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A
Good
afternoon,
everyone
I
hope
I'm
come
after
coffee.
Hopefully,
I
can
keep
up
with
you
because
probably
have
more
energy
than
I.
Do
big
thanks
to
Red
Hat,
for
having
me
over
for
the
talk,
and
today
what
I
will
be
talking
about
is
completely
different
than
everyone
else.
Everyone
has
one
slide
around
adoption.
I
have
a
full
deck
around
adoption,
so
I'm
jamming
Mina
from
Financial,
Group
and
I'm
the
catalyst
behind
the
container
adoptions
at
Financial,
Group
we're
the
200
year
old
company
we're
young
compared
to
Berkeley.
A
A
So
this
presentation
is
about
container
adoption
and
about
the
ingredients
that
go
in
into
container
adoptions
and
I'm
gonna
list
the
ingredients
quickly.
Then
we
throughout
the
presentations
we're
going
to
go
through
them.
First
one:
the
primary
ingredient
that
I
locality
is
a
team
dedicated
team
for
confer
adoption.
A
The
second
one
is
an
effort
that
is
focused
on
container
adoption,
a
partner
that
you
can
count
on,
which
is
an
important
piece
of
the
puzzle
in
terms
of
the
adoption,
keeping
it
simple
failsafe
environment
and
promote
and
advertise
across
the
organization
secure
and
operational
and
tangible
consumption
model
model
and
finally,
measuring
and
tracking
the
adoption.
Our
journey
started
back
in
2016,
where
we
did
a
bake-off
on
container
platform,
and
we
made
and
I
took
the
word
out
here-
a
bet
because,
as
a
bank,
we
can't
bet
we
have
to
be
secure
with
your
money.
A
We
made
a
bet
on
kubernetes
and
open
shipped
in
2017.
We
worked
with
what
I
call
an
innovator
and
I'm
gonna
expand
on
innovator
in
the
next
slides
and
so
forth.
To
help
promote
the
capability
within
the
organization
and
2018,
we
were
planning
to
go
with
two
applications
to
production.
We
have
three
in
production,
we
have
major
applications
launching
in
june/july.
It's
open
shift
is
the
thread
strategic
platform
for
our
digital
transformation.
A
A
What
surprised
us
the
most
is
when
we
launched
the
our
expectation
was
to
have
only
two
applications.
It
was
our
practice
around
one
small
application
and
one
large
application
to
serve
our
customers
in
the
United
States
for
our
online
banking
platform,
and
we
experienced
an
autistic
of
demand
and
we
had
more
demand
that
we
can
supply
and
we
had
to
react
quickly
and
stuff
up
to
be
able
to
be
able
to
support
the
demand
for
it.
A
A
The
second
pieces
focus
when
we
looked
at
the
spectrum
of
container
adoption,
especially
when
we
were
doing
the
initial
bake-off.
We
made
the
conscious
choice
that
our
transformation
is
about.
The
option
of
container
is
not
about
the
changing
of
the
behavior
of
the
developer.
One
of
the
things
with
some
with
other
platforms.
A
What's
interesting
during
that
process,
even
though
the
development
team
wanted
something
with
training
wheels,
they
ended
up
writing
applications
that
are
stateless
to
take
advantage
of
auto
scaling,
auto
recovery
and
so
forth.
The
OpenShift
offers
partnering
with
an
app
dev
innovator,
and
here
that's
that's
an
important
concept,
because
you
need
a
strong
partner
and
I'm
using
here.
The
model
that
was
described
back
in
the
2000
by
Jeffrey
Moore,
which
is
crossing
the
chasm
and
the
innovator,
is
the
market
group.
A
There
are
opinion,
leaders
and
people
look
at
them
when
they're,
selecting
a
platform
and
the
app
app
dev
dinner
innovator,
everybody
pretends
to
be
in
app
dev
innovator.
First
of
all.
So
how
do
you
discover
who's?
The
app
dev
innovator?
It's
someone
that
is
not
asking
for
a
business
case,
someone
that's
gonna,
go
by
god,
someone
that
is
looking
for
it
willing
to
experiment
is
willing
to
fail
it's
willing
to
invest
their
best
assets,
which
are
that
people
into
your
project
to
see.
A
If
it's
going
to
be
successful,
once
you
find
that
app,
dev
innovator,
you
charge
them
and
you
start
building
your
use
cases
around
them,
and
here
this
is
a
busy
slide
and
this
purpose
of
the
slide.
This
was
a
news
that
came
out
in
the
newsletter
in
a
couple
of
weeks
ago,
from
the
app
dev
didn't
innovator,
publishing
to
the
whole
organization,
the
value
that
they're
getting
from
the
open
ships.
A
So
they
start
speaking
on
your
behalf
and
start
communicating
to
the
rest
of
the
organization,
the
value
that
they
are
getting
and
everybody
starts
to
fall
at
that
point
because
they're,
looking
at
the
open
the
opinion
leader
and
now
your
head,
the
the
mass
market
of
of
the
users
when
engineering
the
the
platform
keep
it
keep
it
simple.
The
first
version
doesn't
have
to
be
complicated,
create
an
MVP
that
is
functional,
functional
functional,
reliable
usable,
convenient
pleasurable
and
meaningful,
but
it
doesn't
have
to
have
everything.
A
Implementing
an
open,
shipped
platform
for
a
cloud
platforms,
especially
for
a
regulated
organization
like
us,
requires
a
lot
of
things
that
have
to
be
done
to
ensure
that
is
secure.
Its
scalable.
It
has
disaster
recovery
in
it
has
backup,
has
monitoring
how
to
integrate
it
into
your
own
processes.
Do
not
go
to
the
extent
just
meet
the
needs
of
that
innovator
and
what
they
Nevada
wanted
from
us.
A
So
by
providing
the
funding,
we
are
not
under
pressure
from
the
project
teams.
Our
strategic
business
alignment,
for
example
business
breathing
down
our
neck
to
say,
I,
want
this
function
tomorrow
in
production.
It
allows
us
space
to
experiment
to
fail
to
recover,
to
learn
and
actually
the
application
never
made
it
to
production.
A
A
So
the
hackathon
like
event,
considering
that
we
are
company
that
manages
for
47
thousand
people
that
have
47
thousand
people.
We
could
not
make
people
work
24
hours
a
day,
so
that
does
not
meet
the
labor
code,
so
we're
not
allowed
to
put
them
in
the
same
room
and
say
go
out
and
create
something
that
is
creative
and
meaningful.
So
we
wanted
something
that
works
for
the
organization
works
for
the
employees.
So
the
way
we
structured,
that
is,
we
did
two
sessions
of
training,
one
session
of
training,
which
was
around
how
to
use
the
platform.
A
Second
session
of
training
is
how
to
create
an
application
that
works
within
the
platform,
all
the
attendees
of
the
hackathon,
where
it
was
mandatory
for
them
to
attend
the
sessions.
Then,
on
the
day
of
the
hackathon,
we
gave
them
some
restrictions,
more
restrictions
for
them
to
use
they
had
to
use
our
existing
pipeline.
They
didn't
have
a
choice
to
use
any
pipeline
that
they
want
to
use.
So
we
use
bitbucket,
we
use
bamboo,
we
use
JIRA,
so
they
had
to
use
our
pipeline.
A
Second
thing
is:
we
didn't
tell
them
to
create
an
application
from
scratch,
we
told
them
pick
any
application
from
the
one
that
you're
working
on
that
you're
comfortable
with
refactor
it
and
make
it
work
within
the
openshift
platform
and
at
the
end
of
the
day,
the
participant
presented
to
a
group
of
senior
leaders.
We
had
all
the
CIOs,
the
skeptics
and
the
people
and
the
believers
in
the
room
from
the
CIO
level
to
come
and
judge
the
platform,
and
that
was
quite
amazing
because
we
did,
the
developers
did
stuff.
A
The
the
executive
did
not
expect
I
actually
didn't
expect.
They
delivered
the
application
that
were
able
to
do.
Auto-Scaling
blue/green
showed
logging
into
our
ELQ
platform
straight
into
our
platform,
and
actually
it's
a
young
two
graduates
from
university
that
won
the
prize
and
one
of
the
CIOs
asked
them.
How
do
we
do
it
today
in
terms
when
we
go
to
production?
How
do
we
do
the
fall
back
to
the
previous
version
and
they
looked
at
times
like
we?
A
A
We
rewarded
the
winners
with
we
wanted
to
send
them
to
a
confirmed
conference.
They
selected
to
have
some
nice
laptops
instead
of
going
to
the
conference,
and
then
we
created
professional
video
and
we
sent
that
video
across
organization
and
was
played
in
town
halls
about
the
event
which
now
we
have
more
and
more
people
starting
to
ask
us.
They
want
to
be
on
the
platform
like
everyone
else,
because
they
seen
the
result
real
work
started.
So
now
we
had
to
secure
to
make
it
secure
and
operational.
A
So
we
brought
more
engineers
on
to
engineer
the
production
platform
to
make
sure
that
we
have
good
networking.
We
have
a
good
day,
our
capabilities
and
being
a
regulated
organization.
We
have
two
two
groups
that
support
our
environments:
one
non
prod
and
one
a
production
group,
so
I
took
the
production,
people
and
told
them
for
the
next
six
months.
A
I
took
actually
I
got
one,
they
gave
me
one
I
didn't
take
any
that
came
and
worked
with
our
team,
and
he
was
embedded
with
our
team
to
learn
how
to
operate
the
cluster
in
a
non
production
environment.
So
all
of
a
sudden
I
had
one
person
from
an
ops
team
that
is
fully
capable
at
operating
the
platform
and
production.
That
was
our
first
confidence
boot
that
boost
that.
Now,
if
we
go
to
a
production
with
an
application,
we
have
someone
in
ops
that
understands
it.
They
know
how
to
recover
an
application.
A
A
They
know
how
to
secure
it
and
so
forth
and
for
information
security
was
the
other
people
we
had
to
work
with
and
we
actually
created
a
brand
new
security
standard
for
open
shell,
and
that's
that's
that
took
us
six
months
to
create
a
new
standard,
then
create
a
backlog
to
apply
all
the
standards
against
open
ship
and
what's
interesting
with
the
standard
anyone
wants
to
bring
in
container
platform
capability
within
the
organization
was
measured
against
that
standard.
How
are
you
gonna
secure
it?
How
are
you
gonna
recover
it?
A
The
next
step
after
that
was
how
do
you
order
open
shipped?
We
have
an
elaborate
model
financial
model
within
the
bank
for
our
investment
plan.
For
for
app
dev,
we
had
to
give
people
that
are
used
to
managing
pets,
how
to
plan
and
order
carols.
So
pets
is
your
server,
which
has
a
name.
You
treat
it
well,
and
you
know
what
it
is.
So
now
it's
a
Carol,
it's
a
form
of
nodes
that
you
don't
know
that
that
exists.
A
So
we
created
a
model
small,
medium
large,
and
if
CIO
decides
that
application
is
a
medium,
a
medium
would
have
four
VMs
and
production,
one
that
main
side,
the
other
one.
At
the
our
site,
two
VMs
and
in
the
performance
environments
and
six
VMs
and
nonprofit
environment,
it
was
a
standard
costing
for
a
medium
anyone
asking
medium:
that's
all
what
they're
gonna
get
there
is
no
customization
to
it,
and
then
this
and
then
we
label
these
nodes
for
them
to
use
them.
A
The
other
thing
we
did
is
the
fast
route
for
development,
where
we
made
the
provisioning
of
the
openshift
clustered
frictionless.
So
when
a
development
team
decides
to
get
in
on
an
open
shift,
I
have
a
set
of
nodes
within
a
non
dev
environment.
I
can
get
them
to
start
working.
The
open
shift
on
the
open
shift
platform
and
developing
that
application,
which
was
faster
for
them
than
going
and
getting
VMs
creating
an
environment
using
the
MS,
would
take
about
six
to
seven
weeks
at
the
least,
with
open
shift.
Why
the
casting
is
happening.
A
They
can
start
developing
within
two
to
three
days
da
attracted
the
dev
team
to
start
using
the
platform
as
well,
because
now,
all
of
a
sudden,
they
can
fast-track
their
projects
by
three
to
six
six
months
at
at
times
to
get
going
and
finally
is
the
allocation
model
getting
the
the
cultural
transition
from
pets
to
Carol.
Now
you
don't
own
a
pet,
your
own
farm
of
cattle,
and
you
can
use
that
form
of
carroll's
for
your
own
use
to
scale
your
application.
A
The
next
evolution
of
that
might
be
a
flood
nodes
where
they
can
scale
all
their
application,
but
we're
not
there
in
terms
of
the
culture
yet
last
but
not
least,
is
measuring
and
tracks.
So
we
have
a
dashboard
that
we've
built
was
pot
fire
where
it
gives
us
at
any
one
time
the
number
of
positronic
that
is
visible
from
a
business
sense.
That
executives
can
take
a
look
at
it
at
all
time,
and
this
is
published
actually
to
the
executives
across
the
organization.
They
can
see
how
many
projects
we
have,
how
many
bills
were
doing.
A
Actually,
there
is
an
anomaly
here,
because
there
is
a
team
as
building
so
much
that
they
had
to
clean
that
would
have
had
more
than
14,000
bills
in
the
last
in
the
last
year,
but
we
got
them
to
keep
purging
their
their
bills.
That
big
line
on
the
top
right
chart
is
quite
interesting,
because
that
big
line
is
one
of
the
project.
Teams
had
13
environments
when,
in
the
VM
world
whence
they
started.
A
Using
the
open
shift
platform,
then
one
to
about
state
projects,
the
equivalent
of
68
environments
and
what's
interesting,
is
that
using
three
VMs
to
run
what
they
used
to
run
on
50
VMs.
So
we
experienced
a
huge
density
in
there
in
terms
of
utilization,
so
still
having
a
minute
and
38
seconds.
If
there
are
any
questions
happy
to
take
them,
you
have.
B
A
great
model
for
forgetting
buying
across
multiple
levels
of
the
organization.
You
obviously
had
some
great
support,
I'm
curious
about
how
you
were
able
to
achieve
that
level
of
support
from
the
other
teams
and
leaders
that
you
obviously
had
it
from,
and
what
steps
were
necessary
to
maintain
such
a
high
level
of
support.
As
you
went
through
the
various
phases
yeah.
A
So
I'm
gonna
use
a
buzzword,
probably
it's
the
power
of
the
community.
We
we
did
have
executive
support
to
be
able
to
invest
into
the
promotion
and
the
advertisement,
but,
to
be
honest
with
you,
I
had
to
take
my
foot
off
the
gas,
because
the
adoption
rate
based
on
the
word
within
the
community
that
was
flowing
around
between
the
various
leaders,
was
catching
fire
faster
than
my
ability
to
support
them.
I
had
to
slow
down
a
little
bit
from
the
advertisement,
so
I
had
the
other
problem.
A
I
have
more
demand
than
I
had
supply
and
actually
I
had
to
staff
up
I
had
to
add
three
more
people
to
my
team
to
be
able
to
support
the
supply
before
getting
back
into
advertising.
So
it
was
the
community
that
did
it
for
us,
based
on
following
the
the
model
of
having
the
innovator
to
speak
to
us,
instead
of
us
speaking
for
for
the
product
for
the
service.
Thank
you
very
much.
Thank
you.