I am Mokhtar Amal with the virtual university course MG 2501 that is human resource management and today we are here with our lecture number 12, let us start our today's lecture. But before that let us see what we have covered in our lecture number 11 that was the last lecture and the main focus of that lecture was the legal aspect of human resource management. And we tried to cover and it was convinced that managers especially the human resource management they must understand the rules and regulations and laws are legal issues that effects their HR activities. Why it is important? It was important that since we are dealing with the people so whatever action we will do it will be subject to challenge because we are dealing with the people and if somebody will do some unethical issue or some unfair decision illegal decision people will challenge it and you should be ready for to defend it and to explain why you have done such thing because we were discussing that let us see you have certain people out of those certain people you have to pick one for a particular job and if they are all at the equal level so there must be good reason why you are picking A not the B similarly other activities. So if you are not able to justify your action then you had it. And I hope that you have understood the rest of the details and let us move forward and see what we are supposed to cover today. Last lecture I have told you that we will discuss about human resource planning. So our today's topics are they are going to surround human resource planning or human resource planning. So we will focus on planning part today. So first we will see what is planning and why it is needed in our valuation. Planning kya cheez hai? What is planning? Koi kaam karte bhi aap kyaate me ne skosra plan kiya? Ye cheez kya hai? O kya se skokal kya? The process of bookish definition aapko batam the process of setting goals and deciding how best to achieve them that is planning So now you have a new term here goals. Sometime we use the word mission objectives. So in cheez na koi am next lecture me lecture number 13 my hope I will try to discuss with you. Today we will focus only on the planning part. It is planning kya se main aap se kaha? With some objective some goals zehne me rakte hui. How you achieve that is the planning aap ne koi admission liya? Ye cheez kya liye aap bachelor karne?  That is your planning. And what is planning concern with? Planning is basically concern with two things. Number one then where you want to reach? What is to be done is your end point. And the means kis tara aap aap poshne hai? How it is to be done is the planning. Toh part hui iske. Ek toh end point kya hai kaha pe aap poshne chaate hai? Toh sara part hai kis tarike se waha poshne chaate hai? That is the planning. Is planning really needed? Very important question. Why we are concerned about planning? And if you know that there is no change of course you know don't need any plan. If organizations never face changes in that environment there would have been no need for planning. Onko pata hai kya aap fix cheez rakke, batke, pohi chalti rahe ki routine work. But in reality it is not like that. Do you have any plan of your life? Let me tell you a story, a real story. Ek professor the Harvard ke school ke, business school ke, wapne kali klas lehne lage. Toh end aap ke students se puhcha ke. And he was thinking he was also teaching the planning or mission part and then from mission he was discussing the planning and other things. And he asked his students do you have any plan of your life? Like I asked you. Toh kusne ka yes we do have some plan. Kisne ka nahi aap. Allah maal ke dekhne kya aap. Toh finally he did an exercise. Poh sne sabse kaha ke next time jab aoge apne 5 saal ke next 5 year ka plan lik ke lana. So peh agli klasne jab wo dubhara aayi sarhe students. He asked them the same thing that we have now your next 5 year plan with you. Toh me sabne kaha jee as a assignment hum likhi aaye usko. Professor ne onse kaha ke now do this way, apne apne plan ko ek kapi apne pasakho aur ek isko pohle karke, isko ba apne apartment address lik ke aur ek lifaafi kandar ban karke mujhe dedo. And then they did the same thing. Klas khatam ho ghi wo lo graduate ho ke chale gaye and nobody ke. Chan saalon ke baat your professor retire hone ke kareeb aaye toh onne kaha ke let's see, onne wo sarhe lifaafi dubhara baapis nitaale aur un sab ko pohle ke onne ek usko ek study ki aur dekha ke let's see where those people are now. Beho sari usme findings thi, leke ne ek bodhi dil trust thi uski finding eti ke wo lo jino ne kuch na kuch apne life ke next 5 year ka plan mein likha tha, most of them were at the top of their career. Jishti sfeel mein wo nikhle thay, wo top re poche hobe thay. Not necessarily the same thing jishtra onne likha tha ke aap 5 saal baat yaha hoge, kya is sfeel mein hoge hoi nahi ki, wo hi pe thay, because they say always change as an environment say, change, change as an environment change. Aap ko contingency plan banane hotein ki agar aap ne sfeochha ke ek khaz jaga na mainin poche na aur iss re ke poche na hai. So, jb aap apna wo plan pe act karne shru krtein, implement karna shru krtein, you might have a better option aur ther aap usko change karne dubhara apne direction hotein karletin. So, what kind of message did we get from this story ki planning zeroor karne chahiye, bhale aap ne us jaga yaha us tari ke pe usko implement nahi kiya, but still it will give you a kind of direction for you. Us se yeh zahar hotein ki aap aganize hain, aap ek khaz strategy ki kaap apne mission ko, apne goal ko achieve karna chaat hain. So, planning is very essential for individual and of course for aganization and here in our subject because we are discussing the human resource management subject. So, planning here is one of the functional area in human resource activities. So, then let us start with human resource planning. The process of anticipating an aganization future, human resource needs and then developing action plan are fulfilling pre-identified needs. So, let us move forward and see what we can do in the future. And then you act accordingly, it is the subject of human resource planning that is what we plan for the human resources of the aganization. So, let us move forward and see another definition or another way of explaining what is human resource planning. So, this is a systematic review of human resource requirement. What we have today and what we are anticipating in the future, that is the planning part of human resource. HRP kya hua, this is the systematic way of reviewing the human resource need of the aganization. This is the third part. One, required number of employees for any aganization. Number two, with the requires with the certain skills right, koi b aganization is a certain amount of a certain required number of employees with certain skills or abilities and which are available when are required. So, human resource planning is basically dealing about the inventory, I should say of people, the skilled people for right time that is human resource planning. We can say another way to that human resource planning is getting the right people at the right place and at the right time, very important right. Say it again, the human resource planning is yes, getting the right people and what does right people mean here. Getting the right people, not only people, the right people at the right place, let's see if you need a doctor in Lahore, so if you have 10 doctors in Islamabad, doesn't make a difference. You need the right person at the right place and at the right time, yes. So, this is the basic essence of this human resource planning. Let's see next, what are the objectives of this planning of human resources. This will enable the aganization to anticipate their future HR needs. When I use app, it doesn't mean that you are doing everything, I am just referring the aganization where we are just imagining, we are sorry activities are going. So, human resource planning will enable any aganization to anticipate their future human resource needs. Number one, and they also identify practices that will help them to meet those needs. So, how do they know that so many people need such and such skills in the next year, next month. So, how do they know from where and if they require the training of those people, that is also due to the planning aganization are doing before time. And then, let's see what are the benefits. If you have done your human resource planning properly, what benefits you will be getting. It will help you in planning job assignments. For aganization, they always plan for the expansion, for the new technologies, for new diversity, kind of diversification, they might start new businesses. So, for that, there are jobs created, there are assignments in aganization. So, if you have done your planning properly, they know from where and from what skill this activity, this assignment can be done for us. So, if it is something different, then they might be doing some training before time. So, human resource planning will help aganization to plan their job assignments. Similarly, this planning will also help aganization to cope up with the fluctuating or fluctuation in the staffing process. Next, and based on this, you can also identify the recruiting needs of the organization. So, if you have done your plan, you know that, yes, in the next quarter, we need 200 over-employed people who need this skill, we need 10 people who need this, who need these capabilities. We need 5 administrators who need this work to perform. Then you can initiate, you can start the recruiting process. Of course, the selection or hiring of people is not that simple job. It is a lengthy process. You have to go through a long process and then pick proper people. So, what is the planning? So, that will become easy and natural flow will continue. Similarly, this planning can also help you to provide other human resource related information. According to that planning, you will know that when you have to shift people to another place. And when you have to outsourcing. When you have to outsource the temporary workers. And all this planning will naturally give you a nice roadmap so that you should not waste your resources on either other sites which you do not benefit from. So, planning basically designs a roadmap for you. Yes, along these paths, along these paths, I will achieve my goal, I will achieve my mission or the objectives of the organization that can be achieved. And specifically here, we are talking about human resource planning. So, let us move forward and see that planning basically starts with the forecasting. The basic planning component is forecasting. What is the forecast? As you have heard on TV that today, the forecast of the Maikma Mosque is that it will rain here tomorrow. You anticipate something. That is forecasting. So, let us see the forecasting. Why and how do we do it? Let us first tell you about the reality. As you have seen in this diagram, in human resource planning, two things are very important. One is the demand. The demand of what? The labor or the employees. And the second thing is supply, the availability. So, it is a demand-supply relationship basically. How many people do you need? How many people do you have today? How many people do you need in the near future or in the future? And what actual market position is as far as the supply of those skilled people are involved? What is the market position today? What are you anticipating in the near future? And what will be the position in the future? But the gap between them is your need. You have to create a situation where your need is, your demand is matching the supply, available supply. Otherwise, what is going to happen? If it is less, then definitely you will have a problem. If it is more, then again there will be a lot of pressure on the society. Plus, you will benefit from it. So, we were talking about forecasting, demand forecasting. How is it done? How do you anticipate that the results of your term this semester will be good? Is there any basis? There is a basis that you are doing hard work, you have started managing.  There is another way that your previous result was also good. So, you anticipate on this basis that it will be better if you work on the same level. Same way, in organization, they use different techniques to forecast the labour. That is two methods. Number one, statistical approach. With the calculation, with the number of figures, they forecast that yes, we need such labour ahead. In this season, in the next season, in the next season. And another thing is the gut feeling. Judgement by the management. People who are experienced, on their judgment, they realize that they will be able to predict ahead. Let us go one by one and see more information and more detail on how they do that. So, number one is statistical approach. So, in the statistical approach, again there are other two, but mainly, which in your book you have, there are three approaches or three techniques. One is the trend analysis. Second is the ratio analysis. Third is the regression analysis. Let us go again one by one. First, trend analysis. A trend analysis, what happens? You say, what does it mean? In the near future, in the last few days, people have been saying that this is a trend. On the same basic theme, we do the trend analysis.  I have shown it here just to explain what does this trend analysis mean. Let us take an example from your house. Last month, you gave 5 kilos of your house, in the normal routine of the Chinese use. Last month, you also used 4.5 kilos. Last month, you also used 4.5 kilos. So, logically, what do you focus on next month? How much sugar you will use, how much sugar you will use. So, at least 5 will be enough. But, the last trend that you are seeing is that after every month, it is a little full. So, you will try a little more. Similarly here, let us see. I have plotted two parameters here, two things there. One is the employees and then the sale. The data of the last few years has been plotted in the form of a graph. You can see that it is increasing every year. Your sales are also increasing. And along with that, your number of employees are also increasing. Take this example, which is shown in the graph. See, from 2000 to 2003, every year, your employees' sales are also increasing. And your number of employees are also increasing. In 2000 to 2001, you need extra 25 employees. Similarly, more than 25 people are increasing every year. So, logically now, if you are planning for the next year, your anticipation should be that at least you will need 225 employees next year. That is the trend analysis. How is the trend coming? So, that can also help you to get some idea that how you should plan. This is one thing I was talking. Similarly, you can plan for other aspect of human resource management, that how much training you have given to people last year, how much you have outsourced and so on. Next are ratio analysis. Let's take the example of any hospital. If they have 100 patients, they need at least 25 nurses to help them. In key patient, nurse ratio can be 4 into 1. Let's see how good match you have. How much of a match you have? Calculate that if there are 300 patients, how many nurses they should have at the hospital. It is a simple calculation. Then another statistical tool people can use to forecast the future demand for the planning is regression analysis. What is regression analysis? I don't want to go in detail because then you might be confused that you are mixing a lot of things. Maybe you have some idea from this graph. It is the same thing between employees and customers. When two factors are any factor depending on each other, the relationship between them is called regression analysis. Here we have made these two data graphs. Through that graph, we can see a simple line. If there are so many of our customers, how many employees do they need to fulfill their requirements? So that is also one way of calculating your future demand or anticipating. Next was the judgment method. The gut feeling. People who have been working in the business for years or for that purpose in our own subject, if a person is working in a human resource department for a couple of years, then of course he might have some idea. His gut feeling, he has an idea. Again, there are indicators in the environment that give him an idea of how much they should be anticipating for the future. To understand all this forecasting, I have discussed some methods with you. I hope things are clear. So forecasting involves two activities related to HRM. What are those two activities? Number one, it helps. The current human resource program or personnel staffing level helps you to monitor it. Like we have just seen in the ratio analysis that in a hospital, the patient versus nurses, they have four into one ratio. There is enough nurse for four patients. So from the last two to three years, this was the ratio. Suddenly, in the last year, you saw, when you took the data for forecasting or for forecasting, you saw that this year suddenly it is five to one or six to one. So what went wrong? That the forecasting technique can also help you to monitor even your present HR staffing activities. Let's see the second point. This will also help you to investigate the future HR needs and concerns. Of course, Abhijwaam ne dekhah, ke mohklif tari ke use karke, you can forecast. And that forecasting will help you to plan for the future or iske bespe juh planning hoti hai that will help you to strategically make all necessary adjustments so that you should reach your goal.  The two things, jah se main ek pise bhi ek raf na aput hai demand and supply of labour. In dono ko dekhtein ki kya position hai. Forecasting, labour supply and forecasting and labour demand. Aur jah se main aaf se kata ki, inke din mein juh gap hai, that is your concern. Each organization will try that it should be equal. At least equal. Ke aapki jitni demand hai, utti supply aapko market mein mili. Agar supply zyada hai aapke pa, aapke pa zyada log aagin hai, jitni demand hai aapki future mein. Ye aapke pa zyada log kaam karein, then which you are anticipating for the future. So logically you will go for the lay-off, retirement, transfer, demotion or any other activity taak ki aap usko balance kar sikin. If it is another way around, ke jahape demand zyada hai, ut supply nahin hai aapke pa, aapke paas kaam log aagin hai, aapki agnation ki andar. So what you will go? You will do, you will go for recruitment. Nei poshne announce karein. Activity start karein ke log zyada aapke pa sabaing. Thin unki training karein ke. And then you also develop the career development path so that people should slowly move up. To ke yung, initial position ke liye nahin aasaan hota hai, jaisya se senior position aati, vahaan ke liye aapko mushkil se log milte hai. To ke, training or development karne mein, kaafi time lagta aapko. So that is how you do the human resource audit. The goal of human resource planning again. Let's see them. The goal of forecasting and planning of course, ultimately we are doing the forecasting for planning, is to keep a stable workforce that meets the need of the organization today and tomorrow. Kisebi position, kisebi situation ke andar, kisebi time frame ke andar, aap ke jo activiti saari ista aap krte hain ta aap ke aap ke human resource itne aap ke pa stable number mein honne chahiye. Ta aap ke jitani activites hain wo proper rike pe hoti rahe. What are the steps for the human resource process? Ye start hoti hain, number one activity se, ek initiative se, ek vahaan se jahaan se aapko iske liye planning karne hain. You have to determine the impact of organization objectives on the specific organization unit. Aapne agnation, aapko bode badi agnation hoti uske andar mofrik units hain. Let's see aapne dekhna hain ke aapka finance department. Ye for that purpose, ye have production department. Ye marketing department. Overall aapka objective ke agnation hain ke main hain ista fah next year, apne sale ko bhaana hain. Ye aap main hain, jo pise main hain dekhna hain ke mere financial, jo activiti se usme thoda sa meh problem aar hain, cheeze stream line hain. Just mean I need more people to work there. To aap usa organization objective ko saamne rakti away, uski implementation ek particular section we aap dekhna hain. Particular, jo agnation ke setup per unit hain uske andar aapne dekhna hain. So you figure out, ke mujhe certain aap changes karne hain aapne. Either way, you can go for more hire, you can even lay off if you have extra worker there. Uske baat kya karne hain? Then you will see the demand of human resource. That is defining the skill and required to meet the objective. Those particular objective, jyase main aap se kahain ke, aapne dekhna hain ke, is production department mein, ke zyada logon ki zeroot aayegi. To aapne ek demand identify kalyu space base. That is the next step. Rezi, pala tha, wo jo main broader objective tha, usko implement ki hai, khas unit pe, production department, marketing department, finance, phir uske base pe dekhna, ke wo activity, wo objective jyase karne ke li, kitne logon ki zeroot hain. That is the demand of human resource.  Aur jab game maalum hojain, then you develop an action plan to meet the anticipated human resource. Wo kya se hain? Jyase main aap se ka, you can start rebooting. Bishak, agle season mein aapko log chahiye, lekin abhi se plan karin hain. You have to give advertisement, aur certain other activities, logon ko batana badega, ke hain, ye log chahiye ista hain ke, phir urn ki wo dekhna bhi, aage, screening, selection, interview karne, wo sara process aapne. So, 4 steps away, planning ke, number 1, ki kya activities aapne karani hain, base aapne, the agnation objective, aur ye kisi ek unit ke li bhi ho sakte, base aapne, those activities aapne, that particular unit, you will see the total demand of the human resource, and then, you will anticipate the gap.  For action plan, of course, if you need more people, you will initiate your hiring process, your staffing process jisi ko kate hain, and that is how you go with the help of human resource planning. Let's move forward. This human resource planning has become even more important in this era, particularly in this era. Why it has become more important? Because planning has been always very important, but this is even more important in this era, due to certain reasons, and those reason, obvious reason, we have discussed them so many times. Globalization of business, people are moving very fast, now people are more option. New technologies, yes, the changing skill level in the workforce, now people are more, you are getting less and less technical skill people. People are going more towards service orientation thing. Wo jo blue kaalo ja aap ke li lo kam milke hain aap ko, even skill personnel aap ko, come here sir hain, because it is demand and supply relationship. Demand should have come available. Then the changing demographics of the workforce. And what is the demographic? When you are looking at the workforce based on demographic characteristic like age, gender, religion, education and so on. O bhi change ori hain, uski wela se bhi aap ko, apne aap ko, plan karna properly. Pelle aap log, dekhte ke apne kisi ne job shuru ki, then he or she was just doing the job now. Every person who start his career, they always go for the more and more education and learning so that they should be at a better position. Kisi bhi ek harak parana. And similarly we can give so many other examples. Merging and acquisition. Ik business ke andar, ek bada niya aap ne dekhawa jo bidi bidi companies merge jori aapasne, because they acquire karne dosi companies ko log. Iska kya faya da? Mohi competitive edge kriyate karne ke liye. How they do that by mergers? Tuki yeh subject khamara laval pe nahi hain, dekhen thoda sa aap ko idea dehte, taaki aap ki zahan me koi confusion na rahi, ke merger vajara kya hote? O kyun katne? When big organization or even small organization they combine together their resources, of course, yeh usakta ke kisi ek ke pas, unka ek khas age tha, ke unki marketing cream bidi achi thi. Aur dosi ki production achha tha report. Aap dono ja milge to dono ki wo strength milke ono ne competitive advantage de diya unko organization ke ande. Usse bhi, jab merger hoti hai, to kai defa, kaafi log ohaan se, kuki uske kuch jo cultural effect hote hain, uske weise kei log, shahat chhor bhi dehte hain ja organizations ko.  So, for that purpose you also need to have proper human resource planning. So, just a minute hour, e store may even it has become more important to properly plan your human resource and do proper forecasting so that you should retain your competitive advantage in the business. There are certain requirements for effective human resource planning in any organization and what are those requirements? Number one HR personnel understand the HR planning process. So, whoever is involved in the planning process must be very clear about this concept. He or she should be knowing why we are doing this, what techniques we should be using and how we should be doing that and all those information with the ground reality of the organization and then guiding the management for decisions. But for that purpose top commitment is very essential. It has been a lecture you have talked about that top commitment is very essential for any kind of thing any activity you want to do for any change for that purpose until you are interested in the planning process and then it will be all paperwork just for the sake of information you can just have the record otherwise no use so involvement or commitment of top management is very essential if you really want to get benefit of this planning process next people will make the decisions like I said top management is important involvement that communication should be proper should be healthy so that the benefit of that activity reaches the long term and whatever you are planning it should be integrated with the strategic plan of the organization a new term again as we said in shall in next lecture lecture number 13 I will be discussing this strategic human resource planning and strategic management part so we will discuss in detail that part there but still just to clear it here that whatever plan you are doing a planning with reference to human resources it should be integrated with the organization overall strategic plan organization diversification should be the organization thought that we should go to the international market the organization thought that we should take this plan from here and take it so your planning should be integrated with it now you are planning here and the strategic plan is next year we might be shifting to that such human resource which is useful for the local market a core example can be taken that organization strategic plan might be to completely close a certain type of activities and start a new venture and what you are doing as a human resource planner that your planning or you are doing business that activity and you are again planning for the future for the same thing which might be they will be closing during the next season next year so then if you do not match then there is no benefit rather you are wasting your resources and time money and opportunity cost there so your plan business organization strategic business plan with that your integration so as I said for your communication your human resource staff and people who matter who make the decision like line manager their communication should be good and your commitment should be there and this is how we should give some better results let's see can we link this planning with the competitor to want him yes of course we will do that how can we do that if we have properly linked if we have a proper plan of human resource what is going to happen no kind of laying off or something like that suddenly we found out that you have a bad repute in the market but if you have a proper plan then you won't do this and if you don't do this then your turnover and other things will be less and your cost will be controlled and good people will be with you their proper training and that will give you a competitive advantage and you will be doing better than your competitor are doing that is going to be it to fill effective HR planning say yes that competitive advantage we have achieved that every organization objective or desire especially in today's era should we stop let's see first I'll give you one exercise today but first let's summarize what we have covered today in this lecture and this lecture will mainly focus on human resource planning what we have defined say that planning is done the human resource planning is a systematic routine definition but the simplest was a systematic review of human resource requirements today for tomorrow and then what was the gap analysis that we talked about in simple words human resource planning is what the required number of implies with the required skill and available when needed that was the main focus of today's lecture right then what we saw that the demand supply the gap that is the main objective of you before talking about the next lecture again I'll summarize some things because this is a very important important topic on this base you people will go ahead if planning is wrong and definitely you will reach at wrong destination if your planning is wrong then it will be something else after that we saw that forecasting is very important we learned some techniques in which statistical approach and yes gut feelings judgment management and in statistical then trend analysis ratio analysis and regression analysis so these are all things they help us to plan and plan good for the future but the planning aspect was that your plan especially human related plan should be integrated with the our strategy that was also a key point so let's stop it here for today and let's see what is next as I told you today we have seen goal strategic business plan I will discuss these things I will try next lecture on strategic planning topic and then we will move toward human resource information system what is human resource information system and then because this human resource information system is derived from management information system so these three things because they are also this human resource information system and especially the overall money information system is also helping you to properly plan your human resource related activities so these are a few topics that we will discuss in lecture number 13 but for that you should read from earlier it will be more important you should also plan accordingly that you should read first and then go ahead but as I told you before that I will give you a small assignment and about today's subject why don't you write a plan of your life you start with a big one 10 year plan because right now you have to read for a few years you will do bachelors you will do master it inshallah do this way write your next 10 year plan do this way that you should make it year wise so that it will have to go in more detail what you have to do in this year how you have to do next 2 year then next 3 year 4 year 5 year and so on and in that sequence it will have year wise main activities main objective and store it on your pc by storing all this if you understand so do mail me to send me a mail of copy of that and then do it after some time go and visit your next plan whenever come in mind after few months after few weeks even after few years do see it and you will enjoy and you will like it I can bet it do see it and see what you had planned 2 years ago where are you standing after 2 years and try to analyze whether you are on the same path you are behind whatever your objective are you ahead of that and you will enjoy it and learn lessons from it you will create a drive in you let's see you have planned after 4 years in your career in your education you will achieve this with this great so if you are not reaching there you can you can have a chance to analyze where something went wrong so that if after few years or few months you have lost something then you are ahead of that do a good exercise do it yourself do it with your friends and then follow it and then you will see that the people who plan in life who do good planning of course for good they are successful in life too and they go ahead and reach somewhere and what happens the people who throw themselves on a very high level their reaching somewhere on a special level is difficult they will reach where they are throwing today I thought a little bit because we were talking about planning we should discuss these things so how did you like this assignment must do it and you will enjoy it so I will stop it here do work hard the more you work the more benefit you will have with these thoughts thank you very much May peace be upon you


Hello and welcome to our video summarising all you need to know about Queen Elizabeth I and the Elizabethan era. My name is Barbara and in this video we'll examine the Elizabethan government in detail. Bear in mind that this is the second of a five-part revision series where we examine Queen Elizabeth's reign including the structure of her government, her favourites at court, the threats that she faced when she was a monarch both within England and externally, the important role of explorers as well as key acts and laws that were passed during her tenure. So let's get started. Now the Queen was the head of the government so of course Queen Elizabeth herself became the reigning monarch. She was advised by her privy council which included her key ministers and laws made at the national level were enforced by local government. Local government enforced national laws and firstly the role of the local government was to supervise the running of each county and enforce the law there and secondly most local government positions were unpaid. Members of the nobility and gentry often volunteered for them because being part of the local government was a symbol of status and power. Thirdly an important local government position was justice of the peace. They were in charge of administering national policies like poor laws and taxation in their counties and enforcing law and order. They also looked after local issues like maintaining sewers and roads. Fourthly most counties had a Lord Lieutenant appointed by the Queen and Lord Lieutenants were in charge of the justices of the peace and they had an important military role for example. They maintained defences and managed the training of militia so this is ordinary people called to fight alongside the army in an emergency. Fifthly towards the end of the 16th century the number of justices of the peace and Lord Lieutenants increased. Now let's look at the Elizabethan government in detail so the Privy Council was really central in the government. It had two main roles firstly it gave advice to the Queen and secondly it managed administration of government. Now the council was made up of around 20 men all chosen by Queen Elizabeth I and members of the Privy Council were the Queen's closest and most trusted advisors hence being a member of this council made you a very powerful person indeed. Some key ministers served on the council for several years and although the Queen didn't have to follow advice of the Privy Council she often did and councillors were also expected to carry out her instructions even when doing so went against their advice. Now a really important person to remember is William Cecil and he was Queen Elizabeth's closest advisor so when she became Queen in 1558 she made William Cecil her principal secretary and he became her closest advisor leading the Privy Council and making sure the government ran smoothly and in 1571 Elizabeth gave Cecil the title of Lord Burley. The next year she made him Lord High Treasurer giving him greater control over royal finances and Cecil continued to serve Elizabeth until his death in 1598. Elizabeth's other key ministers included Nicholas Bacon who was Lord Chancellor from 1559 to 1579 and Francis Wolzingham who became principal secretary in 1573. Unlike today in the 16th century the monarch held more power than Parliament which is only a really secondary part of government. Its sessions were temporary and occasional and its powers were often quite limited. There were two chambers of Parliament who had the House of Lords which still exists today which was unelected and this is the same for today and it was made up of members of the nobility and senior churchmen. The second chamber was the House of Commons which is still there today in England and they were elected but only by men who owned property over a certain value were allowed to vote so in other words only men of the aristocracy voted for those who entered the House of Commons. Elections weren't free, the Crown controlled who got elected in some areas and in others powerful local figures controlled who was chosen. Now Parliament's main functions were advice taxation and legislation. So firstly when it came to advice Parliament was an important point of contact between central government and the leading figures in local government throughout the country. It enabled the Queen and her councillors to gauge the mood of the country and levels of support for the policies. Now the area was taxation so when the Queen needed extra revenue or in other words extra income she had to ask the Parliament's permission to raise taxes. Now the area is legislation in other words passing laws so the Queen needed Parliament's approval to pass new laws. However she could bypass this function by issuing royal proclamations instead. Parliament's powers however were still very limited. So firstly Queen Elizabeth had the power to summon and dismiss Parliament. She disliked working with Parliament and tried to use it as little as possible. She only called 13 sessions of Parliament during of 44 years in power. Secondly Parliament was not free to decide what topics are debated. It had to have permission from the Queen such as discussed matters of the state for example religion, succession and foreign policy. Thirdly and as a result most parliamentary business focused on local matters and social or economic issues which it could discuss without royal permission. There were many disagreements in Parliament which could prove a challenge for the Queen however through the Preview Council and Public Propaganda Queen Elizabeth managed to reign this in and maintain control. The Preview Council helped Queen Elizabeth manage Parliament so firstly it managed the relations between Queen Elizabeth and Parliament really effectively. In particular Cecil was highly skilled in convincing members of Parliament to support the Queen's policies. And secondly some members of the Preview Council sat in Parliament and they acted as royal spokesmen and helped to steer debates in favour of policies. Thirdly the Speaker who kept order in the House of Commons was chosen by the Queen and closely monitored by members of the Preview Council. This helped the Queen's councillors to control Parliament and convince MPs to support royal policy. Unfortunately Queen Elizabeth herself was a very strong public speaker. She made a number of powerful speeches in Parliament and this helped to persuade members of Parliament to obey her wishes. There were some disagreements however Queen Elizabeth stayed firmly in control. She was a very powerful monarch and her influence was very broad on the Elizabethan government indeed. During her reign Parliament didn't always agree with her policies. So throughout her reign members of Parliament were concerned about who would rule England after Queen Elizabeth's death. They repeatedly tried to persuade her to marry or name an heir. Remember this is not just because they wanted to have a man controlling as monarch of course this was still very important for them. However if she had no successor what they were most concerned about was a war that might break out after her death over people related to her wider extended family who claimed raw over the monarchy and so they really wanted to avoid this by having a very smooth succession but Elizabeth of course ignored this. There were also some Puritan MPs who challenged the religious settlement and tried to make England more Protestant. Also members of Parliament were worried about the threat from Mary Queen of Scots and the Catholic plots surrounding Queen Elizabeth. They tried to convince Queen Elizabeth to take action against Mary. Occasionally members of Parliament did try to force the Queen to change her mind by threatening to refuse taxation. Elizabeth however never gave in to this kind of parliamentary pressure. Effective management by the Privy Council combined with her powers to dismiss Parliament and select the topics are debated meant she remained firmly in control. Queen Elizabeth also relied on propaganda in other words the use and control of public information to maintain public support so to maintain the support of the English normal people. Public support meant that her position was really stable especially as some people doubted her. So Queen Elizabeth and her councillors used propaganda a lot to ensure that she had positive public image and of course one of her more enduring public images was that of her being the Virgin Queen. Now portraits were commissioned showing Queen Elizabeth as a powerful queen who was pure and chased a virgin and they suggested she was married to her people, the body of England rather than concerned with their welfare rather than concerned about her own welfare and her own personal happiness. There were also lots of plays which emphasised Queen Elizabeth's wealth and power and they were performed at court. Do bear in mind and of course we talk about this when it comes to our English literature videos but this is interesting in this case. Shakespeare was a contemporary of Queen Elizabeth in other words he lived the same time as her and so she often commissioned a lot of his plays and he did have lots of plays which did also emphasise her power and the power of the monarch. These plays did really help combat courtier's fears that an unmarried woman was too weak to rule England properly. Now also Queen Elizabeth was careful to make ordinary people feel recognised by the state. She often went on royal progresses where she journeyed across different parts of England and allowed the public to see her and praise her and their public displays of affection helped her seem popular and loved by her subjects. Now when it comes towards the end of her reign so the last 15 years or so of Queen Elizabeth's rule were very different to her early years and there sometimes called her second reign. One of the main differences was the growth of competing groups at court so her court split into rival groups in the 1590s and this is when she was getting older. The make-up of her privy council changed towards the end of her reign and several of her key ministers including Christopher Hatton and Francis Walsingham died around 1590 and William Cecil died in 1598 and he was succeeded by his son Robert Cecil. Now in 1593 Elizabeth made Robert Devereux, Earl of Essex a member of the privy council and his rise led to the growth of two conflicting groups at court one around the Earl of Essex and the other around William and Robert Cecil. These two groups are constantly competing for royal patronage and influence and they disagreed over important matters and especially strategy and war with Spain and Queen Elizabeth's inability to control this conflict really undermined her authority towards the end of her reign. Now the Earl of Essex did launch a rebellion against Queen Elizabeth in 1601. In 1599 Queen Elizabeth sent the Earl of Essex to Ireland as a head of huge army and his task was to crush Tyrone Rebellion which was also known as the Nine Years War which had been going on since 1594. However Essex made some limited attempts to fight the Revables and when these were unsuccessful he made a truce to them. He then abandoned his post and returned to England without the Queen's permission. And as a punishment Queen Elizabeth had him under house arrest for some time. She banished him from court and took away most of his public offices. In November 1600 she also took away the Earl of Essex's role as a sole distributor of sweet wines which was his main source of income. And this loss of political power and income drove him to revolt and so on the 8th of February 1601 he launched a rebellion in London and he aimed to seize the Queen and force her to replace the closest advisors especially Cecil with him and his followers. However his rebellion ultimately failed within just a few hours. He received no support from ordinary Londoners and most of his own supporters quickly abandoned him and he was arrested, tried for treason and executed on the 25th of February 1601. Now this conflict at court however did have a massive effect on undermining Queen Elizabeth's authority. So the lack of popular support for Essex's rebellion showed that he wasn't a serious threat to her role. She was still popular and respected so there was no desire to overthrow her. However the rebellion still suggested that Elizabeth's authority over her court was becoming quite weak and by the 1590s she was no longer using patronage as effectively as she used in the past. And instead of balancing the different interest groups at court she let the Cecils become too powerful and when I refer to the Cecils I mean both Cecil her primary advisor and his son and she also failed to promote many other courtiers who became quite resentful and this therefore led to people rebelling much like the Earl of Essex himself. The conflict at court in the 1590s also made Queen Elizabeth's government less effective so there was constant competition and infighting between groups which made it far more difficult to get decisions and make get things done. So that's all. If you found this video useful please do head over to our website which is www.firstritutors.com and there you will find lots of history material including model answers, exam papers that you can use to enhance your writing skills and get top marks in your exams. Also do make sure you come back to our channel for parts 3, 4 and 5 where we will delve into life in Elizabethan times, troubles that Queen Elizabeth faced at home and abroad and of course the notorious war that she had with Spain. Thank you so much for listening.


Low-level laser therapy, LLLT, has been controversial since its discovery in 1967 due to a lack of understanding of basic mechanisms and improper dosimetric parameters leading to negative studies. In vitro and animal experiments have shown that LLLT's biphasic dose response or Arne-Schultz curve is mediated by various factors, including adenosine triphosphate, ADP, and mitochondrial membrane potential. The Janus nature of reactive oxygen species, ROS, which can act as a beneficial signaling molecule at low concentrations but a harmful cytotoxic agent at high concentrations, may partly explain the observed responses in vivo. Transcranial LLLT for traumatic brain injury, TBI, in mice shows a distinct biphasic pattern with peaks in beneficial neurological effects when the number of treatments and energy density are varied. Further research is needed to optimize clinical treatments based on biphasic dose responses. This article was authored by Ying Ying Huang, Soba Kei Sharma, James Carroll, and others. We are article.tv, links in the description below.


Ssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssss I like to keep things simple, so when you can describe a game as simply flying mech makes stuff go boom, hey that sounds like it's right up my alley. So here we've got Spring and Powered, another Super Famicom title that never left Japan, doesn't require an english patch to play, and it's actually the third game in a series, the first game being Seiri Sendshi's Spring and for the PC engine, and the second game's Spring and Mark II for the PC Engine CD. But it appears that this is merely a sequel in name only, The first two games were made by Compyle, who have had a hand in some of the very best shoot-'em-ups ever made, including Space Megaforce for Super Nintendo. Spriggan Powered was developed by Micronix, who developed Acrobat Mission, a perfectly okayish, serviceable, vertical shoot-'em-up that came out in 1992, and also had a hand in the Super Nintendo port of Raiden, titled Raiden Trad, another perfectly okayish game but certainly nothing spectacular. Spriggan Powered, however, is quite a few steps beyond those, just in the visual and sound department alone.  The settings and backgrounds really stand out. Check out the first level alone. The sky and foreground scroll as they normally would, but you've got some axolay-style scrolling on the Earth beneath you. This might be disorienting to some folks, but it works for me. What doesn't work so well is how freakin' fast the next level's background zips by. The sense of speed here is exhilarating, and again, from a technical sense, this is pretty cool, but after a while I feel like my eyes just need a break. The third level has a neat sunset effect going on, while the fourth level changes things up entirely where you're underground exploring caves with little visibility. From there we go to outer space, skimming planet surfaces, and invading giant enemy ships. Throughout each level you have this red and white mech that shows up as kind of a mini-boss, sort of like Proto Man in the Mega Man series. Heck, it even kinda looks like Proto Man. But yeah, I really dig the different settings here, and it's the game's biggest strength. It's also worth noting that the sprites here are pre-rendered, which is kind of a novelty for the time. And the music is also really well done, and it fits the game perfectly without sounding overly derivative of any other shoot-'em-up soundtrack. So how does the game play? It's nothing that's gonna compare to Compile's best work, like I mentioned earlier, but it's still pretty dang good and a satisfying playthrough. You play as a mech, obviously, and you've got two continues with three lives each to get through six total stages with no saves or passwords, and there's four weapons to choose from.  Between them by collecting colored orbs, and each can be charged up for a special attack as dictated by the meter above.  Yeah, it only works for a real short period of time, but it helps make this game noob-friendly, so to speak. I know shoot-'em-ups aren't for everyone, and for the most time it's because they're too frickin' difficult. I fall into that group sometimes, too. But the shield mechanic here is real helpful without making it feel like you're cheesing the game out of its difficulty, since it's tied to the same meter as your special attack, so you have to manage which to use and when. However, there are a few mechanics that are way out of balance with the rest of the game, and you can abuse the hell out of them. The main one is the homing weapon. When you've got this thing charged up, it's so powerful that only a couple shots with it can take out a boss.  Anyway, yeah, not much else to say about this one. Sprig and Powered is just another game released late in the Super Famicom lifespan in 1996 that never left Japan, and it's a simple but well-made shoot-em-up where you fly around as a mech and make stuff go boom. Can't argue with that. No, it's not going to touch stuff like Axolay or Space Megaforce or even Makarov Scramble Valkyrie, but it's still a perfectly good playthrough. The cartridge is a bit pricey, and it was never re-released or ported anywhere, so this is another one you've got to play any way you can. And I want to thank you for watching, and I hope you have a great rest of your day.


Live from the MGM Grand Convention Center in Las Vegas, Nevada, it's theCube at Splunk.conf 2014. Brought to you by headline sponsor, Splunk. Here is your host, Jeff Kelly. Welcome back everybody, I'm Jeff Kelly with Wikibon, you're watching The Cube and we are live at Splunk Conference 2014. Excuse me, I'm getting ahead of myself. Looking forward to next year's show as well. Joining me now in this segment, we've got Donnie Perkholz who's an analyst with the Red Monk and John Rooney who is director of developer marketing with Splunk. Guys, welcome to The Cube. Thank you. So, one topic we've been hearing about over and over on The Cube with the various Splunk customers have come on is this concept of DevOps and Splunk enabling those organizations to rapidly develop and deploy and redevelop applications to serve their customers. Why don't we start, John, with you and talk a little bit about Splunk's view of the DevOps movement and why that's important to kind of your customer base. Sure, well I think if you begin with some of the fundamental principles of DevOps and Donnie and Red Monk's done a lot of really great work in that space, the idea of in order to be more responsive, in order to kind of turn the feedback cycle very quickly. It's something that GE Capital talked about in the keynote here at the conference. What you essentially need to do is transform some of the traditional stovepipe roles between operations and development. So it's no longer the idea of, hey, it works in my dev environment, I'm trucking it over the fence and there's this very different set of responsibilities, different set of concerns. In many cases, different set of tools and systems between those roles. From a Splunk standpoint, now obviously there's a big part of that that's cultural, there's a big part of that that is practice-based, but ultimately there is now an emerging set, pretty varied set of tools and systems that are sort of driving these processes at our customers, whether it's a tiny startup or a gigantic enterprise. And from our standpoint, it's all machine data, it's still outputs machine data, it still provides the type of opportunities for us to correlate that data, provide insights, provide real-time analytics into seeing, okay, when this machine, when someone checked in code into a code repository here that kicked off a build on a build server, that's an event, that's a machine-driven event that you can put into Splunk and have that view overall. So we think about Splunk as being an enabling tool and it's something we've seen in our customers. So maybe we take a step back, Donnie. And again, welcome to theCUBE, thanks for coming on. So we hear about DevOps a lot. And as I mentioned, we've had a number of Splunk customers on that kind of talk about DevOps, but we've had a hard time really pinning it down. I mean, can you give us a little bit of a DevOps 101? I mean, from your perspective, how do you define DevOps? Sure, absolutely. So there's a lot of different ways to think about it. And I think John put a really nice summary in that they fall into two camps. You've got the tooling and then you've got the culture, right? The organizational side of it. How do you make it happen in a company? And there's a lot of disagreement within the DevOps community about which one of those should come first, which one should come second. Does the tooling catalyze the culture, which is my belief? Or do you have to change the culture first and then bring in the tooling? Which some other people believe. And I think the easiest way to just sum it up in one sentence is you take agile software development and you carry it through to production. You take that same idea of iterating rapidly over short cycles and just carry that iteration cycle a little bit farther down the road so that you're iterating not just from development to a completed build but from development through test to operations such that if you want to you could even deploy it to customers. And the bigger picture view though in my mind and where we start talking to some businesses about it instead of just talking about how technically fun it is is you think about, okay, who's on the other side of the developers and who's on the other side of production support? And it's the business and the customer. And so from the business level and if you hear Adrian Cockroft who used to be at Netflix talk about this, he'll tell you the real benefit of a DevOps approach using continuous deployment is you can iterate more rapidly than your competitors. You can ship features faster and you can learn based on the customer receipt of those features. So if you're being agile software and you build something but you still at the end you're not shipping it until 18 months later in many cases. You're just doing agile development and not agile delivery. And so you're not able to learn and iterate on the response to those features. So what's driving this? Is it the consumer side where consumers with their smartphones, we're expecting applications to be upgraded and updated frequently to when there's a bug found we want that fixed right away. Is that driving it or what are some of the things in the background that are pushing DevOps in the forefront? I think every time a new movement comes like this in technology it tends to be driven by changes in technology itself. If you look at configuration management for example which is one of the key tools behind DevOps what you see is that there's generations that come out in response to things. So CF Engine came out in 1993, it's 21 years old and yet DevOps was not an idea until 2008, right? So that came out but it never really picked up because there wasn't the requirement for transient scalable infrastructure. Then suddenly 2004, 2005 here comes the cloud and you have this whole new generation coming out to cope with high scale. You have to have everything maintained in code because you can't hire enough admins or you're hiring admins for peak instead of for typical use case and it just didn't work out financially. I think a lot of DevOps has been driven by the need to respond to what's happening out there in the marketplace from the point of view of the cloud in particular. So talk about the role of data and developers being data savvy in other words, all the data that's coming back to them from their applications that are out in production they've got to be able to sift through that, analyze it and determine where do we need to develop new solutions to fix these problems. Is that a new role for the developer and how are they adapting? I think what we've seen as developers have always loved data. We publish quite a bit of data driven analysis and every time we do a piece of data in it it gets orders of magnitude more traffic than anything else we do. So they've always loved data. The problem is they haven't always had the tooling to work with it and to understand it and a lot of that's changing with the whole data science thing, right? You've got Hadoop and Big Data but you're also empowering developers and this is I think something that John could talk about some which is splunks ability to empower developers to sort of democratize access to this data because the thing that's happened sort of in the pre DevOps days and even with companies that have shifted to a DevOps approach is the data is still very siloed and inaccessible so that developers want the data, they want to understand how customers are treating their code and production, what kinds of crashes are happening but in many cases that gets rooted back to ops and stops there and the developers never hear about it or maybe they don't even have the resources to deal with it because they're on to the next project. So the data is out there now, the tooling is starting to happen everywhere. It used to be that the web always had a lot of access to data. Mobile apps was much more challenging but that's changing, a lot more instrumentation exists so that you can get the data with DevOps tearing down all the silos, you can get access to the data and they've always wanted the data, the problem is doing something useful with it. Right, so John, expand on that a little bit if you could. The idea of breaking down these silos as Donnie put it. Yeah, and I think in all honesty I think we just happen to be luckily in the right place with the paradigm of working with Splunk, the initial paradigm of working with Splunk which actually predates the official birth of DevOps in 2008 or so was, oh well if the data's all in one place and the developers have access to it, you don't have to tie up SysAdmin to have to SSH in a machine and grab the logs. So the data's already there so the developers can have access to production logs without infringing on the security or access controls of a production system. That was something that was sort of just always built into the mental model of Splunk which just happens to dovetail really nicely into the notion of when there are shared responsibilities and there are shared tools between development, QA, operations, the flow is very different, the responsibilities are different and we just happened, that was always sort of built in so the developers don't have to nag somebody, the data's always right there and you can empower them with that data and again, the acceleration of things I'll go back to what Donnie said about the cloud and I think from my perspective and what I've seen, I think the cloud has been a huge driver of breaking down the barriers between ops and traditional development if for no other reason that kind of the canary in the coal mine for the cloud was in many cases developers bypassing IT to spin up instances in AWS or Rackspace or Azure or whatever it was so all of a sudden they're in the infrastructure game even if they're not in the infrastructure game that explicitly and then just the nature of cloud when all of a sudden you're architecting applications for the cloud instead of a past model where you're separating kind of the code layer with the data layer well then that's now all of a sudden as a production engineer you're now aware of application architecture so I think all of these things have contributed to sort of blur the traditional lines between those roles. So what steps are you taking to really cultivate the developer community? To attract them to Splunk, to reach out to them and kind of build that community momentum anytime you're trying to attract developers you need to get the community involved. I think there's sort of two ways we think about it and Stephen Sorkin who was here earlier I'm sure talked a lot about sort of our partner community and the kind of traditional when people think of a developer ecosystem that traditional sort of Apple, Microsoft I think Salesforce is doing a great job with the idea of having other people build apps and essentially run businesses off the platform and that's one thing Stephen's talked about where we're going to really ramp up our efforts there but I think kind of the first order place where we think about our developer community is our customer community, right? So one of the great things about Splunk is it really is a multi-purpose platform so when there's Splunk in an organization it can add value to security professionals, your IT and developers and all of a sudden as Splunk becomes more well understood and more adopted in an organization what we've seen traditionally is it moves upstream in the life cycle so maybe somebody buys some Splunk for a traditional troubleshooting hey, my site or my system is down I need to figure out at what layer of the stack there's a problem that's just kind of classic IT troubleshooting but as it moves up, becomes more proactive let's say you're applying some security use cases and all of a sudden well why not use this as part of release management? Why not use this to monitor our QA environment or to monitor outputs for soaking stress testing the things that really lead to the handoff between dev to production all the way to the beginning of the process I mean, ourselves at Splunk part of our regular cadence of our big product release process is we have a series of meetings every month or a meeting every month and the first part of every meeting every month is data that we Splunk out of JIRA basically say how are we progressing on at the task level how are we looking at in terms of tasks and bugs and displaying that data pulling on the JIRA in Splunk so as you can see because it's really a system of interconnected tools and systems that output machine data event and machine data it's very well suited for what we kind of the core of what we do at Splunk and among your customers you mentioned that kind of land and expand strategy that Splunk has and we've heard from pretty much every customer we've had on theCUBE talk about that but from a DevOps perspective and Diane talked about does the technology come first or is it the tools and the technology that comes first in terms of the culture what are you finding among your customers are there certain customer types that are more advanced when it comes to adopting a DevOps model and what's your take on Diane's questions of the tools that come first or the culture and how do you see that balance I mean I think it's I would you know I do think that the notion of culture and you see a lot of folks talking about you know you can't just say you're DevOps you have to live it you have to empower people in the right way and I would no way want to underscore through the importance of culture and certainly from what we see a lot of it is you know a lot of it is tooling based of all the sudden you're moving to continuous integration or continuous deployment or you start working with a puppet or a chef these things naturally lend themselves to you know to folks on both sides of kind of the Dev and Ops Isle and a lot of the Ops Isle they're familiar with Splunk they know how to get logs into Splunk they know how to you know they know how to get data into Splunk so it's just another view into that piece so I think for us we may have a little bit of a bias in identifying the tools fees but again I wouldn't want to underestimate the cultural the traditional you know throw stuff over the wall you know there's a lot of work that needs to be done there and you know we're seeing it again it's sort of like cloud or big data in some cases in some of our larger enterprise customers it's tops down it's like all right we need to figure out how we're going to DevOps it up and it's in a lot of cases we're just in the right place in the ward to facilitate that Yeah, Donnie what's your take on that getting that tops top down you know C level support for a DevOps approach I mean does C level get it I mean it sounds to me they would understand the value but do they even use the language DevOps I mean do they does there need to be more education in terms of you know C level to understand you know this is how you actually implement being extremely customer focused I think it's a spectrum right there's this William Gibson quote about everybody is somewhere on the spectrum some people are living in the future some people are living in the past some people are somewhere in the middle and it's the same thing with companies in that you know there are some C level people that absolutely get DevOps they know what the term is about they know how to do it but that's not where most of us are right most of us are somewhere in the middle where you know they've heard about this term they're not quite sure exactly what it's all about but you know the funny thing is outside of IT they have a very good grasp of the ideas as soon as you explain what's behind it you're like oh so we should be more collaborative we should cooperate on these things instead of being angry at the people over in finance all the time maybe we should bring one of them on our team and send one of our developers over there so we can start working on these things together so when we start talking about the ideas behind it people completely buy into it and they understand what's going on but DevOps the term itself is missing some of that implied meaning to people who aren't deeply inside of what's happening at sort of the new wave of IT yeah I mean it would seem to me the value that DevOps delivers being very focused on the customer providing on a regular recurring basis more value to them in the form of the applications that they're using and the services that you provide that to me would seem to resonate with the C level person they may not know the term DevOps but that to me should resonate with them and if you can get them on board that's one way to start moving the culture and then you've got to bring in the tools of course exactly and I mean in fact a lot of times the most challenging C level person to get to buy into this is the CIO because they're the one who understands what's actually got to happen down at the bottom level and so like wait so we're going to ship code 80 times a day but isn't that pretty risky you know isn't that going to mean like oh that means we could crash our customer systems 80 times a day and you really have to break it down and think about what the risk looks like and you know my point of view as you think about this all right imagine you're delivering to customers once every six months chances are good that there's one critical bug in there somewhere and you're going to have to roll it back and wait till the next delivery window for everything else that went along with it right it all comes in one big piece you get all or nothing whereas you think about it from a continuous delivery point of view and you can ship one little micro feature every day and make things a little bit better have a little bit you know more competitive solution than the other companies in your market and you've got the same overall level of risk but you're spreading it out such that you can get the benefits of the code that doesn't have critical bugs in it and you know you can roll back to little pieces that do and fix them and ship them the next day and you know that requires some this is a change management challenge as much as a technology challenge and an education challenge and John we're close on time I want to give you the last word so what is Splant's approach we talked a little bit about this about developing the developer community but you know going forward when we're at Splant conference 2015 where do you hope to be in terms of I mean DevOps perspective yeah I think you know as we you know we haven't talked a lot discreetly about the tooling I think you know one thing that you know Godfrey talked about in the keynote is the idea of it's a great platform it's widely extensible to platform I've been working on dev platform stuff my entire time here but it'd be great to also have some solutions so we know that there's a discreet set of tooling that lots of folks use that are really popular so it'd be great to have some you know whether we build them or our partners build them make them available to the community to say hey if you're using this as a build server if you're using this as a code repository here's a here's an app or here's an add-on or here's a connector for that to make it really easy because a lot of our customers that are doing really exciting cutting edge stuff from a DevOps standpoint they've you know they've really dug in and they've built it out themselves and we're great we're reporting that in a lot of ways but as in any sort of technology adoption curve you know sort of move up faster you need to make it a little bit easier so I think that's what you'll see from us I think you'll start to package some of this up package some of this up a little bit better and as more of our customers more of our organizations that we work with as they looked to sort of step in the DevOps we want to have stuff ready for them that's fully baked so I think that's where we'd like to go great well John Rooney from Splunk Donnie Burkholz from Redmont guys thanks so much for joining us on theCUBE important topic we're going to be keeping an eye on this over the next 12 months and you know we'll be back here next year and we'll see where we stand so keep it right there we're going to be right back we've got the rest of the day live coverage here at Splunk Conference 2014 in Las Vegas we'll be right back with our next segment


I'd like to introduce Gloria and Kristi next. It's my absolute pleasure, especially seeing how they're both tech speakers like me. Kristi is an outreach intern at Mozilla, working with diversity and inclusion. She's a basketball player, even though I always want to say baseball, and she loves chocolate, and apparently if she's not at home, she's in the gym. We're going to assume this is sort of a gym, though. Gloria is a student, an engineering student at the Piraeus University of Applied Sciences, and she's been volunteering with an active listening site called Seven Cups of Tea. Please join me in welcoming them on stage. So hello, everyone. I am Kristi Pogri, as Alex also introduced me. I'm a Mozilla tech speaker and also a Mozilla representative. I am the board member and chairman of the Open Labs, which is a local hacker space that we have in Albania, in Joanna. I'm a site point author, and I also finished my studies this year for international affairs and diplomacy. I'm going to start my presentation, first of all, with some numbers, because it has to do with the involvement of women in open-source projects. In a survey done in 2002, it was the number of women of the contributors were only 1.1%, but then in 2013, the number were 11%. So we can see that the number is higher, but it's still not the number that we're fighting for and not the amount that we would like to see in Floss communities. And only 1.5% of the free and open source software developers are female. And related to the GitHub users, 5.4% of GitHub users are with over 10 contributors from a random sample are female. And among women who joined the tech industry, 56% live by mid-career, which is double the attrition rate for men. Usually the reasons that they live the career in the middle age is because they have to take care of the children, and then they become mom. And all the energy goes somewhere else like not in this area. And here are the numbers of the repos that are done with like from the female and from the male. As you can see from the chart, the number of the women is like really low related to the contributions of the male and the number of the repositories. And we have spotted out also some issues that we think that why does this low number come from? First of all, there is an invisibility, like there are a lot of cases where we are, for example, there are a lot of people and women actually who are developers, people behave like they are not there. And they usually try to avoid the eye contact. And in this way, they do not really feel very comfortable to go on and to express like themselves. Expecialism, gender essentialism and social expectations and sexual lives are also some other issues. The stereotypes there in the society that women cannot really do the task that are meant for men is also a very big problem because this affects a lot on the self-esteem since they think that they will not be capable to do something that is only meant for men. And usually they also do not feel when they are in an environment and they are expected to be valued for their information and for their work. But they get compliments or opinions or words that are not related to their work but to something else. There are a lot of initiatives done related to this. Mozilla has an initiative called Dwellers. And it's only for women in Mozilla. It's a community composed of members from different open source projects when they can all gather there, share their opinions, their thoughts, their insights related to different experiences. So in this way, when we exchange other opinions, this will help us improve our work and have also a better performance like in different tasks. It is mainly dedicated to improving women's visibility and involvement in free and open source. And it's free so everyone can participate despite their background or if they come from a technical one or from a non-technical. It's also written in our manifesto that it's a resource that must remain open and accessible. So this is also in our constitution that Mozilla and it's open to everyone. Women's is a very active group, full of ideas, things to do. And we discuss a lot of topics. There are a lot of channels that we go and that people can have information from. We have our own website, www.rg.org. You can find us on Facebook, IRC channel, telegram, mailing list and in your state. So if you live in the country and you have like a Mozilla community there, you can join and you can see there might be a group that are only for women or for people from under-represented groups that can be part of or if there isn't any group like that, you can feel free to start a new one. There are a lot of initiatives that are going parallel with WOMOs. There is also the Outreachee. I don't know if you have heard about it, but it's an internship that is like for three months and it's paid. And it's only for women and for people from under-represented groups. There are a lot of projects which contribute to the outreachee so they can get in terms and really inspire them to continue their work. As I mentioned in the beginning, we have a local hackerspace back in Albania and the situation is like completely different from the hackerspace or from the other Floss communities like around Europe as far as I've seen. And there are 70% of the contributors are women. So like there is a higher number of women than men that do contribute in Floss like in Mozilla, in Fedora, in Linux and in OpenStreetMap. So the men are in minorities. And this also comes from the educational system. There's a fact about the educational system. Like they do really inspire the women especially to go into study tech because it's seen also as a field that despite that you can have a good career which will help you like in the future, it also is well paid and you can reach and you can go like how far that you won't like relate to this. But during a problem with the outreachee, there are also other projects that do inspire women to participate in. Like there is for example Google Summer of Code or other internships that are really mainly and focused only to empower and to make the people coming from underrepresented groups to express and to share like their experience and thought without the fear of being judged and just to live how they really and just to act like how they really want in communities like this. So this was like for my part. Now please welcome my colleague. My colleague is Gloria so she is going to talk about diversity user research. Hi everyone. I'm going to talk about diversity user research and in specific how to become a better listener. My name is Gloria Jumeau. Here are different links where you can find me. My personal website where I have different blog posts about things I say. And my LinkedIn. And I would like to tell you today that the goal of this talk is to help you to be able to extract more information from your user research in specific for diversity. But this specific skill that I'll teach you today which is called active listening can help you in different areas of your career. And notice that since I learned this skill my emotional intelligence have highly improved. So that is why I believe that it's very important that you take this next 10 minutes to pay attention to what I have to say. And you know that there's a research that says that only 2% of people have done classes about listening. And we do classes every day about writing and we do classes about reading but we are never taught how to listen and that also is a skill. And that is one thing that we are going to learn today and hopefully you'll be part of that 2% that has done a formal class in listening. So one thing that is very important in listening is your body language. Because for example if you're talking to someone and when the person is talking to your young during their search the person will think that you're bored so then they will start cropping things and cropping important information. So your body language plays a very important role but unfortunately because of that we won't touch on that now but we'll touch on a specific aspect which is listening. Let me first say the difference of hearing and listening. Hearing is the act of perceiving sounds. For example you're in this room right now you're hearing different noises you're perceiving different sounds but that doesn't mean that you're listening to each and every sound. The person or the sound that you concentrate on that you actually set your ears on and you process what that thing or person is saying is the person whom you are listening to. For example if you're listening to what I'm saying and you're processing it that means that you are listening to me and that is more active than hearing that happens like without you even needing to do anything subconsciously. What I'm going to talk specific is active listening. Active listening is a skill which is what it says active listening. Listening actively and trying to understand deeply the person that you are talking to. These are some of the benefits of it. I'll just say one for example like it improves your interpersonal skills because the more you are able to listen to people the more people like you because people like to talk a lot about themselves or the things that they do so if you can listen to them then they're most likely like you. And then another thing that here also are some of the disadvantages of active listening in specific because there's a technique called mirroring where you try to rephrase what someone is saying and when you always rephrase what someone is saying even though that's helpful in some way it can also sound like pirating like you are a pirate and you are repeating repeating whatever the person is saying. So that is one of the disadvantages and here are more that you can see and what I'm going to say now I'll break it into three sections when you're talking to someone during a research you want to actually comprehend what they are saying so to comprehend what they are saying there are different scales one of the things that you can use is reflection reflection is when someone tells you something you try to reflect back what they are saying for example someone tells you that I'm very excited so reflection is saying so you mean that you are very excited to do it right that is reflection another thing is clarification to get clarification you can do different things one of them is asking open-ended or closed-ended questions and I'll get into a deeper explanation of those things in the next few minutes one thing that I want to emphasize on right now is this technique here response which helps you get more better response from the user it's called funneling and with that technique what you do is you are actually trying to extract more general information from someone or more specific information from someone and to do that I'll use an example of FOSDM for example someone tells you I'll be attending FOSDM if you ask the person tell me more about this that is asking something that will give you more general information because when you say tell me more about it someone will give you a general information about it but when you say are you going to FOSDM and which talk are you going to attend that is more specific and by asking this question you are getting more specific information so that is one way you can use this technique called funneling and right now I have a scenario here that I run through it fast so in this scenario I'm conducting a research to identify why there is under-representation of a specific minority group in the open source community that can be maybe a woman or people from a specific race or people from a specific gender just about anything and through this demonstration also you can use the skill called active listening to get more information from that person so for example we are in the interview and I in the interview I'm saying hello my name is Gloria I'm from this company and this is is that okay with you the person say yes thank you very much is that okay with you makes you understand if the person is ready for your research so by asking that question it helps the person feel more comfortable that okay yes I'm ready when they answer yes I'm ready let's start so as I move on during the conversation I tell the person to tell me a bit about their background they open up to me because when I tell them tell me a bit about your background the person now starts diving into their life and the more personal things that they share the more closer to me they feel and the more they trust me so by doing that I'm actually getting the person to open up then as you are speaking I tell the person oh that's interesting can you tell me a bit about your experience with open source then the person starts narrating to me a story of when I started contributing to open source I felt very alienated because I felt invisible and even though I was contributing like people didn't share me up enough or I just felt that I wasn't appreciated so a key word here is alienation the person said that they felt alienated during the interview so at that moment you can use a technique in active listening called sympathy not called empathy but right now explain to you what sympathy is and what empathy is sympathy is saying something like oh sorry about that but empathy is actually saying like an example like okay this time of my life I also experience alienation and that makes you build a connection with the person because you are putting yourself in their shoes so they feel that okay this person is also putting themselves in a vulnerable state they understand me so by doing that by putting yourself in the shoe of that person you are exercising empathy and when at some point of the interview the person telling me that I feel that people like me are just not for open source involvement or tech forcing ourselves into this industry is futile or are right to you in comparison to that of others proves that when someone tell you that a trigger like you want to tell the person no you are not invisible in tech we like you but when you do that you are actually kind of like indirectly judging the person telling them what you are saying is not true we like you it's not like that so at that point one of the skills that you have to use is deferring deferring judgment and to defer judgment what you do is actually when someone tells you something you don't say how you feel about it instead you focus on how they feel about it what made you feel like you are invisible like what made you feel scared or why do you feel that you don't have a place in tech when you ask that question instead you are getting more information from the person instead of saying like no what you are saying is not true then the person close down on you and won't tell you their actual deep feelings by actually asking them more questions and deferring your judgment you extract more information from the person and then you get more accurate results in your diversity research so in the end one thing that you can always do is summarize summarize what the person told you and that helps you get clarification that you understood what they said because if you say it wrong the person will correct you but it also helps you reinforce what you are spoken about means that it will help you retain that information more easily so that's it about what I had to say as I said here are some keywords to remember reflect, summarize, clarify and empathy and my call to action to you is to practice this and let me know your results you can find ways to contact me on my website and feel free to connect to me on LinkedIn do you have any questions from me and Christy anyone that has any questions for either the talk me or Christy gave you can raise your hands I think that a good way to have more women getting involved is like putting sorry is like putting a number that you for example want to have like 50-50 and in the process that you are hiring new people you get more focused on hiring more women than men or another thing that you can do is like for not like taking or being influenced to only employ men you can have like they can all have the interview like on the paper and you don't know the gender of the person that you are taking the information from so this is also a way that you will get influenced by their gender but you are going to hire them from really from their values or from their amount of you know information that they have related to something because also because there was done a survey that related to that like women were better developer than men but they were not hired because in the beginning the person that were going to hire them knew that they were women and they didn't know how to code so it's not they were not like getting employed so this is also that I personally suggest like a politic that you can use to hire and to have more women yes okay so the question was on the politics for example that we need to take to have more women in our work space or in different fields in gender okay so you ask about what about gender diversity that most people talk about yeah so yeah what I know about that is that there are some universities in specific that are more tailored to specific racial groups so I believe that by companies going there in career first at those schools they can locate more of those peoples but at the same time I believe that the way that the companies treat the employees from those minority racial groups in their company can also make them attract or repel people from that specific demographic so for those people like for those people that are minority by race I feel that it's very important to make the environment very friendly and comfortable for them to make sure that you create boundaries of what is allowed between how people deal with race and difference in the workplace and another way I think that they can fix that issue is to actually try to reach out to those people because usually companies what they usually do is say we want more people from this specific country come to us they just sit down there and wait for those people to come to there but that's not how it works if you want something you have to go get it so you have to find where those people usually are located at and go there and tell them I'm from this company I have this offer you do you have those skills that I'm looking for and if yes come let's talk about it that is what I feel I think that it starts from the not from the it starts from the opportunities that some people have like for example someone from a poor family that can't go to school like whether the education there is good or not or other poor so it starts from the economy of the country or that specific family or that specific racial group as a whole and then it moves on to education and then from education it moves on to companies that is how I feel it starts from the economy and then education and then to companies so any other questions I think you had a question I have information from Mozilla because even Gloria was an outreach in Mozilla back two years ago even when the outreach interns of Mozilla finished their internship there they still they are very like inspired to still contribute in Mozilla they can get like starting to contribute for example in diversity and inclusion team that we do have like we do a really big work and doing some research on the things that we really need to improve to get our communities more diverse or they can for example start contributing in technical areas so the field is like really wide and they can find themselves wherever they they feel good and there are a lot of opportunities even if the outreach interns do not like find for example themselves afterwards in the company for the foundation that they were that they have been working on start to search and to see for other opportunities in other companies because I think that the gain of the experience that they take at outreach will help them a lot like in every kind of job that they will have like related to the topic that they have worked on and doing their searches you're welcome a quarter of them become mentors for the others who are coming and they even have a grand band that already like to dance for Gloria really I was wondering if there is any research on benefits of active interviewing listening in interviewing on hiring people from underrepresented groups I'm not sure if it exists because it's very specific really they do a more general interview and then when there's a problem that they are trying to face then it's when they go to more specific types of research so for example in diversity I haven't really seen people using that skill to be honest so I don't really think that anything exists but I can be under percent sure but even from my own research when I was trying to find studies on it in relation to interviewing I couldn't find enough data so I don't know about that maybe you can research and find something I think there's one, maybe we can get one last one at the back there yeah yeah no it was not for just the country it's in general in general terms actually this is interesting because the numbers are not like for specific countries like in general terms and if for example what I have spotted out is that in developed countries like in western Europe the number of women getting involved in flower communities is really low and this happens quite the opposite in the Balkans for example because the educational I mentioned that the educational system is like a little bit different like we still have that Russian mentality on learning stuff and while the westerns come from like completely other field like they give the space to and to attend like whatever school that they want to and they just like do not focus only getting a good job and starting putting the energies on something that will give like benefits in the future so for example if the numbers should have been as I mentioned for Albania there would be like completely different because the number of women are much higher than the men it is the opposite for the westerns so this is just like in the general view if you have any other questions you can catch each one of us we'll be around here and ask us thank you very much


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