How to use Dropbox

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Ruchel Pascual

A step by step guide on how to use Dropbox and its functionalities. Hope you like it the same I did.

Be worry free with your files!
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Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks. If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where: • Red = Non value adding waiting time • Yellow = Non value adding activates required due to how work is organized • Green = Value adding activities of real customer value How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks. In this session, you will be learn how flow efficiency can be drastically improved in a concrete example. You will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks. We will take a close look at the three laws that define the performance of all processes: • Little’s Law • Law of bottlenecks • Law of variation By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency. When time is gone, it is gone. Time to start removing the red and yellow bricks

Retrospective on steroids - Toyota Kata

Håkan Forss

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but you don't seem to really improve. Let us put your retrospectives on steroids. Start using Toyota Kata! Building on the power of habits, Toyota Kata will help you build a daily continuous learning and improvement culture, a kaizen culture. In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your state of awesomeness in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the agile leaders for creating a culture of continuous improvement, adaption, and innovation. In this session, Toyota Kata will be taken out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context as a compliment or a replacement of the agile retrospective. Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.

Toyota Kata Puzzle Experience Workshop

Håkan Forss

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but you don’t seem to really improve. Let us put your retrospectives on steroids. Start using Toyota Kata! Building on the power of habits, Toyota Kata will help you build a daily continuous learning and improvement culture, a kaizen culture. In this intense and interactive 90 min session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. We will experience the fundamental behavior patterns at the core of the Toyota Kata methodology: the rapid experimental cycles and the Coaching Dialog. You will gain direct insight into the power of the Improvement Kata and Coaching Kata through repeated personal practice. You will experience how these daily habits or routines will help you to strive towards a state of awesomeness in small experiments focused on learning. Small teams will work together striving to achieve ever higher levels of awesomeness using the Improvement Kata and Coaching Kata, thereby gaining practical hands-on familiarity with Toyota Kata. Learning outcomes: · Provide an introduction to the core routines, mindset, and behavioral practices of Improvement Kata and Coaching Kata. · Allow you to experience the core routines of the of the Improvement Kata and Coaching Kata through interactive, hands-on exercises Who should attend? The target audience are Lean/Agile Coaches, Scrum Masters, managers and anyone interested in continuous learning and improvement methods. Anyone can attend. Prerequisites No prior knowledge needed. If you want to prepare the following two books are highly recommended: Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results by Mike Rother and Lean Enterprise: How High Performance Organizations Innovate at Scale by Jez Humble, Joanne Molesky, Barry O’Reilly Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.

KataSummit 2015 Software Practitioners Panel

Håkan Forss

Make strategy happen with hoshin kanri and toyota kata lean agile brighton 20...

Håkan Forss

Lean and Agile software development can help your organization deliver early and often, but that is not sufficient. Without clear and transparent alignment on a strategy, the organization might still end up just keeping itself busy and not achieving the desired results. Making your strategy happen have two major components that lives in symbiosis; strategy alignment and strategy execution. Aligning on the right strategy can be a challenge in today’s complex world. Hoshin Kanri is an approach to meeting this challenge by drawing for the collective brain trust in your organization. Organizations also need to become laboratories, in which they are constantly running experiments, generating learning, and applying that learning to continually progress towards their strategy. In this session you will learn how to create this symbiosis of strategy alignment and strategy execution using Hoshin Kanri and Toyota Kata as one system.

KATA - Habits for lean learning Agile Australia 2016

Håkan Forss

Learn how to build a Lean learning culture at every level of your organisation. In this presentation from the LEGO enthusiast and Agile Coach at King Hakan Forss, you will discover how the Improvement Kata and Coaching Kata can form the foundational habits of a Lean learning organisation. You will be introduced to two core habits and how they will help you to create an organisation of learners that will improve your business.

Make the invisible visible - Visual management in agile product development

Håkan Forss

Most of today's knowledge work is almost exclusively done digitally. If you would step into an office and try to observe the process you will most likely find it hard to understand what is really happening. Most of the work is as ones and zeros hidden in many different digital repositories. To create a common and shared understanding in knowledge work we often need to make the invisible visible. During this session Håkan Forss will share his experiences of creating common and shared understanding of the invisible knowledge work using visual management.

Kanban Kata - Lean Kanban European Conference Tour 2012

Håkan Forss

This document contains slides from a presentation on Kanban and the Improvement Kata. It discusses using daily meetings, improvement experiments, and operations reviews to continuously improve processes according to the Kanban method. The slides cover establishing a target condition to work towards, removing obstacles to workflow, conducting small experiments, and reviewing data regularly to drive incremental improvements. The goal is to develop "muscle memory" for continuous learning and adaptation through established routines.

Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture. “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle What are the habits, routines, behavior patterns, needed to strive for excellence every day? How do we create a culture of continuous learning and improvement? Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture. In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your vision, your state of awesomeness, in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve. In this session, we will take Toyota Kata out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context tomorrow. Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process. Ideas for now •How Toyota Kata can become the catalyst for creating a culture of continuous learning and improvement, a kaizen culture. •How Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. •How the Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve. •How small daily experiments lower the resistance to change and builds a kaizen culture. •How to use the great power of habits to build a new culture. •How to apply the Improvement Kata and Coaching Kata in a software development context Read more at http://hakanforss.wordpress.com/tag/toyota-kata/

Toyota Kata - habits for continous learning. Shingo Institue European Confere...

Håkan Forss

Aristotle said, “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” Building on the power of habits, Toyota Kata helps build a daily continuous learning and improvement culture – a kaizen culture. In this session, Håkan Forss will introduce two main kata* of Toyota Kata – improvement kata and coaching kata. You will learn how the improvement kata and coaching kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive toward your state of awesomeness in small experiments focused on learning. The improvement kata will form the habits of doing small daily experiments focused on learning and improving. The coaching kata will form the habits of leaders in an organization to help the learners learn and improve. It’s time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A kata is something you practice over and over, while striving for perfection. If the kata itself is relatively static, the content of the kata, as we execute it, is modified based on the situation and context in real-time as it happens. A kata is different from a routine in that it contains a continuous self-renewal process.

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The document is a presentation by Håkan Forss on strategy execution. It discusses three parts of strategy execution: the stroke of the pen involving controllable actions, the whirlwind of everyday operational work, and behavioral change. It emphasizes the importance of establishing daily habits through experiments to drive behavioral change and achieve strategic goals. It also stresses the need for alignment across the organization using approaches like Hoshin Kanri to clarify challenges and ensure resources are focused in the same direction.

Toyota Kata – habits for continuous improvements Lean IT Summit 2013

Håkan Forss

Toyota Kata – habits for continuous improvements Description: “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle What are the habits, or routines, you need to put in place to continuously strive for excellence? How do we create a culture of continuous improvement? In this session you will learn about continuous improvement routines that help you close the gap between your current condition and you desired future state. You will learn how you can probe through the unknown in small deliberate steps. You will also be introduced to the leadership routines to build a continuous improvement culture. These routines are what we call Toyota Kata.

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The Busy Bee Paradox Agile Tour Lille 2014

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The document is a collection of slides created by Håkan Forss on various topics including agile/scrum, lean, kanban and flow. Some key points discussed are: - King.com is a gaming company with over 200 titles played worldwide and hundreds of millions of average users. - Flow efficiency measures the percentage of value-added time versus total lead time, which is typically only 1-5% in many processes. - Improving flow involves reducing wait times and waste, such as queues, unnecessary processing, defects and long feedback cycles. - Focusing only on local optimizations can undermine the system as a whole; a shared view of end-to-end flow is needed

How to improve flow efficiency, remove the red bricks Agile2014

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Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks. If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where: * Red = Non value adding waiting time * Yellow = Non value adding activates required due to how work is organized * Green = Value adding activities of real customer value How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks. In this session, you will be see how flow efficiency can be drastically improve in two concrete examples from two different domains. First, you will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks. In the second example, you will see how a Product Development Test Organization reduced lead-time and created time for improvements by focusing on improving flow efficiency. We will take a close look at the three laws that define the performance of all processes: * Little’s Law * Law of bottlenecks * Law of variation By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency. When time is gone, it is gone. Time to start removing the red and yellow bricks

Flow thinking ACE! Conference 2014-06-16

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You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives! You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level! It is time to create the habits of continuous improvement. It is time to start using Toyota Kata! Toyota Kata is two behavior patterns, or Kata’s, that is the foundation in Toyota’s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata’s and improves its way of working. Do or do not. There is no try. —Yoda

ppr pipe fittings, galvanized iron fittings from cn aquatherm

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We sell quality with competitive price for the following products: PPR pipe fittings for hot and cold water(Fiber-Glass Reinforced PP-R Pipes,PPR-AL-PPR pipe, PPR-AL-PE pipe, PPR-AL-PERT pipe and stable state aluminum plastic composite pipe), pvc-u pipes and fittings and valves, PPR pipe cutters and welding machines, PVC-U BS threaded fittings for water supply, CPVC ASTM D2846 pipes and fittings, CPVC SCH80 pipes and fittings, UPVC SCH80 pipes and fittings, PVC-U SCH40 pipes and fittings, DIN NBR5648 pipe and fittings for water supply, IRS pipe fittings, PPH BS Threaded pipes and fittings, PVC pressure pipes and fittings, PVC pressure rubber ring joint pipes and fittings with gasket, PVC pressure pipes & fittings for drainage, DWV ASTM D2665 PVCU pipes and fittings, PP sound proof drainage pipe and fittings, PP sound proof drainage pipes & fittings, PVC gutter system for rain water, PP compression fittings for irrigation, over-lapped Aluminum plastic pipes and fittings, butt-welded Aluminum plastic pipes and fittings, pex-a pipes, pex-b pipes, PEX-EVOH pipes, PERT pipes and fittings, Multi-layer pipes and brass fittings, sliding pex brass fittings, pipe clamps, Galvanized iron pipe and fittings, brass and stainless steel pipe and fittings, zinc alloy and brass valves and fittings, shark-bite brass fittings, push-fit brass fittings, Taps/Faucets, shower heads, Shower fittings，Polyethylene(HDPE) pipes and fittings, Polyethylene spirally enwound structure wall pipes, HDPE 100 Water pipes, HDPE 80 Water pipes, HDPE 100 gas pipes, butt-fusion HDPE pipes and fittings, butt-weld HDPE pipes and fittings, socket fusion HDPE pipes and fittings, HDPE valves and fittings, HDPE quick connection fittings, HDPE clamp saddles, HDPE electro-fusion pipe fittings, electro-fusion tapping saddle, HDPE soil & waste system fittings, HDPE geothermal pipes and fittings. Solar panels, solar power inverters, solar controllers, solar batteries, solar electric cookers, solar pumps. All kinds of plastic molds and injection machines, plastic pipe and panel production lines.

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We describe how we achieve high change agility in data engineering by eliminating the fear of breaking downstream data pipelines through end-to-end pipeline testing, and by using schema metaprogramming to safely eliminate boilerplate involved in changes that affect whole pipelines. A quick poll on agility in changing pipelines from end to end indicated a huge span in capabilities. For the question "How long time does it take for all downstream pipelines to be adapted to an upstream change," the median response was 6 months, but some respondents could do it in less than a day. When quantitative data engineering differences between the best and worst are measured, the span is often 100x-1000x, sometimes even more. A long time ago, we suffered at Spotify from fear of changing pipelines due to not knowing what the impact might be downstream. We made plans for a technical solution to test pipelines end-to-end to mitigate that fear, but the effort failed for cultural reasons. We eventually solved this challenge, but in a different context. In this presentation we will describe how we test full pipelines effectively by manipulating workflow orchestration, which enables us to make changes in pipelines without fear of breaking downstream. Making schema changes that affect many jobs also involves a lot of toil and boilerplate. Using schema-on-read mitigates some of it, but has drawbacks since it makes it more difficult to detect errors early. We will describe how we have rejected this tradeoff by applying schema metaprogramming, eliminating boilerplate but keeping the protection of static typing, thereby further improving agility to quickly modify data pipelines without fear.

STATATHON: Unleashing the Power of Statistics in a 48-Hour Knowledge Extravag...

sameer shah

一比一原版(UMN文凭证书)明尼苏达大学毕业证如何办理

nyfuhyz

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原版制作(unimelb毕业证书)墨尔本大学毕业证Offer一模一样

ihavuls

学校原件一模一样【微信：741003700 】《(unimelb毕业证书)墨尔本大学毕业证》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。本公司拥有海外各大学样板无数，能完美还原。 1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700 【主营项目】一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！二.真实使馆公证(即留学回国人员证明,不成功不收费) 三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度) 如果您处于以下几种情况： ◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】 ◇面对父母的压力，希望尽快拿到； ◇不清楚认证流程以及材料该如何准备； ◇回国时间很长，忘记办理； ◇回国马上就要找工作，办给用人单位看； ◇企事业单位必须要求办理的 ◇需要报考公务员、购买免税车、落转户口 ◇申请留学生创业基金留信网认证的作用: 1:该专业认证可证明留学生真实身份 2:同时对留学生所学专业登记给予评定 3:国家专业人才认证中心颁发入库证书 4:这个认证书并且可以归档倒地方 5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息 6:个人职称评审加20分 7:个人信誉贷款加10分 8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才

一比一原版(GWU,GW文凭证书)乔治·华盛顿大学毕业证如何办理

bopyb

毕业原版【微信:176555708】【(GWU,GW毕业证书)乔治·华盛顿大学毕业证】【微信:176555708】成绩单、外壳、offer、留信学历认证（永久存档真实可查）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。【我们承诺采用的是学校原版纸张（纸质、底色、纹路），我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】【业务选择办理准则】一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信176555708】文凭即可二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信176555708】即可三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。留信网认证的作用: 1:该专业认证可证明留学生真实身份 2:同时对留学生所学专业登记给予评定 3:国家专业人才认证中心颁发入库证书 4:这个认证书并且可以归档倒地方 5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息 6:个人职称评审加20分 7:个人信誉贷款加10分 8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才留信网服务项目： 1、留学生专业人才库服务（留信分析） 2、国（境）学习人员提供就业推荐信服务 3、留学人员区块链存储服务 → 【关于价格问题（保证一手价格）】我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子我给客户的都是第一手的代理价格，因为我想坦诚对待大家不想跟大家在价格方面浪费时间对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！

Open Source Contributions to Postgres: The Basics POSETTE 2024

ElizabethGarrettChri

Postgres is the most advanced open-source database in the world and it's supported by a community, not a single company. So how does this work? How does code actually get into Postgres? I recently had a patch submitted and committed and I want to share what I learned in that process. I’ll give you an overview of Postgres versions and how the underlying project codebase functions. I’ll also show you the process for submitting a patch and getting that tested and committed.

Global Situational Awareness of A.I. and where its headed

vikram sood

You can see the future first in San Francisco. Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum. The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war. Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change. Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride. Let me tell you what we see.

一比一原版(UO毕业证)渥太华大学毕业证如何办理

aqzctr7x

UO毕业证录取书【微信95270640】购买（渥太华大学毕业证成绩单硕士学历）Q微信95270640代办UO学历认证留信网伪造渥太华大学学位证书精仿渥太华大学本科/硕士文凭证书补办渥太华大学 diplomaoffer,Transcript购买渥太华大学毕业证成绩单购买UO假毕业证学位证书购买伪造渥太华大学文凭证书学位证书,专业办理雅思、托福成绩单，学生ID卡，在读证明，海外各大学offer录取通知书，毕业证书，成绩单，文凭等材料:1:1完美还原毕业证、offer录取通知书、学生卡等各种在读或毕业材料的防伪工艺（包括烫金、烫银、钢印、底纹、凹凸版、水印、防伪光标、热敏防伪、文字图案浮雕，激光镭射，紫外荧光，温感光标）学校原版上有的工艺我们一样不会少，不论是老版本还是最新版本，都能保证最高程度还原，力争完美以求让所有同学都能享受到完美的品质服务。文凭办理流程： 1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：微信95270640我们有专业老师帮你查询）； 2开始安排制作毕业证成绩单电子图； 3毕业证成绩单电子版做好以后发送给您确认； 4毕业证成绩单电子版您确认信息无误之后安排制作成品； 5成品做好拍照或者视频给您确认； 6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。 7完成交易删除客户资料高精端提供以下服务：一：渥太华大学渥太华大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金二：真实使馆认证（留学人员回国证明）使馆存档三：真实教育部认证教育部存档教育部留服网站可查四：留信认证留学生信息网站可查五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640） A.为什么留学生需要操作留信认证? 留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询! B.为什么我们提供的毕业证成绩单具有使用价值？查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。只硕大的蛇皮袋手里拎着长铁钩正站在门口朝黑色的屋内张望不好坏人小偷山娃一怔却也灵机一动立马仰起头双手拢在嘴边朝楼上大喊：“爸爸爸——有人找——那人一听朝山娃尴尬地笑笑悻悻地走了山娃立马“嘭的一声将铁门锁死心却咚咚地乱跳当山娃跟父亲说起这事时父亲很吃惊抚摸着山娃的头说还好醒得及时要不家早被人掏空了到时连电视也没得看啰不过父亲还是夸山娃能临危不乱随机应变有胆有谋山娃笑笑说那都是书上学的看童话和小说时多

Experts live - Improving user adoption with AI

jitskeb

Predictably Improve Your B2B Tech Company's Performance by Leveraging Data

Kiwi Creative

Harness the power of AI-backed reports, benchmarking and data analysis to predict trends and detect anomalies in your marketing efforts. Peter Caputa, CEO at Databox, reveals how you can discover the strategies and tools to increase your growth rate (and margins!). From metrics to track to data habits to pick up, enhance your reporting for powerful insights to improve your B2B tech company's marketing. - - - This is the webinar recording from the June 2024 HubSpot User Group (HUG) for B2B Technology USA. Watch the video recording at https://youtu.be/5vjwGfPN9lw Sign up for future HUG events at https://events.hubspot.com/b2b-technology-usa/

DSSML24_tspann_CodelessGenerativeAIPipelines

Timothy Spann

Codeless Generative AI Pipelines (GenAI with Milvus) https://ml.dssconf.pl/user.html#!/lecture/DSSML24-041a/rate Discover the potential of real-time streaming in the context of GenAI as we delve into the intricacies of Apache NiFi and its capabilities. Learn how this tool can significantly simplify the data engineering workflow for GenAI applications, allowing you to focus on the creative aspects rather than the technical complexities. I will guide you through practical examples and use cases, showing the impact of automation on prompt building. From data ingestion to transformation and delivery, witness how Apache NiFi streamlines the entire pipeline, ensuring a smooth and hassle-free experience. Timothy Spann https://www.youtube.com/@FLaNK-Stack https://medium.com/@tspann https://www.datainmotion.dev/ milvus, unstructured data, vector database, zilliz, cloud, vectors, python, deep learning, generative ai, genai, nifi, kafka, flink, streaming, iot, edge

Everything you wanted to know about LIHTC

Roger Valdez

The Ipsos - AI - Monitor 2024 Report.pdf

Social Samosa

ViewShift: Hassle-free Dynamic Policy Enforcement for Every Data Lake

Walaa Eldin Moustafa

Dynamic policy enforcement is becoming an increasingly important topic in today’s world where data privacy and compliance is a top priority for companies, individuals, and regulators alike. In these slides, we discuss how LinkedIn implements a powerful dynamic policy enforcement engine, called ViewShift, and integrates it within its data lake. We show the query engine architecture and how catalog implementations can automatically route table resolutions to compliance-enforcing SQL views. Such views have a set of very interesting properties: (1) They are auto-generated from declarative data annotations. (2) They respect user-level consent and preferences (3) They are context-aware, encoding a different set of transformations for different use cases (4) They are portable; while the SQL logic is only implemented in one SQL dialect, it is accessible in all engines. #SQL #Views #Privacy #Compliance #DataLake

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