obvious. I just wanna reflect on the term market. Market can mean your environment around you, your ecosystem as it were. We're not always talking about commercial situations here. So what we're saying is what our projects told us was that if you can be very clear about your market, your environments, behaviors, your attitudes of the people within that, that the products developed, the solutions developed, should be done so with a full understanding of how they're gonna be used in daily life, daily life and work. It's much more likely if you develop that understanding that you're going to secure the engagement not only of your learners, but in terms of the various stakeholders around them. So directly consulting with your target audiences. And again, some of this is sort of slightly marketing speech. You could say your intended learners. A priority defining a project or defining project objectives. Incredibly important and not always as obvious as one may assume. Throughout this presentation, this webinar, I'll be referring from various angles at the referring to the needs to consult users at various points. The next one, internal and senior buy-in. And this is something which personally I've witnessed not to be your fine projects I've been responsible for, but really throughout my career history in terms of making projects work. And it's something you do have to consider at the design stage. So make sure that at every level buy-in, you ensure buy-in, particularly at a senior level. Senior individual, senior stakeholders can frankly present barriers or facilitate to a degree that sometimes is rather surprised to me. It's worth taking time to form strong relationships with senior teams. And forming those relationships, this is something that projects sometimes mess. Forming those relationships should be in your project plan. Don't assume they're a kind of nice to have. Many of the most successful projects I have seen have had the management buy-in component as a work stream that's actually planned into the whole project and system. Quite closely related, but not entirely the same thing is a really interesting one that we heard from, gosh, I'd almost say all the projects, maybe not all of them, but the vast majority. Know who your partners are. And partners can play various roles. So for example, the one that I've observed more than anything is partners required for scaling and deployment, for spreading out what you've done. You, the team, the people around you may be really good at developing, understand your audience, they might have great designers, content developers, and so on. But the most common thing that I've seen adding to the success of deployment and scaling is knowing who your partners are that can help you with that. Of course, you might have the more, they give the term obvious partners, like you may not have a developer, so partner with a developer and so on. But I do think the scaling issue, how'd you get out to your market to your environment? It's really handy to have partners set up right from the beginning. This one is particularly dear to me. It is quite a common error in projects who assume you've got the right people involved, right from the start, and you might not have. And it can often be useful to consult with others, consult with us, consult with whoever's helping you, to check on your assumptions about who you need. And you may find that the people in your team, the people around you, they may need further development themselves to ensure that they are capable of helping you design and then deploying the project product as it evolves. It's really, really worth thinking about the skills required and the training of the team members. And sometimes it's worth thinking about the really soft skills, how good are people working in teams? How good are people working under pressure to deliver the kind of specific project you're dealing with? So that's all about project to design. And I love this quote from the research, from the Evaluation Report. Don't think this is a good idea. Why does nobody understand it? It's your job to be able to sell and explain your ideas so that people understand its uses and its benefits. And those people, who are those people? They are your learners, your users. They are your stakeholders. They are the folks within your organization. And this sort of cry from projects, we say, oh, no, why does no one understand it? So if this is a bit brutal, but that's your fault, all right? Sort it out. Right at the beginning, it's your job to make sure you sell and explain what you're doing to the various people that are involved in all the stakeholders. So I'm gonna move on to engaging with stakeholder and user groups. Now, I've already touched on a couple of these and I've already said that really engagement is important. The key thing here is to identify who your stakeholders are. I mentioned senior stakeholders. They're probably, it's probably fairly obvious who they are, but you may also be involved with around you, the kind of network around you, you may involve many stakeholders. And the sort of, the more thorough projects are very good at mapping those out, thinking, who are we gonna bump into? Who can help? Who's gonna not help us? Who are those who may be involved in this project that we are aware of and those that might surprise us? And engaging early with them, forming relationships with them with relevant groups and ensuring engagement throughout the project can make all the difference. So getting clients or the stakeholders fully engaged right at the start, particularly to ensure commitment. And again, what I'd say is that this is part of your project plan. So don't just assume it'll look after itself because in many cases it won't. It needs to be planned in and it needs to be planned in early. I'm gonna talk about users and learners a couple of times more, but they're obviously key stakeholders. I really like this one. And this was a surprise to me. So I've lived and worked in a digital world for kind of all my life really. And I like a lot of people with my kind of history. We assume that you just make stuff online and you buy it out there and people like it. Something that we've come across a lot at UFI is it helps so much when you've, when you're prototyping something, when you've developed something, when you're trying to deploy it, take it to people and show it. Explain what you've done in the context of work. And of course, that's incredibly important in vocational context, yeah? Demonstrate what you're doing to your stakeholders, to those involved, to your users, physically in the context in which it's gonna be used. And it's just something that we know works. And it helps develop enthusiasm and commitment. And at the early stages, and this is all about iterative prototyping, getting prototyping and demonstrations in early, in the early stages, it will encourage not only your users, but it will encourage you, yeah, that's important. The next one, user testing, here we are. It's the first reference to this, probably. So user testing, can't emphasize it enough, right from the beginning. The key to many of our project success was iterative, repetitive, and very extensive user testing, with all the stakeholders. Because if you've identified the appropriate people who will be involved, you can identify who the key users are. And it's quite interesting how in some of the more complex and successful projects, they were able to, they had the kind of courage, the security, to be surprised by what users told them, and then flex and then shift their priorities as a result. One of the things that I endlessly gone about with projects is to be clear what your assumptions are. So if your assumptions are challenged, you know what kind of within you and within the project teams needs to change. There's a, you might almost say this is contradictory. I often emphasize the rigor and the structure of a really good project plan. But at the same time, you need the sort of personal and collaborative flexibility to shift that project plan as required, particularly if your users tell you to. And you've got to be sensitive to how they're telling you. They may not tell you directly, so your user testing design can be quite subtle. This next one's really interesting. You're not just testing with users, you're supporting them. And this tends to come up towards the end of a project. And I was surprised in the evaluation quite how assertive some of our projects were in saying, you know, that it took them by surprise as much as it took me by surprise. The amount of resource, the amount of effort you have to put into helping your users, helping your learners, figure out what to do, understand their own motivations and benefits, simply get through using the technology. I think, you know, those of us in the technology business can kind of assume sometimes everyone finds it easy. And not everyone does, which is why early user testing is us. A number of the projects emphasize the importance of what you might call over-communicating, making a lot of noise, particularly about the benefits to learners. One of the things that I've always found in effective learning design is convincingly and authentically communicating what's in it for the learners. You know, why should they bother? And that's particularly the case in what you might call challenging environments, sectors where things have been done in a, you know, kind of, what's the word, ossified a sort of static way for a long time when you're challenging particularly cultural beliefs. Communicate what's in it for the learner very, very powerfully. Let's move on. So, project delivery. This is a kind of, this is moving on from the, in a sense, the previous point about the amount of effort required. You've got to be, I know this seems painfully obvious, but you need to be realistic about planning time, cost resources and so on, the technicalities of designing digital solutions and so on. I could make a really obvious comment like preparation is key, but I'm perhaps overstating my case here. I almost think pessimism is key, realism is key. The number of projects that come along and say, yep, I can do this within six months, nine months, whatever. And here are the milestones. And I say, no, you can't, you can't do that. And the amount of time that we go to and throw in terms of establishing realistic milestones and deliverables, it's a lot of work. And I think I've got a quote at the end of this section where somebody says, do you know what, that initial phase, the preparation, the planning, it can be intense and actually not much fun. The fun bit is when you're in kind of the development bit, the delivery, when you're seeing users and their smiling faces and when you're seeing the thing actually working. But at the start you're thinking, I didn't realize it was going to be this much effort. Particularly if you're doing something really new. If you're doing something with, I hate using the phrase cutting edge technology, but if you're doing something with something really new, then it's going to take a lot of effort. And even if you're doing something with existing technology, but you're doing something new with it, which is a kind of innovation that's very dear to me, actually. Even if you're doing that, it can still take a lot of time and effort and more than you were expecting. Let me go on. I'm so sorry. I didn't actually advance my slide then. It should have looked like that. So pause for thought, be prepared, it can be intense. So what I was waffling on about then was that. So I'm going to go on to the next bit. Apologies for that. I'm going to go on to the next bit about flexibility. We talk a lot these days about agile approaches to software development, to project development. It's really key. Although you need to establish rigorously considered project objectives, and they generally remain unchanged. I'm going to come back to that in a second. A lot of the feedback that we got was that, although objectives generally stay the same, in more than you would have expected, in more projects than you would have expected, the need to flex, to change direction, your users tell you to do that. If you're effectively using user learner feedback, it's not unusual for your project team to have to sit down and say, gosh, this isn't where we thought it was going. I'll just give you a really simple example. I was involved in a VR project over the last virtual reality project over the last six months. The original plan was to use 360-degree live video. They constructed a little prototype. They put it on the headsets and the users kept falling over because the 360 video was physically disorientating and it was a surprise. But they had to reconsider really from the ground up the nature of the project, because what they then went to was 3D-modeled virtual reality, one of the software-generated buildings and violence and so on. The users loved it because they could navigate without falling over because the environment had been modelled to be more secure or more less physically disorientating. Of course, in that case, it required a completely different development approach, a different developer, a different graphics person, and so on and so on. The learning strategy stayed broadly the same, but that had to shift a little. Now, I mentioned changing objectives. It doesn't happen that often, but sometimes your users, your stakeholders will say, okay, the goal remains broadly the same, but the outcomes, what you're attempting to achieve in terms of objectives may have to shift, okay? And that's a tough one. I was involved in a project in the prison sector, which was obviously very seriously affected by COVID, and it took so long. The world changed so much, but actually we sat down after, I don't know, a year and a half, nearly two years, and said, you know what, the broad goal remains the same, but you wouldn't have to be really flexible here, because I actually don't think all the objectives are relevant. And you know, the world changes so quickly at the moment that I reckon more projects are going to be like that. Just finish this section with a quote. I really like this one. At the start, it's quite a lot of work, but you think it's great and focused on how you're going to explain it. And he says, it might not be the most fun. People have a great idea and want to get cracking, but I suppose it's very valuable. I think projects that go most wayward are the ones where whoever the main owner is, whoever the sort of centre of the team is, and it might be more than one person, they have their baby in their hands, and they just want to keep hold of it, and they want to make that, and they want to grow it, and they're not going to let it go. And, yeah, projects need to understand that, that however closely they might grab hold of their initial idea, it may need to flex. The final bit is about the end product. And once again, I'm going to talk about user experience testing with users. It's really, I don't want to say it's the most important thing, but it's extraordinarily important in getting to a good project. Now, something that occurred to me was that we, developers of learning technology, designers of learning technology, products and solutions, in a way, of course, we're much more fortunate than we were some time ago because we have much better tools. The basic concept of technology-enabled learning is broadly accepted to different degrees, but the huge challenge we face is that the expectations of users have gone through the roof. If you look at most, I don't know, most phone interfaces, most websites, the kind of things that we all use every day, the quality is superb compared to what it used to be 20 years ago. Most bits of software that were used were, frankly, pretty ropey, and they're not anymore. Of course, that's really unfair because the kind of budgets that we have as training and learning people, they're not, you know, Google's got a bit more money than we have. So we have to do the best we can. And again, you have to go to your users and figure out what it is they will accept as quality. What does quality mean to them? And so designing the basic user interfaces become more and more important. And I would almost say, I think this is what the project was saying to us, putting less effort into technical complexity, if that's what you can do, and putting more effort into user experience could well bring you benefits. And I can think of a couple of projects where they scale down their technical complexity in order to make the user experience more, not just more comfortable, but simply more appropriate for the learners. This is another one that's very good to me because I have been a, yeah, a boardier content designer. I don't like the term content. I think we design experiences, but that's another issue. The thing here is don't underestimate two things. Firstly, the sheer quantity of content that your learning challenge may require you to present to learners. Not just the sheer quantity, but the need to customize, to adapt, to respond to changing learning needs, respond to what learners tell you. And increasingly, this is a huge thing for the moment, not just because of AI, the need for customization. So, for example, if you have a learner body, a cohort that is made up of individuals that need very different things, and there's certain skills like, for example, basic maths and basic literacy, where that's just the standard, individuals need very different things. You're going to have to produce potentially different things for everyone, and then rely on the system to get those different things to the required people. So that's an interesting, that's a tricky one. And of course, developing engaging content takes time, and this comes back to the whole user experience issue. Again, so I'm going to repeat myself about keeping stuff up today, keeping contents up today. And I think there was a couple of surprises for us in, I think it was three or four projects came back and said, do you know what, after a while, we brought the whole content development, and authoring it is in-house, because it could enhance the product's longevity. This was an intriguing one, because a lot of our projects use external developers, and I was intrigued how, as I say, some of them said, well, that was great to start with, but we need this solution to be sustainable, and we need to be responsive. And so developing an internal team and bringing expertise in-house was a great way to make sure that worked, being self-reliant. And then more about partners, and this is a slightly different angle from my previous two comments about partnerships. You may work in a particular sector, other partners within that sector may be useful to you in terms of understanding the initial design, deployment, and scaling, as I mentioned before. It's interesting how many projects in our evaluation said that their initial perceptions, their initial views as to how they would get a route to market, again, a route out to their users and potential organizations that might use their product and service, how they had misunderstood, or that's not quite true, how they'd underestimated the need to partner with others who did things that were broadly similar to themselves. In other words, they were within the same sector, but had a different angle, a different market, a different college, a different area, and that by forming partnerships, by forming alliances with these, they were more able to understand how they could develop their end product. Now, that is broadly what I've talked about. The four findings, project design, engaging with stakeholder and user groups, project delivery, and the end product. We have the full evaluation report at that top link there on the left. It's very thorough. It's definitely worth a read. But the bottom left link, I think, is, sorry if I'm kind of waving a flag here, but that is the best handout ever, and I'm allowed to say that because I didn't design it. The reason I say that is because basically it's a superb summary of the full evaluation report, and it closely mirrors, it expands on what I've just been saying. It's short, it's very, very clear, and I really couldn't recommend it enough. Now, I hope I've given you enough detail there, and not too much detail. So I'm very happy to move on to questions and dig into anything that I've mentioned that you need to know more about. Thank you so much, Patrick. That was really interesting. And we do have a couple of questions coming in in the chat, and we have also enabled your mics as participants. So what we might do is we'll give people the opportunity to either use their mic or to post questions in the chat. And I might just start with the first question here in the chat from Timo. The first question for Patrick is, what type of projects are you mostly involved in when it comes to B2C or B2B? Are the majority of products marketed directly to learners, or are they marketed to institutions? Mainly the latter. It depends. Forgive me if this is a slightly compromised answer. I suspect if you did a quantitative analysis, you'd find the latter. Of course, it depends what you mean by end users. So I'm thinking of one project I've got in Bristol that's kind of doing both. I think the emphasis is probably on, I think it's on deploying to organisations. I think so, yeah. Okay, thank you very much. Lynn has put a comment in the chat as well. So Lynn, I don't know if your mic is working, or if you would like to post a question in the chat. But if you do have a working mic, you're welcome to come in. Hi, Maren. I'm not sure if it is. Can you hear me? Yes, we can hear you loud and clear. Hi, that's brilliant. Yeah, I mean, it was more a comment that, you know, it's absolutely fascinating research, and it sort of intersects with our amplifiophy insights research as well. I just wondered if you thought that learners were particularly keen collaborators and what we can do. You know, I found sometimes that they can be a bit reticent and sort of say, well, why would you be interested in my opinion? How do we get them contributing more cleanly? Oh, blimey. You would ask a typical question, wouldn't you? A difficult question. That's such a brilliant one. Of course it's on a spectrum, isn't it, in that sometimes it's all about learners realising what their needs are, isn't it? In that if you realise that you have a problem and you have aspirations to solve it, then the engagement is easy, isn't it? And they will contribute their views and they will be helpful in responding to your needs as a developer designer, so on. Of course there is the other end of the spectrum, so I guess, and then do come back to me if I'm not specifically answering your question, but for me it's always about helping the learners, this may not be the way to put it, understand what's missing, helping the learners understand what's missing, right? And sometimes providing a kind of vision of the future, you know, what would life look like if this thing that we've helped you understand you need, what would life look like after that? And of course the different environments in which we do that are extraordinarily different. Again, I'm just fishing for examples here. I can't really give too much details about this one because it's confidential, but there is a project I'm doing with blind users and it is completely transformational of their lives. We are going to open up careers for them that they couldn't have imagined a year or so ago. They don't need motivation, they'll tell us anything that we need to know and they will engage, they will collaborate. That's a kind of extreme one. And as I say, there's a spectrum down which eventually you might have to make a vast effort to engage learners and users in conversation. In terms of the methods by which you do that, again, there's a kind of scale of spectrum to think about. Those that are most familiar with this notion of community or community practice or even a chat group simply trying to gain their trust and show that you're listening and that you're interested in their world and their problems. That can cultivate a collaborative culture which will certainly help you understand what they need and what you need. We also do workshops and focus groups in a good old fashioned face-to-face focus groups. So it's a whole spectrum of things. Lynn, does that in any way answer your question or have I just gone off the line? It does. No, no, I think that's great. And I just love the way that you're actually encouraging learners to develop wider critical skill sets that are going to help beyond your project and the rest of life. What's missing in it? I know I love that. Yeah, that's very dear to me because what this is about is changing people. It irritates me enormously when we define what learning is wrongly. I have this quote in my head and I don't know where I got it from. And I hope I get this the right way around. It says you can change without learning but you can't learn without changing. And if we can encourage people to understand that learning is about change and therefore they need to identify what change they need to make in order to make their lives better, they will be with us, won't they? Thank you, Patrick. Thank you so much. I think we've had quite a few people in the chat today who said they might reach out afterwards to you. So maybe just to round up our webinar, I'm aware that it's nearly quarter to two now. So if people would like to get in touch with you, what's the best way to do that? And yeah, how can they find out more? Okay, well, good old fashioned email is best just for now. So shall I just put my email in the chat? Yeah, absolutely, please do. And we'll also buy a way of follow up, share this recording from today's session and further information with everybody who's come to the session today via email. But for now, could you please just put your hands together one more time, give a big thank you to Patrick for a really interesting session today. I've really enjoyed it and I'm definitely going to follow up to learn more about partnership working as you talked about just at the end there, thinking about working more closely with more projects. Again, from everybody here at Elk, thank you to everyone who's attended and a big thank you to Patrick, really looking forward to seeing where that goes next.


I will zip through the first couple of slides very quickly while we start up the rest of the stuff. Many of you probably know that, or are thinking to yourselves, didn't Fedora just move? And yes, Fedora has done several moves in the past. We have had our first data center that I was aware of. There was ones before this back when Fedoras really started. But the one that I became aware of was Phoenix one. It was a set of four racks in a small data center, which was a actually a military hardened data center for in case of nuclear war type thing. Very nice location. Completely locked down. You had to go through cattle gates to get into the building. You had to go through cattle gates several times to go to section to section on it. We're moved time. It had no IPv6 and that was something we were looking at. And my favorite thing was the old man behind the screen.  He was an old man there who had a sawed off shotgun. So I always felt like this when I walked in. We moved into Phoenix two, which is actually the first thing is in Mesa, which is a suburb of. And we moved from Mesa to Chandler. This was done in about late 2009. We started, we had three or four racks. We would grow and we would shrink. OpenShift took a couple of racks for a bit. It was a really nice data center at the beginning. It had an automated vacuum powered ice cream machine. It had an automated coffee cup thing that would serve you a different types of coffee depending on what you're doing. And this was Kevin's. I always think of Kevin when I see this cartoon because when the coffee machine went away, that was the major crying point. Do you want to say anything, Kevin? Yes, you can say something. So the next I will start the slideshow. All right. Start from current slide. All right. I think. Yes, I had exchanged the wrong slide. Give me one second while LibreOffice does its thing. All right, so yes. After the machine went away, we had a very hard used Mr. Coffee that usually had what your way of making coffee was pouring water over the dry grounds at the bottom and drinking whatever was out of that. Am I sharing still? Yes, yes, you are. Is this my slide? Yes. Yeah, you have the. Go ahead. I have one, two, you have four or two, three, you have four, five. Got it. Why move? Since we were in Phoenix. The space was coming up for renewal. Also, our space was kind of glommed on to the edge of the rest of Red Hat space in that data center. So it was kind of part of another big area. So they wanted to kind of cut off that little area. So there was no IPv6. I can't. Sorry, I can't raise the microphone anymore. It's cranked. And if I mess with it, it goes away. So I'll try and shout. Sorry about that. There's no IPv6 available there or any plans to do it. We had bottlenecks with both storage and networking there. Our storage was shared with some other groups and you know that sometimes caused problems for us and sometimes for them and it was just all kind of mixed in and the one gig networking. Most of the time was fine, but occasionally caused us bottlenecks. The hardware overhaul affected too many services at once. So if we tried to overhaul stuff, we ended up affecting more than we intended. And yes, the last point, Phoenix in summer is very hot. I recall a couple of times working there. And you're in the data center and it's 60 degrees Fahrenheit, and it's dark. And you walk outside and you open those doors and it's 120 degrees and very bright. That's always fun. Or at 11 o'clock at night, it would be still 120 degrees. Yes, there were a couple of times I walked out where I thought it was night because of the Hababs that would float in. And so that picture there is one of those lovely ones. Yep. Anyway, so our goals for moving to the new data center. We were going to deploy 10 gig networking, whatever we could. We don't have it completely everywhere, but we, we plan to put it on a lot of the bigger systems. Actually, every system now has 10 gig. Oh, it does. Okay. I thought there were still a few hold out. Nope. No, that was Matt's present to us. Cool. So IPv6 is available there, although right now you may notice it's not enabled. We ran into a problem with the deployment and we decided to disable it for now and wait until things stabilize and then re enable it later in the month or maybe next month. But we should have good IPv6 connectivity there for whatever we want. We have dedicated storage there. So we got a rack of storage hardware planned out from from the Red Hat IT storage guys. We're not sharing that with anyone and it's sized for us and it has room for growth and it's in general just a lot faster and better. There's much better peering at the new data center with all the cloud providers, AWS, Google cloud, IBM cloud, you name it they have point of presence there. So doing networking to them is very, very easy and very fast. And this was an opportunity for us to clean house consolidate we had a whole bunch of stuff that was spread out everywhere or not together with things that were like it or cables running across four racks to get over to the switch that had a port and that kind of thing. Also, let us remove a bunch of the outdated hardware that we were planning to get rid of at some point anyway, but this gave us a good refresh cycle to get on new hardware from the get go. So, So how do you do a move. It's a long journey, but the first thing you need to do is be prepared for meetings, lots and lots of meetings.  They'll undo it. It'll all be done in a weekend. I had multiple people tell me this and I was pretty aware that this wasn't going to be occurred but it got to the point where because there were so many groups involved inside of red hat outside of red hat at the data location. I had.  I had another meeting here and I had on my phone with a earplug to the other ear, the third meeting. It was a lot, but one of the things I found out and it's clear why we had so many beings is the fact that you get so many people going into a meeting. They have a lot of other things going on in their lives they they come out of the meeting with something that they thought they heard. And by the next week you have a completely different plan. You have 20 different plans going on when you need to have one. We had a huge number of meetings in the middle and by the end of it we had a lot fewer meetings because everybody had gotten aware of the fact that this everybody was on step with everything it took a while to get everybody together on things.  You know, it was like herding cats, a lot of cats. The plan for doing this turned into a very large, large thing. Kevin came up with a minimum viable fedora. We worked on what needed to be done there. We built out a lot of the, we took down CommuniShift, sent it to one center. At one point we thought we would have everything at one center, but then we realized we had fewer racks than we were expecting and that meant those things had to go somewhere else. So we moved to RDU at the same time as the minimum viable fedora systems got moved from Phoenix to, we then set up the basics over a weekend and a half, week and a half, sorry, and then got the systems going. Middle of March. So, originally we thought we were going to be doing this in March, and it ended up moving to May, and then we finally got everything just pushed out the door in June. Most of that was due to the fact that everyone else is that COVID-19 removed a lot of mobility and such that we could travel to data centers and do things. So instead we had to then engage on hands help, which also meant more meetings to get them up on speed and what needed to be done at each site. Next week. Yes, sir. It has IPv6, as I mentioned, we're going to probably be turning that on in the next month or so. We replaced a whole bunch of old Dell R520s with fewer R640s, and they're really nice. They have a lot of resources and we can really densely pack VMs on those things. So it's been really great. So we have less room to grow there, but we have a lot higher density there. So we're using the space much more efficiently, I think. Again, the very fast interconnects and peering and 10 gig networking for pretty much everything. So that's really improved things like schlepping images around or thinking data from one place to another, et cetera, et cetera. Another thing was is I remember the first while we were under the minimum viable Fedora, and we had we were expecting we would not be able to run as many services as we had. We were able to run more services than because the new servers have a lot more memory than we usually get. But they also the 10 gig networks allowed a seem to, even though we never saturated a one gig, the latency and such between the two on the one gigs was enough to cause things to be slower overall and build seem to have been improved under the 10 gig. Yeah, one little tidbit here is that the updates pushes we push updates for all Fedora, all active Fedora and all active apples and flat packs and containers and all those every day. And now they're taking all of them about an hour and a half, which is significantly less than it took in Phoenix for that pile of things. Yeah, it was like a day at one point. It was it was bad. So, next slide. Yes, sir. So what's left undone, and there are still things that are undone. We moved some amount of things as mentioned, we didn't have enough space, or there were various other logistical issues. So we moved some things already to and we thought at the time, you know, these things are going to arrive. That's local to smooth. He can go there and work on it. And it should be pretty easy to get things back up. Unfortunately, COVID-19 hit. So there's very good restrictions on that data center. And we're still trying to finish. Which is the higher priority. So can't really go down there because he's working on ID to. And we turns out we need to re architect the way the network is set up because they're in a rack. So there's all kinds of logistical issues around the already to stuff. And we have been working to try and bring some of that online. Some of it's obviously more important than others retrace instances there. The copper ppc 64 le builders are maintainer test instances. And it's just going to take more time and it's going to be kind of its own project. It kind of was part of this project, but it's not had focus because everything has been trying to finish ID to. So we're, we're going to try and concentrate on that as soon as we finish up the ID to stuff. And hopefully get some of that stuff online. But it's just been a lot harder than we anticipated staging is still being brought up. And this has been complicated a little bit by the fact that we're building up our new authentication system and staging noggin. So we want to get that all set up so that we can deploy that later in production. That's going to take over the next few weeks or so to finish bringing that stuff up. And there's some open QA resources, the secondary, sorry, alternative architecture stuff arm ppc 64 and some more workers for x86. And those will probably come online the next month also. They're there they're they're ready to go we just need to get them installed and set up on the right networking. Okay. This move really needed a lot of help from a lot of people and there are not enough thank yous to everybody who has put up with this from family members to coworkers who dropped other projects to a lot of patients from a lot of people who had things they needed done right away, but had realized that they could not until sometime in the future. I, this is not a complete list. We've. Thank you all organizational helping heard all the various groups that we needed to meet with and setting things up and making sure things worked. Yes, yes, this project would not have gotten completed without ifa's amount of putting things together and keeping us on track and taking a lot of crap from people. So, thank you. So you guys, you did all of the work. Thank you. All right, we're down to the question section. I will unscree on to the full screen. I go back to the question picture because I like that picture. I was actually going to be the only image I was going to use for this entire talk. Just variations of that one meme. But so I am here to answer questions do we have any in general I think that the it'll take about a month of planning to figure out all the V lands and such how that's going to be done and where they're going to be. And then we can look at implementing the plan for the rdu stand up. So, it's not going to be as big as this, I hope, but because it's taken a while and a lot of other plans have been waiting. Hello, ifa. It's okay. It's all right. We are not using Seth. It is just not going to. We do not have the physical hardware. Seth, basically. Seth and cluster and the other things basically trade. The smarts of a net app to a smarts of a. I'd have to take the net app down and fill it up with equivalent number of storage disks of dels or super micros or whatever, and I just don't have the space for it. And so to go to it, I'd have to drop a rack of other equipment, which is then a sign of something else that's going to be done. Because the red hat folks are managing that for us. And we have some other large needs at the moment. We've looked at some other things, but yeah, we just have to. So much in this and managing and. We don't have the staff to manage it. We don't have the time to manage it. It's everybody always thinks, you know, I've got this small thing and I've done it and it shouldn't take that long and or I have my set us. But we have to mirror our stuff throughout the company. We have to transfer the data around. There is a large amount of things that require that want zero expect zero latency. And the setup of a. Ceph cluster or such is usually something that is asking for, you know, and front nodes, why brick nodes. K. And then they also want to have some control over the switch switches which we don't have. So that's one of the things it's. Setting up the stuff thing it's going to be a as big a would be as big a project as moving us across the country. About the mirroring feature the net app. Yes, we are. They are replicating all of our data over to our to another net app cluster there. And then that data gets replicated on a different set of networks to throughout the engineering. So it's there's not there's multiple snapping going on. We also are being able to use some of the features now because we have AWS so some of the stuff we have backed up that we're probably we have to keep but we can't we don't ever want to look at like old builds for the s390. And the PPC are being snap mirrored off to AWS in glacier. So, allows us to do some things. I expect we could do it all in stuff or some other storage thing it's just, you know, time. And you either get you can either we can either set this up or we can do builds. And I think everybody wants the builds as much as they want something else. All right. It was one question earlier. I don't know whether you just have talked about them. Zach wanted to know what the oldest box in center was and also was everything on one gig network. So on the old network. Oh, that was the other thing we got rid of. We got rid of some IBM X 3550s that I had gotten in 2009 and had been using for various services. Until we that was part of it was not just the R 520s which we got into 2012 I think there were several back before IBM sold these to Lenovo so this is they were the X series system X systems that we had gotten and our data analysis backups law some log analysis and some other things and all of that cloud hardware was on that. Then we had currently the oldest equipment I think we have is we have some six year old Dell are 630s and a couple of us loaner equipment that IBM Grish loans us which are for the power systems. There's a couple of power eights that are probably of the same error as the six years are older. No, it does not. We jokingly asked that question a number of times, but yes, yes. Thank you, Miss. Thank you. I'll have flashbacks now for the next three hours. For anyone who doesn't understand that it's a running joke because there's certain people who are very interested in internet to but most for the most part it's not very relevant. We had so the final question I think will call us quits. We are management software was split across multiple things I had for the Dell for the IBM systems I keep a Windows XP box so I can get into the management systems of the old IBM's I can finally retire that so that I don't have to do that. Currently the and the Dell 520s and the 20 series were all I drag sevens and I found that Java 10 does not work well with it. So we're now able to use HTML consoles for most of everything, which is okay except I'm an Emacs user. And so my hands use a lot of control keys and that causes the browser to print things to my printer. Another challenge that we're going to hit very very very soon is that Firefox just turned off PLS 1.1 and 1.2. So that's going to break that quantities of these things so we're going to have to keep an old VM around or something. Yeah, I'm thinking we'll be. Yep, I think we'll be setting up a squid proxy is the thing is what people have been saying, because it's all those systems are on a locked down network anyway. Uh, that's about it for us. And I hope you all have enjoyed this move as much as I have. Let's never do it again. So we'll be doing another move in three years. Thank you. See us again then.


here. My name is Christian Glombeck. I'm based out of Berlin, and I'm the RATED internal engineering chair on the OKD working group. So what am I going to present on today? What is OKD for? What is Fedora CoroS? A little preview demo of OKD for. A little bit about the road ahead. I'll plug the OKD working group. And also, I'll give you some things so you can try out the OKD for preview. All right, let's get started. What is OKD for? So OKD is the origin community distribution of Kubernetes. It's essentially the OpenShift code base plus Fedora CoroS. Fedora CoroS being the base operating system OpenShift or OKD runs on. And there's a little star right there. It could be any operating system based on RPM OS tree and ignition. So you may not know these technologies. RPM OS tree is a hybrid image and packaging system. It combines lip OS tree, which you may know from flat packs, and a lip DNF, which is the package system we use in Fedora land and now also in REL8. So, yeah, OKD for is obviously the successor to OKD 3.x, which is formerly also called Origin. So with OKD for we really trying to bring all of that new good stuff with the operators and the automatically updating cluster to the community, meaning while you need a subscription for OCP, we really want to commit to always having a free and open source and freely available version of everything in REL8. So with OKD for we want to deliver on that promise. And I know we're a bit late with getting there, but yeah. Finally, today we got the alpha out, so very happy about that. Yeah, I want to shout out to Vadim Rukovsky and Clayton Coleman, who have done lots of work making this a thing, making this a reality. So, yeah, great work. All right, next on the agenda, what is Fedora-CoroS? So we replaced, in OCP it runs on RATAT-CoroS, which is in, it's not a standalone product, it's an implementation detail of OCP. Now in OKD, we replaced that with Fedora-CoroS, and we're actually not settled on, it has to be Fedora-CoroS and we're open to working on getting more operating systems supported as base OSes. Right now in the alpha, we chose Fedora-CoroS because it was the path of least resistance for us. So what is Fedora-CoroS? It's an automatically updating Linux OS. So yeah, we have automatic updates enabled by default, I think, in the standard Fedora-CoroS. In the OKD use case, we use a slightly different updating mechanism. But yeah, in general, it's a OS aimed at containerized workloads. It's based on RPM OS tree and ignition. Ignition, you might, I think, skip that. Ignition is the first boot provisioning and configuration tool we use and that came in with the CoroS acquisition, which is a really cool thing. We can really declaratively configure machines in different clouds on first boot. So really cool. Fedora-CoroS, as the name says, is composed of Fedora-RPM packages. It doesn't use the same build system for creating the images. We have the CoroS assembler for that, which you can use to actually build your own OS out of RPM packages. Yeah, Fedora-CoroS is also called F-Cos. That's the thing that, you know, we developers at Red Hat like to use. And yeah, we chose it as the base OS for OKD on F-Cos, which is the alpha right now. Yeah, a little plug. The CoroS assembler, if you want to try to build your own OS, it's not too hard to do it with it. It's a really cool thing. Try it out. Next thing, the OKD preview, OKD for preview demo. Let's hope it all works and I have internet access. So I opened up, I just spun this up before, the spinning up finished like five minutes before my talk. So right on time. As you can see, this has the OKD logo. It's the web console. And I'm not going to go too much into detail here, but I'm not sure if you can see that. Just to prove, this cluster runs on Fedora-CoroS preview. So Fedora-CoroS itself is still in preview stage, but it works already as base for OKD. Yeah, I could demo more, but I'm not going to go into that. It takes ages to load pages. So back to the presentation. All right, the road ahead. We have in the OKD working group agreed on a road map for version four. And that road map was three phases, phase zero, which was sort of the internal preparation to get the alpha out. And we've done that. Phase zero ends today. So we're starting with phase one now, which is actually getting towards a general, yeah, a GA release with a bit more stability. That's going to be phase one, you know, building stuff a little bit more out a little bit more of the CI and doing things a little bit more how we want them to see in the long run. And then in phase two, we want to look at bringing in more community collaboration and using that also for technology incubation. So if you have something you want to see in OCP one day, maybe the OKD working group would be the right place to actually start, you know, pitching that so we can try to get it in the code base. So yeah, the OKD working group. If you want to join or have a look, it's on GitHub in the OpenShift organization, the community repo. We are on Slack on the OpenShift dev channel on the Kubernetes Slack and also on the OpenShift common Slack in the general channel. There is bi-weekly video conference meetings with Diane Mueller, Danny Kumnia, or what is it, the community engineering chair and myself. And we also have a Google group, which we use as a mailing list for announcements and all that. So you're welcome to come by and say hello and contribute, of course. Yeah, and the most interesting thing I think today is we got the alpha release out and everybody is welcome to try it. Go to OKD.io slash download.html and you'll find instructions there on how to spin up your own OKD cluster. The repo, I think currently there's only the readme in there, is OpenShift slash OKD on GitHub. And if you want to have a look about the releases we're building continuously, then go to this origin dash release.svc.ci.openshift.arc webpage where you'll see all the other builds. Yeah, that's it real quick for me. I hope if you're interested, drop by. We'll have office hours tomorrow where you can just come. It's in the Marriott gas lamp, in the gas lamp meeting room on the 8th floor, tomorrow from 11 to 1. I'm not sure if I have time to take any questions. Hold the questions until the AMA session, but also if you come tomorrow where we have a two hour session as you said at the gas lamp Marriott, which is right across from the convention center on the 8th floor, and we'll be there and we can answer any questions and we can try some of this. So this was an early wonderful birthday present. So thank you, Christian, and thank you, everybody.


Hey stampers, welcome to another week of Watch It Weekly Wednesday. I'm Beth part of the stamping gel creative team And I want to share with you today some quick simple cards Using the ready-to-ride suite of products. First, let me show you this suite We have a few items in this suite It's called legendary ride the stamp set Really fun. I love the sentiment in the stamp set. It also has coordinating dice That you can use with your stamp and cut and emboss machine It has these really fun adhesive back studs That are all sticky and ready to go And then it also includes this metal plate 3d embossing folder I just wanted to show you what it looked like on the silver because I thought that was really fun This suite is in our mini catalog that is Available through April of 2023 It is perfect for masculine cards, which I know everybody is always looking for a masculine card ideas and simple masculine card ideas My favorite feature of this suite is the ready-to-ride 12 by 12 designer series paper They have one side that has the pumpkin pie soft suede very vanilla colors Printed and then on the other side there is featured the shiny black image And they have different ones They've got the road. They've got these little diamond triangles There's the wrenches There's the I think of it like racing Squares and there's a pretty rose But like I said on the other side are all these pre-printed Items so you've got just regular designer series paper you can use But stampin up has started to do this wonderful thing where they include these pre-printed sheets in the designer series paper These are pre-printed and you can cut them out and use them on your cards They're even like tag-shaped for some of them We saw a little bit of this in the he's the man suite of products in the annual catalog this year and loved that one We actually created a PDF just using those cutouts These ones kind of fall along that same line and they make creating masculine cards just so easy with only just a few products So let me show you how easy it is To take just a few of these products and make one of the cards and then I'll show you the cards. I Just have cut a couple of pieces here These two are pre-printed from that sheet in the designer series paper and we're going to use those on our card So I've got a basic gray piece of cardstock here for our base Just gonna fold that And then I'm gonna take our little motorcycle pre-printed motorcycles here and adhere that on To the bottom part of my card just using some stampin seal and then I'm gonna take my little map It's cute.  I'm very quickly We've got a cute little masculine birthday card Okay, so let me show you a few of the cards that we've made using this Designer series paper pre-printed sheet. Here's the one I just made So fun You are legendary. That's another really fun one from this set I love the colors of these masculine cards Here's this one Another right on it's your birthday That has the fun fold there You are legendary. I Love this rose. It's a little bit scary to use it as a masculine card But I love that pop of color on there I think that's so fun and I think it still looks really masculine or you could use it feminine whichever Same this is a little bit of a fun fold there and then another birthday one To make this as easy as possible for you, we've created a ready-to-ride PDF This PDF gives you instructions on how to make the nine cards that I've showed you Using the stamp set the designer series paper and just a few other Products that you probably already have on hand If you're interested in this PDF You can find a link below to our website to check it out and see if it's something that you'd be interested in Make sure to get this product before it's gone in April so that you can be Restocked and prepared for all of your masculine holidays coming up. Thank you so much for watching We'll see you next week for another watch weekly Wednesday