proudly we hail New York City where the American stage begins here is another program with a cast of outstanding players public service time has been made available by this station for your Air Force to bring you this story as proudly we hail the United States Air Force our story is entitled the champ airman third-class Jerry Layton a student at Lowery Air Force bases famed photographic school has a lot of difficulties but in the end we think you'll agree that he lives up to the title our first act curtain will rise in a moment but first many times a man is skilled in a particular job yet unable to find a use for it as this happened to you are you a service veteran with the service gained skill that's going to waste then listen you may be able to put that skill to work as a member of the United States Air Force the Air Force needs experience and know-how gained in all of the armed forces if you possess one of the critical skills needed to keep America's air defense strong you can put that experience to work in the Air Force and do so at a higher grade and with higher pay than you may realize you've earned credits toward a valuable retirement income so protect that initial investment for full details right or visit your Air Force recruiter ask for the prior service man's folder this folder will show you why today and tomorrow you're better off in the United States Air Force and now we present the first act of the proudly we hail production the champ yes 45 minutes to Denver sir 45 minutes before we get in if y'all go eat oh oh breakfast yeah thanks boy glad I hurried and have hated to miss this child it's a good thing the porter woke me up me too boy I was really sleeping oh gee you know I think I like this riding on a train yeah almost there gee Bruce I wonder what it's gonna be like it's a little always a pretty nice base that's pretty big though I guess we'll find out in about an hour anyhow yeah and whatever it's like that the school is gonna be terrific that's right you know we're pretty lucky Jerry you're not kidding imagine as a couple guys just out of basic and we get a chance to go to the school and we picked yeah and the photographic school is one of the ones that's most in demand oh yeah because with a photographic school behind you can really get ahead in the Air Force yeah I mean there isn't a command that doesn't really need photographic technician but look at look at the strategic air command that's right you know what kind of specialization you suppose you'll aim for yeah I just don't know I mean I so many things things like like being a lab technician yeah and the training command has so many opportunities in the maintenance and repair line you know for the cameras they used to record the movements of students sure hard to choose everything sounds so interesting well I guess that's why you sort of have to go through the basic course before you do pick a field that way you get a really solid background and photo work of all kinds by the time you finish you can tell what part of it really appeals to you the most and they can tell what kind of work your best suit if we're too don't forget that part of it yeah so anyway I can't wait yeah and no matter what happens there's one thing for sure and that is it's a real opportunity I'm sure gonna make the best of it me too this is it yeah say where we go from here well that looks like an Air Force bus over there let's take a look I guess it is for us Mark Lowry all right it must be quite a few arriving in this train I saw some in the diner last night me too I recognized a couple from Lackland and from other flights that we're going through when we were there I guess the others must be from other basic training bases like parks they come from all over to go to school here see chair you take that one I'll sit across the aisle here oh excuse me Sergeant oh that's okay by room thanks new on the base here yeah that's right Bruce Hanson is my name and this is my buddy Jerry Latham I them we just finished basic we've been assigned to the photographic school that's fine I'm Sam Martin please meet you and good luck in the school I hope we do as well as we want to we're pretty enthusiastic about it even if we do hardly know the front from the back end of a camera I soon will and a lot more to you've chosen a fine career field and we think so you've been here long about a year I'm on the permanent staff and on two weeks leave wife stayed behind with her folks for an extra week I guess Lowry's a pretty nice base I think you'll like it all right I guess we'll be pretty busy huh oh that you will your fellas are going to get training right from the ground up be quite an experience I should say so say maybe you can tell us something about the courses if you're on the permanent staff yeah I guess I could but all they want to know all about what we're going to be learning all that you know well now basic course is a well rounded education and photographic techniques of all kinds you'll learn lab work darkroom techniques will be taught about numerous different kinds of cameras including those used in aerial photography how about the ones I've heard about that shoot three pictures simultaneously I'll try Metragon cameras they call them yeah what exactly are they used for they use for making aerial charts for our pilots well how is that well but the use of this type of camera which shoots one picture straight downwards and one on each side directly alongside it's necessary for the reconnaissance plane to make but one run to record over 40 times as wide in areas was here before possible with a single camera say getting those strips together afterwards must be quite a job that's another specialization correlating them and reading them that sounds interesting too it is just it depends on on what appeals to you most one thing is sure and that is whatever you wind up doing you'll be in a wide open field that's what we figured and we chose the photographic course back at Lackland yeah but tell us tell us more about this basic course where you get a smattering of camera repair techniques reading and assembly of aerial maps that I just told you about still photography you know Bruce and I were talking about that one on the train is that going to be hard to learn well all the aspects of photographic work present different problems however you've got to remember that you wouldn't be here at all unless you either had previous experience or showed aptitude for it in your test during your basic training period and even if you're like Jerry and me you don't know anything at all about it we shouldn't have any trouble I didn't say that exactly gonna have to work work hard in the 14 weeks you'll have here you'll get a very highly concentrated course it won't be easy for anyone I guess not in fact I've just been wondering ever since I first heard about my assignment just how it's possible to learn as much as we got to learn in that short of time you'll see frankly I'm betting you'll both get along all right as long as you keep that enthusiasm I guess there's not much danger losing that good that's right attitude these classrooms I feel like I've done 20 miles already and it's not even time the first day is always the worst sure hope so we're now the lab next right around the corner here yeah oh gee there's sergeant Martin no one we met on the bus yesterday but he can't be in the class remember he said he was on the staff all right let's quiet down now quiet I'm sergeant Sam Martin I'm gonna be your lab instructor during this course you want a break if he's gonna be our instructor what I said he's nice guy the first thing I want understood is that when I ask for quiet that's what I want and I'd like to talk without any competition and relate them yes maybe you'd like to tell the class what you were saying to your buddy back there I'm sure it'll interest them too well why wasn't any importance like it wasn't so important maybe you could have waited until after class to say it then because in class here you've all got a lot to learn and not much time to learn it in yes sorry we're going to try to make you into photographers we've got only 14 weeks to do it in everything you do in these classrooms has got to count that clear like them yes sorry now for the record what was it you were saying I said you were a pretty nice guy you're gonna have to watch out Jerry she got on the wrong side of Sergeant Martin you're not kidding oh boy the day is only half over and I'm pushed I could hit the sack right now and stay there for about 18 hours it's gonna be a long day you can say that again you think you think we're ever gonna learn all this stuff Bruce I don't know sure more than what I used to think taking pictures a monitor pushing the button turning the crank like I used to with my box camera back home I used to get some pretty good stuff too sure more to it developing printing enlarging hey yeah that part's gonna be fun oh yeah gee maybe I can enlarge some of the pictures I took of my girl back home Doris that'd be pretty good I could send him to her and make a big impression I guess you won't be able to later in off hours and see here's our here's a few look hey hey pretty slick chick huh yeah that one's worth blowing up all right oh listen to the big photographer blowing up yeah imagine how we'd be talking in a while and no one'll be able to understand this opening depth of view another day time sure flies so weeks we've been here boy though in some ways it seems a lot longer imagine all we've learned it's a lot all right you want to take in a movie tonight not me I got permission from sergeant Martin to use the lab I'm gonna try my hand at those enlargements of dark I think I'll go anyhow it's pretty good show bills changing tomorrow night do me a favor we are sure you know I took some shots yesterday that cute waft that works on the captain's off oh yeah I know the one with carol and something yeah yeah that's right well how about blowing those up for me sure give me the negatives I'll do it okay right here and thanks Jerry that's okay it's no trouble oh hi Jerry here's your enlargements I did last night catch thanks kid hey these are good how about that gee that Dora she's she's really beautiful you know I never thought those snapshots that blow up so well let me let me let me see those oh sure holy smoke oh we're mine by the way you said oh what's the matter I've goofed what do you mean I mean I've just finished putting the others in the male to Doris but Martin yours how about that well you got the envelopes mixed up oh yeah that's too bad for you don't know how bad it really is after I promised her I wouldn't look at another girl I guess there's no way of getting them back not a chance I ran all the way to the post office as it was just to make sure they'd go out in today's mail I see Jerry hey Jerry that's your timer your timer the stuff's gonna get over the timer yeah what the heck's the matter with you lately about 18 miles away all the time look if it's about Doris and those pictures why don't you just write to her and explain no Doris heck it could happen to anyone the Doris it couldn't she never makes mistakes that's silly everyone makes mistakes everyone but Doris huh these look pretty good handsome well if I'm gonna be supposed to be I guess they're a little overdone yeah I guess so you've got a timer there let them use it that's all nothing goes on around here Sergeant Martin doesn't know about said it I don't know how he does it but sure makes you careful yeah first Jerry what are you doing huh you just opened up that film pack where you exposed it oh listen listen you got to get on the ball when your mind is on it you can turn out the best work of anyone in this class I was I was thinking about coming out for Pete say think about it during your off-duty hours come Sergeant Martin what's this there's some film I guess I can see that I accidentally exposed it yeah I deduce that too sorry I don't know what's the matter with you Latham I never had a student so careless you know I hate to say this but if you don't straighten yourself out in the next few weeks you're gonna wash out of this course I'm sorry I'll try to be more careful I like you Latham I'm only telling you this for your own good yeah I understand giving you the warning so you'll have a chance to pull yourself together you mean I can make it if I improve I got to work pretty hard gee I will sergeant I don't know what the matter with me well I sure wish I knew maybe I could help out I guess there's nothing you can do sorry it's all up to me well I hope for your own sake you can figure it out you are listening to the proudly we hail production of the champ we'll return in just a moment for the second act if you're an ex-serviceman experienced in one of the critical skills needed to keep America's air defense strong you're in luck the career incentive act of 1955 opened up opportunity in the Air Force to veterans from all the armed services yes if you possess one of the skills the Air Force needs you may be qualified for the United States Air Force and in a grade that will be a pleasant surprise the Air Force needs men skilled in many important fields so put your service earned experience to work to your best advantage as a member of the Air Force team make the credits you've earned toward a well-paying retirement policy pay off for complete details write or visit your nearest Air Force recruiter for the special prior service man's folder see what a return to the armed services as an airman can mean to you today and tomorrow you're better off in the United States Air Force you are listening to proudly we hail and now we present act two of the champ I don't see how you could do it here yeah after Martin warned you last week you'd have to get on the ball I don't know I just got hold of the wrong bottle the developing fluid and the acid fix don't look anything alike yeah I know I guess I guess I wasn't looking and we're looking at Sergeant Martin's face either when he saw what you'd done well maybe it's a good thing I wasn't oh listen Jerry you just can't flunk out for God's sakes why don't you why don't I write to Daris I can't hasn't said a word about it and said a word period I haven't had a letter from her since I sent those pictures heck if she's that kind of girl she's a wonderful girl you just don't understand and she never makes a mistake I don't believe that you better watch your step today I'll try of course you know that's what you always say well that's time I'm mean and honest I'll do it then morning Sergeant morning Latham Hansen where is everybody no lab today been dismissing them as they came in you've all got a special assignment captain's orders gee what competition a special 35 millimeter competition sports pictures exclusively limited to the base you'll be allowed two roles only that ought to be enough and no substitutions this film is specially marked so that if you spoil a role don't get down to the base exchange and buy another it'll be disqualified negatives will be submitted with every print I see now yeah and Latham yes watch it will you oh sure sure I'll be careful this is the kind of stuff that's fun I wish it was all like this yeah kind of gives you a chance to do some individual work have you got any ideas yet I guess I'll cover the baseball game this afternoon I might get something there but the only sports event going on today that's what I was going to do no reason why we both can't be plenty of other guys there too I guess we'll be better covered photographically than any major league game in the country today okay eventually your coke yeah yeah let's go it's almost time for the game to get started show up good this afternoon in this thing probably mean a lot Jerry I know I know you don't have to tell me I'm sure gonna try not to do anything dumb all you have to do is keep your mind on what you're doing instead of on Doris sure I think I've got that left anyhow soon as I finish this course I'm gonna try to get a few days leaving to home and see her I can straight that's the way if she doesn't understand well she just isn't for you that's all well I think she well getting to go I got a little bit of land see Bob it was jumping for the throne I think it'll show better full safe a mile it's gonna look like it was taken right on the field good good at the end of my first hurry up and change for us coming to bat with the bases loaded anything can happen now I can see him down there now swinging a bat number 12 but we're back for a deck on this Jerry what you do Jerry how'd you do that oh jeez the whole road's exposed that's terrible you're telling me hey Bruce look look it wasn't my fault that case said I wasn't checked when I was loaded and it's 40 see it won't play up now let me see you're right I want it was defective but can't you just picture me taking it back to Sergeant Martin and trying to get another role yeah I guess he'd think you followed it up somehow well that's that anyhow you still have another whole role yeah and I'm gonna check this one before I use it that's okay you're gonna have to be awful sure your shots from now on yeah well I'll just be sure that's all hey hey Jerry look at this one let's see this one here it's still wet but look at it yeah yeah I said why don't you crop a bit off the left hand side that of move the action more to the center focus more attention on you know no just what I didn't want to do this way I got a real gone-off center effect mm-hmm well there's no doubt that you get two guys together and you're gonna get two different ideas that's right yeah what do you think about this one yes see what it is how about this one the eyes are out of focus yeah you're right you know I never would have noticed how about you what do you got one blank roll I know I know what about the other one well I guess I was being so careful at the game I only used half of it up what the heck you're gonna do with the other half this time and I don't know exactly maybe go on over the bowling alley something like a Jerry it's pretty hard to get anything different on bowlers about everything you can think of has been done well there's no use developing half a roll something might turn up I haven't got anything here that it hard to be worth printing that's a shame because I really think I had some pretty good stuff on that first roll you're going up I might as well I'll see what I can dig up and Jerry I'm sure sorry I hope Martin doesn't blow his top about it that I can back you up about the defective case well heck he can see that for himself well so long yeah I'll see you later Jerry I got this stuff to finish up now I go with you sure I know I saw the lights on you just finishing up staffed attend I know I had some extra stuff to do so you out at the game today anything good yeah and away what do you mean in a way well matter of fact I spoiled my first roll and I was the one with the best shot on I see you spoiled your first roll that's right and if you look at this case set you'll see why I I know you think I do everything wrong anyhow but just this once it wasn't a moment that's not so I like you and I just don't like to see you wash out of the course now let's see this case that you're talking about oh this is it well finish up as soon as you can do you mind if I take this along with me I got no use for it now the in class tomorrow right together Bruce okay sure kept the winners under wraps yeah we've got even a clue soon be out of our misery anyway suspense has been killing me well you all know why we're here so I'll dispense with the formalities but before I read the list of winners I want to tell you that this was the hardest job of judging I've had in a long while I don't think we've ever had a group with so many first-class entries so those of you who fail to be mentioned are deserving of congratulations anyhow because we had to eliminate an awful lot of good ones incidentally all the winners will be on exhibition outside immediately after the announcements are made well here they are the best action picture airman third-class Charles Buckley for his shot of the winning run human interest goes to airman third-class Harry Palmer for his study of dejection on the bowling alley most unusual picture airman third-class Jerry Latham or a picture of Joe Williams landing the punch which one in the world's middleweight championship what the best uncropped shot airman third-class George Zablonsky for one Jerry that's great I don't know what to say you don't know how worried I was when you exposed that first role you weren't half as worried as I was look what I want to know is how did you get that that one about the price for it congratulations thanks Sergeant Martin I mean it to really been doing some good work you know okay okay I knew you had the stuff and I've been watching you the last couple of weeks you're doing okay gee that's better news and having a winning picture maybe you don't think you're better work had anything to do with having that winner thought about it that one to find it much easier the last four weeks now you should do Don well I sure hope so one thing though Latham and just give this a little thought suppose that picture had been on the first roll the one you exposed yeah I thought you understood about that it wasn't my fault wasn't it I showed it to you that case that wasn't checked when it was loaded it was bent and it sprang open that's right I saw it to and I saw it and if you remember I took it away with me and in a way Latham it was your fault remember I told you that they were marked so they couldn't be substituted well I checked back in that case set was one in a batch that you yourself prepared about four weeks ago funny isn't it I don't think it's funny at all in fact I guess it's gonna teach me a pretty good lesson I kind of thought it would that's why I brought it up thanks so I can thanks a lot that's okay I'll just take it easy I'll see you in class tomorrow that is if you don't have such a big head by then that you can't get through the door well I won't don't worry gee isn't that the strangest thing gosh imagine how I'd have felt if some other guy had gotten that role well no one did listen you've got to tell me one thing what you mean about the shot yeah how secret come on took it off of the tube of the TV set in the service club oh I didn't I think you know you just weren't desperate like I was hey listen I got something more important and stand around here yeah well what's that I got a letter from Doris last night she said she wrote me right after I got here and she was mad because I didn't answer until she found out she hadn't mailed the letter was in her coat pocket all the time you mean she made a mistake yeah how about that what'd you say about the big oh she said a bad that kind of competition around here she guessed she'd better come up for a Sunday and see that I didn't forget her no fool she wasn't mad no and that's where I've got to go her butt is doing let's have four minutes flat so long pal so long if you're a service veteran think about this for a moment are you making the most of your service gain skills well here's something you should know you may qualify to enlist in the United States Air Force in a grade that will be a pleasant surprise the Air Force needs men with training and experience gained in all the armed forces if you're skilled in one of the critical jobs needed to keep America's air defense strong the Air Force offers you an opportunity to put those skills to work to your best advantage you've already earned credits toward a valuable retirement policy so why not protect your investment your Air Force recruiter has a prior service man's folder that will give you full details right or visit him right away for your copy and put that service training to work for you and your country by being an airman today and tomorrow you're better off in the United States Air Force this has been another program on proudly we hail presented transcribed in cooperation with this station proudly we hail is produced by the recruiting publicity center in New York or the United States Air Force this is Ralph Roland inviting you to tune in the same station next week for another interesting story on proudly we hail


Hello, everyone, and welcome to the WordPress briefing, the podcast where you can catch quick explanations of the ideas behind the WordPress open source project, some insight into the community that supports it, and get a small list of big things coming up in the next two weeks. I'm your host, Josefa Hayden-Champosy. Here we go. We have with us Mike Schroeder. They are on the WordPress 6.3 release squad, and I believe, Mike, that your role there is the core tech lead. Is that right? Yeah, that's correct. I'm one of the tech leads along with Andrew Oz and David Balmalt. Thank you so much for being able to join me today. Thanks for inviting me. This is our 6.3 sneak peek, and so it has a little bit of a what do you wish people knew about the upcoming release aspect to it, but it also has like a what do we find most interesting about the work that we've been doing in this release so far as the core tech lead. What currently is like your favorite thing that y'all are getting into the release or the thing that's the most interesting or happiest to finally be done with it? Yeah, I think there are a couple of things. So I was playing around with the release in anticipation for this, and one of the favorite sort of user facing features that I played with was the live preview for block themes. And it just makes it feel so intuitive to open up a new block theme and play around with styles and different designs and see how it looks. I really enjoyed it, opened it up on my personal site and started messing around with different color palettes and things like that. And it was a lot of fun. Like at the live preview, but also with all of the content they already have on your site? It does use the templates, and so it shows some of the live content from the home page, for instance, and some of those blocks and some of the other areas are editing the templates rather than the live content. But yes, it was neat to play around with it and see my blog content in the background and yeah, some real-time design that was really fun. And has that been a big focus of the release? Was it something that you and the other tech leads, both for the core side and the editor side, just had to focus a lot on in this round of the release? So I was not a part of a lot of that work, so I'm not going to take credit for it. I think that is the culmination, all of those different things together of a lot of the things that the editor team has been working on for some time. And it was just, it was really refreshing to see it. The other feature that I had in my head, if it's okay for me to talk about a second one, is something that has been trying to get landed in core for quite some time. And that has to do with automatic rollbacks. If plugin updates or theme updates start to happen and then they fail in the middle of that update, then it will automatically restore the previous version of the plugin or theme. And that's a pretty big improvement over the previous behavior, which could result in not as well. Right, where you would just have a site that was like, best of luck to you, and emails that told you what kind of probably was broken. I shouldn't be sassy about that. The WSAD protection that we put in really was a huge leap forward for the way that we handled that in the past, but this is great news. Yes, I was so excited when that landed and this is, I guess, the next part of that. And it's been, yeah, it's been in the works for a long time through testing, and there was an entire team that did a lot of work on it in a future plugin, and I'm very excited to see it land. That's great. That's one of those things that we hope WordPress user never has to know exists. Like it's always our hope that the plugins work perfectly and the themes work perfectly, and so unless something is going really wrong, you won't know that's a feature. Surely it tells you, like this didn't update, by the way, go figure that out. Yeah, the whole idea of this particular feature is to make it feel more like everything is smooth and one site continues to work, and the underpinning of it has been going in for a couple of releases. The whole idea is to make the experience more smooth for users. That auto rollback actually was not on my radar as a thing to keep an eye out for in this release, so that's really neat. One of the things that I saw as I was doing, I don't do any complicated testing. I mostly do like testing of what users would expect with the workflow, with my eyeballs and with mouse. That's wonderful. I'm not doing any of the fancy testing with like code. But one of the things that I saw as I was working through my general just regular test, my spot check, click around test, was it looks like there's some consolidation, some consolidation of the navigation in the editor. So it had, I think, maybe pages and templates in there before, and now there are five things in there. Do you have a bit of a concept of what went into that? What we're hoping everybody's going to be able to accomplish there now? So I was not involved as much in the later stages of this, but I wasn't in a couple of the first couple iterations of this particular feature. And I think this is, I don't want to guess the exact amount of times that this has been a sort of one rework. So the experience is good for users. There has been so much effort that's gone into helping navigation be a comfortable experience for people to work with within the site editor. And what I have heard is that everyone that's worked on it is very excited that it's landing and that users will be able to experience it and more easily work with navigation. Yeah, I think that navigation is one of those things, both like creating good navigation as a software designer, but then also as somebody who's like putting together a website. Good navigation is hard to do, and it's design where everyone's good design is invisible. And we don't actually mean that. We don't mean it's invisible. We mean it's not intrusive. It doesn't get in your way. It acts in the way you think it's going to act, and it knows it or has a good guess about where you're trying to be, what you're trying to do in that particular moment on a site. And so like the fact that we've had probably hundreds of people working on navigation inside the software is no surprise to me. But I bet it's going to be a surprise to a lot of people. They'll be like, it's like folders, right? Turns out it's not. Yes, it was incredibly, incredibly difficult to design. I know there was a couple of instances that I was most involved with. I know there was so much discussion about how folks are used to working with navigation within WordPress and sort of what expectations are for menus and what expectations are for users, both that have been using WordPress for a long time and users who are new to WordPress and the site editor. And having all of those considerations from the various stakeholders just makes it a really difficult design problem. Yeah, absolutely. And I mean, not for nothing, like the WP admin itself, that dashboard inside the WordPress software, like that's been due for an update for quite some time. This is the same one that I think we've had since 2008, which was also very disruptive in its way. And so like it was a good disruption, but we really haven't made any substantial changes to it since then. And part of it is because there are so many use cases for WordPress and we don't have a good concept of that because we don't have a lot of tracking in the software. We don't take anyone's data about what field they work in. We don't do any of that. And so it's hard for us to account for all of the use cases and get a really excellent design for a majority of the people that are going to be using it because we don't actually build software for robots around here. Not yet. Yeah. No, I don't think we'll ever be robot building software. I doubt it, but I also don't want to predict the future. No, I agree. And I think that is absolutely one of the super tricky things about building WordPress. I'm really glad that WordPress doesn't collect any of that data. And it makes it so that the sort of testing that you were talking about in user studies and things like that are incredibly helpful for figuring out what the best approaches are. Yeah, absolutely. Since we're just in the zone of like things that Josepha liked and that she saw. Oh, please. I'm going to also do this other thing. In one of the last couple of releases, the style book came out, which was such an exciting thing for me. It's great to be able to see whether or not all of the style choices you've made in various parts of the admin or in the code, depending on how you're doing things. It's nice to make sure in one big set that like everything is coherent, everything that you thought you changed did get changed. And it looks the way that you wanted it to look in concert with everything else in there. And it looked like we now have revisions specific to styles, like styling things across the site have revisions. Is that right? That's correct. I think that's a super big deal. Because as somebody who is just, I'm filled with techno joy. I don't always want to look at a manual. I just want to do stuff until it breaks and then hope I can fix it. The hoping you can fix it part can sometimes be really nerve wracking of what you're doing is creating a site for a client or you are working on your first big theme and you want to make sure that's all together. And so style revisions to go along with some of the editor revisions I think is a great change. Yeah, same. Absolutely. This is not a feature I have done too much particular playing with at this point.  I appreciate that. That's very kind. I think that adding revisions to anything that folks regularly change in poster pages is really important. And making it very easy to get to both make forward changes and also to realize, oh, there was this other change that was, you know, there was three clicks ago that I really loved. How do I get back to that? How do I see the history? And that's what I love about that sort of feature being able to really easily see, okay, when did this happen in what series? How can I jump back and get to that spot that felt right? Yes. Anytime that we can have that kind of historical layering of things, I think is good. I went to a meetup. I like to go to meetups that are 101 content because that's like the folks that really need new refined processes the most. But I went to a 101 meetup a couple of years back. And I remember that the presenter was saying like, take a theme that you pretty much like and make some changes until you have a theme that you love. And people kept saying like, yeah, but what if I break everything? And he said in the middle of that to everyone not knowing who I was, because who cares? He was like, yeah, WordPress is not going to let you do anything that will completely destroy a theme or completely destroy your site. There's an undo button and you can just undo it. It'll be fine. And I was like, yeah, that is true now. I love that. Gosh, I mean, I remember when I was playing with my first WordPress site and even to make really small changes with navigation or with menus, I had to go in and make changes to the PHP code and none of that was protected. Like this is free range me out here. I love absolutely. I love that is just no longer the case anymore. And it's super easy to go in and play with the theme and make changes without worrying about any of that. And I mean, I may be a developer, but that's the way I would prefer. That's the way I go in and edit my sites now too. If I want to mess with the theme, go in and it was the customizer and now it's the site editor and it's great. Yeah. It's a leap forward, I think, leap forward. So another thing that I ran into, I guess it's two things that I ran into while I was wandering around in there recently. And it's possible that I ran into these two things because I just personally loved them the most. But the footnotes block looks like it is potentially going to land. I have been so excited about this block for no reason. I have dreams about it. I wish that were not a true statement. I did recently have a dream about it. I dreamt that it didn't land in the road. And that I went to talk to Ella about it and she was like, oh, yeah, publishers have given up on footnotes and they're just doing end notes now. And so I decided not to ship it. Like this is a dream I had. And so I'm a little worried that tomorrow I'm going to be like, hey, Ella friend, what's happening? And she's going to be like, yeah, end notes are where it's at. And then the other block that I'm personally very excited about is what I like to call the spoilers block. I know it is not spoilers. It's called details. But anytime I've ever used that after like early, early times in my career, early in my career, I used to call them accordions. And I don't know why. But now I call them spoiler blocks. I know it's actually called the details block where you can put in a piece of information at the top, essentially a title and then expanded to get more information in there. So are both of those actually going to land or am I going to be heartbroken? As far as I'm aware, yes, I know that I haven't checked recently on the ladder, but I was just playing with the foot notes block. And it's really cool. I really like the interface. I think that it makes it really simple to add quick foot notes to anywhere in the site and everything feels very automated and simple. As someone who every almost everything that I've ever written, I want to have an aside in it, which essentially just becomes a footnote. One of the weirdest parts about Gutenberg at first is that like the asterisk way of doing it where you just put one after the word and then put one at the start. The asterisk makes it into a list block. And for a long time, you also couldn't escape it. And so I had to do a lot of fancy footwork to get my foot notes to work for a while. And so I'm excited for that. I think I had similar discouraging moments with lists. And I was really encouraged by the way the footnotes select. And I'm sure there are other ways to do it too, select right click footnote. And they automatically go to the bottom order all of it. It's a really smooth process. Yeah, I really excited about it. I know that like for the last two or three major releases, a bulk of what we've been offering to folks is like design stuff. And we're just like, it's a bunch of design things. But this release actually has over 500 different tickets that were marked as features or enhancements that are going into it. And so you and I have talked about seven things so far. But I also understand that there are literally 500 tickets or so that were marked as feature or enhancement. And so we are definitely not going to catch everything that goes in there. But there is kind of a group of another group of enhancements to the design tools because of course this wraps up the bulk of phase two so that we can all move into the collaborative editing phase. And so like, do you have a sense for like, this just mostly polish for those design and like image, media management kinds of things? Or are there big features that are coming in those also? My understanding is that it's all of the above. I think that there are a lot of new features being added along with polish to those features. And I think the neatest thing is that there are also a lot of enhancements that are focused on bringing all of those things together and making it feel like more of a connected experience. And so I think that's my favorite part so far in testing that I've been doing of the many, as you mentioned, so many additional new features that were added this time. And I have a huge amount of respect for, you know, everyone that works out for the huge amount of folks that work on it across the project. Yeah. Yeah. You've given a couple of answers where you were like, I wasn't personally involved in that. But on the one hand, I was like, everyone knows that we're not all personally involved in it. But on the other hand, not everybody knows how many people touch all of these tickets and features and bugs and tests as we get them ready to be put into the relief. Last year, I was super worried that like post-active fear of COVID and now everyone just like deciding that they've done their best and they were going back out there. Like I was really worried that everyone was going to be having so much fun out of the house that they would stop contributing. I know. But we actually had one of our most active years for contributors last year, which means that especially for the releases that are coming this year, the people who worked all the way through last year, like almost 2,000, I think, contributors just to code. That's not even like the contributors who worked on reigniting the community and putting together events, all of those things, like all of the other things that we do. It is remarkable to me that when we look at any feature, it is definitely been looked at or worked on or at least passed through desks of easily 100 people, even for small little things. And I just love that, the depths of the work we do. Absolutely. Same. I remember wondering about that too, about your same sort of concerns. And it's been really great to be a part of the community as it's essentially, as it's grown together again, I think, is maybe the best way I can think of to say it. That's been quite wonderful. Yeah, absolutely. Mike, this has been an absolutely delightful conversation. Is there anything you would like to leave us with before we move on to our smallest of big things today? The release candidate for 6.3 comes out tomorrow. And what I would love the most is, if anyone is interested in testing, whether it's testing exactly like the sort of testing that you were just talking about with loading the RC and clicking around and seeing what works the best and what doesn't work and what feels good and what doesn't, or if it's testing, if you're like a plugin or a theme developer, testing with those things to see how things work and looking for backwards compatibility breaks that are unexpected so we can fix them before release, or if you work at a hosting company or you make sites for folks, helping test that to see that it works really well on your platforms for folks that you work with. I think all of those would be super helpful. And there are testing instructions that can be found on the release candidate announcement page. Perfect. Wonderful. Mike, thank you so much for joining me today. Thank you so much. I've really appreciated the time. That brings us now to our small list of big things. It's actually kind of a big list of big things today. So first on the list is that WordCamp US has a contributor today and we need your help. So the WordCamp US contributor team has contacted all of the team reps asking for help with a new approach to organizing this year's contributor day. The hope is to make the initial steps to contribution easier, and so they're asking teams who will be present to help participate with that process. I will have a link in the show notes to the post that has more information. Also, second thing related also toward Camp US is that I would like to put out a call for art and music, especially that is related to open source and the freedoms that it brings. So one of the things that makes WordPress so fantastic in the world is not only that, like, we're creating opportunities for folks. We're offering economic and, I don't know, philosophical freedoms to people. But we frequently do think about that in the vein of, you know, commerce and work and the economy and we rarely think about it in the obviously related subset of arts and music. And so I also would like to put out a call for any open source related arts or poetry or music that you all have created. I would love to be able to display some of that at WordCamp US this year. I don't think I have a link quite yet for a call for that, but as soon as I do, I'll send it out on social media and other places. The third thing on our small list of big things is that as Mike mentioned, tomorrow is the RC1 release date for WordPress 6.3 and you can help us to test that. It's always good for us to test any release as it's working its way through the process, but certainly by the time it gets to RC, that's when we are pretty sure it's going to be as stable as possible. We've done some soft string freezes and feature freezes-ish and so that's about as stable as it's going to get and so I encourage everyone to get out and test that as much as possible and in all the ways that Mike shared. Item number four, we are also reaching a milestone. So a couple weeks ago, we reached the one-year milestone for the start of the Meetup Reactivation Project. We have about 50% of our Meetup Groups reactivated if you are listening to this and you are a Meetup Organizer and you haven't heard from anyone from WordCamp Central or the community team, I'm going to put a link to the notes. Or rather, a link to the post in the notes so that you can also learn more about that. You don't have to hear from us in order to get your Meetup Group going again, but if you are interested to know what has gone into that process or always just want to know what's going on in the community side of things, that's a good place to start. So there will be a link to that in the show notes as well. Number five, WordPress event organizers in general, but also anyone. So there are two different events coming up on Thursday on July 20th. First, there is the WP Diversity Workshop. This is an added workshop for us to help promote the ideas of building diverse and inclusive WordPress events. And so this is not necessarily one of those events for people who want to increase their skills in speaking so that they are able to speak confidently at a WordPress event. These are for people who are organizing WordPress events and want to make them more inclusive and more diverse from the start. I encourage any organizer to go to it regardless of whether you're doing WordPress events or not, but certainly for WordPress events, that is something that we care about and want to have included in our entire event series. The other thing that's happening on Thursday, because like I said, two things happening on Thursday, is that we have a WordPress 6.3 live product demo. We've been doing these for the last few releases and you get a couple of people from either the release squad or like folks who do that kind of developer relations work in WordPress, who sit down and just do a general click-through, a general run-through, a public demo of what we expect to land in the release. And so that also is on Thursday. I will also have a link for you in the show notes. If you are listening to this, not on WordPress.org and you don't know where the show notes are, don't worry, the show notes are on WordPress.org. You can go to WordPress.org, slash news, slash podcast, and in the transcript. There are show notes that have links to all of these things. And that, my friends, is your big smallest debate thing. Thank you for tuning in today for the WordPress briefing. Thank you again for my guest, Mike's time. I'm your host, Joseph Hayden-Champosi, and I'll see you again in a couple of weeks.


There are two ways to do it. One is we can define our capacity as our normal rate of output defined as normal rate of output. When I say normal rate of output, what we mean is that if this is a speed at which we typically work, you can take that as that capacity. So, if suppose the pressure is higher, we are able to do little more also, we are able to work little faster. So, we can define our capacity as a normal rate of output. So, if my schedule pressure becomes very large, then I am able to produce or work faster and produce little more than what I do normally, ok. So, in this case, what is it? Capacity utilization must pass through 1 comma 1, yeah, must pass through 1 comma 1. That means, it is not saturating it to 1 comma 1, we are able to produce at a slightly higher than what is the capacity. When you ask what is the capacity, they may say, ok. Capacity is to produce a 50 burgers in 1 hour, let us say 100 burgers in 1 hour. But if there is lot of pressure, they may be able to produce 110 burgers or 120 burgers. So, suddenly it does it sounds like as if they are producing more than their capacity. In fact, they are not. When they define capacity as normal rate, normally what can you do? It can do 100. But if really if I have to, there is lot of pressure, lot of orders, yeah, we can speed things up, we can cut the brakes, we can make it little more better, I can produce little more, maybe 100, 20, 100, 25 whatever, some slightly larger number, right. So, that is what we mean define the capacity as here. So, here if, so that is mean when schedule pressure is 1, then shipment must equal your desired production, must equal your capacity. So, this will be your reference point, right. So, when schedule pressure is just 1, that means if this is a normal rate of output is 100 and if demand is also 100, I must be able to achieve it. If it is something more, I can whatever put in little more effort and be able to achieve little more, then that is also. So, that is what is defining here. So, this is one approach, right. This is one way, but we can also define alternatively also. Alternately, we can define the capacity as a maximum possible output. Alternately, capacity defined as max possible output. This implies that capacity utilization is less than 1 in normal scenarios, right. Then your schedule pressure we defined as desired production divided by normal capacity utilization multiplied by your capacity. Then utilization will pass through the reference point 1 comma normal capacity utilization and saturate at 1. Take it carefully. So, here what you are saying is suppose you define capacity as the maximum possible output, this maximum burgers I can ever produce, right. That means your reference point cannot pass at one commandment. Schedule pressure is there regularly how much can you make. So, that will be much lower than that actual capacity we are defining and the maximum saturation will occur at value 1, ok. So, we will take this one. What is written blue? We will do it for this one. So, the capacity let us define as a normal rate of output. So, that means capacity utilization must pass through 1 comma 1 that it means when schedule pressure is 1 that means I must be able to produce it. So, schedule pressure is more than 1 that means I may be able to produce little more than what we can do or what is defined normal capacity. Next, we have to define some reference policies, right. So, let us go ahead and do that. Let us define some reference policies. Your schedule pressure and capacity utilization is your reference policies, right. Both are dimensionless this is what we have. Now, we can define some reference lines. Let us define one line. When shipment is equal to the capacity then what should be the line? C u should be 1. When shipment is equal to capacity, C u should be 1. So, let us just take that. Let us put that as 1 and let us draw a straight line. So, in this straight line C u is equal to 1 and this corresponds to the policy that shipment equal to capacity, right. So, this is line A that we have. What else policy can we have? What if I am able to ship all the whatever the desired production I am able to make it, right. What will be that line? Whatever the desired production I am able to ship it. That means shipment is equal to desired production, right. That must be must be a 45 degree line. So, let us go ahead and draw a 45 degree line. I hope it looks 45 degrees, but yeah go with it. So, this case C u is equal to the schedule pressure, right. If capacity utilization equal to schedule pressure that means whatever I am is my demand I am able to keep shipping that same amount. So, let us this be curve B, curve A. Now comes the more interesting lines. What else could be the reference policies here? When we do many models we typically assume this saying that if schedule pressure is less than capacity then do schedule pressure or do capacity. I can use a wind or max function and just simply model it, correct or if then else construct we saw it last time. But in this case we want to make it more realistic saying that you do not get exact such shifts as we approach closer to the full capacity I may not be able to produce at the same speed 1. And 2 if order is very less I am able to get it even faster because I am at a very low capacity, right. So, suppose my schedule pressure was hardly anything. So, I may be able to do it things much faster than what it is, right. So, how much faster can I go? Suppose my schedule pressure is low that means my demand is very low as compared to capacity. Capacity is say 100 my demand is say for 10, right. So, I will be somewhere here. So, in that case how much early can I go? How much sooner can I finish it, right. So, I must be able to do it much faster, right. So, there the utilization could be much higher. But I can only go to up to some limit. There has to be some processing delay. There has to be some heating delay or some processing delay. I cannot speed up much lower than that particular value. So, for now just bear with me. So, let us draw one more line called, let us call this line Cu is equal to S max multiplied by S p. Let us call this curve C. Let us see what it means. Let us do only for curve C. Curve A and B is kind of obvious. So, we are just going for curve C. So, the line Cu is equal to S max multiplied by S p where S max is the maximum slope of function. It will it corresponds to policy of, corresponds to policy of producing and delivering as fast as possible. As fast as possible means minimum delivery delay. Just read it once. So, what you are saying is when the demand is only 10 and when capacity is 100, then I can actually work much faster and produce things at a much higher rate. Though the target delivery delay may be 1 v, I am able to deliver it within 4 days. I may not be able to deliver it in 1 day. Maybe it takes some time to actually produce it, but I may not need to wait until the fifth day or sixth day to deliver it. I may deliver it much faster, but there is some limit S max. I do not know what it is, but it is some limit. Let us see, go ahead and try to find out how to derive this S max. So, let us try to compute for curve C. So, C itself, we are continuing that. Let us go to our basic equations. Shipments is defined as capacity into capacity utilization, correct. So, now, on that curve C, it is nothing but C into S max into schedule pressure, which is C into S max. What is schedule pressure? Schedule pressure is nothing but desired production divided by capacity, which means it is S max times my desired production. What is desired production? Back log divided by target delivery delay D star. So, recall your, so suppose this is your shipments, what is this represent? This represents the max possible shipment rate, correct.  So, this delivery delay was defined as back log divided by shipments, correct.  So, you can compute the slope because you know both the parameters.  What the company is promising? This is the delivery delay I am promising. It will take a week to produce. D D min is, you know what is the minimum time it is going to take? What is the minimum total cycle time it is going to take to produce? There is absolutely no delays. So, that we cannot go lower than that. There are physical limits to it. So, based on that we can define that is the maximum speed at which I can ever ever produce, push comes to show that is the maximum I can ever do. It can easily be computed and we can get those values or let us go back to the sheet. So, now we have three values. Can you come up with one more curve? Suppose my schedule production is much higher than my or my desired production is much higher than my capacity. So, that means the value here. So, this is SP and this thing. So, this point has to be 1, but can I keep on producing on this line B forever? No right. I cannot keep on producing on this line or even this line forever. So, I need to saturate at some point. Let us for modeling sake let us simply define another line say Cu is equal to Cu max. Let us call it line D. It is possible reality also to get your Cu max because the maximum utilization ever possible. So, physical limits you know this is the maximum over time people convert. This is the maximum people I can employ even if there is physical the machines can only work for so much time. So, based on that you can say how much maximum you can produce even if you can produce a normal rate 100. If the order is for 10,000 units you clearly cannot make it. Maybe you can go up to 110 or 120 or 25, run on 30, 150 whatever. So, that is a maximum you can never do right. Somewhere it will saturate right. So, now we have these nice reference policies ok. Now, step 4 in our list of steps or guidelines you are supposed to find out what is the what happens under extreme conditions. What happens in schedule pressure is 0? It has to be 0. So, one extreme condition can backlog be negative you can say that does not occur in this particular scenario. So, that should not occurs anything less than 0 I should not be able to ship anything right. So, if that means schedule shipment has to be 0. If no orders come in backlog has to be 0, desired pressure has to be 0 that means shipment has to be 0. And when schedule pressure is very large or desired production is very large that means it is saturated C max. So, at some value here it should reach C max. So, only two possible limiting conditions you have anything 0 or lesser it should be 0. Anything more than at a large value C max, C u will take only a maximum value of C max whatever be the value up to infinity suppose it has to take C max. So, that is the extreme condition that we have thought. And domain we can maybe quickly I will write it here. So, domain SP has to be between 0 to plus infinity it can go there, but capacity utilization typically between 0 to C u max that is the domain of the variable we need to ensure that this is what happens. So, we have defined that.  Now, we need to define. So, we need to define some possible shapes for the curves that is what kind of because we are not drawn that the idea of this is to figure out what is the shape of the curve that we are interested in. But before doing that can identify the feasible and infeasible regions here naturally because of various lines we are getting various zones and regions. One obvious is anything above this line is infeasible right. So, I do not need to bother about that. So, let me just put a infeasible, infeasible, infeasible area see you can never take any values beyond that. So, that is gone. What about this region here? Why not? Because it is to left of S max. So, I can never produce it. So, this also becomes my infeasible region infeasible region. What about this? It is possible it is feasible because I am going to get this between S max and the regular capacity utilization. So, we are going to assume that people do not work much more slower than they have to and suppose we target this one week and there is no pressure we hope it will finish in one week it does not get unnecessarily delayed. So, this is fine. So, this region also company will not like to operate here meaning there is no schedule pressure you are going lesser than that deliberately. So, this also is infeasible. What about this region and this region? Feasible or infeasible? What about this? What about this? Not feasible? Anyone else? Ok, we will come to that. See what are the other reference point that we had? The curve passes through 1 comma 1. This was a reference point. Curve passes through 1 comma 1. It can certainly not pass from here, right? Then curve has to come from in this zone and pass through here. Then it has to do some real gymnastics if it has to jump here before it will be like some here and then goes up like that. If it is going to pass through 1 comma 1 that means as I approach this capacity I am unable to work at this S max space or I am unable to work at the minimum delay because I need to take time, right? Because normal capacity I am using my target delivery delay. So, if anything is going beyond that my pressure is going beyond that then my delivery delay will get delayed. My total delay will be more than the target. That means I cannot go faster than my schedule pressure because that itself maintaining itself is difficult. So, maintaining a region earlier than that is going to even more difficult or not possible at all. So, in that sense this region also became infeasible. So, now I am left with only two domains here where it can be feasible, right? So, logic dictates that at low values I may be operate up to S max. So, let us just arbitrarily put a blue should I I will try red again. It is easier to see. Maybe up to a point I can operate at the S max, right? Beyond that it is very difficult to maintain the minimum delay because natural delay is more orders come in then I cannot operate a very minimum delay then I start moving away from that. Then I pass through 1 and then I keep going and saturate at some particular point. So, this can be a typical curve that we cannot play with. Let us then try to understand the physics or the reality behind these two lines here. These are the key lines that is here. So, this is when I am operating at the schedule pressure at the regular delay. This when I do not have much work then I can operate very fast. I can achieve the minimum delay. Suppose it takes average of 1 week to do things, if I am operating here that means I am going to finish the job in 4 days, right? As more and more work comes in it is going to be very difficult to maintain that 4 days delay because I am only promising people 1 week. So, I am going to start working only at that 1 week delay time. So, as my schedule pressure goes higher or my desired production or the backlog becomes larger, right? When schedule pressure becomes higher means what? Design production means it goes higher which means backlog should have gone higher. Everything else are constant. So, as backlog becomes larger I cannot work at this minimum delay. So, we have to work at this at a standard, this is a schedule pressure as a normal capacity I am able to produce a 100 burgers, let me produce that because order is 100 I can produce 100. That is the speed at which and it will take so much time. So, I work out that much amount of time to achieve that. Yes, whether we stop very early at 10 percent, 20 percent, 30 percent that depends on our speed and the actual region. So, you can actually come like this and what you are saying is it can go much tangentially and it can saturate flatter or it can go very steep and saturate much quicker to that or it can take much longer time to saturate. So, all those so within this feasible region we can have many infinitely many combinations of curves, but we are not going to get a different shape of the curve. The shape continues to remain the same, that is the idea. So, at this point we have to make some assumptions so that we can enter the values and start building the model. Suppose we say our normal capacity is 80 percent of the maximum capacity ok. So, then if capacity utilization is 1, then C max will be about 1.25 right. Normal capacity is 80 percent of the maximum ever possible, then the max is possible and then you define that 80 percent as 1 that means, capacity max has to become 1.25. The simple numbers we can have and then we can divide it into different intervals to identify and draw what is the curves that we want. So, let me just go back to our slides. So, these are the steps we did. We did normalization, we identified reference points, reference policies, X-ting condition, domain, possible shapes, we have drawn, we have drawn one shape. Now, we need to specify the values of the function. That is up to us how long we want to do it to saturate it. I have entered one such combination in our winsome. Let us just quickly see that model. Since we know how to enter the table function, we can just directly see that function non-linear. So, model I am not sure this is the final one. Schedule pressure is defined, capacity utilization as graph ok. So, here you can observe the input. Schedule pressure goes increments of 0.25 and goes all the way to 2.5 and the output goes from 0.33, 0.62, 0.85, 1. These are just some arbitrary numbers that has been put. But idea is it saturates at a max value of 1.25. We put to some extra value so that if schedule pressure goes beyond 2.5 also, it has to be C max has to be 1.25 that is the character is taken. One extra few redundant values are also there to ensure that the curve actually flattens out at that particular capacity utilization. How we know it is operating S max? It is because a normal input is 25, but here it is 33 percent is output. So, you are operating at a higher speed than you are able to work on it.  After that you are operating at a lower speed 1.25 or operating at only 1.1 110 percent of your capacity though your pressure is to work at 125 percent. When pressure becomes 1.5 still it goes only little more little more etcetera and then saturates. So, these values are closer to your S max and here it cuts your 1 comma 1 point starts at 0 0 and then it saturates at 1.25. So, if you simulate it I am not even sure what is order equation looks like we are going some step input function we can visualize it. These are orders that has come based on the orders this is a schedule pressure that has occurred sometimes it goes beyond 1.5 then sometimes it goes close to 0.6 you can see both together. You can see the capacity utilization the red line starts at 1 and then goes up to 1.2 and then again falls down to 0.8 and fluctuates there where schedule pressure goes all the way to 1 point more than 1.6 then falls much below. When schedule pressure falls below still I am capacity utilization 0.8 I am able to work faster. So, I am operating not on that line a little away from the line closer to S max X max. If you model delivery delay against the target delivery delay consider target delivery always 1 which is one week which was given. When the schedule pressure was high when orders was more in that time my average delay increased, but then average delay then fell down I am able to produce much faster. So, this we are approaching the minimum delivery delay the right here. So, building the model we observed how schedule change capacity utilization changed for schedule pressure how the orders affected change in schedule pressure what are the ranges etcetera which is so. These are the steps that we did how do you normalize reference points and the extreme conditions we checked we draw the functions and did a test graph. You can do sensitivity analysis to figure out where is the maximum capacity utilization sensitivity 1.2 to 1.5 vary the minimum delivery delay from half of target to other extreme where it equals target. Here minimum delivery delay you have to figure out S max right. So, we can change suppose X max suppose the minimum delivery delay could be just half a week then what happens then you can vary the slope at their operating point. The base case slope is 0.6 at the operating point, but you can try to change it more flatter or more steeper to see how it fluctuates your production rate is going to flow shipment rate fluctuates based on the shape of the curve. And then you can try to work on this question base case flat and steep case will schedule pressure be high. So, you can try to I will I will upload some of the sample models you can take a look at it and run it. Thank you.


The Benos State Police Command is assuring the public of their commitment to protecting lives and property of persons in their domain. The spokesperson of the command, DSP Catherine Annene, restated the pledge following the arrest of three suspected kidnappers. The suspect had allegedly collected almost 200,000 naira from a man after threatening to kidnap him. There were lots of arrests of men, of young men, who involved themselves in one kidnap case or the other. Prosecution is ongoing, but as you can see, particularly of Tupa area, is having a little of unrest, first because it is a boundary area where we share boundary with Enugua and Edboni. And that adds, we have some issues with the terrain, but that's not, that now we're standing, we have been able to curtail activities of kidnappers in that area. That is why you have seen these three persons that you were interviewed. So you get notified about fresh news updates.


So, okay, tell me, how many of you find life to be so busy that you feel that there is no time for exercise or hobbies or even for friends and a business on the side? So with a show of hands, let me know, okay. And how many of you would like to have some tricks or hacks to do more and to have it all? Okay, thank you. So, while I'm definitely don't know, I'm definitely not claiming to know it all. I do know a little bit and I'm, so my name is Anshin Liru and this talk is I Know How She Does It. I got the idea from the book with the same title, I Know How She Does It, how successful women make the most of their time and while the idea for the book is based on the title and the framework is based on the six B's and things that I use in my own life. Okay, so I want to firstly welcome you all to being here this morning. I know time is precious. So thank you for being here and thank you to the WordCamp Cape Town organisers for giving me the opportunity to speak here today. So what does a good life look like for you? How do we all attend to follow the 168 hours of a week? This talk aims to give us some creative ideas and strategies for figuring it out and having it all. Oh, this is going to be hot. So we're going to look at, like I said, the six B's. It's planning, prioritising, productivity, people, productising and processes. Okay, so somebody might have seen this slide yesterday, so just a little bit about me. It was probably early high school that I did my first time manager or time schedule. I wanted to do athletics. I wanted to sing in the choir. I wanted to do violin exams but also go out on Friday nights and Saturday nights with my friends. So I started breaking it all, breaking my work up into some sort of time blocks. I used some early version of Excel, maybe, maybe not, maybe some predecessor. And then I printed it out on those old printers with the, still have the hole on the sides and the rolls of paper. And I always wanted to do it all. So when I had my first daughter while still studying and having a job, I had to reassess everything and needless to say, with more kids and running the business, things get really busy as it does for all of us. So I've always been a time management hack or, I won't send expert, let's just call it a hacker. So I've run my own business simply digital design. It's a small boutique website and digital marketing studio working with photographers and creatives. I'm a WordPress community team member, although I'm probably one of the worst contributors. But I do make up for it by running WordPress Pretoria Meetups. I was leading an awesome team for WordPress this year. And I also did the speakers diversity workshop. So I'm the mom of three kids. I've got two girls and a boy. And they're all in three different schools. So with all this and all the activities, things and life can get really hectic. Okay, so I've got a few of the from the book, some quotes, I'll just read it to you. So in 168 hours, there is plenty of space to nurture yourself alongside your career and your relationships. So I like to look at the world and as a big of tiles and you have the decision to follow those tiles. So in 168 hours, there's actually a lot of time when there's if you sleep and work for 56 and you and work for 40 hours and it's like I can't remember the summer. But in any case, even if you work a lot, they're still asleep a mini hours. But there are still a lot of hours to do things. If you just look at how many hours you have over a week. Okay, so the first thing we're going to talk about is planning.  What do you want to see? Where do you want to go? What do you want to spend time with family or kids? And then you make 90 day plans. So 90 day plans are a really good way to do it as it's long enough to give you time to actually get it done, but short enough to stay focused on it. And when you once you have your 90 day plans, you then break it up into your weekly big threes.   And then also with these tasks as well as the other things you want to do, you can have what I call a zero balance calendar where you decide what to do for every 30 minutes or hour of the days. Similar to a zero balance budget where you give every round a job. Yeah, you give every hour, every hour a job. Time is elastic. It stretches or accommodate what we need or want to do with it. Okay, so the first or second thing is prioritizing.  So the framework works like this, it's got on the one axis, it's got the important and not important and then the urgent and the not urgent. So in the top corner, there is the urgent and important and these are the type of tasks that needs to get done like really urgently like paying your taxes and it's got like a deadline and if it doesn't get done, there's actually consequences. And to live the most stressful free life, we need to try and minimize those types of tasks. Then at the bottom, there's the urgent and not important and these are the type of tasks like responding to emails and working with clients maybe. And these are the things that if you can automate or streamline or create a system around that, it can really help improve things. Then at the bottom right, there's the not urgent and not important and these are the tricky tasks that we say yes to before actually seeing if it really helps us get our goal. And this is the thing that we need to stop doing and just say no to. And then on the right top, it's our not urgent but important task. And this is the task, the area where you want to focus on. So this is a task that actually make like marketing or growing your business or creating a new revenue stream. This is the accelerate growth on the long term. So we have plenty of time averaged over the entire American population. People watch almost as much television as they were. If people don't exercise because they don't want to exercise, time becomes the scapegoat for all sort of things, which explains the phrase. If you want something done, ask a busy person. So productivity. So the first thing is that whenever you want to look at how productive you are, you need to see or figure out what are you doing and you do this by logging your time.  So you write down, okay, this time was spent on work, specific work in different areas, sleep, TV, so everything. So there's different ways of doing it. You can have like a paper sheet. I have an example of the one from Laura van der Kamp's book, which he calls the 168 hour sheet. But you can also use Excel or if you're on your computer most of the time, something like rescue time, it's a good way of figuring out what you're spending your time on. Then the next concept is from Cal Newport and it's called deep work. And it's spending a focused time, a bit of time on cognitive or really creative work. And there's different ways of doing it. So there's the Pomodoro technique, which is 25 minutes. And it comes from the tomato time and that's why it's a Pomodoro in, I think it's Italian. But in any case, he's spent 25 minutes on a focused bit of one focus work, and then five minutes to review what you've done all the rest. There's also different, other different amounts of time blocks, like 45 minutes with a 50 minute rest or 50 minutes with a 10 minute rest. And I think this is something that you need to figure out for yourself how, because 25 minutes might be too short to spend on the creative work or coding or something like that. So then finding a way that will work a bit for you. And then there's also a point, they said the point of parts of the managing returns. And that is the amount of work or focus work that you can do in a day. So for me, I can only do four of the longer 15 minutes sprint. So about four hours, the first four hours of the day before I can't do any more creative work. So then I just need to do things like entering content or creating products or things like that. Okay. And then the idle week or model calendar is a way to create a framework for you to plan around. So you have like a, and I'll show you mine just now. But it's just a good framework to have to know what to do with. And then AB weeks is where you have different weeks where you do different things. So you have maybe a client focused week. And then the next week you spend more on marketing. And that works really well. You can do it in your calendar, like every second week, or you can, I just have it as descriptions as mine doesn't always, you know, work out like that. I'll say no. Okay. So this is the time log sheet, like I said, from the website. And this is an example of my idle week. So it's a, it's a plugin or no, it's a Chrome extension for your Google calendar. And it just creates a gray calendar or calendar behind your other calendar. So you can plan on top of this. And then like I said, I just write in the description. If it's what I do the A week, what I do the B week, because I do the A weeks will be when I do a website in a week. And the B weeks will be when I don't do it. So it's not always the same. So productivity we are discovering is a function of joy. Joy comes not from free M&Ms, but from making progress towards goals that matter to you. Okay. People is the next one. So I've included everything here. Let's got something to do with outsourcing. So this can be outsourcing to a team, if you've got team members. If you don't, you can start to think about things that you can outsource to maybe contractors on like a once off, you know, once off product based project based things. And also like getting people on Fiverr.com to do stuff for you. There's a lot of small things that you can get done, like, I don't know, creating a presentation or some graphics or social media or things that you really, if you don't enjoy doing it, it's better to let someone else do it for you. And I've also included things like meal delivery services. So that you get a lot of things like pantry in a box or day to day. And sometimes these things can be pricey. But if you think about it, you know, the revenue you can get by not doing those things like cleaning or childcare or other service providers like letting your nails get done. You need to figure out for yourself if those are something that will make sense in your life. And then also support from family and friends. I think there's something that we don't always think about that we do have some support and people are sometimes willing to help us. So we need to grab grab that if it is available. So in life, you can be unhappy or you can change things. And even if there are things you can't change, you can often change your mindset and ask questions, assumptions that are making life less good than it could be. So product ties. So I've talked a little bit about product ties in yesterday in my workshop. And this is just where you create. It's similar to a product where you have something that is simple, prepackaged, predefined and in one's shape and size. So it's a service that you create like that. But you need to understand that one's shape and size will not fit all. So you have to have like a niche market or you need to know at least know who you want to work with and solve that one problem solving. So this one problem will be something that you can maybe template ties or systematize. And like I said yesterday as well, a creative process can be standardized. It doesn't mean that it still means that the end result will be unique. But the process that it goes through can be a little checklist that you can mark up. So in product ties service is simplest and standard operating procedures. Keep your costs down. It's also faster and more predictable for the client because they know exactly what they're going to get. And that also makes it a lot easier to sell and also easier for them to buy. You don't have to create customized proposals. Or at least minimize the amount of time they spend on proposals. So examples of this in our industry will be like the website in the week that I do or the turnkey website system that I also have.  And then also this is something that you can scale easily. It's a lot more easier than custom development. So you don't build the life you want by saving time.  Recognizing that is what makes success possible. So the final thing I'm going to talk about that's also did a whole workshop on yesterday is processes. And I want to invite you to look at processes further than just delivering a service. It can be in work like onboarding new team members or creating a blog post, social media, creating social media. But anything in life can be systematized if you do it often enough. So again, the logging your time. When you log your time, you become to know become you notice where there's times that you spend like spend time doing the same things over and over again. So you can then create systems around that. I use a tool called systems tab that you can use anything like Evernote or Google Docs. And if it can be shared by your team members, then it's a good thing. So like I said, write down your processes and see what can be automated. And you can also do if you do a lot of your things on laptop, you can do screen recordings. And if you do physical things like making something or packing it, you can get someone to video record you to make it easier to create a system. So I'm going to end this by asking you how do you spend the 8,760 hours that make a year? And I'm going to invite you to stop thinking of life of also start thinking of life as the abundance of hours that it can be. Thank you very much. It's called the Ideal Week Planner if I remember correctly, but Ideal Week itself. I just want to find out if you do give us some examples of you mentioned, you've got the three big daily tasks and then the three big meeting tasks. What kind of stuff would you specify as being big? And how do you go about tacking those things? Because it's often that you can want to give that last minute to sort of get any kind of well-rounded emails or a lot of the low confidence of easier tasks. And then you kind of like to give all the big stuff a lot of the group. Have you got any advice on that? So these are things that like I said, that will maybe change things. So for me, for example, I have one of my three big tasks would be like branding. I've been rebranding my site for like years now. So that's one of my big, big projects. And also maybe like the turnkey system that I create. So maybe I have three tasks for the week or around that. So that's big stuff. So it can be writing the content for the site or spending about three hours on building the turnkey system. So that's, I think it's mostly big picture things. And then breaking it up to what do you want to do for it monthly? And then what do you want to do for it weekly? So I use a focus planner. So it's got it all broken down already. But you can use anything to plan it. Does that answer your question? Thank you. How do you handle curve falls? Curve falls. Okay. Also that always happens, you know, especially with kids and business for that matter. So that's why the annual week planner is there to kind of give me the idea. But I'm not very strict with that. So if something happens, I handle that. And then it's time to come back to whatever I think. If it doesn't happen, then it doesn't happen. Then it moves on to the next day or something like that. Not a big deal. Folks, do you have time for maybe one or two more messages? Is there anything you'd like to ask for the other time? You've got three kids. I've got two. How do you, what tips do you have? Balancing work and family life? Like I want to prioritize on my kids. But the tension is that if I pack everything up and go home, you know, that work's not there to progress. And I'm going to go make up that it's not going to work. You know, and then the kids are going to be lifting on the street. How do you balance that? So I'm not saying that I'm the best at it. So I do like to look at it like I said, not in days, but in the whole week. So I might spend like one whole day for very late. I might spend that work. And then I would try and balance that by spending more time with the kids like maybe on Tuesday or Thursday or on the weekend. Sometimes it is only the weekend, but they really try and focus, you know, spending time with them on the weekend. Another thing that I do is I try to batch things like if I don't exercise, I don't go to the gym for the exercise. I play sports with them or I swim with them or so. So exercise is always trying to do it with them or even if it's just dancing or things like that. And there are some other ways sometimes it's maybe not the best because it's multitasking. But try and think what you can multitask around that especially. All right folks, this is the last question you want to take for the session. Do you encourage you at the last break and tea break to do some talks? So approach our speakers and chat a little bit more to have any more questions for them. Along with the space about you doing amazing new people. So please let me try to go and chat to our speakers about their talks. This is our final question and we will be moving on. Hi. Hi. If you have a project for example early in the deadline, so for example you're going to watch something in January, how would you go? Like I find it really difficult to break it down and implement it. So for example I can go and say like we need to do more of this, but it's really long this. But then how do you implement that into a team like so that they have their own tasks? Give everyone my call. So if you talk to the people, do you talk to the data set, do you talk to them like money loss? Yeah. So I use the project management tool like Asana. I know you guys use teamwork. So it's the same thing. So and then I started there, try and start at the end and work backwards. So yeah, I think it's probably the same thing. It's just you know starting at what needs to be get done at that day. So how much time will it take to take to do that? And then you know spitting that amount of time among the team members. So I'm not, yeah, I don't know if that's going to help all. But yeah, I think try and look at your project management software and see how much of that can help you, especially with breaking up the hours. Hi. Thank you so much. Thanks so much. Thank you so much for the roof. Thanks so much. Thank you all for your time.


Another police man has been killed when gunmen in the early hours of the first day invaded Ubi-Azara police station in Ohaza, a local government area of Eboni state. The gunmen raised the office of the division of police officer and the admin building. The main police station or the local government area was burnt down during the Ansar's protests. Police spokesman Loveth Oder confirmed the attack, saying the gunmen invaded the station in large numbers.


Welcome back to the AI for good global summit here in Geneva what died to you headquarters now I'm now joined by in fact The boss of the second largest tech company in Europe. His name is Steven Kelly. Hi Steven Hi Chris, but you're not here to talk about that No, you're here to talk about your foundation Which is doing some pretty incredible stuff with the UN and the sustainable development goals, which is fantastic So the same foundation we're passionate believes in in compassionate capitalism And we've met with UNESCO the World Bank the UN and we've got some amazing projects Whereby the foundation basically allows all our colleagues and the company to really participate in their communities And work around particularly women and youth to help them So the project with we're focused on today is around South Africa, but we're really excited Yeah, cuz I think one of them is really looking at the issue of domestic violence towards women, right? Yeah, absolutely, which is something we were talking about specifically in the current contemporary times Tell me how the AI influenced there. Yeah, so I guess, you know, I'm seeing big supporters around the movement That's happened over the last year me too, but we want to bring it to reality in some countries like South Africa domestic violence is a real issue It's probably only one in 25 rapes are reported And what we've used is AI to make it very like a companionship for victims women particularly But also to help education for men as well So we've got a pilot running in South Africa working with an incredible social justice Charity called soul city to make sure the victims have got a safe environment So ultimately they feel safe at home where everybody should it's a basic human right They should feel safe at home. And this is the non a nonprofit venture you're involved in here Oh, yeah, so everything around Sage Foundation and the concept of the Sage Foundation pretty simple is this 2 plus 2 plus 2 So from the company's point of view we give 2% of all colleagues We've got 14,000 colleagues work for sage 2% of their time for five days paid volunteering for everybody So 70 70,000 days 2% of free cash flows and 2 free technology licenses for any not-for-profit So it's a great way to get involved in the community. Why have you come here specifically to talk about this? So I think number one there was we did a keynote pretty charmer who's really Not only the leader of the artificial intelligence, but also this specific initiative around helping women and victim of domestic violence There was just honestly it was kind of standard only and there's a lot of interest a lot of excitement I think people are really ready to see how AI can be used for good Which is the the summit and the conference tagline, but it's also how it's used ethically and responsibility to help disadvantaged people Yeah, because I guess one thing that comes to mind is that one key is trust and we're talking about well We're talking about rapes women and if they're going to have to confess using AI technology They want to make sure this is confidential. Yeah, I think what we're really focused around AI in terms of the Sage Foundation Charter is how do you take the the big elephants in the room the biggest challenges that humanity faces? and Make sure you address them, but you're right trust is absolutely critical particularly Around all the data issues working with the authorities working with the charity sector and most of all protecting the victims and raising the Education level so people kind of know what's okay, and know that there's a very safe environment through AI where they can get help Stephen Kelly from Sage. Thank you very much for your time. Awesome. Great to meet you. Okay. Thank you