Everybody for us and Sean here ripping 2023 leaf metaljab baseball jumbo eight box case number two random teams Can we just a sec here? We'll randomize them. We'll rip 11 times five and six one two three four five and six seven eight nine ten eleven is five and six Yeah, I got it. I got it Ron R down to Ron R and the teams one Two three four five six seven eight nine ten and eleven Twins down to White Sox Astros Ron R twins Charlie C with the Pirates Nicholas R. A's Cooper B. Cubs John C Reds Kevin D Dodgers Francis M. Marlins Ron R Tigers Brandon you with the Rangers Pull you on with the Blue Jays Ryan L Yankees Nam cue Angels Ron our Brewers Keith J Guardians Kevin D Padres Chad C Mets Austin B Red Sox Ryan L. Braves Justin LD back Joseph S. Nats Giants Ron our Royals Nick T. Phillies Ron our Cardinals Ryan be raised Christie Rockies Michael P. Mariner's Mark Z. Orioles Ron our white Sox Astros Lane you getting phone calls at 8 p.m. Oh boy. Oh boy. I'm talking about cooking a wagyu Lane cook it up now bring us some please All right, I'll look up some of these That is Brace Brace Matthews out of 199. Yeah, do you lane text me a lot of stuff read them tomorrow? Astros on the Matthews. There's a schemes for the Pirates out of 189 Louise Perales five out of seven you guys teams on sale in Icons just the Red Sox left Perales is a Red Sox Just the Cardinals up what up. So what I've sold been a minute first icon sold out It's only the Cardinals left in icons number five. That's the last baseball spot of the night We have Bowman Chrome you delight at 17 to go every team is on sale plus Super Factor bounty in that Nick Kurtz one of five Kurtz Kurtz in way, so I think a brother Guerrero raise auto out of nine Luis on Hello, Kunya. This will go to the Mets Since there's no low goes or licensing on this it'll go to current team Mets. Luis on Hello, Kunya First round gems out of Robert Hassel goes to the Nationals Three of seven that I say Red Sox Yeah On one on one of the cards was but the Cardinals are the last team left in icons If I said that wrong the Cardinals are the last team left in icons The one the one Perales was a red sock. He's a red sock Abimelech or tease four of six in the auto Abimelech Ortiz That's a that's a name right there, dude. He is a tears are falling. What is Personals are getting close to full if you order now get it done But guys don't wait long. It's it's gonna fill it pretty quick tonight Rangers Rangers on the Ortiz Rangers in the Ortiz Jackson Shoryo auto number eight of nine for the Brewers George Lombard auto out of six George Lombard Because we're not gonna get started until at least one on personals. So they're really close to full Lombard is a tiger. You got wait He's a Yankee. He's a Yankee There's a different George Lombard. That's a bench coach for the Yeah different George Lombard bench coach. That's what came up. It's weird like welcome came up at the same time Michael Harris braves on a two of two Michael Harris Get a Kurtz on the auto one-of-one pre-production proof That is noble Meyer Marlins one-of-one pre-production proof auto And a flat pre-production proof one-of-one is no wire for the Marlins again. No shoes today Who's a carrier? Come on, what are they doing? Oh kill me No a chanel on the auto or not auto the 189 as an angel chanel Tommy Troy D. Backs out of 189 friend on my Yankees number to four four four Yankees Anthony Volpe one of seven Yankees Into the autos now. That's like the third straight of a Meyer auto. We've got Fort Knox three of ten Noble Meyer auto first-round gems Tommy Troy auto Diamondbacks four of six a Justin arm Brewster is There's an Oreo Drew Gilbert out of one-of-one drew Gilbert auto. It's Astor still right Gilbert is a met now. Okay. He was part of the one of the trades this past season Absolute down to five only five to go on absolute now All right, y'all here is a link for diamond icon number five only the Cardinals left and then also here's a link for The bowman chrome delights got a super factor bounty going to that Carlos la range Numbered one of one on the auto Le Grandet. He's a Yankee Commie narrow auto going to the rays commie narrow three of seven. Oh nice. Oh, there you go, man Him him drew Jones Adrian Santana Braden Taylor raised do a lot of that's four four rays And then auto Kendrick Rojas one of two Forget what organization. He's in Kendrick Rojas that is Adrian Santana raised pre-production proof one-of-one auto and Amit Xi'an for the Dodgers pre-production proof one-of-one auto in cased Somebody up to tonight a lot of people in the chat Oh magic games Up that when I saw like light blue.  All right. We got Lombard But we got a one-on-one behind this are you in the Mala? That's sick if I'm a lendes for the D-backs one-of-one on that gold vinyl look If I'm a lendes D-backs Ortiz for the Rangers on the Abbey melec Ortiz Five autos Ty Floyd Reds Ty Floyd Reds numbered six and ten Abbey melec Ortiz Rangers auto one-of-one on the noble auto here T's for the Rangers Susak on the auto believe he's in a looks like an A. Yep. A's on the Susak Bernal auto goes to the Cardinals five out of six Leonado Bernal Yeah, I wrote eryarte Who is a Padre? Padre Pete Rose thrillers auto number two of four Pete Rose obviously goes to the Reds After that is Ronald Acunha Jr. Auto One-of-one on that congrats to the Braves and Then a Owen Casey goes to the Cubs now two of six top 100 auto Michael Arroyo Mariners Pre-production proof one-of-one auto and Luis Parales Red Sox one-of-one crystal black pre-production proof auto Let's keep it rolling everybody keep these breaks filling up here. I've got that Papa John's the first from Free Pizza Hack Josh Knopf Ken Griffey Jr. Enrique Bradfield that was number two five for the Orioles and Enrique Bradfield again number two nine a Miles Naylor a's auto number four four a Sasuke Cubs auto one-of-one Sasuke Cubs Jacob Wilson on the a's auto here numbered five out of eight River Ryan six of six on a River Ryan would be Hodges Dodgers now Why does it not say on baseball records? Yeah Dodger now Dodger he was just by the potteries River Ryan is a Dodger Kendrick Rojas again number three of six on the auto Anthony Volpe auto numbered four out of eight Rojas as a blue J Rojas as a blue J Volpe Yankees of course Nick Kurtz again four of seven Kurtz Still in college. I think Yeah, okay random at the end on this one, right? He's one of the better. Yeah. Yeah, okay big draft prospect there And again Kurtz five out of six random at the end Blake Mitchell on the one-of-one pre-production proof that goal vinyl look for the for the Royals and 101 pre-production proof is Mitch Jeb One-of-one Mitch Jeb Jack Jack who's Jack? Jock Oh Jock, I don't know Pirates Mitch Jeb. I don't I mean he's pretty much a DH at this point, right? I Saw that last night.  Yes, he does Like he's a little big. He's not like he's got a fat. Yeah, he does Fernando Ortiz Brock Wilkin out of five Shohei Otani numbered five out of six To play for the Gators River Ryan again One-of-one River Ryan. I did. I don't know man Probably top ten of the draft. How we doing magic? How we doing? Losing my ten I bet not looking great. It's massively outsized. Yeah, Mitch Jeb five of six auto would be a pirate And it's she and nice noble auto numbered five out of six Dodgers Land which think about the Burns trade Jacob Gonzalez white Sox out of three of six We didn't get to talk about any baseball today or any any sports.  That's what you do. Fernando Cruz auto numbered four of seven Fernando Cruz Oh, Kaglione. Oh, yeah. No, he'll probably go what second overall cruise Reds. Yeah reds Josh Knoth Brewers Josh Knoth that is Number two eight it is Nolan's chenual Shenuel Shenuel for the Angels Dual auto raise again Bradley Guerrero you and your coming narrow Number two of nine to raise do a lot is now Guerrero come in narrow and a Justin Crawford Reds auto but three of six Or no, sorry, just Grover's a Philly. I'm thinking a camcorder just Grover's a Philly a Ty Floyd go into the reds one-to-one pre-production proof auto and one of our pre-production proof in case Travis Bazzana Bazzana Prospect in this year's draft right still at Oregon States Yes, random at the end Yeah, like it made sense for the brewers. I think I got a little more but it made sense for the brewers to do that We're not good. They're straight up not gonna pay So they got the 34th pick in the draft they got Ortiz who is solid and they got DL Hall who is like, okay No, maybe they like that draft pick maybe think he's gonna give him a draft pick. They won't rather have the draft pick I have no idea Didn't seem like a kind of a light trade to get burns Yeah Yankees were so yeah, you Sam was We're playing Jake and I were playing Fort with Sam Yesterday daytime when it when it broke it was like yesterday afternoon, right? Cairo Iriarte Sam was not happy Got Bradfield Out of 189 Braden Taylor for the rays out of two of seven and common arrow raise eight of nine a they're on Leranzo They're on Leranzo Dodgers Yep Dodgers Leranzo Bryce Matthews Ashrow's Ashrow's Bryce Matthews Well, we said hella Kunya goes to the Mets on the auto here number one of seven Anthony Piguero 104 Marlins auto 30 rain to Urania six of seven on the auto Waubert Waubert Mark Waubert Urania's and is his Anthony here to say that one Please no What button just summon him Angels on the Urania Blake Mitchell on the first round gems out of four of six Four of six on the Blake Mitchell for the Royals triple auto looks like a blue J's card Are you in the Mala and Manuel Bonilla and Kendry Rojas? You go blue J's. I know Bonilla and Rojas for sure are I assume the Mala is as well They're on the same card and then a blue J's again or no, where's he now blade tiddwell Why do I say blue J maybe he is blue J Mets Mets played tiddwell. Sorry Mets played tiddwell. He's never been a blue J.  Let's go. Yeah. Oh, it's from there. Okay. Let me say having a big game tonight He's at home as he misses the free-throw Come on Sugs Should be better than the one when I went to see them wolves I Was a Kunya for the Braves out of 189 Luke Adams to 189 Mitch Jeb three of three was that tomorrow Lane? Miles Nailer three of three put up Nick Nick Got a Dale Amador Rockies auto two of nine. What's going on brother Dale Amador Rockies O'Neill cruise three of seven on the auto for the Pirates. Oh, it's gonna right now. We'll do the Magicka plan I can't watch that But yeah, it's all skills comp is awesome Seussac auto one-of-one for the A's Daniel Seussac A's one-of-one auto Downtown Vaughn Brown Giants auto six of six Austin Charles auto one-of-one for Kansas City Put some Legos together do that sound sick What you're putting together come on Come on Sean Legos are sick one of a Brock Wilkin You better be doing it with your son Christopher Christopher walking Brock Wilkin. It's got to be related What do you mean with your son you just do it on your own no And Bruebers Brock Wilkin he's so fast no Bruebers Brock Wilkin Travis Bazzana random at the end seven of seven It's a fun name Travis Bazzana Buzon random at the end. He's at Oregon State still and do a lot of Paul Skeens Rhett louder Paul Skeens Rhett louder. We're gonna random that at the end between the Pirates and the Reds one of eight Pirates Skeens Reds louder One-of-one pre-production proof auto Brando Maya yanks Yeah, there's a Bazzana. We had Kurtz in here as well Good names are random and first round gems autographed Jacob Wilson a is one-of-one crystal fire pre-production proof a frame cabin Oh boy. Oh boy. If you follow directions if Sean had to put together Lego setting purpose together like a like a car Dude, I know Sean he would go with the with Hogwarts the Harry Potter castle. Hell no That would also take for freaking ever dude rather build like They probably have one now and if we have some stadiums as Legos was are crazy those sets are ex Lot of pieces Probably took forever to design. Yeah forever to put the instruction all of it everything My ADD is too much for all that thorough got Tatis Out of 199 Carter out of 189 for Texas a rod three of three he would go Yankees longest tenure Doesn't have a team there, right by a good bit. Oh Oh four to like 13 or something it played for forever. Yeah, you know 12 years really. Yeah, I guess It was there oh four to 1314 was suspended play 15. Oh, yeah, he did play until he was 40 So yeah, it was 12 years of the Yankees of seven years mariners His his good years is closer if you if you take like when he was really good. It's probably pretty even It goes Yankees Dahlander out of five It'd be a chase a moment. I would imagine who did Dahlander get drafted to again Why don't I know about Dahlander the Rangers though? He was an ensue. He was so good with the Rangers Rockies Dahlander. That's right. Oh, yeah, that's right I'm talking about him. I just haven't seen him on a logo card before the Kogel Watson one of five on the Marlins auto there Brady house five out of ten for the Nats on the auto Hurston Waldrop Braves number one of six on the auto after that. We've got reds and Carnasio and strand auto three of six. Oh Watson's a Guardian now Watson Guardians Wade Mechler Wade Mechler, when did that happen dude? Wade Mechler gonna be Giants Giants Mechler Tommy White. Oh, you know why the trade deadlines always win the national is so I had no idea He is a random at the end. Oh, yeah, so that's a LSU kid random at the end on Tommy White One of the like eight players on LSU that have long red hair Somehow Evan Carter on the auto one of one great hit Texas Tommy tanks, that's right time. Oh, yeah, now I know we're Tommy tanks I don't know we're talking about it's all big boy. I remember the big old beef the last few rounds the World Series Yeah, dude, McDave is legitimately fastest player in the league. He's like the most skilled and he's the fastest Maybe not the outright fastest. There's probably other fastest guys that aren't like all-stars, but he is so good Jacob Gonzalez three of six White Sox auto like he might not win the heart this year, but he still is the best player in the league Thriller's auto Carlos Grande didn't we I looked this up earlier You need a Dodger The Yankees Yankees and La Grande and one of one Paul Skeens pre-production proof I make David 40 times Some of it's got to translate right some of it's got to translate. All right, we get a few randoms to do here And we can it's fast too a lot of those centers that are super skilled. They're also hella fast. That's why they're so good It's a great skaters David's nuts though Yeah, no posh knocks great. He's a great player, but he's not in the case. He's not in the category of some of those centers In my in my opinion. I'm Bruins fan. That's just in my opinion wingers. You're gonna compare wingers centers It's not fair the centers do too much. They're just they're too important Okay, so let's I'm gonna put all these together except that we'll do the duel on its own We'll put all these just in an order So different spots will get them Okay, I just have the order that I have it here nothing At the ordinary just as it stacked it is all random anyway First spot in the random gets Kurtz out of seven Second spot will get Kurtz numbered to six third spot Bazzana one of one fourth spot Bazzana to seven and then Tommy White for the fifth spot out of nine in that order on the random to everybody And there's one more I'll show you before we do it Let's be good to get and then we had the louder schemes Well, there you go Lane. I need to buy some I need to buy some cards But I'm gonna spend a lot of money mega con tomorrow. I plan on it And then there was a skeins ladder dual to eight random between the pirates and the Reds That'll be on its own. So I'll let you know we get to that. Oh, I see what you're saying This is dual. All right. Good luck on the random y'all 11 damn it. No, yo 11 times top five here one two three four five six seven eight nine ten and eleven so in that order that I showed earlier we got Reds Mariners Angels Nationals and Then Tigers and then for the dual one two three four five six seven eight nine ten and eleven the Reds get it you're Reds Guys, that's gonna do it not gonna recap that one. We're gonna keep the ball rolling here into national treasures. Thank you all very much


Like any good software for getting information from people type form lets you ask choice questions, such as multiple choice and yes no questions and a few variations on these. What we're going to do in this one is we're going to start by duplicating one of our previous forms the one we created for text questions. What I do for that is I come to my workspace here I'm logged in I've gone full screen. We're just going to come here and we're going to come down and not preview it or metrics but we're going to duplicate. So when I click on that it's going to create a new form it's going to ask me for its new name. I'm just going to come here and change the name to TFO 132 choice this is chapter three section two on choice all hit confirm. And now I've got my new form right here I'm going to click on that so I can edit it. And now I've copied it from the previous one so I need to make a few changes. The first thing I want to do is I want to change the introduction just a tiny bit that's the welcome screen I'm going to click on that. And I'm going to add a small description that will appear right above the start. And I'll say this is the form for TFO one underscore three underscore two choice and so it's a technical name but sort of there for my own use way of keeping track of what's what. Now what I'm also going to do is I'm going to leave this one that asks name because I'm going to use that in a few others but I'm going to get rid of a bunch of the other questions. I'm going to get rid of this one about email addresses. I'll hit yes and we get rid of this one that asked about a few other things and I'm going to get rid of this statement right here. Okay, but I still have the name so I'm going to keep that now what I'm going to do is I'm going to drag in a few different kinds of choice questions as opposed to the open text questions that I had previously. We'll begin with this one over here it's an obvious one is multiple choice. So I'm going to click that and drag it over here to the drag and drop space. And now I get to say what's the text of my question and I will put this I'll say which operating system do you use most often. Okay, and then I'm going to put a little note here I'm going to put a description. This says please choose only one answer just to emphasize it. Then I get to come down here and I get to give the choices that they get to choose from. Now there's a lot of potential choices but I'm going to put down some of the mayor play excuse me but I'm going to put down some of the major players. I'll put Windows and I'll just hit return. And then I'll do Mac OS as it's now called that's Apple computers and then I'll do Linux and leave the variations implied.  So you can see that we now have a D for other. The reason I used the button here to add that instead of making his text is because I'm going to do something else here I'm going to randomize. So when different people come to this page it won't always be Windows Mac Linux, it'll shuffle it around. But because I use the other option other will always be the last one which is kind of helpful because I've dealt with situations where the other bounces around and it's a little frustrating. So I'm going to hit save. And that'll be our first question here. Then I'm going to do a variation on multiple choice. I'm going to drag multiple choice in again. Put it here beneath. And I'm going to ask another question I'm going to see do you use do you use any of these programs or languages on a daily basis. Okay, and then here I can give several different choices. I'm going to give a few more than I did previously. I'll start with R and I'll put Python then I'll put bash and I'll put SAS and I'll put SPSS and then I'll put Excel because people use that a lot. And so I've got six choices here now you see the way they're laid out here I've got they go across by default over here on the right side. B to C to go across. That's a little awkward when you have more than you know for so what I'm going to do here is I'm going to come down and first I'm going to force vertical alignment. So now they're one above another that makes it a little cleaner layout. But people might use more than one of these on a regular basis. And so what I'm going to do here is click this one that says multiple selections. I'm going to hit that. And then I think I will also do randomized so they show up in different orders for different people. That's going to be helpful so it's going to shuffle them around but they'll always be in vertical order the nice thing is it will still give me the data in a consistent order. And they can check as many as they want as many as apply so I'll hit save on that one. Another option we have is picture choice. It's multiple choice exactly like it sounds except this time instead of writing words you're using pictures. So I'm going to do one where I actually have a question that I like people's answers on and it's about the icon for bash. So I'm going to say which of these icons do you most associate with the command language bash. Otherwise known as terminal in the Mac or it's accessible through the terminal and send Linux and even Windows now. And then what I need to do is I need to upload a series of images. Now I've saved some to my desktop some images that I made on my own. I'm going to hit upload and then here's number one that is actually just the icon for terminal for Mac. I'll hit open and then it shows the image over here. Now I need to give it a label. I'm going to put the terminal icon. However, I'm not going to show these labels because I want people to focus on the picture. So I'm going to come down here and say turn off the labels and see how it went away. But the thing is you actually have to have a label for each of these that's a requirement. And so even though you don't want them to show they have to be there for type form to do this. So I'm going to go and hit plus to get my next one. I'll go to upload and that's a shebang it's called shebang. And then I will get my third one, which I'm going to call bin bash. You can see it's really just an extended version of the shebang. And then I'm going to add a last one, click upload. And I'm making this my none of the above and really what it says is none of these mean anything to me. I'll say none of the above. Okay, now let me come back down to settings here and say if I turn on the labels you'll see that show up here beneath each of these pictures. So there's the pictures. But again, I'm asking a question about icons and so I don't want those there. So I'm going to turn them off but they do have to be there in order for the question to process. All right, I also have an option of doing something here called super size. And when I do that you see it makes the pictures a lot bigger. But that actually I think is intrusive with what I'm doing here the smaller ones are just fine and it keeps them all in one row. That's good. I could allow multiple selections except in this case I want to know which one do they most associate. I can randomize them that's usually a good idea. And I could put in another option but for this particular one it doesn't meet my purposes. So it looks like it's all there and I'm going to hit save. And now I've got that question. The next kind of question that I can ask is drop down. And this is when you have a multiple choice with a lot of choices. Again, think about what state do you live in or what country are you in you're going to have a long choice. And I'm going to drag that over here. I'm going to do something slightly different with it again you might use country or state or year of birth. Those are all reasonable ones. I'm going to do something just a little bit different. I'm actually going to ask a trivia question in this case. I'm going to paste it in here because it's a little long. And I'm going to replace this little brackets when I type stuff out and now it's I use that for the variable name. I'm going to add a variable because I asked people their name at the beginning. All right, let's try a trivia question who won the NCAA division one women's soccer championship in 2013. So that's college athletics. And what I need to do now is come down and add my choices. Please note it's a minimum of eight because if you had fewer than that you would want to do a regular multiple choice question. So let me get my answers and we'll paste them in there. Now I have a list of schools that have traditionally done very well in college women's soccer. But it's not the 2013 list. I'm going to paste them all in here and they're by recent rankings. And so you see there's Stanford's at the top and then we got you know number 25 here Utah which is the school right by my house. And I want those to be the ones that people choose from. Now here's an interesting thing. I've been randomizing the order of other questions. In this case I don't want to do that. In fact I want people to be able to sort through these quickly because if they know the answer they're going to want to be able to find it. So even though I did not put these in alphabetical order I mean here's Auburn coming after Duke. I can tell type form to put them in alphabetical order. It's not going to change the way it appears here in my window but it will change the way it appears when people are taking it. See if we go right here. See now it's an alphabetical order. So that's what we needed. And then my only other option is do I want to make it required. I don't I'm just going to hit save. Now I'm going to follow this one up. This is a trivia question. It has a right answer. I'm just going to follow it up with a statement. We looked at previously in the last section as a way of telling people what the correct answer is. I'm going to come up here and I'm going to paste in a little bit of text here. The answer in 2013 is that UCLA won. And I actually have the option of changing the button here. I'm going to change that one a little bit. I'm going to put in I knew that dot dot dot. I'm also going to put in an image because we can have a little image here of UCLA. I've got an image of the icon and I put it there while you weren't looking. But here's UCLA. We're going to put that in there. I'm originally from Los Angeles and UCLA was my home school. So I'm proud of that. And that's all I need right here. I'm going to hit save. I'm going to finish off with one more kind of choice question here. And that's a yes no. So I'm going to drag that over here. And I'm going to ask a little question. And it's a follow up to my trivia question. I say now, did you really know that UCLA won? And I'm going to let people say whether they did. But I'm going to do something I haven't done before. And that is in the description. I'm going to I'm going to say tell the truth now. And then I can put the person's name in. I like to think of this as a little honesty manipulation. I can put that right there. And that will be my final question. Now, just as a way of wrapping things up, even though I'm going to continue creating more variations of surveys with more questions on them. I'm just going to finish with a short statement here. I'll drag that down. And here I can say, well, hopefully you now know a little more about how you can use type form to ask choice based questions. Thanks for joining us. And that's a nice thing I'll put down here. You're welcome. And that's going to be the end of my survey. So that's I'm done creating the choices now, but it is always good to check it out when you're done. And I'm going to come right here and say view my type form. And that's going to open up a new tab even though I'm full screen so you can't see the tab being created. And here it's rendering and it has the logo that I created earlier and my introduction here I'll hit return to get start. I'll say my name is Bart. What operating system do you use most often? Well, most of the time I use Mac. So I give that a C. I just did the C on my keyboard. Do you use any of these programs or languages on a daily basis? Well, I use some of them pretty often, maybe not daily, but I'm going to put for right now I'm going to put our Excel and SPSS. Those are my most common ones. I'll hit OK. Which of these do I most associate with the command language bash? Well, I most associate a although personally I like see the shebang better but I'll hit a who won the NCAA division one women's soccer. You know what? I am going to type in the answer. See, it brings up the possibility. So there's Yukon right there. Or I can, you know, hit the button like I had here and scroll down. And I'm going to say I'd like it to be Utah, but I'm going to say UCLA. It says in case you're wondering is UCLA and I say I knew that. And did you really knew that? Well, I learned it a few days ago. So I'm going to hit yes. And that's the end of my type form. We see that it flows the way I want. It gives the one question at a time. There was a person's name and occasionally makes it engaging and gives you a nice impression of the variations for asking choice based questions. There's a lot of other ways you can get information and type forms. And we'll look at those in some of the following chapters and sections in this course.


update. Okay, folks, Larry Perciveno for TFNN, and we've got the stock market in the Dow Joneses up, the S&P's down a little, NASDAQ down a little, and I'm not even sure about the Russell. I haven't even checked that today, but I've had the question, is this the top in the stock market? And I can say unequivocally that I don't know. And you know what's even more important?  I don't make my money on predictions. They don't pay off patterns, pay off predictions are just a figment of everybody's imagination, including mine. So keep that in mind. As Mark Douglas said, you must learn to live in the moment, and don't try to make the market do something that it doesn't want to do. We know that it's been going up since October the 27th. No question about that. Has it been doing this before? Yes, it's done it a few times in the past. Now, one of the questions that someone posed over the weekend was if I've had any memorable times on the end of the year, New Year's resolution, not resolution, but New Year's type trade, yes, there was one. And it also, they've asked me to take a look at the Nikkei Dow, and that happens to be the same question. So I'll be able to answer that when we come up to the break today. Tomorrow, our guest on Wednesday will be Jeff Hughes of Alpha Insights. I hope on Thursday we'll have Stan Harley. And then on Friday, I believe we're supposed to have Joe DiNapoli as our guest again, I guess again, so that's what the schedule is for the week. So we'll keep our fingers crossed. Hopefully everybody will come up. But this is a beautiful pattern that we're seeing here in the Dow Jones. I'm just going to switch off for a few minutes and go to show you how volatile the market was this morning. Those of you that are not watching it closely, but you can see here, we dropped 300 points in the Dow. We got all the way down to 3770 and then we've rallied back. We're already above the 78% level. Now, the S&P has not even made the 382 retracement as of yet, but that was a trade that I was going to suggest today if the folks are here taking a look at it because we came very, very close to it just a moment ago. As you can see here, I'll just get this up here. Missed it by about a point, but it's still in effect. So let's keep that in mind. Okay, we're going to take a little break now to pay a few bills. And then we're going to be right back with some trading information and some other information that I have accumulated over the weekend. So stay with us.


Hello again. Long time no see. It turns out that I've been doing other bits and pieces in between working on the media app Small clue. Google. I always coming up. So that's probably what it is anyway What I wanted to do is at least talk about one feature that has been very experimental Always fun to be on their cutting edge of stuff and no different in this particular situation I've been working very closely with one of the Chrome engineers Peter Bevelu and His team as well to try and get some background fetch into the app So what is background fetch background fetch is imagine you were doing a normal foreground fetch the one you called fetch in your code, okay? That works, but if you close the tab or you go to a different URL or whatever The fetch stops. That's how doll the networking stuff normally works background fetch is different in so far as You trigger it from inside your service worker It goes off makes a load of requests that you ask it to make and then you get an event that fires in your service worker to say Hey, that that download is finished. What do you want to do with it? And you can do whatever you want with it. You can put them in the cache You can put them in the the responses in index DB. It's really up to you what you do But that makes us a much more robust Download experience and especially for something like this a media app is probably one of the the perfect vehicles for trying Background fetch out because hey, we've got big videos and what if you want to kind of go off and do something else? Well, obviously it makes sense for you to kind of keep that download going in the background So it's very early days. This is the kind of the very first implementation of background fetch that landed in Chrome So, you know, it's it there's I'm sure there's more to do. I know there is more to do But I just wanted to at least show you around this the code as it is today Just so you've seen it. All right, so let me show you what actually is different on the front is so I have on On the browser I or in the browser on the browser. What is the correct thing in on? by with From I don't know one of those with the browser Involved I have enabled Experimental web platform features in about flags which you should do if you want to test this and that means that we then Get background fetch. Let me show you in the console if I say Background fetch. There you see background fetch fetch. I love the naming of these background fetch manager. That's a thing That won't exist in Window otherwise. So if you actually wanted to feature detect it, you'd say what would you say you'd say you'd say background fetch manager in window True or in Chrome stable or whatever. It'll be false. So there you go. So The background fetch manager background fetching all those other things are Available in the window. They're also available in the service worker So when I said before the service worker does a background download, it's not partly true You can make the foreground do it. Don't don't we'll get to that. Anyway, let me show you around the code a little bit So if you've had a look at the code itself, you'll have seen there's an offline cache JavaScript file which has sort of grown over time and I think it's generally true of this app now that If you remember what way back at the start I said I know nothing about media and this has been a journey of exploration for me knowing now what I know I think I would have structured the app a little differently But that's the nature of these things. Sometimes you kind of get to the end and go, okay, I learned a lot. It's not that it's bad It's just that I know just it's sort of grown organically over time And I think I would love to kind of take a step back and go, okay That's how these pieces would normally interactive all these features have been available at the start Right background fetch. So here's here's the thing here I have it some code that says if you support background fetch, which is pretty much what I just showed you It's that background fetch manager in window. That'll be true or it'll be false if it's true Then I do a download in the background Otherwise I fall back to what I had before which if you recall is the download where we sort of see the pie chart and everything else And it's a foreground fetch. It happens in the page if you close the page Nothing I can do for you So download background what happens in there? Well, what I do is I By this point when I call download back download the background I know which files I need which is like the video file the artwork All the stuff that I wanted I would be fetching to make sure this thing is available like the HTML as well so I Wait till the service worker is ready This is a promise that resolves whenever the service worker is available So if there's no service worker available then background fetch won't be available So that's just how it is and I Fire off an event just for the UI But I also post the message over to the service worker the active service worker with An action which happens to be offline The name that I wanted to To use and the asset so the name is An important thing you tag a particular background fetch so that if you have multiple background fetches going on They have different names In there so that you can differentiate so you can actually have multiple downloads going off at the same time So on the service worker side, let me fire that up Service worker.js there we are on message perfect In the case of the offline I just pull out those values and then I call into this separate class that I've made called background fetch helper And I asked yeah, I asked it to do the fetch So that leads is very neatly on to the background fetch helper in which we can look in here and the background fetch helper The fetch call here So the first thing I do is I'm using Jake's IDB key val library because for two reasons one is IDB is the only store that's available inside a service worker because that's where this code is running Local storage isn't available and do I don't like working with IDB directly if I can avoid it and Jake has written this very small very helpful key value store that works with IDB so Well done Jake But what I do is if you bear in mind that when you start a background fetch you may also then close the tab or Any number of things can happen But what because what's happening is the fetch is being handled by some other machinery somewhere And so we need to kind of between states if you close the tab and you brought the tab back We need to know hang on a minute. There should be a background fetch in progress or or what have you And also when we get all the various responses in from the background fetch We kind of have to tie it back to the original request and that's exactly what I'm doing here So you can see what I do is I set based on the tag name I store in IDB the assets that we were requesting. Okay, and then I Set up this background fetch which you can see is that's the actual background fetch API here on the registration has now a background fetch Property which I think is the background fetch manager And or an instance of that and then you call it fetch and you give it the stuff that it needs It goes off does its thing At the end of which you can see we have I've got currently registered background fetch fail Which would be if one of the responses 404'd 500 did did did did did did did or something else And then background fetched is if all the things that I've requested come back as 200 and or just generally a okay Then we can call on background fetched So in the background fetched now what we have to do is we kind of have to consolidate because we say get We made a request for say 10 files and the background fetched. Let's say it succeeded We get back 10 responses what we have to do is we have to kind of go through and say well What do I do with these now if you recall? from previous times The videos get chunked up into various pieces and so we'll need to do the same here We basically have to go through each of our the responses figure out which response was it? We know which asset was I actually requesting and that's we look at the response URL We look at the Asset URL the one that we were requesting we kind of go all that must be that response for that thing What do I do with it? Does that one get chunked? Does that one just go into the cache as it is? What am I supposed to do with that? So that's what the the consolidation step that's that I'm doing That's what that's designed to do here You see I've got like for example if it's not chunking just put it straight into the cache If it is being chunked and being split up into various blocks, then we call caching chunks After we're done with handling that Array of responses then we can call this notify all clients, which is basically a post back to all available clients So if you're new to service worker stuff There's the idea that you've got one service worker which is shared amongst possibly multiple tabs and so rather than kind of trying to figure out exactly which One of the tabs requested the background fetch I just notify them all and just say by the way this background fetch happened Here's the the tag name and then I I have some front-end code that Consolidates that and goes oh, yes, that was that was oh, yes I should I should throw up a toast and say that that was downloaded And then there's a bit of tear down here, which is to remove that ID be You can see actually let me go down here. We delete the ID be Keyval there so that if we were to delete the downloaded videos and then hit download again Then it would all Work as expected rather than kind of going oh, I've already got something in flight there with that key Value pair inside ID be okay So with all that kind of code in place, this is let me just get rid of that This is what it actually does So for argument sake, so I'm doing the background fetch and I can go off to home and As I say in normals land there you do a notification and I think the the That this back or at least the explainer for background fetch suggests that There might be some UI work to do there about showing a notification But nonetheless when we come back in here, you can see I was on a completely different page But you can see that we've actually now got the offline copy and in fact I can show you inside of the application here Inside of the cash storage We have the Chrome channel trailer and though these are all the the chunks of video and so on so the background fetch Happened we populated the cache and then when I came back into the page I did the check that I I would have done anyway, which is do I have you know something in the cache for this video? If yes, but I'll assume that we have an offline video available to us So the the machinery that stores and chunks and everything else is kind of agnostic to the the front-end check to see whether it exists And that's actually been extremely useful It means I don't really mind whether background fetch populates the cache or foreground fetch populates the cache or Anything populates the cache so long as it's there when I load this page I will assume that all is good Because there's only so many ways it could have been populated and hopefully one of them was me in my code So there you go That's a very very speedy tour around background fetch. Have a look at the code Have a look at the explainer will pop that in the notes below That's written by Jake and turns out he's quite useful Who knew? Shocker of the day anyway also, don't forget in comment subscribe all that good stuff and Let me know how you get on and I'll see you in the round-up video for the media PWA Hey folks, thanks for watching Don't forget that there is more content that you can find kind of over here ish and if you want to subscribe There's probably a button. Oh, maybe there maybe somewhere around there click that if you've not done that brilliant


At that point, I converted the sound into electromagnetic frequencies. So I was using a specific one. I was using different ones, which are included in the software. And then I'm using the rife frequencies too. So that's the thing, right? Because a lot of people use rife frequencies, and then they're not really getting results. But once they add our quantum frequencies, which are the harmonics that are talked about, together with the rife, then holy cow, then it takes it up to a much higher level. Yeah, it amps it up because the harmonics kind of like prepare the body and open up the energy field or starts moving the chi in the body so that the rife frequencies can start doing the target, the healing. That's why I think it's happening. And


What's up everyone it's your girl Kenzie here from Layton Sports Cards and I'm ripping a personal here for Justin S Hope all is well with you Justin We've got one order of the 2022 Panini National Sports Convention VIP exclusive gold packs again These come in lots of five. We've got one two three four and five. Good luck Justin. Thanks as always for hopping in Feel like I haven't seen you in a bit again. Hope all is well You and you and a bro Cody Oh, they nice. Yeah, they get it occasionally. Oh, we got John Marant and a hyper of Aaron Rodgers I first started doing personals They would always they'd have a couple boxes him and his brother and cue like every single Sunday It's always fun to reform. I would joke with them because they would both order the same box I'm like, all right. Y'all having like a box war live or something. We got Jerry Rice and hyper rookie of Theo Malda Yeah, every now and then I'll see Cody in there, too. And I'm like, they've got to be related. Yeah. Yeah, they brothers We have rookie of Andrew Vaughan and we got Tiger here, Justin. Tiger LeBron James. There you go, Justin. That is Nice LeBron Again, these are not numbered, but they are short printed for sure. We'll get this one in a mag for you And grads on that one Really cool All right, pack four. Again, those of you watching on TikTok, you can find our website link is in the bio Zion Yeah, that's all right. It's good. We got purple disco to 50 Jerry Rice. How much did Jerry Judy? Jerry Rice joke Phoenix and Josh over there and Vaughan 10 of 50 I pulled an alligator and I was like got a tiger stripe Tatis and Correct ice to ended of Zion Williams in the 99. There you go. Justin with some big basketball It's coming your way 55 and 99 Nice one there. All right, Justin, that'll do it for you again. Thanks so much for all your support We do appreciate it. We'll be getting these right out to you


Hi, I'm Zor. Welcome to Unisor Education. We will continue talking about combinatorics and today's topic is combinations. I do encourage you actually to watch all these lectures on Unisor.com website, not just on YouTube, because there are notes for the lecture which you can follow and then you can actually get involved in an educational process by signing on, taking exams, etc, etc. Alright, so, combinations. We have already talked about partial permutations. It's one of the previous lectures about combinatorics. Now, partial permutations, let me just remind you, is when you have n different objects, we are talking about different objects only, you have n different objects, you have to pick k out of these n and put them in certain order. Now, just as an example, let's just consider the following five objects. Let's say you have a cube, you have a house, country, a book, and pen. And you are interested in picking two objects out of these five. Well, you can always have a combination, let's say, cube and country. You can always choose country and cube. And these are two different partial permutations because there is different order of these two. Same thing, you can choose, let's say, house and country, and you can choose country and house. And these are two different permutations, partial permutations. Now, this is the case of partial permutations. Now, we do remember actually the formula for this.  And obviously you can refresh it by going into the previous lecture where I'm explaining this formula. Now, what's the difference between partial permutation and combination? One very important and very really small difference. We don't care about the order in combinations. So these two actually represent the same combination. And any other pair of these two objects if we don't care about their order it represents a combination. Basically the combination is a subset. That's what it is. So let's just count how many combinations we have out of these five objects by two. That's actually explicitly we will count them all. Well, on the first place we can have cube and on the second place we can choose house. Then with the cube we can have a country or we can have a cube with a book. We can have a cube with a pen. Now, with the house we don't count house and the cube because we already counted cube and house and we are talking that we don't care about order. So this combination of house and cube is already covered. So we have to go forward. So it's house and country house and book and pen. And then with the country we already counted the previous one. Country and cube, country and house. So we have to count country and book and country and pen. And the only combination left is book and pen. No other combinations. We have one, two, three, four, five, six, seven, eight, nine, ten. We have ten combinations of two objects out of five given. So this is an example of what I mean combination. Combination is basically a subset. And the house pen subset is no different than pen house subset. That's why we counted it only once. Now, let's just think about how we can calculate how many different combinations exist. Well, let's just forget for a second this particular example. Just remember we have ten because in the future we will have to check this against the formula. So let's go back to our formula for permutations, partial permutations. So this gives us the number of partial permutations where we do care about the order. But let's just think about if you have certain subset of a set and then you change the order within this subset only it will be different partial permutation obviously, right? But from the combination standpoint when we don't care actually about the order it will be the same combination. So let's say book, country, and pen and book, pen, and country etc. All other permutations they constitute exactly the same combination. Different partial permutations but the same combination. Now how many of these different partial permutations are supposed to be composed into one combination? Well the number is as many permutations within this subset we have, right? So if this is a subset of the three elements we will have three factorial different permutations which we have to count actually as one. Which means that the total number of partial permutations will be reduced by the factorial of this set which is K factorial. Remember K is the number of elements in a partial permutation, right? So if we will divide it by K factorial we will reduce the number of partial permutations to the number of combinations because K factorial of partial permutations always constitute one particular combination. K factorial of these different partial permutations are all the different ordering of whatever the subset we chose which contains K element. It's still the same combination. So if I would like to go into the combination what I have to do is I have to take the number of partial permutations and divide it by K factorial. So if we have a set of all the different partial combinations we group this set and each group contains only the different permutations within the subset. It constitutes one combination then another group would be the group which contains different elements in the subset but positioned in many different orders and we are interested in all these permutations which are differ only by the order within this subset and again it's K factorial. So if you have all the permutations, partial permutations of let's say two objects out of five then we group them together. These are all permutations which have the same subset but in different orders and this is exactly all the permutations of the same subset in different order. So it's different subsets but within this group we always have K factorial different permutations which means we have to divide by K factorial the number of total of partial permutations to get the number of subsets, get the number of combinations. So that's the formula basically. Derived reasonably logically. I'm not saying this is the proof, again if you want to have a proof you probably will have to do it by induction. I don't think it makes any sense because we did it once for permutations and all others are more or less equivalent. But you have to feel that this is the right formula and let me explicitly put it in this notation. So it's M factorial divided by K factorial and M minus K factorial. So that's the formula for a number of combinations. Okay now before going any further I don't know about you but personally I was just thinking well we actually heavily rely on the formula for partial permutations which is not a simple formula. I would say that formula for regular permutations, the permutations of N objects, N factorial. It's simple and the logic for this is really very very straight forward. You have N different variations and different choices for number one and N minus one choices for number two etc. down to the one last object so that gives you N times N minus one times N minus two etc. which is N factorial. So this is a simple formula. Formula for partial permutations is slightly more complex and it involves a little bit more logic to derive it. So maybe our reliance on this formula is a little bit artificial. Now for those who feel that there is some artificial dealings about using this particular formula, let me try to derive the same formula differently. More logically I would say and I will not rely on this formula more complex one. I will rely on this formula, the permutations of the original set. Now and here is another logical explanation of why this formula is correct. Let's imagine that we have to choose a subset using the following logic. Let's say these are our objects. We put these objects into certain order. Order is important now. Now let's say we have one, two, three, four, five, six objects and we want a subset of two objects. So we want to know number of combinations of two out of six. So what I do is I put them in order and separate them into pieces. Two on the left and well in this case four on the right. So if I have n objects I have k here and n minus k here. k is number of elements number of objects in our subset. The number of objects in the combination we are interested. So the way how I choose my particular subset is the following. I put all my objects in a row. Basically order them and then cut the k from the beginning. Whatever is on the left I choose as a subset. Whatever remains I don't care. So that's how I choose the subset. Then I can change the order of these objects and again cut it after the number k and whatever is on the left is my subset. Now what's right and what's wrong about this approach? Well right is that every time we get some subset. What's wrong about this is that sometimes we can get exactly the same subset because if I will call this object an a and this object a b and then whatever the rest is and then another b a and then whatever is left represents exactly the same combination. So how many times I counted the same combination of a and b if I'm using the process I was just explaining? Well it's very easy to count. Basically all these permutations within the left part do not produce different subset. They produce exactly the same. What's more if I'm changing the places only within the right part within the tail of this sequence I also don't really change whatever is on the left. So out of all the permutations which I have and I have n factorial obviously of all permutations of the original set I have to again divide it by how many different ordered sequences produce exactly the same subset on the left. Well obviously again I have to divide by all the permutations of the left part and all the permutations of the right part because any of these permutations don't really change the composition of my subset which is on the left. Now on the left I have k factorial. On the right I have n minus k factorial different permutations so I have to divide my n factorial which is the total number of permutations by all the permutations of the left and all the permutations on the right because for each of these you have as many of those and none of them actually changes the composition. So that's the formula basically. We just derive this formula using some slightly different logical explanation in which we do not really rely on the formula for partial permutations but just the permutations. So permutations of the total I divide it by permutations of the left part and the right part and that would give me the correct number of subsets which are on the left. What's interesting by the way is that the number of subsets which I choose in this way which is on the left is exactly the same as the number of subsets which I'm choosing on the right because choosing a subset on the left automatically chooses a subset on the right. Now on the left number of combinations is this. Now how many combinations of in this case of four elements out of six or n minus k elements out of n. Well that's the n minus k. So what I'm saying is that choosing k subsets subsets of the size k the number of these subsets of the size k, number of combinations of k from n is exactly the same as number of combinations of n minus k by n. Because choosing a subset of k we automatically choose a subset of the rest of the object which is n minus k. And if you will substitute instead of k n minus k into this formula you will get exactly the same thing. If n minus it would be what? If you will choose this instead of k you will have n minus k and in case of n minus k you will have n minus n minus k. So it's plus k which is k factorial again. So it's the same formula right? So it's very interesting actually. So the combination is kind of symmetrical. Choosing a combination of k automatically chooses the combination of n minus k. Now notation you see I was just using the most primitive notation which is this. There are many different notations for the number of combinations and they are this, this nobody knows what's exactly the right thing because different people do it differently. You have this or this. So whatever it is. Now what is the most important sign by which you can basically distinguish which of them is the number of total number of objects and which one is the subset? Well obviously subset is smaller or at least not bigger. So if you have one of the numbers smaller than another so that means that the bigger number represents the total number of objects and the smaller number represents the number of objects in the subset. So that's as far as the symbolics are concerned. Now let's consider a few trivial cases and you know what after you have derived certain formula like in this case we have this formula it's very important to make sure that the formula makes sense. So the question is does our formula make sense? Well let's just check it in a few simple cases. Case number one, k is equal to n. Now what does it mean? So I'm choosing a subset of n objects out of n different objects. How many times I can do it? Well obviously there is only one way, there is only one subset which is a full set. Now this formula is supposed to give me one. Well let's just check. I have n factorial divided by n factorial divided by n minus n factorial. Well n minus n is zero and you remember from the previous lecture I was talking about zero factorial that it's equal to one by definition. So we get n factorial divided by n factorial which is one which is exactly how our intuition basically tells us supposed to be. Another variant what if k is equal to one? So I'm picking only one object out of n. How many different combinations of one objects out of n exist? Obviously n. Well let's just check the formula we have n factorial divided by 1 factorial and n minus 1 factorial. Now what is this? 1 factorial is one. Now n minus 1 factorial is the product of all numbers from 1 to n minus 1. This however is the product of all numbers from 1 to n. So first it goes from 1 to n minus 1 and it will cancel these guys and the only one which is remaining is this. So these are all cancelled out and only n remains. So for k is equal to one our intuition tells it should be n and the formula gives exactly this. Now the third case k is equal to zero. What does it mean? Well it means we want an empty subset. Remember what empty subset is. Subset which has no elements. How many empty subsets exist? Only one. There is only one empty subset in the universe. There are no more empty subsets. So we always can have that the answer is supposed to be equal to one empty subset. Well let's just check. It's n factorial divided by zero factorial and n factorial. So again zero factorial is one. So the result is one as it's supposed to be. And the last example which I would like to make is I would like to recall my initial example of five objects. Cube house country book and pen and I was choosing two and I basically listed all different combinations of two objects out of these five and I counted ten different combinations. Now let's check it out. Five objects, two in a group. So it's five factorial divided by two factorial and five minus two three factorial which is equal to. Now what is five factorial? It's one times two times three times four times five. It's two, six, 24, 120 divided by two factorial which is one times two which is two. Three factorial one, two and three which is six. 120 divided by 12 which is ten. Exactly what we have to do. Well again this is not a proof obviously of the correctness of the formula. It's just to make sure that whatever you do makes sense. Well that's it for today. This is just an introduction into what actually the combinations are. Don't forget it's formula, it's properties. Well speaking about don't forget the formula disregard what I just said. You can forget the formula. As long as you remember the logic when I was just talking about you have a certain number of objects put into certain order you separate k from n minus k and you're saying that basically the total number of permutations which is n factorial which you actually probably remember anyway. Should be divided by k factorial and n minus k factorial to get to the number of combinations because all these permutations within this group or within that group really produce exactly the same subset. So that's how you don't have to really remember the formula. You just have to think about logically deriving this formula from this particular process. Put it in a row, cut it whatever the first k is and then just count the permutations left part, right part and the total. Okay, so that's it for today. I do encourage you to use the Unisor.com as an educational site where you can establish the whole educational process with a supervisor or a parent who can enroll you and you can go through exams and all that stuff. Alright that's it. Thank you very much and good luck.


Welcome back everyone. Thanks for being here and thanks for sticking with us. We've had a great turnout today and some great participation. Thank you very much. So we're continuing with the topic of basically standards in the digital world and how we can use those to create great things. We've just heard about the work going on on the security reference model between two of our forums, the IT for IT forum and the security forum. We're going to have another double act presentation now on the reference, introducing a reference model for digital. And to do that, we have Justin Mann and Jan Stoby. So Justin is managing partner at Digital Business Consulting and he's an implementation consultant and educator recognized for his work in IT transformation and technology value management. While at Cisco, he developed the framework for an author of the associated book on operating IT as a service organization. He's continued to involve the solution aligning it with agile practice principles such as digital product line management as one of the world's leading experience based frameworks and training product centric technology management across a digital business. Justin works closely with industry standards bodies, including the open group and the Technology Business Management Council. Leverages a strong technology background and is committed to understanding his clients industry verticals. And here's something about putting your heart and soul into it. He even went as far as to complete sea survival and helicopter underwater extraction training in support of petroleum industry clients. So welcome, Jason. And sorry, this is just it on this one. Yes, I just realized that John, sorry, I was getting ahead of myself today. Okay, no, this is just Justin, but he's going to talk again about the introducing a reference. Operating model for digital. So sorry about that, Justin, but a warm welcome. You don't need anybody else. We've got you. Sounds good. Thank you so much, Steve. So we've been really excited about this opportunity seems to have locked up here. All right, so we've been really excited for this opportunity. It's both a chance to provide a preview of an upcoming white paper from the open group. We're about 2 to 3 months out from release. And it's also an opportunity to follow up on a presentation that we did last year at another open group conference. And in that presentation, we described a product centric kernel for a digital operating model. So independent of the broader elements of an operating model, we went into detail on what that core could look like and even more importantly, in real world practical terms, what a product centric kernel would change it, how it changed our approach to cloud, how it changed our approach to managed services providers. So we got a lot of interest and feedback from that. And based on that, we fired up this team. To look at, could we define an end in reference operating model that was product centric. And again, we're about 2 to 3 months away from releasing that white paper. And actually the agenda that you see on your screen there roughly maps to the table of contents for that upcoming paper. So I'll start with the background and approach of team followed. One of the first things we wanted to start with was a few guiding principles for the effort. The first thing we agreed to was that we wanted to move past redefining the challenges and considerations that I think we've all seen plenty of and really focus on solutions and prescribing some recommendations and solutions. So almost coming out with more of a prescriptive technical paper than just redefining those challenges that we've all seen plenty of articles on. The next thing we wanted to do, at least as an early exercise, was to set aside everything we knew today about how technology management has been done. And just start in terms with what do we know now about the circumstances for digital and business requirements. And if we could do it from the ground up, what would we do? Finally, we wanted to make sure we prescribe a holistic system. I think we've all seen plenty of great articles that look at the challenges facing, for example, funding models and then propose some good ideas for that. But when you start carrying those recommendations out to your organizational models and other elements of an operating model, they start to conflict. So we wanted to make sure we were building up a holistic system. Now, the very next thing we wanted to do was agree on a mission statement. And surprisingly, we did this very quickly. We wanted the goal of the operating model to be to achieve holistic management of the value and risk of every digital product in the business at all times. We didn't want to shoot too high, but we did want to go with something that was pretty bold. And I'm going to circle back to this mission statement at the end of the presentation. And I think we're all going to agree we've managed to do it. We've managed to lay out a practical approach to accomplishing just this, no matter how bold the mission statement may be. Now, the key is we knew early on that to accomplish this, we needed to start with that product-centric kernel. So the next few slides are going to go into some details on that kernel. But one other bit of background I wanted to share with the team was this debate we had early on, on whether to emphasize product-centricity or customer-centricity, because we've seen both out there in the industry. And what we agreed to at the end was that if you lay out the values and principles that most associate with customer-centric, product-centricity does not exclude those principles. So we're not leaving any of those behind by being product-centric. In fact, a lot of us felt the value and principles that we associate with customer-centricity were really implicit. But I think more broadly the concern for us or the big decision factor was that we're trying to align everybody to a common goal. And when you think in terms of customers versus a delivery team, we get that there's customers out there and that's ultimately what we're trying to serve. But the reality is for certain delivery team members, the idea of a customer is somewhat abstract. It's multiple levels removed, and it's unlikely they're ever going to interface directly with a customer. But on the other hand, a product, a digital product, that's something they can envision. That's something they can get behind and start to envision how their actions day to day can impact how they are creating value for a consumer through these digital products. So if we start to think about that product-centric kernel, what is it trying to do differently than all of the operating models that we've defined traditionally? And the very first thing we wanted to do was to move the focus to the products themselves that we are delivering. We wanted that to represent the central nervous system for the operating model, not the traditional silos that we've been organized around. Number two, we wanted to make sure to prioritize holistic value management, not just operational requirements. This is much bigger than requirements you would pass from a development team to an operations and support team. It's bigger than just understanding your cost. We wanted to move the bar all the way up to holistic value management and get our arms around any and all elements that might involve for a given product. And number three, we wanted to make sure we did that throughout the entire product lifecycle. We have a ton of methodologies out there to help us understand how to deliver value in the development phase. But how you build something to be able to create value is different than how you operate that thing over time to continue to create value. What we see is a lot of enterprise businesses are continuing to operate these digital products over time, and you start to see a ton of value degradation and increased risk. So to minimize that, we need to manage value throughout the entire lifecycle. And finally, we need to figure out a way to do that at scale across all of the products in our digital business, not just a few premier products. So how we accomplish that in the kernel at a high level is to think about how we define the digital product. And it's this final unit of delivery from the technology team to the consumer. So if you want to get your arms around how you create value for a consumer, all of the elements that the customer experience, the total cost of ownership, that's where you do it at. Now what we've done is we've taken a slightly broader definition to encompass everything from not just a software package, but it could represent a technical capability in the end customer device like a laptop or tablet, or even an outcome that's delivered. The goal here is to use digital product as a unifying concept to get everyone on the same page about, we need to understand the things we deliver and get our heads around how we create value through those things we deliver, not get into terminology wars. Next, once we've applied this broader definition, we're obviously going to have dozens, hundreds of products identified across the business. So we're going to use digital product lines to help us scale. It's very simple. It's a logically related group of digital products. In some cases, a digital product line may involve only two to four products that are complex and kind of these premier products we think of being consumed by our lines of business. In other cases, it's okay to make sense to group a dozen or even upward of 20 digital products into a single product line. So long as you can get the right level of management around those. And finally, we want to rethink how we manage our portfolios, and it's going to be a lot easier going forward to organize by the type of consumer. We have external consumers for those digital products like connected vehicles or smart appliances that are consumed external. Internal, speak for itself. But I think we found there's a lot of value in thinking the difference between digital products delivered directly to employees like laptops, desktops, collaboration and productivity capabilities. And those digital products that are actually consumed by a line of business to transform how they operate because they represent fundamentally different approaches to investment, innovation and how you want to manage those things. So there's a lot of value potential to at least thinking in those two different terms. And finally, we've got those enabling and foundational products. So these are your infrastructure development capabilities, things like that, that make up the technology supply chains for a lot of the top level digital products. Now with those in place, the question now is, how do we effectively scale that across a full digital business? So we're talking through the basic principles for digital product line management, that we are going to designate products end to end grouping by these digital product lines. And the real key here is that the expectation when you designate a digital product line, we're going to manage that thing like a semi-autonomous micro-enterprise. That is a big difference than just thinking of it as a typical delivery team. For most businesses, small enterprises, 15, maybe 20 on the high side in terms of the digital product lines, larger enterprises, upward of 60. If you designate too many of these digital product lines, you're going to be creating a ton of effort in terms of management, reporting, and you're not going to get a lot of value. On the other hand, if you go too low, you're probably missing out on a lot of value optimization opportunities. So follow those best practices, you'll be in a good starting point. Number two, we are going to decentralize the accountability for value and risk management to digital product line managers. Now this more than anything is the key to success. These are not product owners. These are not organizational managers. What I'm looking for in these roles is that general manager mindset, which I agree a lot of times to three key principles. We're looking for an extreme sense of ownership. Number two, we're looking for high performance decision engines and strong delegation skills. So I regularly see a lot of new information and ideas around how we can shape that digital product line manager role, but a lot of them are still kind of leveraging and moving outward from product owners and design thinking and things like that. Those are all valuable roles to have out there, but at some point we need that more business minded general manager mindset if we're going to make this successful. And finally, we need to leverage a common strategy for value management across all of our product lines. And we do this for the same reason we have a common way to report publicly traded companies. If every publicly traded company was reporting its performance in a completely different way, we would have no idea how to analyze and make investment decisions. So we need to have a common approach that still allows a lot of flexibility for the specific product lines. So if you want to hear more information on these ideas and again, going through what it means, what it looks like in practice, there's a link right there that will take you to a 20 minute video that takes you through more details on these practices. But now that we've got that product center kernel, the question shifts to what are the best strategies and functions the operating model needs to support that kernel. So I want to be clear, we're not trying to be overly descriptive on differentiating between a strategy and a function loosely. If it represents ideas and responsibilities that are carried out by teams across the business, it's a strategy. If it can largely be captured and executed on by a dedicated central team, then we think of that as a function. Now, it should be no surprise given the mission of our operating model that one of the top ones is digital value management. So this represents both a strategy and a function for us. We talked about the need to have that business wide strategy, but it's going to be really valuable to also designate a central function that can help us drive the governance, build standards and processes, even drive training, driving training and awareness for a lot of that is going to be a big value add for that team. And also make sure we've got templates and the different tools and platforms out there to help us perform value management. There's a lot of elements that could represent value management. So if you look down there just at the total cost of ownership, there's going to need to be processes and standards and hopefully templates and tools that help us report that. Even within that, we see a lot of focus emerging for financial ops or fin ops, which is dedicated to helping you right size your spend in the common public and private clouds. So you can see right there the value potential for having dedicated resources who really know these areas incredibly well and they can help drive training standards and awareness. Now, technically risk is absolutely part of the value management strategy. You make tradeoffs and the other elements of value to increase or decrease risk. We see risk management is three distinct pillars. So if we start with that digital security function, this team is responsible for driving business wide governance and architectures. So if you're rolling out a zero trust architecture, this is the team that's responsible for that. What this team is not responsible for is the actual digital security of the products themselves across the business. That accountability, again, lies with our digital product line managers. So they will be leveraging the digital security team as an advisory function to help them figure out the best way to do digital security relative to a product. And that in itself represents only one element of a much broader risk management strategy that those digital product line managers are accountable for. Now, the final piece of this is we are recommending that we pull out a function for controls and audit. So if we need to identify the controls and perform audits on zero trust architecture, we want that done by a different team reporting to a different leadership. And another area of opportunity here is that when this control and audit team gets their heads around these digital product lines, there's always a moment where they start to realize the whole new set of opportunities that the digital products and digital product lines represent for identifying control and audit points that are a lot more directly associated with business performance and business conformance requirements. Now, I'll talk to these next two all in the same page. The first two are kind of creative thinking, I would say, but we know that change is going to be constant in a digital business. So we've seen a lot of value with leveraging dedicated change leadership functions. And I want to be clear, I'm not talking about traditional IT change management. I'm talking about the formal practices and body of knowledge around actual change leadership. So you might be leveraging a change leadership function that already exists in the business and trying to identify some resources within that team that has background in the digital space, or you may be training up a few leaders within the digital practitioner space and helping them to pick up some of the skill sets from that digital change leadership. But the goal here is to make sure that we are smoothing out all of the change that's happening. Next, another creative call is this digital talent resourcing. We're going to keep going back to this as we go through some of the organizational structures and resourcing challenges later in the next few slides. But loosely right now I'm just going to say that talent resourcing for digital is very quickly becoming a point where it represents a unique set of challenges and considerations that is different than traditional talent resourcing. And having a small team that's dedicated to understanding this business really well can very quickly be a competitive advantage to really help be efficient and drive better levels of value. These last two are functions we're all familiar with. Enterprise architecture has always been and will remain a critical function. We just need to make sure we evolve it to make sure it's lean and agile. And the biggest thing I want to stress about EA going forward is that it is an advisory function. The final decisions on whether or not to invest, what level of tolerance for risk to accept, or even to accept some degree of duplication from what other teams are doing, those decisions rest with the business and with the product teams. EA is a critical advisory function and not this central final authority on those decisions. For data and information, the key thing, and I really can't stress this enough, this rest on we are decentralizing accountability and we are broadly democratizing greater levels of authority and autonomy. What the data information strategy has to prioritize is making sure information is now available where the decisions are being made. So hopefully it's running in parallel to this designation of the digital product lines and the product line managers. At the same time, you want to make sure you're prepared to intake all of the new information that's going to be generated by those digital product lines and making sure it's available anywhere else in the business. It can be a value without making it available in a way that increases risks. And finally, always keep in mind, I think we all agree, big value potential add always comes down to AI, ML, things like that. And data and information are critical to unlocking those. Now, when we've got these strategies and functions now down, I think the next question turns to where do these things live? Who is responsible? Who owns it? So we want to start thinking about how we repurpose the central IT organization. And when I say repurpose, I just mean that the goal is no longer for the central technology organization to be the sole owner and administrator for all technology in the business. That's not the case. We have to acknowledge technology and technologists are going to exist everywhere. So to be really clear, we are all violently in agreement that the goal is not to decentralize what was the central IT organization. The better question is what do we leave in and where is it valuable to move something out to the product teams or into the lines of business? And the best way to figure that out is start rethinking the new priorities for IT organizations going forward. And we align on four of these. The first one is that digital governments should be pretty explanatory, but you can imagine the value with having the central organization defining best practices for secure coding, API code library storages, and helping drive the platforms that help you be successful in that function. So digital governments is a key. Another one I think we forget about is that this organization will still be a large scale product delivery team. So they're still going to have product teams. And what they're doing is they're applying that product thinking to the things we deliver, whether it's infrastructure, cloud and infrastructure capabilities, or even those productivity and collaboration capabilities. So the other thing here is as digital products recent inflection point that may be embedded with the lines of business and we're ready to scale that across the board, it may make sense to shift that product team into this technology organization to help with the scaling.  When we think in terms of innovation, we always put so much focus on the products that are out there embedded with our lines of business are delivered to external consumers. But in reality, if we drive innovation in this space, we're improving if we drive improvement for something that's part of the technology supply chain, we just increased the value potential of dozens and perhaps hundreds of digital products. So keeping the pedal to the metal on innovation is another important area for the IT organization. And lastly, I think it's the one on everybody's mind, which is being that big digital delivery partner. So we're trying to figure out how do we deliver efficiently when we have the need for these very elastic organizations. It's very highly unpredictable levels of demand. So the way that we do that efficiently going forward is going to be to move away from the idea of traditional delivery teams. So you have smaller teams, five, maybe 15 people. It was largely fixed in size within this very strict hierarchical structure. Resources were either full time or maybe contractor. And you only had a chance once per year to kind of reevaluate the demand you had the previous year, the upcoming year approved projects and fight for increased headcount. And these things also kind of reinforce that silo oriented operations and cultures. What we want to move to instead for delivery is coordinated centers of excellence. So there's not going to be a fixed structure. This is more about larger teams of loosely organized resources and we're coordinating between them. They could be upward of several dozen, even 40, 50, 60 resources that you're coordinating between here. They are intended to be elastic and to shift in size with demand to be really effective. We want to start using a larger range of resource types. We could be using offsite, near shoring and even gig worker mentality is something that we'll come back to. And you're continuously assessing your ability to support the incoming demand. And another key thing is you want to drive that product thinking from the top. So at the top level, we are still treating these just like all of our other digital product lines. So the question still is, I still need an organizational structure in some way. So what do those look like? And the reality is, when you think through the challenges we're facing, there's no single solution for an organizational structure that can answer everything. But what we can do is view it into single planes. So we have a top plane that is dedicated to product and value management. So these are smaller teams. It's the digital product line manager, a handful of product owners, maybe some solution to architects. And it's simple, flat organizations, but they are broad all across the business. In some cases where it makes sense, we can embed some delivery resources here, typically data scientists, developers. Underneath that is where we do digital delivery. And that's where our centers of excellence are coordinated. The bigger thing I think is to look at how this looks in practice. So at the top level, we've got our small, simple product value management teams. In some cases, there's some dedicated delivery. But in the centers of excellence, you are looking to a much bigger group of people, different types of resources, and that's how you're going to, I think, approach a lot of this. So the bigger question now is, okay, the product and value teams, that is a simple organizational structure. How do I structure my delivery teams? And I think one of the near solutions we started to see is something called Helix organizations. So to make sense of this, it's important to think back. When we look at organizational structures traditionally, we had a single line that encompassed both the work assignment and work prioritization, and it also covered the performance evaluation, career support, and administrative support for that resource. It was all a single line. So Helix organizations break that out into two distinct lines. So you've got one manager that's assigning workloads, prioritizing work for the resource, and another that's doing the performance evaluation career progression. So I had read about these organizations a while back. I thought they were interesting, but I really didn't see the value potential until I started to view it a little bit differently. So all I've done here in this visual is to kind of detangle the Helix. So you can imagine a case where there's an infrastructure COE manager. They've got a resource who's recently passed a new AWS engineering certification and worked alongside some senior engineers. And he says, okay, you are now clear to pick up senior level work requests from product teams. And as happens, we've got a product team who needs an AWS engineer. But here's where this gets interesting and creates an opportunity for us. Over time, this resource sees that its commitments are only a couple of hours a week for that product team. So he's got more time on his hands. So he can now sign up to do cloud engineering work for multiple other product teams. So this is where we start to move to a lot more dynamic work assignment and work engagement rather than trying to filter it through a single team and resource. But there's an even better opportunity here. Imagine for a second that this resource also got interested in Python development. So he started working with the development COE and got cleared to do level one Python development. So now he can also pick up work from product teams for that work stream. What this does is it lets us not only foster but take advantage of multi-discipline resources. And I cannot stress enough how big of a value potential that is for letting us move to a lot more dynamic resource organizations. Now a couple of call outs on this. Number one, you can imagine where maybe we have a business internal app. And now these delivery resources can engage almost like gig workers throughout the week where they can sign up for different product to work for different product teams. You could even carry that analogy out and have reviews from the product teams similar to how we give Uber drivers. Hey, I'm a five star Python developer. You know, keep me on your list. This will require that the resources are capable of higher levels of self management, self prioritization. And we'll eventually need some platforms to help us manage these, whether it's app based or whatever it is. We need a way to start handling that increased complexity that comes with that. Now last topic for us, cost and funding. Every element of the operating model is ultimately enabled through funding. So if you're not funding it correctly, you're inhibiting its value potential in some way. Where this gets challenging is we know we need to be more agile in our funding and investment. But how do we do that without sacrificing some top level governance and setting some limits somewhere. And we hear about continuous product funding, but then it's the real world issue we hit is how does that work when a big part of the technology supply chain for this digital product is still using projects and operational budgets. And we also know there's a challenge where because we're architecting things in the cloud and other ways we're actually bypassing our traditional approval processes where we had capital review and approval. Now the good news is when you move to these models for end to end product thinking, it completely changes the options that are available to you. So when everybody, when everything is managed as a digital product line, now you actually can do continuous product funding where if it's funded, it's funded. If it's discontinued, then you can cut off the funding. The question becomes more, how do we manage those over time, manage those costs over time. And I've got a good tool I'm going to show you in just one second. But the other thing to be aware of is when we're driving the expectation that everything is managed for value, then it changes the context of the conversations from projects and outcomes to true value management. And you have to remember we're driving accountability for continuous cost optimization. Now as a part of that, we're also encouraging those digital product line managers to make sure to consider the broader technology supply chain. So they're thinking ahead to say, if we scale this digital product to this point, there's going to be a spike because we have to grow the private data center at some point. So these product line managers have to keep their arms around. There's other costs involved to keep up with the scaling delivery and the risk of these products. Now, for years, I spent coaching service owners and we use block charts showing the quarterly. And those were okay, but the problem we always had was the service owners never paid attention into the quarter and then there were surprises here. As we move to continuous product funding, these sliding windows for product funding become a lot more valuable to us. We can think of it as being fixed in time and we can even link it to sprints or ethics and we can start driving that accountability. And this gives us our mechanism for setting some sort of expectations for what the allowance for spend is. So if these are commodity based products, your tablets, laptops, PCs, you can set the height of your window fairly low. In fact, just above the trend for continuous delivery over the past six months. But if it's a premier product where you want to incentivize a lot of investment, you can set the height of that window a lot higher and allow for a lot more continuous improvement investment. So these are great tools for us going forward. Finally, when we've got the elements for the operating model, it can sound good at practice at a high level, but the day to day tools and processes is what will make this work. So if all of our processes are still non product centric, it's going to inhibit our operating model. So I think like a lot of people have been keeping my eyes on different standards and methodologies and I wasn't really impressed with the initial product shift. But now I am completely excited about the open groups it for it standard version three that will act as a great reference architecture. So it's going to help us go through with a fine tooth comb, look at the processes like change that incident problem event management and just rethink those from the product perspective. At the end of the day, it may be only minor changes, but man, those nuances can have huge impacts. So we have to take this time to rethink processes from the product perspective. And finally, we're going to have a new set of priorities for tools. We need platforms that can help us do digital management. We need platforms that are going to help us do this dynamic work management and resource management that we talked about. And if we are using a single source of truth, it needs to be product centric or at least have a roadmap to becoming product centric. So in wrap up, if you think back to our mission statement that we wanted to somehow manage the value and the risk of every product at all times, set aside all of the solutions that we've talked about for the past few minutes. How we are actually accomplishing this is we are doing a we are aligning everybody to a common goal. Number two, we are decentralizing accountability. We are democratizing greater and greater levels of authority. And we are increasing the levels of autonomy. And I understand that that can give some heartache and concern to a lot of traditional business and tech leaders. It really is the only way we're going to accomplish this. It relies heavily on our people because we're asking our typical managers to step up and now be almost general managers of a mini business. Even our delivery resources, we're asking to step up and exert higher levels of self management and self prioritization. Overall, I'm not worried about this because I'm convinced when we empower the right people, great things start to happen. And they keep happening. So this is a bit of a bold move and this operating model is leaning into it more boldly than anything else I've seen. But I truly believe it is something we can accomplish and that these principles right here are the way to do that. So get excited. It's a great time to be in this industry and there's a lot more to come. We're about two months away from releasing the paper and with that, I probably overshot my time just a bit. But let me know if you've got time for a few quick Q&A. Justin, great stuff. Thank you. Yeah, it is an exciting time and we're very much looking forward to the version three of the IT for IT reference. Thanks, Steve. We've got some, we do questions. I'm conscious. So one now and I'll come back to the others in the panel session. Perfect. But one specific, when you talked about the data and information part of the organization, the question is could that be a data mesh where data stewards are responsible but there is a central governance and control. I like that. Short answers. Yes, I like that. I think, yes, I would encourage, you know, reach out, see if we can collaborate on that and maybe get some updates into the paper before it's released. Thumbs up. Okay, great. That question was from Matthew Clark. So, um, Matthew, maybe you and Justin can hook up and we can help that. So I'll take the rest of the questions in the, in the panel, Justin, but thank you once again for that great overview and see you in a few minutes, 30 minutes on the panel. Thank you. Good. Thanks, Steve.