Välkomna till mina betydande subskrivare idag. Jag är tillbaka med en annan bookreview. Jag har läggat The Kelt från Peter Beresford Ellis. Jag har faktiskt läggat den senaste året, men jag har läggat några siffror. Jag trodde på en steg att jag skulle göra en video tala om den läsenen av den här booken. Nu, innan jag började att lägga på den här booken, jag skulle vilja lägga till er alla av de faktorna jag har skrivit. Q&A-tredje på Patreon och subskrivare. Så om du vill fråga en fråga för den kommande Q&A-videoen, vilket jag gör i några dagar, kan du gå över till de här två pagesen. Och också en note här på crowdfunding. Crowdfunding allow mig, som en kontentkreator, att inte ha att relatera på sponsorskrips. Jag tror på mig. Jag har skrivit ganska flera eftersom jag har läggat 100.000 subskrivare här. Och jag vill fortsätta med min integritet. Jag vill inte vain att förlata nåt som inte är i ljudet med min talare. Jag måste förlata fördelningen. Det är mormen. Jag förlatar. Jag vill vara sannolikt med det. Och det är möjligt för mig att göra så eftersom jag också får ditt hjälp. Så om du vill förlata kanalen och så, inte verkligen att förlata dig, men det som gör att världen var en annorlunda för mig. Så ja, det är på grund av en patron och en subskrivare. Så checka ut första ljudet i beskrivningen. Och jag kommer att se dig där. Nu anyways, på till Kälts. Och som det säger, det är en brev historia av Kälts. Det är inte överlig, det är ganska... ...konsekt. Och det ger en bra introduktion. If you want to delve deeper into any particular area, there are of course plenty of other books. But this was recommended to me to just give, you know, introduction to that time period. And I have a few sections here in the book which I would like to elaborate on. Because I think that can... It's a lesson from history that is applicable at our current stage in our civilization. So first and foremost in the chapter of Celtic warriors. Here you have Karinunnos. I don't know if I even pronounced that correctly. But I posted actually this picture to Jultoname Nutrition's Instagram page the other day. If you are on Instagram you can follow me there as well or follow the supplement company. I tried to post a bit about mythology etc. Primarily Nordic, but also Celtic and Slavic and interesting stuff. Anyway, on to the quote. To the Celts warfare was a matter of honor which could begin and end in a personal single combat. It was often a matter of individual courage. Generally the Celts were not interested in central authority and discipline. They thought and acted as individuals and were natural anarchists. In modern times these attributes are seen as laudable. In ancient times they were the reason for the downfall of the Celtic peoples. Does this sound familiar to you? It sounds very familiar to me. You know it's the curse of the western man. This constant individualism. Everyone wants to be his own boss. And no one wants to subjugate himself to a hierarchy or authority. And you know in comes someone who works as a collective. Completely demolishes the people at hand. So he's talked about the Roman invasion of Gaul. You know Romans under the blasphemous Julius Caesar. I don't like Caesar. I will talk about this in a later video. But briefly I don't like him because of the way he treated Vercingetorix. I think it was completely unnecessary to treat Vercingetorix with the lack of respect. You know if you have won a great victory you can show some humility. Because then you can afford you don't need to humiliate a vanquished foe. So basically what happened was that when Vercingetorix surrendered to Caesar. He was brought to Rome and was held captive there until Caesar had completed his conquest of Gaul. And upon the return of Caesar to Rome when they had their triumph. They brought out Vercingetorix to be executed basically. So not a particularly glorious and honorable end. And if I had been Caesar I would have perhaps executed him with honor directly. Or come up with some other solution. But the way it was handled now is not something I can endorse. That's another video though just throwing it out there. I'm not a fan of Julius Caesar. Now anyway point being the Celts the Gauls fought as he says as individuals. The Romans came in with their military hierarchy. Military discipline and conquered the Gauls. So think of that today all libertarians. At this moment in time we can't afford to be all too individualistic. We need to work as a collective if we are to overcome the challenges that our great civilization stands in the midst of. Anyway that was one worthy lesson. Another worthy lesson or something I thought was interesting at least. So also the aforementioned Julius Caesar. And I quote from the book here. However Caesar goes overboard when he says of the British Celts. And this is a quote from Caesar then. Wives are shared between groups of 10 or 12 men. Especially between brothers and between fathers and sons. But offspring of these unions are counted as the children of the man with whom a particular woman cohabited first. And then the author. So Peter Beresford Ellis continues. This is a total misrepresentation of the polygoma society of the early Celts. The Romans seemed preoccupied with the liberated attitude of the early Celts. Dio Cassius comments on the fact that the Empress Julia Augusta criticized what she saw as a lack of morals in the way Celtic women were free to choose their husbands and lovers and did so openly without subterfuge. The object of her criticism was the wife of a north British chieftain named Argen Toccoxos. No idea if I pronounced that correctly. But yeah a British chieftain at least. The encounter took place early in the third century AD. According to Dio Cassius the wife of Argen Toccoxos turned to the Empress and replied with dignity. We Celtic women obey the demands of nature in a more moral way than the women of Rome. We consort openly with the best men but you of Rome allow yourselves to be deborged in the secret by the vilest. It is not recorded how the Empress reacted. So yeah they are having a bit back and forth the British Celtic women and the Roman women on who is more degenerate basically. And there is something to be said here about conquering others and finding it just cause for war. It just cause for colonization etc. That is if you have an immoral people, if you have a people who are degenerate. You know as Caesar says these Gauls, these Celts, they share wives between ten men.  Now Caesar lied, it was not the case that the Celts had these sort of unnatural family constellations. But he says this to justify his own conquest because no one likes promiscuity basically. And that is also used as an excuse to conquer a people. So if we take today's example if you have Muslims on one hand who have maybe a stricter moral code than our contemporary western liberals have. You know it can be seen as just cause to bring Islam or bring some more moral guideline to these degenerates. Same thing here. You know they say the other side is more degenerate to prove their own moral superiority. And if you have a moral advantage you have a better claim to your own independence. So it's almost like the Romans say you know your degenerates we need to conquer you. The British say you and Rome are the true degenerates. And I quote again I thought it was a fun quote here. You allow yourself to be debauched in secret by the vilest. And you know the Romans were quite degenerate especially towards the end of the Roman Empire.  Then I have another little thing I thought was interesting here. So another passage here. Like their fellow Indo-Europeans the Hindus the Celts regarded water with veneration and they had their sacred rivers. They bathed in them and offered votive gifts to the deities of the springs and rivers. These offerings included wooden models of themselves or the affected part of their limbs together with all manner of treasures. Most Celtic river names are identified with goddesses. The Marne for example comes from Matrona which means mother. So yeah I just thought that was a nice little thing to know. The sacredness of waters and the shared similarities between ancient religions. Now of course if any Indian men of power are watching this you need to clean up your rivers. It's sacrilegious to pollute them so much. But anyway this is not a video about such sad matters I'm just throwing it out there. If you believe in a religion who views rivers etc as holy you can't pollute them. Now on to the last thing in the book I thought was worthy of mentioning is the following. And I quote from the book. They also noticed that the motions of the moon could in some cases affect men and women and their mental attitudes. From these initial observations they developed a belief that the motions of what were then thought of as stars influenced individuals and events on earth. So what you're talking also about here is the moon. And this of course correlates with something I have written about and talked a little bit about. And I thought to yeah tie it into what they're talking about here. Full moon can alter your and this might be a bit. I don't have any exact scientific study. I did some studies that says that there are more violent crime during full moon. These were two British studies. You can Google them if you want. So here is one study titled full moon and crime. And you can see in the abstract here that the incidence of crimes reported to three police stations in different towns. One rural one urban one industrial was studied to see if it varied with the days of the lunar cycle. The incidence of crimes committed on full moon days were much higher than on all other days. I can link this in the description box below as well. But anyway I've noticed on myself that I am a bit stronger during full moon. That I have prepared exactly the same. I have actually tested this. I did this last year. So I did deadlifts on as many full moons as I could and compared it to the non full moon deadlifting sessions. And I noticed there was a difference. I couldn't explain it in any other way than it was full moon. Then of course it could have been a bit of a placebo as well that I thought now is full moon. So now I will be extra strong. But there might be something in it. There might be something that ties into the legends of werewolves as well. You know that you have men transforming into werewolves during full moon. Because it alters your mentality a bit and you can think about this yourself. Do you have problems sleeping during full moon? You might be a bit more agitated. I know I am. I have a harder time sleeping in full moon. So yeah that is interesting to many different cultures have this relationship with the moon. With the full moon. Something primordial. Also I will admit when I created the werewolvesbrygd. Which means where wolves brew. So the pre-workout it was intended to take during full moons. Then of course you can take it every day if you want. Just that it is quite high in caffeine. But yeah I wanted to invoke that feel of you transforming into a werewolf during full moon. Extra aggressive. Have a really good session in the temple of iron. Make the most out of the ancient knowledge we can derive from cultures and mythologies. So full moon deadlift. And I will make a wild hunt video on it. Where I encourage you to deadlift during full moon. But I will do it when the corona pandemic is over. And we can all get back to the gym. So anyway that was just some thoughts I picked up while reading this. Otherwise it's a really good introduction. It talks about quite a lot of different things. Agriculture, societal issues, relations, wars, everything. So yeah I can recommend it if you are interested in the Celts. So thank you for watching and have a great rest of your day. XOXO BOO!


Hello and welcome into the Evan Clifton show. I'm Joe Wombo, joined now with Evan Clifton, head coach of the tennis teams. And coach, you guys had a pretty important week with Hood this week. And the men were able to pull it out and earn their spot in the playoffs. Yeah. Yeah, it was big. The Hood match was certainly closer than we would have liked. We started off pretty hot at one doubles, as we typically have. And two and three doubles, we didn't play quite so well. And we came up short at a 2-1 deficit in that match. But we're able to bring it back in singles. We had a real nice match at one singles. We won. And then Warned and Lye was able to clinch the match for us against Hood. So it was big. It was big, a nice win. That gave us a playoff berth guaranteed. And then the women played Hood the next day, which we won 9-0. And that was a nice confidence-building win for those top three girls. And the guys played Elizabeth Town the following day. But a little bit better team than Hood. And they gave us some trouble. Certainly, we weren't able to pull that match out. But we got a nice win at one doubles. And we're able to sort of see some things in the singles matches that we knew we needed to correct comes Saturday or come Sunday, since the rain. And so against Arcadia, we really were able to make some of those adjustments in our singles matches, play really loose. One doubles did well again. Got another win. Brian, on senior day, just played lights out in doubles. I mean, just really took over and dominated. As he's done a lot this year. And that was great to see. Again, two and three doubles not so well. We had a lead, a little bit three doubles, and just weren't able to build on it and coast it through. So again, went down into singles down to one, knowing we had some work left to do. And seniors Kevin Sleitner and Tony Beers came up huge for us. I mean, very, very impressive. Very lopsided wins at five and six singles to give us the lead back. Yeah, it was huge. Warnon Lye played phenomenal. Yesterday, straight sets win against a very good player who was first, second team all conference last year. And Warnon beat him in straight sets to give us the 4-2 lead. Brian had a really tough match against the player who's been playing really hot the last few weeks. Was able to force the third set, but couldn't quite pull it out. Doug Vaughn played really well again against a pretty evenly matched opponent. He was up a set, got taken to a third set tie break, and went back and forth and lost the tie break 11-9. So as we've been in this position once or twice before already this year, it's a 4-4 match, and it comes down to Peter Rapia at four singles, and again, he's down a set and I think 3-0, or certainly down a break in the second set. And as he's done before, came up clutch for us. Came up one the second set and took the third set tie break. After he was down the third set tie break I think 7-5 too and really turned it on. It's just been nice to see him come up clutch for us again and we certainly have needed it. You certainly have. It's been nice to be able to lean on him. You don't necessarily want to lean on him as much as you've had to, but he comes up in big spots. Yeah, he does, and that's, I think certain players can thrive in that situation because they see the match situation, they know it might come down to them and that their team needs them to win. And despite how well or poorly they may have been playing in that situation, you don't worry about that. All that matters is winning or losing. And so when certain players get in that situation or able to embrace that and able to thrive in that pressure situation, I mean, it's just got to give you confidence. And that's really, as a coach, it's great to see and you need to have at least a couple of those players in your lineup, so it's huge for us. Hopefully that confidence will exude to the other players, especially as you guys head into a very large match, heavy weighted match against Lebanon Valley coming up this week. Yeah, so we're tied with them currently for the second seed. They're a good team. They gave us a tough match last year. They're even better this year.  If we're not, if we don't play quite well in doubles or singles, if we don't have both our games going today or going that day, it's gonna be tough. It's gonna be tough for us to win. We really wanna win and get that second seed so we can host them the semifinal.  Either you have the target on your back or you're aiming to get some retribution out of it. Yeah, I mean, either way, there are next two opponents. That's for sure. Hopefully after this next match, we'll play the second one at home and in front of our fans on our courts. That's definitely what we're hoping for. That'll be a very exciting match to go and watch and enjoy. Now let's talk a little bit about the women's side. Unfortunately, they've been eliminated from the playoff contention with going into the two-to-one deficit after those doubles matches. But I mean, as their seasons progress, you've got a lot of optimism as far as what they've been able to learn this season and being able just to progress with their mentality and what they've been able to do on their courts. Sure, yeah, I mean, there's certainly bright spots. Absolutely, I mean, and the whole team has a pretty bright future. We're very young, as we've said all year. It's mostly freshmen and sophomores. And we've held our own against everybody. We took Messiah 5-4, the defending conference chance, Lycoming 5-4, who's a playoff team. So we're right there. I mean, even in the Arcadia match, our number one player, Jenna, who's a freshman. Jenna Scove won two-and-one or two-and-two and she beat their number one player fairly easily. We won at one doubles running away. So we know we can hang with anybody. Two singles against Arcadia was, I think, three sets of two singles. Three singles was four-and-three. Four singles was one break, five-and-four, I think. So again, we've got to get a little bit better. If we can get a little bit stronger, a little bit quicker, a little bit better, we can have a really good match with the current top seed, Lebanon Valley for the women's side. But if we can have success there and the regular season on a high note, carry that momentum into our work in the off-season. Next year, it'll be us. That'll be top of the conference looking down for sure. Yeah, you guys have always been there in these matches, but just a couple of break points will send you into a victory. It's tough to have that what's going to happen at this break point, but as they get older and more progressed and more seasoned, they'll know that they can do it. Sure. Getting that experience, being in those situations with where games are on the line sets, matches, team matches are on the line. The more we get in those situations, and even though we've came up short a few times this spring, just the more having that experience will be a calming influence for the next year when you're in that situation. So I certainly am very encouraged by a lot of us have played and how the team has done. And we're going to keep getting better for sure. That's going to be crucial. That's certainly our only choice. We're going to get better this week. We're going to get better over the summer, and we're going to come back even stronger. Well, coach, we wish you the best of luck this week. And in those big matches against Lebanon Valley, finish the season strong on the women's side and even stronger on the men's side and earn that semifinal hosting position. Thank you. He's Evan Clifton. I'm Joe Wamba, and this has been the Evan Clifton Show.


was watching but it's so hard to get to you it's when you see the sun I see the muck it's just to get where you are so I am here to tell you in between this montage the the truth of what happened that day so I get to the airport at two in the morning my time six in the morning UK time so I get to the lines which I didn't know that you had to do this because I had a layover flight so I had to basically stay I landed in London and then I was gonna fly to Edinburgh so when I got to the airport the immigration lines and it was in the news you can look it up because I landed on September 2nd or 3rd it was a Friday and the immigration line for like four hours long and I only had like an hour to get to my flight because it was like it already took off later than it was supposed to I ended up having to wait at like two in the morning my time in like the customer service line so I was there for like an hour and then I had to go through immigration and security again and I ended up having to wait in the airport for over 12 hours which was not fun so by the time I got to Edinburgh it was like 10 30 at night I got a cab and I had like all of my luggage with me and it was heavy and I got lost I couldn't find my building I found it eventually pretty much every single person I've talked to had like a chaotic thing happen at the airport so just be aware of this gave like give yourself enough time when you book your flight to like make sure you don't get stuck in that situation because that was definitely not fun so the first night I decided to compartmentalize what I had just done and get myself organized I made my bed unpacked my suitcase so I could feel just like a little more settled this honestly helped so much the first couple of days because it established the dorm room more of like my own little home away from home then I ate a very nutritious dinner of a protein bar while I stared out the window and continued my crisis this first week has been honestly so exciting and fun and I have definitely filled it up with a ton of more socializing events than I initially thought so after a year of the pandemic I've honestly been really surprised at my abilities to talk to people again it feels so weird doing this now so I just had my first day and it was really good it was kind of weird because like obviously last night I did kind of panic because like when you moved into a country and it's you've been up for 36 hours like something just clicks we're like was this the biggest mistake of my life and I ordered the dorm sheets and they're literally paper so I went to go get myself some sheets today because I think I'm spending the whole entire year here so I'm like I definitely should invest in like something that is not paper to sleep on so I went to I forgot the name of the store Jay Lewis is that what it was I had to walk all the way downtown um which it actually was a pretty good walk I walked about like 12 miles today and I hadn't liked this really cute place and I just like happened to find myself in like all these little little places and it was just really it was really fun all in all a very good first day I think I start meeting people like maybe tomorrow or something I'm not sure but oh I forgot I also bought a pillow I brought this from home this one was it's a little sad that's my winter coat as you can see I'm new here and none of the brands are like what we have at home so I did my best to like some of them are the same but some of them are completely different so I feel better about like getting myself like really set up because the last couple days I've been like seeing the city yesterday like met like a bunch of other international students and um it's been a little bit chaotic so spending a little time like getting my life together is very much needed for like my mental sanity first of all big tub syrupy I usually use C to fill but I think it usually does the same thing I have I got this body wash I don't know how it's gonna turn out but it looks like just normal like I'm just looking for like soap because I can't use bar soap in this shower because it's like a shared bathroom shower I'm gonna try that I did get myself some digestives um because I had these on vacation a couple years ago my mom loves them and you know what they're they're excellent this particular morning I woke up and I took myself on a walk to gray fire's Kirk yard it's already one of my favorite places in Edinburgh the graveyard has a view of the castle and it's just a really peaceful place to sit so I walked myself down to get breakfast at a cute cafe called the milkman where I got myself an americano and a pumpkin which was so good I can't describe with words it was it was just incredible so week one is done um it has been actually so crazy so I'm talking really quiet because the walls are so thin here I can hear like literally everything that goes on but um it has been about a week and everybody has moved into my building and they're all freshmen which is really funny um so they are all like going crazy and I just learned about Freshers Week this year or this this week literally I'm sort of getting to experience that firsthand without like actually having to experience it yeah it's been a really weird first week you know they talk about like the highs and lows of like study abroad the epic highs and lows of high school football and it's definitely true like there have been some moments this week where I'm like so like kind of overwhelmed and frustrated like today I was really trying to find film tax and I went to like five different stores to find it and I walked so much I've been walking like almost over 10 miles every day but then I have some days where I'm like I'm feeling good like I'm really like trying to put myself out there and like being out in the world again is so weird and it's also different and weird because like I'm in another country so it just like adds a whole another layer to it but yeah it's it's good it feels really good to be out in the world and um you know it it's easy to see this as like a trip but it's really like a long-term like moment for me one one could say as eloquently put as possible I feel like it's really easy to like get burned out your first week um because it's just been like a bunch of international students like kind of running around like just going and going and going I feel like a lot of people feel like they need to see everything like in the first couple of weeks when there's no class and stuff but I'm really trying to like pace myself and you know take those moments because I definitely am more introverted so like I haven't really putting myself out there but like taking those moments to like watch my favorite tv show from home or like sit in a cafe that I really wanted to go to and you know get up early and go for a walk because that's just like what I love it's um it's definitely a good tip for like coping with this first week because it's definitely a lot and I know me coping in like a bad way because it's all it's all very exciting but I feel like it can be overwhelming for sure yeah this is sort of like my first week so yeah it won't well


Live from Las Vegas, it's theCUBE, covering AWS re-invent 2017, presented by AWS, Intel and our ecosystem of partners. Hello, welcome back. This is live coverage of theCUBE's AWS re-invent 2017. Two sets, a lot of action. Day one of three days of wall-to-wall coverage. I'm John Furrier with my co-host Keith Townsend. Our next guest, CUBE alumni is Yaron Jave, who's the founder and CTO of Guazio, hot news startup. And big news coming next week, a big announcement and following their work. Yaron, great to see you again. Thanks for coming back on. Hi, thanks. And you got a new shirt. We'll share the logo there. Nucleo, that's our new serverless framework, which is open source, really kicks ass. It's about, you know, 100 times faster than Amazon, and we're announcing it next week. It says it's 200 times faster. Yeah, we don't want to shame it. Set the bar, you kind of covered it. There's a mercy rule. Yeah, we do about, then we're doing 400,000 events per second on a single process. They do about 2,000. Like most of the open source projects are on the same ballpark. So, Yaron, I got to get this off the bat and then we can have a nice discussion afterwards. A pleasant discussion, serverless. Let's first define what that means. Because there's a bunch of, I can take Nucleo, install it in my data center, run it, am I serverless? Yeah, you know, so we, you know, I'm in the serverless working group, and- For CNCF, right. Yeah, and for CNCF, and we had a hot debate between the serverless open source startups doing what is called sort of function of the service and Amazon and Chris and others trying to push the notion of serverless, which is serverless stands for serverless, meaning you don't manage server. And the way we position Nucleo is actually both because on one end you can consume it as an open source project. Very easy to download single Docker instruction and it's up and running, unlike some other solutions. And on the other end, you could consume it as something within the Iguazi data platform that has all the, if there is a slide from Amazon which I really like, which is about serverless, and they show serverless is attached to Kinesis, DynamoDB, S3, and Athena, okay. Four services of data that attach to Lambda. Iguazio has API compatibility with Kinesis, with DynamoDB, with S3, and Presto, which is Athena as well. So exactly the same four data services, the position as part of the service ecosystem are supported on our platform. So we provide one platform, all the data services that Amazon has, or at least the interesting ones, serverless functions which are 100 times faster, a few more tricks that they don't have on that slide. So what is the definition then? Just in a pithy way for someone out there who's learning about serverless, what is it? What's the definition? So the notion is as a developer, you're sort of avoiding IT.   Right now you know where it's going to get deployed. In the future, you may not know. You got to set up an EC2 instance, get that prepared. It's not really an EC2 instance. No, the old way, the old way. The old way was, right? Yeah, the old way were infrastructure guys building your EC2 instance, security layers, middleware, et cetera. You go develop on your laptop and then you need to go and conform and all the continuous integration play was very complicated. Serverless comes in inherently with scale out, with auto scaling, with continuous integration. You have versioning for the code. You could downgrade a version. You could upgrade a version. So essentially it's a package version of a cloud native solution. That's a general idea. Yeah, so I can do that. If I'm doing it and managing myself, it's functions as a service. And if I'm doing it and it's provided as a cloud provider, as a server, as a service, it's serverless. There's none of my operations team is dealing with servers. It's just writing code and just go. Yeah, you're writing a function, push, commit. You know, you should play with nuclear, not just with other things. But you'll see you're writing a function, even have a built-in editor. You write, you push deploy, and it's already deployed somewhere. All right, so give us the perspective before you move on on the game, what the impact is to a developer? Apple store oranges. I mean, old way you describe it, new ways. Sounds easier. What's the impact? How much is it time, money, what? I mean, can you quantify and give some? I think the biggest challenge and you guys write about it, okay? The biggest challenge for businesses is to transform. So, an interesting sentence. It's not about digital transformation. It's about businesses that need to work in a digital world, okay? Because again, most of the communication of customers to businesses is becoming digital, okay? Whether it's today through mobile apps, tomorrow through Alexa, okay? As Luke Sturney said, it's all software. Your business is the software. But it's all about interactive, really, okay? So, as a business, I always position there are two things you need to take care of as a business. One is increasing the revenue, not by engaging more customers and increasing the revenue per customer, okay? How do you engage more customers through digital services, okay? Whether it's Twitter's or providing a new service for your web portal, et cetera. And the next thing is how do you generate more revenue from a customer is by showing recommendations on, you know, what he wants to buy. Providing more value. Right. And the other aspect is operational efficiency. How do you automate your operations to reduce the cost?  So, the general idea is both those things. Reducing cost is becoming more and more dependent on automation, which is digital, and reducing increasing revenue become more about customer engagement, which is digital, okay?  You have your exchange to worry about and all the legal stuff and the mainframes, but if you're not going to work on the transformation piece, you're going to die, because some other startup is going to build insurance company, which is sort of, you know, agile and all that. So, you made an interesting comment earlier when you were talking about Nucleo and integrating the functions that really matter, the services that matter. Amazon releases 800 new services a year. Actually, 1300. I'm sorry, 1300. This time, less, no? Right now, they're at 1130 and they expect to be 1500, 1700 by the end of the year. Two years ago, it was like 750, and then a year before, that was like 600. So, is that an indicator as to Amazon's leading this race between the big, I don't know, three, four cloud providers, rack and stack them for us? What, how do we assess the capability? It's a matter of mentality, okay? Bezos thinks like a supermarket, okay? Just like an Amazon market. I could say I need a, you know, cover for my iPad, I'm going to get 100 covers for my iPad. No one really, you know, I need to now choose, okay? So, their strategy will put dozens of services that do similar things. One is better at this, one is better at that. We control the market, we'll sell more. We have a different approach. We do fewer services, but each one sort of kicks ass, okay? Each one is much better, much faster, much better engineered, okay? This is also why we have one data platform that provides 10 different data APIs and not 10 different individual data platforms. All right, so let's talk about the scoreboard. So, okay, even though they might be thinking of supermarket, you got Amazon, Azure, Microsoft, and Google. I look at some of the data. I mean, Microsoft's been international for a while from their MSN business. They now have Skype, they got data centers. They know a little bit about cloud. Amazon's got a lot of more services. They support multiple versions of things. Google is kind of non-existent on the scale of comprehensiveness. So, isn't it a game? And then you look at their serverless functions, by the way. I don't know, in terms of new stuff, TensorFlow and serverless. No, but serverless, they only support Node.js. They have very few triggers and it's still defined as beta. Yeah, well, I mean, this is the point.  So, the question I have for you is, there's a level of comprehensiveness that you need now. And I know you guys spent a lot of time building your solution. We've talked about this under our last CUBE interview. So, the question is, the whole MVP cost of minimum viable product is great when you're building a consumer app for an iPhone, but when you start talking about a platform and now cloud, question to you is, is there a level of completeness bar to be hurdled over for a legit cloud or cloud player, what's your thoughts? I think you need a thousand services to build a good cloud, but you do need a bunch of services, okay? Now, the way that we see the world, and like Satya, okay, which is there is the core cloud, but there is sort of the belt around it, which is what he calls intelligent cloud. We would define ourselves as the intelligent cloud. So, if someone is building a machine learning model and needs a five-year worth of data, I need to just do crawling on top of it. It's not really an interesting problem. It's commoditized, lots of CPU power, you know, object storage, but the bigger challenge is doing the inferencing close to the edge. This is what needs to happen in real time. So there, you need fewer services, but there need to be more real time. Smart integration, to do that, right? You need, you have density problems. You don't have a lot of room to put a hundred servers. It needs to be a lot more integrated. You know, look at Azure Stack, okay? You know, the slogan is consistency, okay? Look at a slide that shows which Azure services are part of Azure Stack, less than 20%, okay? Because it's a lot more complicated to take technologies that were designed as hyperscale and put them on few servers. So how- And the customer's figured it out. What does the customer do? It's all mind-boggling. I look at that and you, I love the concept of core services and then value around those core services. What are those core services that a cloud must have before it starts to invest in that cloud provider's strategy?  So they have to have VMs and migration services from Oracle, et cetera, okay? But let's assume I'm a startup and building a new cloud native applications. Do I need any of that? No, I can probably do with containers. I don't really need VMs. I can use something like Kubernetes. I can use no SQL databases. You know, maybe some MySQL for, you know, so I could redesign my application differently with a lot fewer services. The problem for someone like Amazon in order to grow and be a supermarket, you have to have 10 of everything, okay? But again, if I'm someone that focus on new applications, I don't need so many services and so much legacy. Well, I will say one thing. You can call them a supermarket, use that retail analogy. I buy that analogy only in the extent that you used it. But if that's the case, everyone's hungry for food and they're the only supermarket in town. Yeah, but hopefully maybe have less stuff on the shelf.  I mean, Amazon is crushing it. Your thoughts.   Amazon is generating more alienation among people that is starting to compete with, you know, like one- They're just copying Amazon. Right, but they have a different angle. They know how to sell to enterprises, okay? They already have the foot in the door for Office 365. I've talked to a customer, okay? And I thought, we're going Azure. They say, why? They say- Office 365. They said, we already certified the security for the 365 for us to use Azure, it's a good. So the- That's another service. Yeah, right up until that next breach. Right, so the guy's owning IT, it's easier for them to go to Azure. The developers want Amazon. Because Amazon is sexier. That's the question, I know we got a break, but I want to get asked this to you. We debated this on the intro segment with the analyst. Question, IT buyers have been driven by a top-down, CIO driven, CXO driven, waterfall, whatever you want to call it, old way. With developers now at the driver's seat, with all this kind of serverless function as a service coming around the corner, very fast, are developers driving the buying decisions or not, or is it still IT? The budget's still there, they want to eliminate labor, they want more efficiencies. Are you seeing it yet? Will it happen? Yeah, because we're just in the middle, okay? Because on one end we're an infrastructure, but we're an infrastructure consumed by developers, okay? So we keep on having those challenges within the accounts themselves, you know? IT doesn't get what we're doing, you know? Serverless, you know, and databases is a service. You're speaking a foreign language. And because they like to build stuff, you know, they want to take the new TANIX and take a hundred services on top of it, and it will take them two years to integrate, by that time sort of the business already moved somewhere else. So IT could be a dinosaur like the mainframe. Right, but I think the smart ITs understand that they need to adopt cloud instead of fight it and move the line further up the stack, okay? And that's sort of the thing that we're trying to provide to them, you know, when you're building stuff you're buying EMC storage, okay? You're not just taking disks. So why do you focus on this low level of block storage when you're buying infrastructure? Why not buy databases as a service, you know? And then you don't need all the hassle, you know? Streaming as a service, serverless as a service, and then you don't need all that stack. Yaron, you should be our guest analyst. We're too busy building a company. We're going to see you next week in Austin for KubeCon, congratulations on your success. I know you guys have worked hard. Yaron Havie, founder and CTO in Aguazio, you're going to hear a lot about these guys, smart team. Let's see if they don't need, they either going to go big or go home. I think they're going to go big. Congratulations, more coverage here at AWS ReInvent after this short break. I'm John Furrier with Keith Townsend.


We're here at AWS re-invent if it wasn't for the people if it wasn't for the individuals that we have on this show None of this would be possible and we're very thankful for those those individuals We're very thankful for our hosts and I'm very thankful for the rest of my production team that does such an incredible job here at AWS re-invent Thank you for joining us and we'll see you next year


Peel 2 Highland, I'm coxswain for the river operations here down in Haiti. It's down here in 2010 when the earthquake happened. We were down here for relief aid. We did boat ops and we also did one alpha. It was a coalition force between the Marines and ourselves. Just running supplies and troops to the beach and equipment to help them out. We're preparing to take food and water to those who need it. Going out on a boat is exhilarating. It's almost an adrenaline pump just stepping onto it from the side of the boat. Once it hits the water, you get a different mind frame of, alright, this is what I've got to do. This is everything that I have to pay attention to. I'm not only concerned about my guys on the boat, but the mission we have ahead of us. So, I mean, it's awesome. I get to drive a boat, I get to go fast, but I also get to help people out. So, it's very rewarding. Actually, it's a great opportunity. I really enjoy doing stuff like this. The humanitarian effort that our country's given to another country is heartwarming, especially with the way things are nowadays. It's awesome to have the opportunity to come down and lend a hand and do something for people in need.


OK, so I'm going to talk to you about how we do development at SUSE using FESAO. So usually, when you think about developing for Cloud Foundry, you think Bosch Lite and the SDLC that comes with that. At SUSE, we're containerizing Cloud Foundry using this tool called FESAO that we basically use to turn Bosch releases into containers. And we have to implement other tools, other tooling around how we develop for Cloud Foundry. So that's what I want to talk about today. And I'm basically going to walk you through our command line tools, the vagrum box that we use, and how we think some of these ideas might feed into the upstream process of development. Do you want to get a full screen? Yeah, sure. Thanks for taking part. Yeah. Boom. OK. So I will switch to the terminal more often. So I'm not going to be in full screen mode all the time. Just saying no. OK, so you can find FESAO at SUSE slash FESAO on GitHub. We're trying to make our distro Cloud Foundry certified, which means we consume releases just like normal Bosch does out of the specs for packages and jobs and so on. So this is a typical Bosch light flow simplified. You do some code. You do Bosch create release. You upload your release. You do Bosch deploy. You test. And then you keep doing that until your work is complete. So when we move to our workflow, it's similar. Or we at least try to make it similar. So you code, you again do a Bosch create release, because that's what FESAO consumes. Then you have to do FESAO build. And there are a few commands there. You build packages. You build images. And then you build Helm configs. These are actually three separate command line instructions. But we have tooling around it to make it easier for the developer. Then after you do that, you actually end up with Docker images in your machine that are the equivalent of essentially a compiled Bosch release that sits on top of Docker images. And you can Helm install that. And then after you Helm install, everything is up and running. You test, then you code, and you follow this cycle instead. So just quickly, I'll go to the terminal. So I'd like to show you what's inside our development machine. So you usually have a Kubernetes deployment.  We have this tool called K that Aaron, the engineering manager from our team, developed, which is just awesome to kind of shortcut commands for kube control. So what I did just now is just the blue piece shows you what I should have typed if I had used kube control. But with K, I can just shorten everything, essentially. So we have kube DNS running and teller. So those are the requirements. The VM is already configured to have privileged mode enabled for running privileged containers on Kubernetes. It has memory and swap accounting. So it has all the prerequisites required to run the SUSE Cloud Foundry distro. OK. So I want to get into some details now. How does this actually work? How do we build the images? It starts out with essentially a stem cell. We create the Docker image from the exact same process as you create Bosch VM stem cells. At almost the end, before you add the CPI-related stuff on top of that VM image, we stop and we create a root file system that we then turn into a Docker image. So at the bottom here, you'll see open SUSE Leap. So our stem cell is based on open SUSE. Then we have another layer that we put on top that has some tooling specifically for fissile-based things. And it has something we call config-in that essentially allows us to process Bosch templates. So this is a very important piece. We expose configuration as environment variables to the users. And we have to turn those environment variables into Bosch properties that eventually have to make it into the templates. And config-in is the tool that does that. And then we have a packages layer. So we experimented quite a bit on how we put the packages layer on top of the stem cell layer. First, we created a layer that was just specific to that particular role. So for example, if you have NATS, the packages layer would only contain NATS and whatever dependencies that has. Then we figured out that there is so much overlap that the total download size of all the layers would be around 30 gigs. So we figured that it's best to actually have a packages layer that contains all the packages in the system and then just differentiate with the final layer where you add the job pieces on top. So we have this huge package layer that contains all the packages in the system. And then the final layer differentiates each image. And basically, the jobs are the templates, the control scripts, and so on. And our entry point, which is RunSH. RunSH does everything that needs to happen before you can start up Monit. So it templatizes the templates, it processes the templates, it waits for dependencies, and so on, and eventually starts Monit. So I can show you here. You probably can't see that very well. So here we have the stem cell that we use as a base for everything. And here we have the actual images. So at the bottom, you'll see some packages layers. So these two guys, those sit on top of the stem cell layer. And on top of those, we have the differentiating piece for each role. So Diego access, post deployment, API Nats, and so on. So this is essentially what we end up with after we run through all the fissile steps and we get our role images. So now I want to take you through how we configure fissile to actually provide us with all these images. And what we have is two YAML files that try to describe everything that fissile needs in order to create the images, as well as the Helm charts. And this describes how we collocate jobs, Bosch jobs, into each container image. It describes how secrets are generated, how our charts are created, how the environment variables that we expose actually get turned into Bosch properties. So I'm actually going to open up the role manifest and show it to you. Hope you can still read this. OK, so first, we have roles. So it's just an array of roles that we describe. Each of these roles will become a Docker image. So for example, here we have Nats. We specify, hey, when Nats starts up, we actually want to run some scripts to configure HA hosts, to forward log files, and so on. We tell fissile, hey, these are the jobs that have to be put into that image. We describe the processes that are available. So once monitor is up and running, these processes have to be there in order for the container to be healthy. The tags here mention that Nats is a clusterable role, which basically means that you need a stateful set in Kubernetes in order to deal with Nats. So you need Nats 0, Nats 1, Nats 2, and so on. Then you have runtime capability. So these inform the creation of the Helm charts. And you have how much can Nats scale? Does it need any persistence, or shared volumes, memory, and so on. We have to define each exposed port. So communication inside of Kubernetes always happens via services. So we have to specifically instruct Kubernetes on how the containers will communicate. So we have to identify all the ports in Cloud Foundry that have to get open, as well as their protocol. We have some hints here for affinity and anti-affinity. And this is essentially it. So fissile gathers all this information, creates a container image out of it, and also creates a Helm chart. So this is the image piece. I now want to take you to the configuration piece here in the role manifest. So let's say cluster admin, cluster admin passer. So now we're in a section of the role manifest. This is a pretty big file. But one thing to remember is that the customer never sees this. This is just a development tool that we use for fissile to generate everything we want. So it's sometimes difficult to work with because it's so large, but it seems to do the job. So here we have a definition for cluster admin password. So this is a setting that we'll actually expose to the customer inside the Helm chart. We'll see that in a second. And we have some information about it. This is a secret. It's immutable. We have a description for it, and it's required. You can't basically, that instructs that we cannot generate this value. It has to come from the user. And it's a secret, meaning it has to be treated like a secret. We also have other definitions of environment variables, things like certificates. So let's find one. ConsoleAgentCert. So we have a descriptor here that basically says, we're supposed to generate this. This is a cert. And then we're working on a Helm plugin that will actually generate all the certs self-signed using this information. So we've seen so far that the role manifest has information on how to build the images. It has information on what configuration we expose to the operator. And now I'd like to show you how we tie these two things together. So how we go from the configuration values that the operator specifies to the actual Bosch properties that have to be put inside the templates. OK. So we'll see here, you might recognize some of these. These are actual Bosch properties there. So acceptance test, admin password, that's a Bosch property from the acceptance test, from the Cloud Foundry acceptance test. And we basically tell Fisal that, hey, when cluster admin password is set, you should put that inside of the admin password value for Bosch property. And we see that we need cluster admin password a lot, just like other configuration settings in Cloud Foundry. So we can expose one environment variable and use it in multiple locations inside these templates. And these are mustache templates. So you can have a bit of logic there, but not too much. But essentially, it allows us to simplify the, to simplify the experience for the operator. So in the end, we essentially distill all the configuration settings that come with Bosch properties. And we distill them into what we think should be exposed to the operator. So we don't expose everything that you could configure using Bosch properties. We expose things using environment variables. And then we turn those into Bosch properties. And you can see here that because these are mustache templates, you can do cool things and protect the operator from having to type weird things like this sim users property and just feed in the password into that string. OK. Now I just want to show you the opinions file. So I just took you through the configuration options that the operator sees. But there are other configuration settings that we bake into the images themselves. So essentially, things that we want to override when we build the images. So for example, the CF Admin username. We always want the first user that gets created inside Cloud Foundry to be the user Admin. And for example, for this setting, we don't offer the operator an option to configure this to be something else. For example, the CCDB, we always know that it's going to be on port 3306 because that's what we configure it to listen on. And we have a network that we work with. And we actually stand up the MariaDB Galera cluster. And so we always know that it's going to be 3306. The operator never needs to worry about this property. OK. So that kind of explains where we gather all the information to generate the images and the health charts. So next, we have a make file. It has a bunch of targets, basically, for everything that we need. And we use these targets to compile, to build releases, to essentially do all of these pieces that I showed earlier. So for example, I can do make compile. Now, I've pre-compiled this because it takes a few hours the first time you do it.  So every time you change something, we only try to figure out what the delta is. So if you've just changed one package, of course, first Bosch create release will detect that only that package has changed. Then we'll detect that only that package has changed. And we'll just compile that package for you. After that, to speed up development, we try to figure out how to place that package on top of the packages layer so we don't have to rebuild it all. So you can imagine that if you have that three gig layer of packages that sits on top of the stem cell layer in Docker, if I change the clock controller, for example, I don't want that entire layer to be built. Certainly not while I'm developing. So what we're doing is we're figuring out what's the closest package layer based on labels that we set. What's the closest package layer that we could use in order for the delta to be minimal? We take that package layer, we build from that, we put your changes on top, then the jobs, and then, essentially, you can do make run. So our goal is to make development as fast as possible. So you don't have to wait for things to compile and so on. So like I said, we have a lot of make targets. And one of them is make run. So what make run does, and I should have showed you the actual running system before I did this, but now everything is going to get deleted and redeployed. Hopefully DNS stays up. So we'll try to do this and deploy live. So what happens is when you do make run, a Helm install occurs. Name spaces get created inside of Kubernetes. We have one name space for UAA, one name space for CF, and then all of the Helm templates get converted to Kube configs, and everything gets created at once, essentially. What we want to do in the near future is when you do a make run after you've changed something, I'll keep trying. When you do a make run, we'd like just the delta to be deployed. Right now we have some issues with secret generation that basically rotate secrets every time you try to do a Helm upgrade. So obviously that doesn't work well. OK, so I can't really run right now. I can do make run. Like I mentioned, we also have scripts for generating self-signed certs. They're based on the information that we put inside the role manifest. We use a version file. So we have a lot of dependencies for development too. So we have the CFCLI, we have K, we have KubeControl, Helm, Fisile. So we have this file that we use to basically freeze all the versions for all the tooling that we have. So the way we do development is we typically do a vagrant up from the SCF repo, which is public, so you could do it as well. You just vagrant up that thing. It'll share the source code. And from there, you essentially to make targets away from getting SCF up and running inside of it. It will take a long time because it needs to compile everything and download everything. But again, once that occurs, everything will be pretty fast. We do use a well-known IP to make things easier. We have cf-dev.io pointing to it. So next, we kind of figured out that it's all about configuration. This is the hardest part we think about Cloud Foundry is configuring it and making sure that that configuration that you expose to the operator is easy to understand. So we've done a lot of work, as you've seen, to try and distill what we expose to the most relevant things. But this causes us a lot of hassle when we do development because you've seen those mustache templates are not easy to work with. It's easy to have typos and so on. So we did a lot of work with trying to make sure that those mistakes don't happen. So we have linting code. We have validation code built straight into FESAL. So if I do validate, I have to rebuild this. Hopefully it'll stay on line. So we do a lot of validation for everything, essentially. We look to see which Bosch properties are defined in multiple jobs and which ones have conflicting defaults. And that actually happens. So you can have the same Bosch property that's exposed and it has different defaults inside of the releases. We try to make sure that all the environments that are exposed to the user are actually being used inside of the mustache templates that you saw. We want to make sure that all the scripts, so all the startup scripts that we define for the roles, that they're all being used.  So if you were to dockerize or containerize another Bosch release, you'd have all these features. So to sum up, everything is open source. So we'd love it if other people tried to actually use the style of development and tried to work with a containerized version of Cloud Foundry. It's currently in beta state. Oh, sorry. So the SCF repo that you see there has some releases. The latest release is a beta one. You don't actually have to run the dev version of it. So go through all of the things that I mentioned here. You can deploy it on a cube if you have one. Just download the Helm templates from there and follow the instructions in the wiki. And we currently use open-source elite for the stem cells and the stack. So we added a new stack to the build packs, which is we went from one to two now because we just had CF Linux FS. And we also have a UI for Cloud Foundry that's going to be part of the incubator. It's a very cool UI. Works with any distro of Cloud Foundry. It actually allows you to manage multiple Cloud Foundry endpoints at the same time. So all of this is open. You can test it out. And if you follow that wiki there, you get running pretty much in no time. And that's it. Do you have any questions? This is the... They're both working. Excellent. Any questions? Thanks first for waiting till I got all the way over here. I thought there's somebody else, right? So it seems to me that some of the concepts that you've just shown might have some commonalities with things that I would find in Bosch2 and also in Kretup. Is there any thoughts around how that fits to what you're doing in FISA? So there's no parallel from Kretup specifically. But for the rest of the things, we definitely try to make sure that we want to be at least on par with what you can do with Bosch and what you can do with Bosch while developing. So all the nice things that Bosch does that it figures out that there's a delta when you create a release and so on and just deploys the pieces that were changed when you deploy, we want to have that as well. So of course there will be commonality and it's by choice. That's what we want to happen. Okay, thanks. Do you have any other Bosch releases that weren't the Cloud Foundry stack that you sort of, or smaller ones, say I wanted to sort of get a feel for how I might do this to my own Bosch releases? Yeah, so actually we use a bunch of small Bosch releases from Bosch IO like the NTP release, test assets for FISAO. Have we gone for time before I go and ask for questions that? Could you just bring up which example? Sure. Because Cloud Foundry is huge. If you were trying to figure out how to use FISAO, you might get lost in there. Uh-huh, I've read everything. So yeah, we use the NTP release as a test asset and also the Tor release. So I don't think we have the role manifest as you're probably asking for it, like just a nicely put together repo for you to test out but that's a good idea, we could do that. I thought you were asking from like a compatibility perspective. I'm purely from, you know, I manage many Bosch releases and the idea of being able to describe a complex system in one format, like a Bosch release, but it becomes available to people who are using Helm and haven't yet found the other reasons for using Bosch that's better than, you know, having to recreate everything. Yeah. So that's interesting. We'll definitely take a look at setting up a small sample for FISAO. Any other questions? All right, please put your hands together.


That was a great little segue that Kimberly gave us to introduce the workshop activity, so without any further ado, good afternoon. My name is Julie Day and this is my esteemed colleague, Glen Kelly, we're, it's this welcome to the utilising the workshop activity presentation. So the workshop activity is powerful as already mentioned and of necessity a somewhat convoluted Moodle activity. For some of you here today, it's because it has sat in the corner of your ad activity screen untouched, accusing me for too long. So if we can make you a little more comfortable with the notion of getting in there and using it, if we can demonstrate that you can have a reason to do so, then hopefully the next 11 minutes of your time will be well spent. But first, a quick commercial, we're members of the regional TAFE Alliance which is a project of the Victorian TAFE Association based around collaboration across all regional TAFE's in Victoria. We develop blended learning content and assessments within Moodle. So this is the team, there's five of us, the other three are here. We're all embedded in our regional TAFE's but regularly meet up physically. We zoom at least once a day, we have a constant flow of chat using Zoom chat between us as we troubleshoot and encourage and crack jokes and help each other. So it can really feel like my four fellow instructional designers are in the same room with me. In our project, we harvest content from our various TAFE's, create best practice assessments, build learning content in Moodle, mainly interactive books, assignments, quizzes, H5P activities, forums and we redistribute them. We share back to the regional TAFE's. So here's a bit of a road map, this map shows a generalised view of how peer assessment can work. The instructor sets up the assessment with criteria and rubric. Students submit their assessments and there is an allocation of assessments that may or may not be automated and it may or may not be blind. This marks each other's work and the teacher can intervene if necessary. Multiple feedback is supplied. The process is one that Moodle supports very well through the workshop tool. This map is therefore a high level look at exactly what it is we are doing with the workshop module. So a Moodle workshop has some of the same features as an assignment. The submission process and the rubrics are common but it is a lot more powerful if I am an assignment then this gentleman here is a workshop, far more powerful. Additional features of workshop include allocation and management of assignments and the management of the peer assessment that ultimately outputs two results to the grade book. An aggregation of the marks that people have given as feedback and a mark that measures the quality of how well the students have assessed each other. This is an empty workshop. We suspect workshops are not used a lot and from what we have heard today that seems to be statistically correct. So how many people in the room have used them? Okay, a small spattering here and there. For some of us it may be just that it is just a bridge too far or a tool that is just too tricky. But here is the truth. There is considerable setup, lots of instructions, there are five phases to move between. Doing a test requires a lot of time and requires jumping in and out and admin privileges. There is a lot to manage but we would put it to you, our fellow Moodlers, that it does work and that in the proper context it is a great tool. We have used workshop in the unit make a presentation. It is a unit that is ideally suited for this kind of thing for peer assessment. So in the example that we are going to give you a brief look at students submit links to presentations which are basically videos, videos of themselves doing a practice run at delivering a presentation they created as part of their assessment for that particular unit. So 40 years ago I remember when as a student we would swap each other's exam papers and the teacher would read out the answers and we would mark each other's papers. What we are talking about here is a lot more sophisticated than that. That is not what we are talking about. What we are talking about is students being made to carefully examine the criteria or the rubric or the aspects to make judgments that can help them understand on a deeper level what it is that they are learning. What is being judged here is the kind of question they are asking themselves. How well did the SSC which may be another student meet the criteria? How well did I in turn meet the criteria? So as a learning tool peer assessment is rated as one of the best experiences for increasing learner self-knowledge and in developing skills in providing feedback. A bit more on that. So providing feedback both the receiving and the giving is a critical part of effective learning. So most teaching relies on the instructor providing feedback rather than the other way around. But with the workshop there exists a feedback loop if you like between the learner to the other learners so that is peer to peer, the learner to the instructor and the learner to themselves. Here is where it gets a little bit complicated and this is the initial set up, the set up screen that you return to again and again when you are setting up a workshop. So you can see that there are four phases plus the closed phase. A lot of work is done in each of the phases, some of it can be automated. I think our experience is that probably it is best that a lot of it be maintained in a manual mode just so that you know what is going on. But you can see that basically there are ten ticks up there and each of those things requires some kind of teacher involvement quite often. So it is kind of relatively complicated. So we elected to use the accumulative grading in which comments and a mark are given in relation to a specified aspects. There are two elements to setting up these grades. The first is the grade of the students for own submission so that is called the grade for submission. And the second is the grade for the quality of their skills in assessing their peers which is called the grade for assessment. As you move between the phases this screen or similar screens come up. So in moving now to the submission phase students now can create their submissions. But there's a warning here that you've got to remember that though the grading strategies can't be changed once the submission phase has been entered. So this is what the submission process looks like to two separate students. They have uploaded a link to a YouTube video and at this stage they can still edit or delete it. But you as the instructor have not yet allocated students to review and you may elect to automate this if you wish. So in this particular screen you can see the participants listed in the middle and on the left hand side of that participant reviewed by or participant is reviewer of. And basically you can automate that process if you choose make it random or you as the teacher can manually set it up as you wish. So we're about to switch from submission to the assessment phase here. So in the assessment phase students begin assessing submissions allocated to them and have their assessments assessed by their peers. The instructions are added in the setup stage that should provide your students with sufficient information to work out what they need to do, what your criteria for reviewing and how they go about doing it. Back one. So is that the one? Oh sorry this one. Thank you. So currently the workshop activity only has one grading evaluation method that's called comparison with the best assessment. This means that the grade for assessment is calculated by comparing the average grade with how far away the student is from that grade. Just jump forward to the next slide. So you can see in the last and the third last column what's actually going on. That the mark based on the average score from all students that includes the teacher and potentially the student themselves is given under the grade for submission column. That you'll recall we set up out of 80. In the final column you have the mark based on the good or poor marking. Their judgment is compared to the average. And so two marks are outputted to the grade book. That's fine, that's fine. I'll release the student view. All right. So ready to go back to the slide? That one? So here is the student view, is that right? Yes, whilst in the assessment phase. So note that this does not have to be named associated with who they are assessing. It can be set to anonymous, but that is our permission setting. So you might not have access to do that. So on the right-hand side you can see the assessor has given a mark and a comment for aspect one. All right, so here we are in the grading evaluation phase and that takes us to the screen here that we've already talked about. Okay, where you have those two essential columns basically the output of what it is that you're trying to do here. Let's jump to this. Yep, sure. So there's two questions that are ultimately being asked by the workshop activity. How well did I do as a student? So that's my submission. And then how well did I do as a marker of others? And that's your mark you get for being an assessor. So if done properly and carefully, but we think that the sum which is outputted can be greater than the two individual parts and that by turning the student into an assessor they become a better, deeper student of themselves through others. And here's the final stage where you close the workshop. It's not until we close it that the student will have their results appear in the gradebook as shown by the two arrows down there. The process is now complete. So some feedback. Is there a downside to workshops? These are some issues that we've come up against. So we think that the lack of clarity in instructions or with instructions make sure you're very clear to your learners what you require them to do. Have that well set up if you can beforehand. Students may need a fair bit of guidance through the process so that might require a little bit more of your time. Late submissions and low participation rates from your learners can increase the teacher management time. So be aware of that. We don't recommend it at this stage as a summative assessment. It's more of a learning activity. If you're more familiar with it and you find that you are well prepped to use it then go ahead by all means, but that was just our thought. So what's positive? The feedback loop, as we've mentioned already, and the responsibility and the consequences that it implies to your learners. The deeper learning that the students get in their critical thinking and in learning how to frame constructive feedback. And the collaboration they receive from working with others and seeing where they actually fit in into the mix with the other students. So the final slide. I only became aware the workshop, as Julie alluded to initially, was something that just sat in the corner. I didn't think about it. I kind of worried that I didn't know anything about it. The teacher came up to me five or six months ago and said, you're a Moodle person. You can teach me this particular tool. And that's basically where that was the initial incentive for us, basically using it in the Maker Presentation Unit, where it certainly belongs. It builds students' learning and self-confidence because they become the teacher. It ensures that their skills in reviewing and assessing the standard of their own work as well as others is really given primary focus. It helps, I think, build a cohesive online learning environment. And although we skipped through the setup of it and it looks fairly complicated, it's not so much that it's complicated. It's just a bit long-winded. And that's necessary because the result that you obtain at the end of it is multi-dimensional and worthwhile. So thank you for your time today. We appreciate the opportunity to present at Moodle Boot 18, Brisbane. Any questions?


Welcome to the Blue Team Village. Our next talk is Blue Team Guide for Fresh Eyes. Christine will be our speaker. Christine has leveraged her development background. She builds tools for automated security for cloud environments as a security and tools engineer. She's relatively new to the industry. So she provides a fresh pair of eyes and with her colossal appetite to learn and execute, she's rapidly conquering the world.  All right. So I guess I'm one of the last two things standing in between you and happy hour. But thank you for coming to my talk. Blue Team Guide for Fresh Eyes. So like my, what's your name? What's your name? Like my friend, long time friend Owen has said, I am new to the blue teaming world and new to industry in general. So I hope that you find it relevant because if you're new, you will probably feel or encounter some of the challenges that I have faced and still continue to face. And if you are a manager or a director, then this would hopefully get you to understand what the new guys on your team are feeling and what their mindsets are like. All right. So this is me. I'm a security engineer. If you want to follow me on Twitter, please do. Okay. So keeping the agenda simple, simple. I'm going to go over the challenges that I have faced. Some of the gotchas, limitations, how to tackle the challenges because what good is it if you're only acknowledging what the problem is but not trying to address them or fix them. And then while doing all of these things, the mindset that you want to have. Okay. So jump in right in. Early career challenges. If you are new to the defensive role or you're fresh out of school, you're going to face some of these things that I have faced. You'll have a minimal amount of security knowledge. You'll have little industry exposure. So understanding how the business works and how to communicate to the business. And a lack of experience overall. All of this is new and it's not intuitive. For someone who is senior or staff or principal, they have been in the field for a while. And so all of this is second nature. But for someone who is new, it's hard. And then specifically as a security engineer or an analyst, there are other things that you want to keep or be on the lookout for. Like unless it's the organization that you're at is a startup or they're building something from the ground up. The chances are that there will be technical debt. So understanding how things work and then understanding how things were built in the past is really critical to continuing your role and your career within that organization. Then you also find that even though there might be corporate policies or standards to be followed, the best practices might be saved for later. It's always, all right, we have this new feature, let's deploy. And people will forget to encrypt things at rest or make sure their passwords are not left in plain text. Then on top of all of that, there will be meetings, there will be incidents, there will be priorities that compete for your attention. And as someone who is still trying to play catch up and do their everyday tasks, it's a lot to juggle. But it's okay. It's going to be okay. But if you're like me, you'll find that coffee is really helpful until you learn to depend on it a bit too much. So you might get a bit of a startling look from others when you tell them you have a coffee addiction. So approach it. Try to avoid that. So tackling the challenges. You want to assess what your role is, right? Where are you not as strong when it comes to like being a security analyst or an engineer? What are your weak points, right? Assess that and then develop a baseline. You want to stay current with technology trends. It's good to understand where we were 20 years ago and five years ago. But you also want to make sure that you're continuing to drive your knowledge base and your career by staying up to date with the direction that technology is going in. On top of all of that, you want to plan and you want to execute. You want to drive it home. So elaborating some more on those things. Planning. Right? It's one thing to know these are the things I need to do but you want to have a game plan. It doesn't need to be super detailed. The success doesn't happen overnight. Tomorrow you're not going to suddenly wake up and you're going to be that senior guy on the team. It could happen but there are steps along the way. So take the time to plan for those milestones. To plan for the things that you need to do to ensure your success. But like I mentioned earlier, there are priorities that compete for your attention. So plan for failure because not everything is going to go the way you want and if you don't plan for the disappointments, it's going to hurt in the end. I would know. But keep in mind that you want to be the best or the best individual contributor that you can be and it starts with being able to deliver what you're promising, what your current task is at the time. So plan and focus on what you have to tackle today and then add in the steps that you need to take tomorrow and next week. So as you're planning, keep these things in mind. You want to assess your weaknesses and your pain points and it's not an elaborate or it's not something that I can spell out for you because every shop is different and everyone's roles are different. You could be a sock analyst and you could be working with your Sim and only your Sim, you could be a security engineer building tools for detection or you could be a hybrid and everything in between. So you need to figure out what your role is and what is expected of you in order to successfully come up with a plan and then execute upon it. So after you know or you figure out what you're supposed to do, figure out what weaknesses you have, where do you fall short of being successful or the subject matter and those things. So if you're working with Splunk and you don't know the Splunk query language and that is something to get familiar with and if you're working with other business units in your team and you're doing security reviews, you're trying to explain encryption keys to them but you don't know what RSA is, then definitely brush up on that and get familiar with the skills or not the skills, the tools that you work with day in and day out. I don't know how many times I had to learn this lesson the hard way but it's not enough to just read the description of the tool or the service. It's going into the documentation and it's really doing your homework, right? Reading what the API does and what are the limitations and what are the gotchas. So an example would be S3 buckets in Amazon, right? You put things in there and yeah, don't make it public but what about other people in the accounts that can reach into it? What if the bucket contains really sensitive data that should only be viewed by a select a number of people on your team? Well, it's not enough to just read about S3 buckets. Okay, they store data and it should be made private. You need to understand like the bucket policies and how to write those things. So really do your homework.   Okay, I don't like to settle for good enough so being up here I wouldn't recommend settling for good enough to anyone. You want to build upon what you have. Go outside of your comfort zone. So some of the things that you can do to expand upon your knowledge base would be considering your solution. Like what do you have in place right now? Does it work? Okay, but can it be better? Can it be cleaner, faster or more robust, right? Eventually your infrastructure will scale. If you have a solution that's trying to detect anomalies in accounts or you're just trying to monitor accounts, what happens when you have a thousand accounts versus a hundred? So thinking about those things and learning, trying to make your solutions better will definitely grow you as a security professional. I know it sounds easy to say, but it's hard to do because you have time constraints and you have deadlines. So it's not always possible to make a solution better. But in the times that I have taken the extra step to make something better, I've ended up learning a new skill or a new tool and it ended up being helpful for some other task along the way. So just because your current task is to spin up your Splunk cluster, it doesn't mean that you can't write an add-on for collecting your logs or filtering your logs. And maybe that will be helpful for when you need to build it or build something else, like build a new tool because then you would have that automation or development background. So built upon what you have, try to make current solutions better and if you have things that are done manually, try to automate them. The automation and development really is helpful because you don't want to keep on configuring the same hosts like 50 times.  And on top of doing this, you're saving time and developing a new skill. So it's not a waste of time. It'll come back for the better. Okay. So you know what you need to do. You know what your weaknesses are and how to build upon them and now you're adding more going outside of your comfort zone. So how do you make sure that your career continues to grow and in a positive direction? Well, staying up to date with technology trends, right? What are the new toys out there? Whether it be security solutions or new vendors products, it's nice to know what they are and what's being offered in the security space. Understanding why is there appeal and then going in there, tying this back to doing your homework, understanding the limitations and concerns. Because you will have to evaluate your environment over time as your business grows or scales and you want to bring or relieve your current security tools, right? So if you understand what you need to use for your environment, this will help you assess what you need to have. Then on top of that, you're a defender.  So your job is to protect and it's hard to do that when you're caught off guard. So things like Kubernetes or Docker, even if your team isn't using them, your engineering teams probably are. They're trying to spin up clusters and they're trying to make things more containerized and more efficient. If you aren't caught up with the basic mechanics of how these things work and a new CVE comes out, it's going to be hard to advise your teams to either patch or remediate, right? Just in this past year, if you look at MITRE's page, there are about 20 CVEs for Docker and 20 other CVEs for Kubernetes. So staying up to date would help you stay on your toes and you wouldn't be caught off guard and then it will help you assess your environment and security tools as well. So staying up to date, you're doing your daily tasks and trying to fill in the gaps of your security knowledge, catching up to the senior guys on the team. You want to execute, right? You know what you need to do? You have somewhat of a game plan. Well, run with it. It's better to do something and drive it home than to start a whole bunch of things and finish none of them, right? And with all of your competing responsibilities, you're going to drop the ball, all right? I'm new to security. I'm new to industry. I've dropped the ball a lot. I've missed deadlines. People weren't happy. But I've learned that it's better to complete and get something done than to leave this security gap there, right? It's better to come up with a playbook and put in place the detection a bit later than desired, but it's better to do it than never. So you're working in this chaotic environment, doing these things. It's going to be a lot to bounce around. So keep a positive mindset, right? Know that the business is going to keep going and you can't stop it or you can't really change it. So remember that you can't really say no. So instead of, no, you can't do this, it's, let's find a way. And keep the mindset of wanting to learn because you're going to have to learn. This security space or this industry, it's rapidly moving and it's evolving in different ways. So you need to stay caught up and you're always going to have to learn. Then while all of these things are competing for your attention and you're super stressed, you still want to remain calm and be humble. So elaborating on some of the things that I just mentioned, let's never know, let's find a way. Whether it be doing a security review for an engineering team and they're like, we want to deploy this super vulnerable configuration. You can't tell them no and say you can't push this future to production. You want to say, let's find a way to deploy this to production in a secure manner.  I don't know how to get this working. You should think of it as, if there's a will, there's a way. You want to grow. You shouldn't stop just because something's hard or there's an obstacle in the way. And you want to keep learning. Like I said, it's a rapid environment. You want to stay on your toes. I've learned that it's a really relieving feeling to not be like the person put on the spot all the time.   So not playing dumb, but remaining one of the people who have the least amount of knowledge for something. It will definitely grow your career and you'll learn a thing or two about the business units and topics that you've never even heard of. And then remain calm. Everything's on fire. But you just got to keep going with it. I know I'm speeding through because I'm running out of time. So I'm at the edge. Any questions? Yes. How do I manage expectations? How does my manager manage expectations? I have no idea what you're saying because I cannot hear you. Yes. Yes, that's a really good question. The question is, managers have expectations of you. So how do you or I, in this case, manage their expectations of me? And the way that I found to be really effective is to communicate. I like to be the person who volunteers for a lot of things. But if I don't tell my manager what I am capable of or incapable of, they're not going to know. They are not mind readers. So communication would be it. If they know that you're trying your best and they're only so many hours in a day, they're not the best managers if they're going to set you up for failure. As long as you communicate, I can do these things in a certain amount of time. And if there isn't enough time, then these would be the results. So they should take that into account when setting the expectations for you. And there's also the talk of like underperforming. But that's a different story for half after hours. Anyone else? Does anyone want to dance battle? Okay. Thank you for coming.