My intention with this panel's session was to identify a number of themes primarily around transformation and things. My purpose here as the coordinator of the discussion is just to facilitate it that we would be remiss if we didn't respond to questions from you. So I'll drop into my graduate teacher role and facilitate a dialogue with the rest of the class ..so that you can bombar these people with questions. One thing I would like to do first of all is to link some of the things that have come up in all four presentations, ..and that is this notion of transformation, and it is directed at you Rob initially. So, something that you said in the Deltyloid story, was about the, if you will, the softer parts of business transformation, O'r hwn, mae'n rhaid o'n meddwl sy'n meddwl ysgrifennu yw'n meddwl hwn yn ei fan i'r meddwl yw'r proses i'r meddwl. NYddai'n meddwl hyn yn yhteisio hwn? Gweithio'n meddwl hwn ar hyn o'r meddwl a'r hyn yn meddwl i'r holl, ond mae'r defnyddio ar rhai'r rom, mae'r meddwl hwn yn dod o'r peth yn meddwl i'r meddwl wedi hi'r meddwl ymlaen, mae'n golygu ar eto cymryd yn diogelio fynd o'r cyfnodol, i chi'n gweithio'r cyfrifolol, i chi'n gweithio'r cyfrifolol, a rydw i'n gweithio'r progres ar yr ymweld ar y Gweinig Llanfransysgrwm. Ond rydw i'n cwrs eich gweithio, y maen nhw yw'r maen nhw'n byw ychydig o'r cyfrifolol, mae'n gweithio'r cyfrifolol yn y cyfrifolol o'r cyfrifolol o'r cyfrifolol. Is that something that people retooling? Is that something that you've had to do in Shell? People are a problem. I'm glad I asked that. Rob's exactly right about skills, and I'd like to throw one back at you. I will ask the question, but I'll give you an opportunity to think about it. I don't think it's about certification about these people, or not only about certification of people in this team. How are we going to get the IT graduates coming up understanding this before they even enter the workplace? I'm glad you asked, and I will respond. It's not only what Rob said about skills is absolutely correct and making people work in a different way is hard. People are change resistant. Even the ones that are most supportive of the cause even have trouble making changes. Absolutely. It's a great story, Mary, but it's about them, isn't it? I think everybody should change, except me. The world would be a better place if everybody else changed. That comes back to this, as you said, around automation. One of the things we look a lot of in Everlet Packard is around the journey, which is really saying you can start by automating a lot of the individual things you can orchestrate across, and then you can do transformations and really creating that industrialisation of IT first. Because then you have a foundation for the people, and you're taking up all the manual part, which is the ones that would otherwise be very scared about transformation because they would potentially not be the ones you're needing afterwards. But you take that out of the transformation game. Maybe also what Mary you pointed out is if you look at the graduates that come from school, I mean it's interesting to know how agile works, and that's typically where they are trained in, right? New capability, which is fun, but IT management, as basis, is not really teach very well. Or they cover agile a bit, but that's too much process-oriented. It doesn't really... Nobody that I found coming from a university or whatever, they suddenly are in the IT world, let's say, and they are IT specialists in some way, have no clue what's happening in an IT organisation, and what's needed to run IT. And ITAL doesn't cover that very well. It's indeed, as you mentioned, it's a gap. I've had an interesting opportunity to hire two interns recently to help with some of our product development, and they're emerging graduates from four-year programs, a small school where I live in northwestern Wisconsin, one computer science graduate in December, one an MIS graduate, and they'd heard of source control and maybe did a little bit of it on some actual project. Again, I've got a very small sample size, but I was surprised that they weren't coming to the table knowing all about subversion and continuous integration and all that kind of stuff, and that I had to prove to them that it worked and that it was a foundation for having more than one person working on stuff at the same time. And similarly, the whole idea of tracking defects, work item planning, and then the thing that I was, so I may have to go back to these folks, professors and programs, but they struggled with doing even simple things like debugging. But you mentioned like requirement to deploy is probably the most, let's say, item where it's thought like people are in test-driven development, they are typically around development. There's a lot of focus on development and development skills. Maybe you're not always on the end, but not on the end to end. It seems to run for another few years, or some applications even run 20 years, let's say. Stuff seems to stick around a lot longer than you expected it to, right? And I guess I've always thought that one of the things we have to be careful about with the agile software development movement, particularly some of the zealots on one end of the extreme is I think it's patently unfair for a small community of people that are involved in the shortest period of an asset's life cycle to be able to set the terms of engagement for the rest of the organization. And I think that's very myopic and narrow-minded, because, again, what about the poor people that have to support and operate it? Now, of course, if you move to a DevOps model, they become one and the same, and they gain a broader viewpoint of what that means. One of the things I encounter is in the agile, let's say a lot of businesses or IT organization wants to be agile, like they implement scrum and all those capabilities, and then suddenly they come up with the new idea of we are a team and we can decide how we work because it's decided on the workflow, right? That's one of the agile manifesto, you know, interactions above tools and processes. And as a result, they say we don't need documentation, we don't need because we are agile, and by itself that is correct, but they still need to work in an entwined world where they deliver something that needs to be operated and supported and improved continuously. So it is challenging now because they say tools are not important. It's about we collaborate with the business what they want. And then we come with IT fighting. So, well, we actually want to standardize that. That's one of the challenges we face. I think so. I think so. And I respond very positively to this comment about agility. So the students need to be a lot more agile to coming out of university. And I take full responsibility as a representative academic in the forum. In fact, it's one of the things that draws me to it. So one of the things that we need to, if you will, evangelize with IT for IT is the learning opportunity that this presents for improvement of the generation of students. So there are clearly graduate programs. I had a conversation with one of Lars's colleagues over lunch. So we're moving that forward and closing some loops. But high awareness, Mary, and we will get it. But if you think people resist change, you should work in an academic institution. Maybe we should swap one day and then we can decide which organization is more change resistant. What fun we could have, what mayhem we could call. But it's also interesting, and maybe it's something about maturity in the academic world. If I look at the professors and what have I, that goes on many of the computer science faculty they have no clue as to how IT runs, basically. And at the same time, if I go to the manufacturing or the mechanical engineering, if you will, they actually have courses in processes and process design and plant design and stuff like that. But if you go to IT, basically these things doesn't exist. And so it's a very fundamental thing that is missing in our education system, I think. We can repair it to some degree by then saying, okay, you start by being a developer or something. But then we need as an industry to create the capability of further education after you graduate. It's almost like you have to develop a sort of IT for IT game where you have teams of students working at the strategy portfolio development and then see what happens when you don't do this very well because then it runs in production and there's an incident. It's almost like a game you play and it's not difficult to create in a university setting or even in a business to let play and say, okay, if we don't collaborate together, it doesn't provide the business value as we expect. So could we do like Monopoly, the IT for IT edition? No, no, no. It's more sophisticated. Rob's actually presented a kind of a model that could be stood up quite quickly. You can role play the Phoenix project. Sure. And for a graduate or an MBA type thing. But this is a persistent problem. So true story, 25 years ago when I first came into higher education, one of my senior colleagues asked whether or not it was necessary to teach programming skills to MBA students, which we did at that time. And my answer was affirmed yes because they need the conceptual underpinnings of what those senior management responsibilities bring with them when you are sent to a role like Mary's in a complex organisation like Shell. I think it irresponsible to let them out, if you will, without conceptual apparatus because otherwise they can't make sense of and bring into operation something like the standard that we've launched today, but still. But yes, responsibility acknowledged and we'll move on. If there are questions from the audience, I'd like to drive the dialogue that way and if needs be I'll take us back onto the theme.  Simply because we're trying to record this so that we can stream later on to the folks not able to attend. Thanks very much. I'd just like to respond to Mary's question really. We are actually working with several universities in the UK and in response to Rob, we use gamification in that as well. So we give them roles responsibilities, show them the impact, et cetera, et cetera. My conversation with Chris just outside was to make him aware that the University of the West of England in the UK will be looking at IT for IT to be part of one of their degree programmes at next September. Excellent. Impressive. Awesome. The rather nice piece of loop closing there is that your chairman graduated with his PhD from the University of the West of England. So Jane Berry, the programme director there, will be back in touch with me and hopefully then we can map it across the Atlantic too and take what has been developed there into USF initially and we'll see where we go from there. So a nice nudge. OK, further questions from the floor. Mr Ryan. Yes, over the last couple of days we've heard a lot of discussion particularly with the keynotes yesterday from BAE systems around the importance of initially developing the case for change and the big why. As each of you who worked with your CIOs, your leadership teams, how are you articulating the big why for this? Why it's important? Why now? Is it simply the cost savings or is there something more? I'm going to make a great admission here. We don't have the big why and we don't have the full force between for just doing IT for IT. There isn't a case for doing that. For each individual step and actually embedding this where it makes sense opportunistically with a business case is the way we're approaching it. But actually everything that you saw on my roadmap is making sense. It's slotting in somewhere into somebody's agenda and the more we see the emerging technology come in, the more and more you see it. You can see since we started this three years ago we've done licence management, we've done cost transparency, we're in the middle of portfolio management and all of the new cloud management stuff is close on its way and we are just starting our journey there. So we are in a tidal wave where the tsunami is going to come and hit us if we're not prepared. I think there's almost if you will a double negative there so I'd prompt you to respond a bit further to Rob's last slide, the balloon on it because I think that goes some way to addressing Rowan's question. I know Rob very well, he's offered around in show as well and his last slide really caught my attention. If you don't remember it, it had the herd of hippopotamus with it and the balloon and there is a greater danger of us not changing the way we manage IT and becoming a dinosaur and eventually becoming extinct than actually saying let me show you and let me lead the way. It's far less risky to stick your head over the parapet and say let's change because there's greater danger from leaving it behind. I tend to also try to ask the opposite question what's the alternative? I'm okay with you not doing IT for IT but tell me what you're going to do instead and nobody can come up with an answer except while we're going to reinvent the wheel. Okay, fine with you. But the why question was raised a delta light and it was not an easy task to convince people because there was a budget needed to implement this journey. So what was initially done is said okay, let's at least look at a sort of IT for IT blueprint and look at how you organize today and then look at all the changes that were coming like new cloud infrastructure more and more changes, more vendors more security risks and agile and DevOps teams so suddenly there were about 10 different projects identified where people were working on and there was no glue between them and they were all already ongoing in some way. That was a DevOps pilot and agile pilot monitoring needs to be improved application portfolio management business chain monitoring all those things were there and then the why said okay we need to streamline that so we knew service management tool needed and it's not about tools but also they want to reorganize the IT organization with DevOps teams so they were basically stuck in an old way of thinking okay improve there, improve there, improve there and then we said okay if you need to improve on a roadmap and select the items you do first then people say well we need a business case so there was a business case still needed to build and that's still challenging and the business case was here built on automation of the new cloud infrastructure. That was the advantage because they want to move the legacy applications to the more cloud platforms and that was basically not really a green field but that was the enabler to say if you do that now you need to do it from the start correctly and then you got your budget because you didn't have budget for IT for IT but you had budget to move to the cloud and part of that budget to move to the cloud is used for implementing IT for IT and a lot of IT organizations are in that mode that they move to the cloud and that costs a lot of money to invest and then you say well if you move to the cloud it costs that money millions of investment and you deserve 10% of that migration to IT for IT still a lot of selling to do but that's what you see happening a lot The danger of not intervening when you see all of those things going on is they will do exactly what I said in my presentation each of those eight initiatives will go out and buy new tools and it's the worst thing in the world if you're trying to get to an integrated IT for IT so you better be on the front foot and you better go out there and catch them early even further behind and we're seeing a lot of our clients that IT is trying to get ahead of the curve a little bit because they can see what's happening and the increased demands and expectations short turn around times in order to really support the agility of the enterprise although we need to be careful about getting caught up in proxy variables about agile what does that mean as it relates to increasing profitability, reducing cost that kind of stuff but for example I look at architecture in particular needs to promote and encourage agility I mean if you do architecture and you're not agile I think that's an impedance mismatch I mean your brain should explode because that is the whole reason of doing architecture is to respond to change and not being prepared for the velocity of change and the multi sourcing approaches on the pipe I think a lot of IT executives are looking for to get ahead of the curve and then there's this very basic simplification opportunities I'm sure you guys have it really very dramatic circumstances to deal with in the scope of your organization but like when we've been working at a couple of companies in the US one has 13 service request systems so when you want to put in a ticket there's 13 systems you might put it in and there are 13 teams that are supporting that some of them are custom applications they're not package implementations commercial things and so there's a huge opportunity to get IT to be more lean and mean and optimized and obviously my perspective is trying to take an enterprise architecture lens towards trying to bring those things to a reality we also see a number of cases on the line with what you're saying it's a multi supplier situation so it might be amplified by cloud and unfortunately some people have a naive belief that if you put it in the cloud then it's all done but still the management still needs to be there they're realizing that and then because of the promise of things being quicker in the cloud they realize well if I don't have a more systematic approach of then doing the management side I'm part of my language screwed I called in at the very last end of that and say ok well I just happen to have this thing right and I can bring it out and go oh wow please when can we have the next meeting and it actually becomes a pretty easy sell around using IT for IT it doesn't become a question yeah we just need to do it there's nothing else OK so I was going to pose your question so I've had some involvement in this over the years which has always made me aware of a kind of what I've written about as a strategic vacuum so you've got a very strong vision from the CIO or somebody in Mary's office at the top you've got really full understanding of what it takes to architect a solution from folks like Chris and Rob particularly is there something in that middle space that we need to do with operational managers to raise their awareness of the capabilities that the new standard offers and shall we refer to that layer as permafrost there's a whole load of vision that comes out of the top and it goes down one layer with the CIO and we'll go yeah this is great and somewhere low in the organisation if you tell them about it they go thank god finally they've seen the light but in the middle they're just resistant to the change they don't see it and actually that is the layer to get because that's the layer that's actually going to make the difference and it's communication it's engagement you said some of these people are going to be effective if we're successful in this if we manage IT better we potentially don't need as many IT people and we have a lovely English expression that says if you can't change the people change the people and they can see that second change that's what people are coming so we're actually in a really kind of difficult position but actually to that point I've seen that it helps a little bit when I meet the permafrost I love that expression layer I won't address them that way but when I meet with these people if I go out and say IT for IT is not about organisation or process re-engineering it's about figuring out what tools and systems you need to put in place which is the normative part of it then they sort of say okay I can relax a bit because they're not about optimising my people or myself it's just about solving my problems and I have problems with all the tools not being alright so then we get in the door then we can have the discussion then maybe at a later state something else will happen with that layer but then it's too late for them to object to it but going in with that the message around it's tooling that we're really talking about that helps a little bit in getting in the door okay which leads me to another question and observation and forgive me for stealing the energy from the floor to what extent do you think that the certification of tools product services and so forth will add velocity to that change process so I think in your presentation large you said that will come second after the defrosting of the permafrost layer through people's certification I mean it makes it much easier to adapt IT for IT once we get to that layer obviously when the think you worse of adapters and I like that drawing I do have a 3D printer by the way and I knew about these kind of things I am trying to combine Lego with Knicks but it seems to be harder in IT and so once we have that certification that is easier than to do it but it's not the problem we have with IT for IT right now it's more the recognition that you need to use that method yeah I think it's still the vacuum in between I mean it's the tooling maturity and integration a lot of effort to configure and tune your applications to manage the end to end workflow it's a lot of work but I think it's indeed the middle layer that IT for IT reference architecture it doesn't directly I mean apply to they will read the document and say oh there's architectural stuff and it's not the CIO level you don't need it in the middle they need to have that high level value change picture as well and they don't need all the details but they need to adopt that model so we need also a sort of deliverable not called reference architecture but something IT for IT business for IT architecture but it's something that applies to them because a lot of organizations that like to not use an architectural point of view they like to be pragmatic and they see architecture as a sort of oh yeah there's nice big diagrams complexity what does it bring value so we need to have solve that gap at the same time so we need to get away from that ad hocory that Mary was talking about where you'll assign a new role to somebody so the next question is is in that layer are there entirely new roles and skill sets that we need to train too so this is where you guys will give me the assignment for the development of that curriculum I think so you mentioned one of the roles I see is let's say take each value stream as an example there will be a sort of lead for each value stream so what that person needs to do it needs to be a specialist in kind of way to understand all the practices that you need a strategy to portfolio it's not a techie, it's not an architect it's a person that understands what do we need for capabilities to run this typically on the IT management side still IT but less from the tools but a combination of everything data process and we've seen the same sort of thing with taking an EA approach towards running your business a capability owner someone who's responsible for that part of the value stream and then of course there's got to be a capability architect because by God we need one more architect it's not easy to find those it's very difficult to find those persons exactly and I'm hoping that the application program will be a step in the direction of at least informing people what's the language that we use to describe the things that we do and the way we describe the IT landscape and I think it will help remove one layer of what is the value stream what are the capabilities so that people can focus on how to make them work within their organizations because we have, I'm curious if the people on the panel in the audience have a number of clients that have departments or units within IT called IT for IT that has nothing to do with this they just thought it was a cool acronym and it's hey we're going to be running IT like we're trying to run IT and I don't know if the open group is going to chase after those guys for a trademark infringement which I don't think is the idea but just to help inform people we've been doing IT stuff for almost a half a century now, not that there are still opportunities for improvement and a broader view but the value stream, the logical components, the data stuff is pretty well understood and I think this is a specification that makes that much more clear and obvious so that we can start having the more value add discussion which is what are we going to do as opposed to what is it and that's what it is these people need to be out there and they need to stop fiddling with tools I am an IT for IT department and I do do this and it's my job to make sure that Shell has the proper IT for IT integrated toolset to do its job. What I need that layer to be doing, what you say, what you need to train them on I need them to understand what outcomes they're trying to do and it's their job to improve the performance of Shell, not improve the performance of IT for IT this is where I think the four presentations were so rich because Rob came in with a new role that I'd never heard before but realised I'd seen before so you talked about a service portfolio manager and I think that's a defrosting of part of that permafrost and I think it's what people like Sue and others that I've worked with over the years called relationship managers those are the guys that were interfacing between the business units and the internal IT shop and those are the sorts of skill sets that we need to look at through the people's certification in order to enable those transitions of both people and process so I get it but with help we can take that out into the wider world but I think I'm scanning the floor now because I need to invite questions we have one from Mark Smalley I think Thank you I raised my hand to ask a question before the permafrost discussion but before that I had a very productive discussion with Etienne here front left from HP we came up with the the notion of the role for Eucharist the role of the IT information manager I think there's going to be a need for an IT information manager so that's something to think about the question that I had partially addressed in the beginning when you talked about skills and when resistance was touched on I'd like to develop it a little bit further by moving it on into attitudes and cultural issues that you've come across and in particular the kind of interventions that you've found either successful or not successful last mentioned one talk about tools divert the any other thoughts on this so I can just give another angle into that is that very often when we go into the room sort of setting up an IT for IT workshop typically because there is very often an operational issue so it's indeed to see area it kind of starts that's where we have most of the engagement that just goes head on and we get these tribes of people coming in and it's very clear that they're coming in and really hating each other not maybe personally but at least from a fighting for the budget et cetera and so as we then explain first of all as we start with the tooling we're not talking about their departments but they realise certainly what is the value of what the other guys are doing that are responsible for some of the other tools and I'm always tempted to say flapper gas that are really surprised that they weren't aware of the importance of these other guys after these meetings we see some of these tribal things being broken down because they suddenly say well actually I do think you should have the budget so that you can do that because that's the reason why I'm not successful because this seem to be or this change process is not working that's why my network designs are never being implemented correct and so that to me explains that problem in the industry that people don't actually understand things end to end and now we have a message of explaining that fairly simple with all respect to the classical enterprise architect it ends up with very complicated diagrams and so unless you are willing to invest a lot of time you don't really understand that picture but now I can do it in a single slide I can get people to really understand into it and that helps a lot in breaking down these barriers I agree one of the things that's also important during the implementation of these kind of programs is that you measure and you ask people it's a tool that DeltaLog uses as a pulse it's a kind of measurement do the teams still believe in this because everybody understood the vision and said that's what we want and it was to implement this but once you go to some issues and you always find some blockers on the way and you measure do people believe in it, do they still support this vision and idea and if you measure that with each of the teams you can really score and see here we see that they don't believe in the tool aspect but not in the roles or the skills so you need to measure that throughout your project and in the different teams because they don't tell immediately that they don't believe in it they only will execute but they don't really 100% support it maybe after a few months so you need to measure that and have a sense and then steer on that Can I go back to my first comment people are a problem but there's traditional ways of how you do change management and the biggest problem with people is everybody responds to change differently and everybody responds to a different way of actually influencing them and so you actually have to find the right influencing style for the occasion and the audience and there isn't a single answer there's not a silver bullet and you can go by and you can read all the traditional stuff and you can try tell doesn't work very well in corporations these days so you kind of have to get something that appeals to your audience so some people go for very rational arguments and you really need to build your business case some people are much more emotionally driven so you can actually say to them God doesn't it awful when this happens and you can do it that way but you just have to go through all of the traditional ways of doing it but I really like what you described is a traditional lean exercise looking at the value stream and getting people in a room drawing up what they do and finding out where all the disconnects are and suddenly you've got a whole group of people in there that go oh I know what the problem is and then they're all bought into solving the same problem Wonderful so they begin to see that vacuum Pick a picture which they didn't have before Absolutely and they see the responsibilities it created Great question, thank you Mark There's a hand at the back there if somebody could thanks Martin Thank you very much If I could just paint a silly situation for you then maybe you could comment on whether you believe that IT for IT will help clear up the silly situation but I work for Cryptzone and we make access solutions which are fairly general purpose things they get used in all sorts of ways and we've worked with some quite large corporates and we can put a solution in that solves a specific problem that was identified on the back of a project and then we have a platform in there which now can provision access but when they have another project coming along somebody has a separate budget and they on the whole will go and look at a different access solution and we get excuses like I don't want those guys messing around with my system or I've got a budget and I'm going to spend my budget and we've got a platform in place that could do it already and even worse than that and I know that licensing has been mentioned already we have situations in the past where I would know for instance that maybe 100 licences in Australia have just been freed off and I'm a relatively nice person so I might say to a guy in the UK you know there's 100 licences available in Australia and he says now it's too difficult to get them pulled across I'll just buy 100 more and I'm wondering whether what we're talking about today is actually going to solve some of those sort of issues that we see from the vendor point of view I'd be happy to give the first the go on it obviously being one of the core inventors of IT for IT I would say yes absolutely that will help you but but not right now we need more work and what I'm getting at is some of the things you're describing here is asset management and that's actually a work stream we're just kicking off tomorrow what it was kicked off three months ago but we will really start speeding it up now but the bigger thing around understanding so maybe not with access control but the similar problems are saying well in HP we had probably somewhere around 25 different time tracking systems right and we've now rationalised that down to three I think that's still too many but it's much better and the reason why we could do that is that somebody actually made the inventory somebody actually figured out which time tracking system was better than the other one and how it came about and then you could do that portfolio rationalisation so that's maybe the TO or two to you on what's the result of S2P and what you're doing there that's exactly trying to solve some of those problems so I think it's actually absolutely right and you say it's a stupid situation it is you sad stand up it sounds like a stupid situation it's the reality of many big corporates it is genuine reality and I could take your story even further and say not only are you going to do that and buy another solution actually you don't ever get the value out of any of those solutions because nobody's actually defined who should have access to what and the access policies are so actually we go even further we buy tools and we don't even use them to their full extent that they could help us and you're absolutely right portfolio management is where that should help us we will do portfolio management on the IT for IT portfolio as well as on all the other portfolios and we'll do exactly that and Kara will attest we do that all the time on our portfolio and the more we look beyond our own barriers and we go out and we look in our lines of business we find more and more of these solutions and I can tell you the oil price being low is really helpful in this circumstance and actually there is another angle to it that's the plan build run being replaced by plan build consume run ideally once the first or at least when the third version of the access control has been implemented it's actually going to be put into a service catalogue so that the general rule will be if you need when you're doing something somewhere and you need access control you go into the catalogue and order it from there and it has already been improved and it's ready to go and if you're not consuming the licence any longer it automatically goes back into the licence pool and being managed by the consumption part that is very alien to most IT organisation that's not how they're run today but if you implement that you can get much more agility around that but the example of access management I think is valid for also for monitoring you have typically the same as long as it becomes technology facing people say I need different monitoring tools different deployment tools different access management tools but maybe it comes back to know what you already have so they see that maybe it's available already somewhere and the other is who is accountable within the entire organisation for access management apparently that's very difficult to have one or at least a team because then maybe access on desktop software differently managed then or for servers or business applications but that's what is IT for IT trying to solve as well in this case requirement to fulfil if there is access management as part of that then make somebody responsible that oversees this development and can say well actually we don't need another tool we would like to improve the access management capabilities we already have integrating it because typically if you have many different access management tools you still don't have the understanding of what is a user perspective if a user logs into a portal what access rights does he have if that is spread around in 10 different access management and request management tools but it comes back to who owns that capability and we see a lot of organisations that it's very product centric so someone owns the windows database platform someone owns the dv2 database platform or linux versus this but as Togaf would talk about really trying to elevate the value proposition from the solution building block level to the architecture building block level which is Togaf's way in some ways of talking about what's the capability what are the requirements and having that single point of entry others had talked about trying to internalise demand management portfolio management into the IT role is an obvious thing but very difficult to implement it's been our experience that when you asked an app owner in IT can you add this new requirement to your asset no one ever says no no one ever says let me check with my buddies who might do the same thing and they immediately take the budget and go with it without that rationalisation across the portfolio so of course the answer is enterprise architecture there is another thing that is important and we are working a lot on that in IT for IT but it's not super well articulated yet in the release standard and that's around the shift from products and applications to services and thinking about access service not as a product that is implemented and that shift is actually more fundamental than most people will believe and so we have a white paper on it and there is some material on it we want to walk with more but I hate it when people talk about application, portfolio, optimisation no it should be service portfolio, optimisation just happened that some of the services are implemented by applications and that pulls you together because suddenly you'll have a service owner not multiple application exactly and another challenge is if you do IT for IT that you would like to deliver that as a service to the IT community the developers and testers but then you need to have a good service because there are shared services in any organisation like shared integration service or we have a shared service for reporting and typically people tend to say well it's not dynamic it's expensive we can do it cheaper own way and that's a key thing but if you over design that central service it needs to be simple easy to use because if you over engineer it like an integration bus that you use for other purposes or a reporting service it probably will fail because it becomes expensive and people tend to say well we're not adopting the standard service we're going to do it ourselves because it's faster but that also leads to the other thing that we're talking about IT needs to change into becoming a service provider it's part of running IT as a business so if you cannot put in your service catalogue things that the lines of business IT will consume that's because you're not doing an appropriate job the reason why they go to Amazon is because your own private cloud is not good enough and so on and so forth and so suddenly you have a different kind of measurement not whether you deliver on budget on time but actually whether you deliver on satisfaction and whether you get consumers in the lines of business that's a major shift for a lot of IT organisations indeed so I think you've heard a multidimensional yes in response to that so we have just a few more minutes folks so we have time for one more question which I see Martin is ready to share with us and then I'll just pull the panel to a close so in the new world of digital business and IoT how will you position IT for IT so in the new world of the internet of things and digital ok and big data how will we position IT for IT see simple even more important you can well big data and IoT is two different things well they're interlinked and we can go out drawing wind diagrams around the intersections but internet of things for instance is also around the technology for production plants et cetera that goes in large IT and this convergence of everything technology wise into something that has to do with IT just implies that IT has more roles to play and so it becomes more important that we have a streamlined way of managing and optimizing and delivering those kind of capabilities but there will be with IoT just like there was with any other evolution of IT a degree of chaos to begin with where there are shadow IT and people doing special projects and not being under the umbrella of the IT budgets and eventually it will be brought back in and be controlled that's the nature of innovation I guess for me like big data or cloud or mobile or internet of things there are new technologies that the business would like to have potentially even asking for it but IT for IT then includes dimension is there to make it a success so big data is often sold as a technology by big data vendors and then IT for IT needs to think about how are we going to manage it to make it really a value for the business and implement this not just that it's running there but does it bring the value as the requirements business would like to have it so it brings the dimension more about how do we manage big data as a solution to the business and make it a success and basically relevant for any other technology or new technology think about management as well and we've been seeing organisations wanting to think of data as a service analytics as a service so just one more thing to put it into the service portfolio there is one thing coming up that security in those two areas that is more important than ever and you could say what we currently have in terms of security or governance risk and compliance if you will that sort of intersect with security is not very well articulated yet in IT for IT so there is more work to be done there so just taking IT for IT and say it solves all your problem no that's not true at least not version 2 version 9 maybe ish it's been a memorable day we've launched the standard it is concrete but it needs help to grow and evolve and respond to all these challenges and please join me in thanking our four panellists for a wonderful discussion


Good morning. Welcome to CMC Markets on Friday, the 23rd of October, and me, Michael Houston, and this look at the week ahead beginning the 26th of October. Before we get started, just a small matter of a little bit of housekeeping, disclaimers, and what have you. It's certainly been an interesting week for equity markets. By and large, I think we've probably seen more weakness than actual strength. But overall, I think the direction has been dominated by rising infection rates, tighter restrictions, the announcements of tighter restrictions not only here in the United Kingdom, but also in Europe, and particularly in France, Spain, and Italy. And I think there is a concern that this second wave that we're also worried about is starting to actually accelerate with respect to the infection rate. Hospitalizations are also starting to grow, and obviously that is a worry. And that is that is weighing on equity markets more broadly. And then of course, you have the wider question as we head towards the November 3rd US presidential election is the subject of a stimulus deal. You know, I think it's scarcely believable that US investors still expect that to be some form of stimulus deal. Even at this late late stage, I think for all the warm words and optimism from House Speaker Nancy Pelosi, I think she's playing a game. It's all about optics. The fact is, the big gaps remain on the key issues of state and local funding and liability provisions. And I don't think these gaps are likely to be resolved quickly if at all, which means that a necessary amount of pragmatism takes over, and that both sides agree on a package on the bits they can agree on and bin the rest than a deal is unlikely to happen this side of the election. And I think more importantly, it's unlikely to happen this year. And I think one of the reasons that's one of the things that's really supported markets over the course of the past few weeks is even if we don't get a deal this side of the election, and that continues to look that continues to look unlikely, particularly if the Senate continues to block it, which has a slightly Republican majority headed by Mitch McConnell, then the fact of the matter is post-election, there'll either be one or two outcomes, either Trump will be a re-elected or Biden will become president. And then he won't get sworn in until January, which means that if we do get a stimulus deal from the Democrats, we're not really going to see it much before the end of Q1, beginning of Q2 by which time the US economy, even though it is improving and has continued to improve on the basis of jobless claims, and a host of other data, could well be in a much different place, a much more different place to the one that it is right now. And I think that is one thing I think markets are underestimating just ever so slightly, central banks can do so much, but what they can't do is fiscal measures. And ultimately, I think unless we get some form of deal or Trump gets re-elected and is able to push something through post-election, if he is re-elected, then we could well be looking at the beginning of Q2 before we get a US fiscal stimulus. And let's not even get started on the European Union, because they still haven't signed off their own pandemic recovery package, which brings, I think, which neatly segues me into what's coming up over the course of the next week or so, because we've got a whole host of economic data coming out of the European Union. Most of it is backward looking. It's certainly backward looking relative to the flash PMIs that we've seen earlier today, which has showed a significant divergence between manufacturing, which has been broadly fairly positive, and a sharp slowdown in services, particularly in France, less so in Germany. But ultimately, they paint a picture of a very sharply slowing economy as we head into the end of the year. But we do have the latest third quarter GDP numbers from France, Germany, Italy, and the rest of the European Union. And as I said, they are backward looking, but they will still point to a fairly decent recovery in the third quarter for pretty much all of the economies in Europe. So say, for example, we look at a French GDP that's expected to recover 14.2% in the third quarter after a 13.8% contraction in Q2. Germany is set to recover 7.5% from the 9.7% decline seen in Q2. More broadly, European Union GDP is expected to rebound 9% from the 11.8% decline seen in the second quarter. So that then really, I think, shines a spotlight on the ECB, the European Central Bank. And you may notice I've got the S&P 500 chart up here. Obviously, that was because I was talking about fiscal stimulus. I'll come back and look at that in a minute. Certainly, in the context of Euro-dollar, what we've seen Euro do over the course of the past few days has been not a lot. Yes, the dollar has weakened a little bit over the course of the past over the past few days, and the Euro has strengthened. But once again, the Euro is finding it very, very difficult to push significantly higher anywhere near above 119 or 120. But we've got the European Central Bank rate decision out on Thursday, the 29th of October. And I think when the ECB expanded the size of its pandemic emergency asset purchase program from 750 billion euros to 1.35 trillion euros, as well as extending it into the middle of next year, I think there was an expectation on their part that any recovery seen in Q3 would be sustained into Q4. That is looking increasingly unlikely if recent PMI data is any guide. And that presents a problem for the ECB because the ECB is increasingly split on the need for fresher and new measures to help mitigate the slowdown that we are likely to continue to see in the fourth quarter of this year. The ECB has gone to great lengths to insist that their monetary toolbox still has plenty of ammunition to deal with the prospect of a double-dip recession. And certainly, Christine Lagarde has highlighted that on any number of occasions every time you speak to one of the things she's also highlighted is the need for some fiscal measures. Now, individual governments are doing an awful lot to try and support their economy. So the fiscal compact has gone out of the window. That's a good thing because it allows EU government significant more headroom to try and mitigate some of the economic damage that's being done as a result of the pandemic. But there's a number of people on the governing council who are very uneasy about the prospect of giving the green light to unlimited monetary policy stimulus. Certainly, we've seen significant pushback from a number of northern European countries, the more fiscally conservative, shall we say, or the more monetarily conservative as well. Conservative EU member states of the likes of Austria and even France to a lesser extent has been a little bit more reluctant to unilaterally do more asset purchases. So it'll be very interesting to see what the ECB does with respect to not only its forward guidance, but also its inflation expectations and its GDP forecasts and whether or not we can expect further measures at the December meeting. We've also got Bank of Japan rate decision as well earlier that day. I'll cover that in a minute, but let's look at Euro Dollar and we can see from this price action that there's really not too much to write home about at the moment. We're pretty much in a range and I think you can probably throw a blanket over 115 to 120. But I think what's important here is that there is significant resistance anywhere near and above the 119 area between 11870 and 119. It's going to be a bit of a tough nut to crack. And if you actually look at the daily candles on this, as I have been doing, every time we've gone up to these sorts of levels, we've got very long upper shadows, which suggests to me ultimately that there is an awful lot of selling interest anywhere near those levels. And you will probably find that ECB policy makers, given the deflationary pressures at play in the Euro area, won't be comfortable with a Euro Dollar much above 119, 120. So you'll have people like Philip Lane, the ECB's chief economist, talking it down. If we look at this candle here, this daily candle here, we've got a nice key reversal day there, which would suggest that maybe we could well see Euro struggle anywhere above 118, 181, 19, the figure, and could well drift back down towards 117 and a half. Looking at the DAX, again, we're stuck in this box range. Once again, we've tested towards the downside, and this 12,340 area, the lows that we saw in September, we've rebounded off them again, a very long lower shadow on this, which suggests that there is significant demand for German equities in and around these sorts of lows and also near the 200-day moving average. The oscillator is also looking particularly oversold. So I don't think we're going to see much of a change in terms of the way equity markets have been trading, much more of a range trade going forward. Buyers coming in at the lower end of the range of the past three to four months and sellers coming in at the top end. Firstly, 100 has been slightly more problematic. It's still been trading in my broad downward trend. We did briefly make a new five-month low earlier this week, but we've rebounded quite strongly off that, and that would suggest to me that the inability to follow through on that break lower suggests it will continue to range trade on the footsie and potentially head back towards the 6,000 level over the course of the next few days. At least that's the way I'm reading. Obviously, if we move below and close below this 5760 area on the downside, then we're likely to head quite a bit lower towards this series of lows down here, which is the May lows, comes in around about 5,600 there or there, about 5,660. So certainly that's the weak link. The UK 100 is the weakest link when it comes to European equities, and I think a large part of that has obviously been the way the pound's been behaving. Obviously, there are Brexit talks going on, not Brexit talks. EU trade talks, my mistake, Brexit, we've already Brexit it. I've got this such a force of habit. So we've got UK EU trade talks going on. The tone around them seems to be slightly more upbeat, and I think that's simply because we've got an immovable deadline approaching and not an infinite number of days to come to an agreement. And that's really borne out by this really sharp move higher here that we saw in the sterling index, the CMC sterling index. If we can consolidate this move higher through 970, then we could well see further sterling strength over the course of the next few days. And it's in both parties' interests to come to some form of a deal. Even if it's a skinny deal, I think given the deteriorating economic outlook, people, populations, voters won't look too kindly on politicians on either side, on either side here, who put political ideology ahead of pragmatism. And this is really what it's all about. So I think we will probably get something along the lines of some form of agreement between now and the end of the year. Something that essentially will get us across the line, and then the finer details can be thrashed out as and when they need to be thrashed out. So what does that mean for Cable? Well, I'm still fundamentally fairly bullish on Cable. We're still very much a by-the-dip trade for me. That's borne out by this trend line here. Certainly on the daily chart, it still looks fairly positive. 132 areas, the next area of significant resistance for me. This 128.5 area through here is going to be a big, big support area. So any dips back to there, certainly there's an opportunity to potentially get along with the stop-loss below those twin lows at around about 128.60, with a stop-loss around about 128.30 or slightly below that. But certainly the highs are getting higher, the lows are getting higher. That uniformly is fairly positive, even if the political noise around it does whip you in and out quite a bit. What's also encouraging on the sterling front was this fake was this bull trap on the euro sterling. We broke higher. The potential was for a sharp move higher. We weren't able to take out those previous peaks here. We've come all the way back down here. I think a break below 90, 0.900 could trigger a little bit of selling back towards the lows that we saw in early September around about 89.20. And that's likely to come about if we start to see the framework of an agreement over the course of the next few weeks. We could still see short squeezes back to these sorts of highs through here. But ultimately, I'm still in the opinion that the risk for euro sterling is lower and not higher. Okay, so bank of Japan rate decision. Not really expecting too much from that. One of the things that has been notable and in sharp contrast to what we've seen here in Europe is the weak rebound that we've seen in Japanese economic activity relative to Q2. The economy contracted 7.9% in Q2 in Japan. And household spending was the largest part of that contraction. And if you look at all the PMIs out of Japan since then, they haven't moved above 50. And that suggests to me a fairly weak rebound in Q3. Now, obviously, the Bank of Japan has a policy. It's a very easy monetary policy. They've had it for the last 30 years. They've got a $1 trillion loan program straight out of the Federal Reserve Playbook. It's unlikely that we're going to see a significant change in policy at this particular meeting, particularly since the new loan program is set to last until March next year. So the economic recovery in Japan continues to remain weak. That's not really going to affect dolly end that much, which tends to be driven by the risk of risk on trade more than anything else. We've got some US personal spending data out for September on the Friday, the 30th, seen a strong rebound in US retail sales. So I would expect to see a similarly strong rebound in US personal spending going forward. And we've also got some UK lending data, mortgage approvals, net consumer credit out on the 29th of October. The economic calendar for next week is very, very heavily geared towards the back end of the week. So just quickly look at the S&P 500. Obviously, we're going to see an awful lot more jibba-jabba about the any potential US stimulus deal. But one of the things that I have noted about this particular move in the S&P 500 is how the peaks are getting lower. Yeah, we've seen a bit of a rebound today, and we could see a little bit of a short squeeze. But certainly I think as we head up to the presidential election, we could see a similar, we could see a similar sort of thing play out that we saw in 2016 where US markets declined into the vote. And then the day before the vote, we started to see a little bit of a rebound. And I think we could see a similar sort of pattern play out with respect to the US election, which this year, this time is November the 3rd, as opposed to being November the 8th and 9th in 2016. But certainly I think most people, 40, at least a third of all Americans have now voted. I lost count of the number of times I've heard that on Bloomberg TV this morning. So yeah, it's around about 35, 40 percent, 35, 40 million US voters have already voted for their presidents. So remains to be seen. But as to who will finally get the vote, but certainly Joe Biden is pretty much the favorite. So it would be a major surprise if Donald Trump upends the odds for the second election in a row. Anyway, so let's move on to what else I'm looking at over the course of the next few days. And we've got big announcements in terms of earnings. We've seen Barclays results come out earlier this morning. And they were uniformly very, very positive. They went down a similar route to the US banks. They cut back their loan loss provisions, which was encouraging, extremely encouraging, but also begs the question as to whether or not they're being a little bit too optimistic about the outlook going forward when it comes to rising unemployment and the effect that they will have on their number of defaults. We've got the latest numbers from HSBC, Lloyd's Banking Group and that West Group. So let's start with HSBC because that's a biggie. We've seen the shares hit 25 year lows. I'm not only in Asia, but also here in London, a marginal new low in early September. And I think the key thing to watch out for here is whether or not we see a significant improvement in the numbers that we saw at the end of the first half. Let's not forget HSBC is in the middle of a significant cost cutting program. They're looking to offload at least another 31,000 positions in the weeks and months ahead. At its last update, the banks cited concerns about the outlook not only in Hong Kong, but also in the UK due to the geopolitical uncertainties. The shares have seen a little bit of an uplift because one of their largest shareholders, Ping An, raised their stake from 7.95% to 8%. Now the bank was very bearish at the end of Q2 about this provision for credit losses to the end of the year. They reckon they could see up to $13 billion in loan losses over the course of the rest of the financial year. Now that is quite significant and that would appear to suggest that they expect an awful lot more pain in the short to medium term. So I think it would be very positive if they didn't change that number and certainly based on the way the US banks have performed over the course of the past quarter and Barclays as well, I will be expecting a significant improvement in their investment bank operation to offset any domestic weaknesses in their Hong Kong, Chinese and UK markets. So we do appear to have broken to the upside today. I think that's largely predicated on the fairly decent Barclays numbers that we saw this morning. So hopefully that's not going to be a false break when HSBC report their numbers early next week on the 27th of October on Tuesday, but they're up 4% today. So hopefully that will continue with the upward trend. We've also got the numbers from Lloyd's banking group on the 29th, 3rd quarter and that West Group. This is a slightly different story for those two, but even here we've seen some fairly decent gains today, a nice move higher. So the big level for me I think is 30p. Again, the question that I'm going to be looking at paying particular attention to is loan loss provisions. Lloyd's Bank also pushed up its estimate in Q2 of total losses for the year. It was to a much more modest 5.5 billion pounds. The bank set aside £2.4 billion and it posted a statutory first half loss of £602 million with most of that coming in Q2. So net interest margins are going to be particularly interesting. In Barclays case, we saw a fairly flat net interest margin. Obviously all this talk of negative rates is certainly going to weigh on banks profitability, particularly domestic banks like Lloyd's and that West Group. Lloyd's is probably in the best shape of all the UK banks when it comes to their net interest margin, though it did fall sharply in Q2 from 2.79% to 2.4%. So you really don't want to see their margins eroded any further because obviously that will impact their ability to make any money. So that West Group's numbers also painted a fairly similar picture in Q2. As I say, the net West Group, the old RBS, their net interest margin is a fairly skinny 1.67% well below the 2.4% that Lloyd's is at. So net West Group's is really much the ugly duckling when it comes to UK banks, certainly in terms of the big four. So the level on Lloyd's banking group, 30p, there's a high there, there's a low there, so that's a big, big level psychologically. I really want to see a move above that to get any indication of a significant move towards the upside. If we quickly look at net West Group, we can see again, it's a similar sort of play here. I think I really want to see a really, I want to see a test of this 200-day moving average. As I say, in the first half of this year, net West posted a pre-tax loss of 770 million pounds, and on most of the comparatives, the numbers weren't particularly great. So I really want to see a significant improvement here. You can change the name, but you can change the name, respray the car, but if it's the same old banger underneath, it's not really going to make that much difference. So certainly looking for a significant improvement in net West Group going forward. We've also got BP. Now BP is a big one. The share price has been in decline, despite the fact that Bernard Looney, the new CEO, really bit the bullet on the dividend at the last quarterly update, at the last year update. It's in the process of selling off a whole host of assets. If you look at my weekly note, I outline in slightly more detail all of the points that I've gone through with respect to these earnings announcements. And BP has committed to embark on a 10-fold increase in low carbon investment by 2030. Now, that is commendable, really is commendable, but it's still small beer when you consider the amount of money that BHBP spent on BHP's child assets of $10 billion, which subsequently is taking an absolute bath on. So one of the things I think saved BP was its trading division and that helped bring down the Q2 loss. Again, the Q2 loss was $6.7 billion. So I think, despite the fact that we've seen continued declines in the wake of those numbers, I think the time is coming now where we really need to start to see a bottom in the BP share price, as well as Royal Dutch Shell. You can't really separate the two when it comes to restructuring the business against the backdrop of slowing demand and a shift towards renewable energy. BP needs to make cross strides in this regard. It is difficult. It's like turning around a super tanker. BP is a huge company smaller than it was 10 years ago and Deepwater Horizon. So it should be able to adapt, but at the moment investors don't seem that convinced. But there does appear to be some evidence that maybe we're starting to see a short-term base and we could start to see a move higher going forward. To sum it all off, we've also got the latest numbers from Amazon. They kindly moved them from last week to this week. So that made me look a little bit daft, but hey-ho. And we've also got Apple's Q4 numbers coming up as well. And I'm not expecting big things from Apple in terms of these numbers. If anything, I want to see a continued performance improvement in services. As far as iPhones are concerned, iPads, product, hardware, I'm not expecting a significant increase in sales simply because we've had two events in the past four or five weeks where Apple has outlined some new products. So I can't imagine people are going to rush out and buy new iPhones, new iPads, new iMacs if they know there's new products coming out over the course of the next three months. So Q1, this coming quarter and the pre-Christmas period and Thanksgiving, it's going to be a big quarter for Apple in terms of its new iPhone, its new iPads, its new watch and all of its other new product packages, including Apple One. So low expectations for Q4, looking to Q1 to see whether or not there's a strong appetite for the new products that Apple announced in September and October. So I think really, I've gone on for long enough. I think that's pretty much it for this week. Once again, I'd like to thank you all for your time and your patience and your forbearance and listening to me ram along for what must seem actually quite a long time. But once again, I hope you find these informative. Thank you very much for listening. Have a great weekend. Don't forget it's Daylight Saving Ends this weekend. So we get an extra hour in bed and I think we'll all be grateful for that. So that's it. Thanks very much for listening. This is Michael Houston talking to you from CMC Markets.


The very first section of the book is on Dua and Salah. Okay, so we're going to just jump right into it. The Protecting Friend. Allah is your protecting friend. You can call on Him again and again. When you're tired or you're at ease, you can make Dua any time you please. Day or night, it is your choice. It pleases Him to hear your voice. You can talk to Allah about your day. You can ask Him to take your pain away when you're happy or when you're scared. Your protecting friend is always there. In your pajamas or in your best clothes, after gym class or smelling like a rose, ask Allah silently or ask out loud when you're all alone or in a crowd. The line is open for you to say what's in your heart, night or day. Dua is almost like making a call. You don't have to prepare anything at all. The King of Kings. Prayer is different than making Dua. Prayer is like we're visiting Allah. Even when we visit a friend, we go the time they say to attend. We wear good clothes and comb our hair, go all dirty, we would not dare. We follow directions to get to their house, for if we don't, we will get lost. We have good manners when we're there, ignoring them would not be fair. So when we visit the King of Kings, we keep in mind all these things. We go the times he invites us in. We can't be late if we want to win. We groom ourselves the way he taught, about what is right and what is not. We follow our beloved Nabi's directions, for his worship was complete perfection. We try to do everything just right, as Allah's guests were more than polite. Such an awesome thing to pray and be with Allah five times a day. The gentle, the forgiving. Allah is gentle and he draws us near. And because we love him, we love to appear. And his door to help remind us of all his gifts and all his kindness. Our Salah reminds us to be good, the way that every Muslim should. Our Prophet said that prayer is light, a light that shows us wrong from right. A calming light that guides our way, so our path is straight and not astray. Prayer will give you extra power, it protects your heart like a castle tower. So learn your Salah and do your best to make your prayer a time for rest. Allah, his Rasul and our blessed scholars, have special guidelines that they have taught us about purity and prayer contained in this book. So just relax and take a look. We made the rhyme so you'll have fun and you'll be wiser when you're done. Lead me with Allah, the gentle, the forgiving, and thank him for the life you are living. The next section is on purity. What's purity mean? Who can tell me? Raise your hand. Yes? Clever as mashallah, very good. The followed acts of wubu. Three parts to wash and one part to wipe and they are each of a different type.  So don't try to wash your head instead. Face, arms and feet, it is very true. You must wash them to make wudu. When you wash, here is the difference. The water must drip in this instance. First face, then arms, then head, then feet. The front of wudu are now complete. To wash your face all must be wet.  From top of forehead to bottom of chin. Do it right and you will win. From one ear lobe to the other, tell your sister and your brother. If all is wet then all is good, you didn't like the prophet would. Wash hands and arms, all must be wet.  Include your elbow, it must be wet.  A fourth of your head above the ears is what you wipe, so have no fears. Include the ankles when you wash your feet. Now all the essentials are complete. And you can see masha'Allah in the illustrations here. There's children doing wudu and doing different parts that are described in the rimes. So a lot of fun pictures to look at. The next section is on actions that break wudu. No, there are things that break your wudu. Like when the jassa or air comes out of you. Every time this happens to you, please make sure to repeat your wudu. When you're praying you're talking to Allah. Laughing quietly will break your salat. But while you're praying it is also true. Laughing aloud will break your wudu. Wudu puts you in a purified state. You know what's happening when you're awake. But if you happen to lie down to sleep, repeat your wudu, your state to keep. The next section is on water. If you make your wudu in a beautiful way, the prophet will know you on judgment day. Your limbs will shine and he will know it's because of wudu. Your face does glow.  If the fard are done in a perfect way, to Allah most high now you can pray. If you miss your face, arms, head, or feet, then your wudu is not complete.  You should do a complete wudu. The next section is washing. There are some things that stick to your skin. The water just rolls and can't get in. If this ever happens to you, please clean it off before making wudu.  Just wash it off up to three times. Aren't you glad this lesson rhymes? If najasa is there but you can't really see, then you must always wash it times three. After you do, there's no need to doubt that all the najasa is already out. In the washroom you take care of your need, wipe wash, wipe is best indeed. In the washroom you take care of your need, wearing slippers is best indeed. Now the section on prayer. I saw that. The five conditions before prayer. Before I can even start to pray, I have to be sure it's the right time of day. Purify my body, my clothes and my space. Girls cover all except hands, feet and face. But for the boys it happens to be right below the navel to right below the knee. Toward the qiblah I turn my chest and heart. I make the intention to pray before I start. I stand and say, Allah Akbar, Allah is the greatest. A nice picture of the family all praying together. The five integrals within the prayer. Now we come to the bones of the prayer, but it is only the very first layer. If you forget any of these, repeat the entire prayer please. All of us must stand and I truly can. I must recite one verse of Quran, but I do not recite it behind the imam. I must bow to the Lord of the worlds. I must prostrate to the maker of boys and girls. I must sit at the final sitting, as long as the shahad to do Allah's bidding. If you forget any of these, repeat the entire prayer please. The wajib, what you say. Now we come to the flesh of the prayer, but it is only the second layer. If you forget any of these, do a special prostration please. There are things that you say and things that you do, and the way that you do them is important too. For a farad prayer, these are the rules. For a farad prayer, these are the tools. Al-Fatiha is one of the surahs you say. In the first two al-Qas recited when you pray. A surah or three verses is also what you say. In the first two al-Qas recited when you pray. Wajib, what you say. Section two. For surah and with it, these are the rules. For surah and with it, these are the tools. Al-Fatiha is one of the surahs you say. In every al-Qas recited when you pray. A surah or three verses is also what you say. In every al-Qas recited when you pray. In the second and last al-Qas, sit and say the shahad for Allah. Remember when you're praying you're surah, you are really talking to Allah. And say two salam when your prayers end to people, the imam and the angels' intent. If you forget any of these, do a special prostration please. Wajib, how you recite. How you recite is something you do. How you recite is important too. To recite a laud means others can hear. When you do your prayers, you have nothing to fear. To recite quietly means only you can hear. When you do your prayers, you have nothing to fear. In Fajr, Maghrib, Isha, Quran is recited aloud by the imam only and not the crowd. And for all five prayers behind the imam, you recite everything except the Quran. A girl recites quietly when praying alone. Allah made it easy for her to pray at home. For Fajr, Maghrib, Isha boys have a choice to recite in a loud or quiet voice. The choice is when they're praying alone, but the masjid is better than praying at home. If you forget any of these, do a special prostration please. Wajib, the postures of prayer. The postures of prayer are something you do. The postures of prayer are important too. Make two prostrations in each rakat in prostration you're closest to Allah. Between your prostrations for a moment be still to be calm and peaceful is Allah's will. After you bow for a moment be still to be calm and peaceful is Allah's will. You should sit in the second rakat Allah will ask you about your Salat. How long should you be sitting? The length of the Shahood for you and me? If you forget any of these, do a special prostration please. The prostration of forgetfulness. How do you do this special prostration? I will give you an explanation. You do it all at the final sitting. First say the Shahood from the beginning. One Salam to the right then two prostrations is the shortest explanation. After the prostrations you remain sitting then again start the Shahood from the beginning. Then as always Duru Denduha ending with Salams completes the Salat. Now that you know it Alhamdulillah now you can do it Masha Allah. Actions that break the prayer. Know there are things that break your Salat So have good manners when you pray to Allah. If you do any of these start your prayer over please. Your only movement should be the prayer. Moving too much means you don't care. You shouldn't talk, you shouldn't eat. The king of kings is the one you meet. Do not moan and do not cry. Keep your heart with Allah most high. Do not cough without need or change direction. You are under Allah's protection. Recite by heart and not a book. The place of Sajda is where you look.  Allah and you will never part. And this is a du'ad, a book of the remembrance of Allah. Mu'adh and reported that the messenger of Allah took hold of my hand and said Oh Mu'adh by Allah I love you. So I advise you to never forget to recite after every prayer. Allahumma an'ani aladhikrika wa shukrika wa khusmi ibadatik. And that means oh Allah help me remember you to be grateful to you and to worship you in an excellent manner. Now at this point the book offers parents and teachers a lot of resources and information to explain the terms that were read throughout the rhymes to your children. All of the different Arabic terms that you heard like na'jassa, right, fadhud. It's important to explain these to your children so here you can go through that. And it also breaks down the actual rulings from the fit. So why we have these different rules and how to explain those to your children or to your students inshaAllah. She's done a wonderful job of again breaking that down and really making it simple to teach.