What if your finance organization had a faster, simpler way to transform operational transactions into meaningful insight? View this slide deck with Workday and KPMG as we explore new technologies and solutions for streamlining the analysis of vast amounts of data in the changing world of finance.
The document provides an overview of different data modeling options in Documentum:
1. Object type hierarchy - Models data using object types in a parent-child relationship and stores metadata across multiple database tables joined by object IDs.
2. Registered tables - Allows storing content-less data from external systems in non-Documentum database tables accessed via DQL.
3. Aspects - Adds custom attributes and behavior to objects without changing their type by attaching additional metadata tables.
4. Lightweight objects - Reduces storage footprint by sharing system metadata across many objects from a single parent object instance.
5. Data tables - Structured collection of dynamic fields defined and managed by users in
The document discusses new features in MySQL 8.0, including a MySQL document store for working with JSON documents, improved JSON support with new functions, full Unicode support, and a transactional native data dictionary. Performance tests showed MySQL 8.0 was 40% faster than MySQL 5.7 for a read-only OLTP workload using utf8mb4. Additional features included in MySQL 8.0 are common table expressions, window functions, and configuration changes to make MySQL more cloud friendly.
This is the presentation I delivered on Hadoop User Group Ireland meetup in Dublin on Nov 28 2015. It covers at glance the architecture of GPDB and most important its features. Sorry for the colors - Slideshare is crappy with PDFs
Since the introduction of replication in MySQL, users have been trying to automate the promotion of a replica to a primary as well as automating the failover of TCP connections from one database server to another in the event of a database failure: planned or unplanned. For over a decade, users and organizations have designed various types of solutions to achieve this. Though, many of these solutions were done manually or were using third party software, mostly open source, to automate and integrate various architectures.
For more than 5 years now, MySQL offers complete and very easy-to-use solutions to set up database architectures that provide High-Availability and recently added Disaster Recovery capabilities. Completely built in-house and supported by Oracle, many enterprises large and small have adopted these solutions into business-critical applications.
Business requirements dictate what type of database architecture is required for your system. Disaster tolerance is key and can be measured at different levels: data loss, data availability, and uptime. In this session, the various MySQL Database Architecture solutions will be covered to help you choose the right solution based on your business requirements
What if your finance organization had a faster, simpler way to transform operational transactions into meaningful insight? View this slide deck with Workday and KPMG as we explore new technologies and solutions for streamlining the analysis of vast amounts of data in the changing world of finance.
The document provides an overview of different data modeling options in Documentum:
1. Object type hierarchy - Models data using object types in a parent-child relationship and stores metadata across multiple database tables joined by object IDs.
2. Registered tables - Allows storing content-less data from external systems in non-Documentum database tables accessed via DQL.
3. Aspects - Adds custom attributes and behavior to objects without changing their type by attaching additional metadata tables.
4. Lightweight objects - Reduces storage footprint by sharing system metadata across many objects from a single parent object instance.
5. Data tables - Structured collection of dynamic fields defined and managed by users in
The document discusses new features in MySQL 8.0, including a MySQL document store for working with JSON documents, improved JSON support with new functions, full Unicode support, and a transactional native data dictionary. Performance tests showed MySQL 8.0 was 40% faster than MySQL 5.7 for a read-only OLTP workload using utf8mb4. Additional features included in MySQL 8.0 are common table expressions, window functions, and configuration changes to make MySQL more cloud friendly.
This is the presentation I delivered on Hadoop User Group Ireland meetup in Dublin on Nov 28 2015. It covers at glance the architecture of GPDB and most important its features. Sorry for the colors - Slideshare is crappy with PDFs
Since the introduction of replication in MySQL, users have been trying to automate the promotion of a replica to a primary as well as automating the failover of TCP connections from one database server to another in the event of a database failure: planned or unplanned. For over a decade, users and organizations have designed various types of solutions to achieve this. Though, many of these solutions were done manually or were using third party software, mostly open source, to automate and integrate various architectures.
For more than 5 years now, MySQL offers complete and very easy-to-use solutions to set up database architectures that provide High-Availability and recently added Disaster Recovery capabilities. Completely built in-house and supported by Oracle, many enterprises large and small have adopted these solutions into business-critical applications.
Business requirements dictate what type of database architecture is required for your system. Disaster tolerance is key and can be measured at different levels: data loss, data availability, and uptime. In this session, the various MySQL Database Architecture solutions will be covered to help you choose the right solution based on your business requirements
PostgreSQL continuous backup and PITR with BarmanEDB
How can I achieve an RPO of 5 minutes for the backups of my PostgreSQL databases? And what about RPO=0 for zero data loss backups? This talk will give you answers to those questions, by guiding you through an overview of Disaster Recovery of PostgreSQL databases with Barman, covering its key concepts and providing useful patterns and tips.
This presentation covers all aspects of PostgreSQL administration, including installation, security, file structure, configuration, reporting, backup, daily maintenance, monitoring activity, disk space computations, and disaster recovery. It shows how to control host connectivity, configure the server, find the query being run by each session, and find the disk space used by each database.
10 AWESOME Things We've Done With SharePointRegroove
itgroove's Colin Phillips shares the top ten awesome features that itgroove has customized SharePoint to do. Look forward to a few “ooh and ahh’s” and a “SharePoint can do that?!” or two.
Who is Colin Phillips?
Colin is a SharePoint MVP and Consultant with itgroove. He is a graduate of the University of Victoria and has over 14 years’ experience in both software development and IT infrastructure. His background working at both small and large companies (including 5 years working with BI at Cognos - now IBM) has given him a wealth of knowledge. Among Colin’s areas of experience include SharePoint, business intelligence, workflow, VMware, JavaScript, and many more. Check out Colin's blog at mmman.itgroove.net
The document discusses challenges with the traditional ITIL Plan-Build-Run model and how DevOps approaches can help address these. Specifically:
- Under the traditional model, there is a lack of collaboration between project and operations teams, leading to handovers just "telling" problems to the other team rather than collaborating.
- DevOps emphasizes a collaborative culture, automation, shared goals and measurements, and continuous improvement to break down silos between teams.
- A feasible approach combines aspects of ITIL and DevOps, with collaborative relationships between planning, development, and operations at each stage from strategy to governance. This includes joint responsibility, communication, reduced bureaucracy, and feedback loops between teams.
Jaleh Rezaei - How to build a scalable growth engine through speed: 5 actiona...SaaStock
To win in the current market, your marketing strategy means life or death for your business. When it comes to building scalable growth, most marketers and CMOs have it wrong. They focus on content quality, channel strategy and planning, when they should be focused on one thing and one thing only -- SPEED. In this session Jaleh will share actionable strategies that any marketing team can adopt to move 10 times faster and stop wasting time building high quality campaigns that don’t work.
How to Create a Strategic Plan for a Lean Six Sigma Program OfficeGoLeanSixSigma.com
In this presentation you will find out how a Lean Six Sigma Program Office can develop a solid plan for next year's success and beyond.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-rollout-lean-six-sigma-training/
Talk about how we organize our work at Vincit Oy. We have 180 employees and only two managers. Work happens at team level and teams decide how they work. In this talk, I will discuss how change takes place in an organization like this. Typically, good things go viral and spread and you can try to imitate that if you want to drive change.
This talk will dive into the topic of how changes take place in the organization where teams are self-organizing and autonomous. There is no management. The talk will share some insights and practical examples that we have learned at Vincit where there are over 180 employees and two managers.
in 2015, Citizen Schools designed a new performance management process that trades in a emphasis in scoring for a focus on genuine conversations and progress to goals. This deck was used to roll out the new process through small group discussions with both managers and individual contributors.
LL360 - Development Planning Session DeckJeremy Stover
The LinkedIn Leadership 360 is a tool used by LinkedIn to provide senior leaders (Directors and above) feedback on their leadership strengths and areas for growth from their managers, peers, direct reports, and partners. The objective is for leaders to gain insights to help them become better leaders. Leaders spend 2 hours completing the assessment and their raters each spend 10 minutes providing feedback. The entire process takes about 6 weeks. Leaders then use their feedback to create a focused leadership development plan outlining actions they will take over the next 3 weeks, 3 months, and 3 quarters to develop their key areas of focus.
5 Leadership Lessons from the Trenches by Twitch Senior PMProduct School
Being a great PM, more than anything, is about knowing what to do when faced with adversity. Learn the principles that helped Peter recover from people leaving his team, projects falling behind schedule, conflicts with leadership, and setbacks on his journey to product management. Whether you're a PM early in your career or trying to become one; Peter shares real stories from the trenches at Twitch, Twitter, and Facebook.
Capability Building is one of the top most strategic priority for an organization. Even after taking many measures, the real benefit is never realized. With this Presentation a small effort is made to analyze the effectiveness of the different measures taken by the Organizations in building capabilities. The various problems are discussed along with the Vision, Principles and frameworks to resolve the same.
Capability Building is one of the Top most strategic priority for an organization. Being of so much importance, there is no wonder on the various measures that an organization take for enhancing capabilities. With this presentation a small effort is made to understand the effectiveness of these measures. The various problems around the same are discussed along with the Vision, Principles and framework that can be used to resolve the same.
Team maturity scale: How old is your team?Tanya Ivanova
The document discusses measuring team maturity through a simplified maturity model. It proposes that teams progress through chaotic, mid-life, and mature stages. In the chaotic stage, teams need a "dictator" to provide structure and direction. The mid-life stage involves a "teacher" to help teams learn self-management skills within constraints. In the mature stage, teams need a "coach" to advance further. The document outlines metrics for evaluating engineering ability, communication, client relationships, team engagement, and leadership to determine a team's maturity.
Тетяна Іванова “Team Maturity Scale: How Old Is Your Team?” - Lviv PMDayLviv Startup Club
The document discusses team maturity and how to measure it. It presents a simplified maturity model with three stages: chaotic, mid-life, and mature. The chaotic stage needs a dictator, the mid-life stage is managed by a teacher, and the mature stage needs a coach. It then provides examples of metrics to measure different aspects of team maturity, including engineering ability, communication, client relationships, team engagement, and leadership.
Today, the traditional PMO does a great job of reporting and metrics, however, what needs to improve is their ability to truly remove roadblocks and barriers. The PMO needs to improve project execution and the establishment of resilient project teams!
WEBINAR: How to Deploy Lean Six Sigma in Your OrganizationGoLeanSixSigma.com
Are your Lean Six Sigma efforts stale? Is your organization finally pulling the trigger on Continuous Improvement implementation? Learn how to jumpstart your Lean Six Sigma efforts and get your organization on the right foot by joining our 1-hour Leadership webinar on deploying Continuous Improvement with Lean Six Sigma!
https://goleansixsigma.com/online-lean-six-sigma-green-belt-training/
https://goleansixsigma.com/ggm/
Webinar: Going Virtual - How to Coach Problem Solvers on A3sGoLeanSixSigma.com
This document provides an overview of coaching leaders on A3 problem-solving tools. It defines the elements of an A3, outlines the benefits of A3 coaching for leaders, and describes a successful structure for virtual A3 coaching. The presentation also covers common challenges in A3 coaching such as failing to require A3s, asking poor questions, and not making time. Countermeasures for each challenge are proposed, such as developing standard work, becoming a student of questioning techniques, and finding a mentor. The goal is to build problem-solving skills through A3 coaching.
The LinkedIn Leadership 360 is a developmental tool for senior leaders at LinkedIn to obtain feedback and identify areas for growth in their leadership. Leaders complete a 360 review where their manager, peers, reports, and partners provide ratings. They then work with a facilitator to review insights, identify strengths and opportunities, and create short and long-term development goals focused on building their leadership skills. The process takes about 6 weeks and is designed to help leaders improve strengths and become "world class" in their roles.
PostgreSQL continuous backup and PITR with BarmanEDB
How can I achieve an RPO of 5 minutes for the backups of my PostgreSQL databases? And what about RPO=0 for zero data loss backups? This talk will give you answers to those questions, by guiding you through an overview of Disaster Recovery of PostgreSQL databases with Barman, covering its key concepts and providing useful patterns and tips.
This presentation covers all aspects of PostgreSQL administration, including installation, security, file structure, configuration, reporting, backup, daily maintenance, monitoring activity, disk space computations, and disaster recovery. It shows how to control host connectivity, configure the server, find the query being run by each session, and find the disk space used by each database.
10 AWESOME Things We've Done With SharePointRegroove
itgroove's Colin Phillips shares the top ten awesome features that itgroove has customized SharePoint to do. Look forward to a few “ooh and ahh’s” and a “SharePoint can do that?!” or two.
Who is Colin Phillips?
Colin is a SharePoint MVP and Consultant with itgroove. He is a graduate of the University of Victoria and has over 14 years’ experience in both software development and IT infrastructure. His background working at both small and large companies (including 5 years working with BI at Cognos - now IBM) has given him a wealth of knowledge. Among Colin’s areas of experience include SharePoint, business intelligence, workflow, VMware, JavaScript, and many more. Check out Colin's blog at mmman.itgroove.net
The document discusses challenges with the traditional ITIL Plan-Build-Run model and how DevOps approaches can help address these. Specifically:
- Under the traditional model, there is a lack of collaboration between project and operations teams, leading to handovers just "telling" problems to the other team rather than collaborating.
- DevOps emphasizes a collaborative culture, automation, shared goals and measurements, and continuous improvement to break down silos between teams.
- A feasible approach combines aspects of ITIL and DevOps, with collaborative relationships between planning, development, and operations at each stage from strategy to governance. This includes joint responsibility, communication, reduced bureaucracy, and feedback loops between teams.
Jaleh Rezaei - How to build a scalable growth engine through speed: 5 actiona...SaaStock
To win in the current market, your marketing strategy means life or death for your business. When it comes to building scalable growth, most marketers and CMOs have it wrong. They focus on content quality, channel strategy and planning, when they should be focused on one thing and one thing only -- SPEED. In this session Jaleh will share actionable strategies that any marketing team can adopt to move 10 times faster and stop wasting time building high quality campaigns that don’t work.
How to Create a Strategic Plan for a Lean Six Sigma Program OfficeGoLeanSixSigma.com
In this presentation you will find out how a Lean Six Sigma Program Office can develop a solid plan for next year's success and beyond.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-rollout-lean-six-sigma-training/
Talk about how we organize our work at Vincit Oy. We have 180 employees and only two managers. Work happens at team level and teams decide how they work. In this talk, I will discuss how change takes place in an organization like this. Typically, good things go viral and spread and you can try to imitate that if you want to drive change.
This talk will dive into the topic of how changes take place in the organization where teams are self-organizing and autonomous. There is no management. The talk will share some insights and practical examples that we have learned at Vincit where there are over 180 employees and two managers.
in 2015, Citizen Schools designed a new performance management process that trades in a emphasis in scoring for a focus on genuine conversations and progress to goals. This deck was used to roll out the new process through small group discussions with both managers and individual contributors.
LL360 - Development Planning Session DeckJeremy Stover
The LinkedIn Leadership 360 is a tool used by LinkedIn to provide senior leaders (Directors and above) feedback on their leadership strengths and areas for growth from their managers, peers, direct reports, and partners. The objective is for leaders to gain insights to help them become better leaders. Leaders spend 2 hours completing the assessment and their raters each spend 10 minutes providing feedback. The entire process takes about 6 weeks. Leaders then use their feedback to create a focused leadership development plan outlining actions they will take over the next 3 weeks, 3 months, and 3 quarters to develop their key areas of focus.
5 Leadership Lessons from the Trenches by Twitch Senior PMProduct School
Being a great PM, more than anything, is about knowing what to do when faced with adversity. Learn the principles that helped Peter recover from people leaving his team, projects falling behind schedule, conflicts with leadership, and setbacks on his journey to product management. Whether you're a PM early in your career or trying to become one; Peter shares real stories from the trenches at Twitch, Twitter, and Facebook.
Capability Building is one of the top most strategic priority for an organization. Even after taking many measures, the real benefit is never realized. With this Presentation a small effort is made to analyze the effectiveness of the different measures taken by the Organizations in building capabilities. The various problems are discussed along with the Vision, Principles and frameworks to resolve the same.
Capability Building is one of the Top most strategic priority for an organization. Being of so much importance, there is no wonder on the various measures that an organization take for enhancing capabilities. With this presentation a small effort is made to understand the effectiveness of these measures. The various problems around the same are discussed along with the Vision, Principles and framework that can be used to resolve the same.
Team maturity scale: How old is your team?Tanya Ivanova
The document discusses measuring team maturity through a simplified maturity model. It proposes that teams progress through chaotic, mid-life, and mature stages. In the chaotic stage, teams need a "dictator" to provide structure and direction. The mid-life stage involves a "teacher" to help teams learn self-management skills within constraints. In the mature stage, teams need a "coach" to advance further. The document outlines metrics for evaluating engineering ability, communication, client relationships, team engagement, and leadership to determine a team's maturity.
Тетяна Іванова “Team Maturity Scale: How Old Is Your Team?” - Lviv PMDayLviv Startup Club
The document discusses team maturity and how to measure it. It presents a simplified maturity model with three stages: chaotic, mid-life, and mature. The chaotic stage needs a dictator, the mid-life stage is managed by a teacher, and the mature stage needs a coach. It then provides examples of metrics to measure different aspects of team maturity, including engineering ability, communication, client relationships, team engagement, and leadership.
Today, the traditional PMO does a great job of reporting and metrics, however, what needs to improve is their ability to truly remove roadblocks and barriers. The PMO needs to improve project execution and the establishment of resilient project teams!
WEBINAR: How to Deploy Lean Six Sigma in Your OrganizationGoLeanSixSigma.com
Are your Lean Six Sigma efforts stale? Is your organization finally pulling the trigger on Continuous Improvement implementation? Learn how to jumpstart your Lean Six Sigma efforts and get your organization on the right foot by joining our 1-hour Leadership webinar on deploying Continuous Improvement with Lean Six Sigma!
https://goleansixsigma.com/online-lean-six-sigma-green-belt-training/
https://goleansixsigma.com/ggm/
Webinar: Going Virtual - How to Coach Problem Solvers on A3sGoLeanSixSigma.com
This document provides an overview of coaching leaders on A3 problem-solving tools. It defines the elements of an A3, outlines the benefits of A3 coaching for leaders, and describes a successful structure for virtual A3 coaching. The presentation also covers common challenges in A3 coaching such as failing to require A3s, asking poor questions, and not making time. Countermeasures for each challenge are proposed, such as developing standard work, becoming a student of questioning techniques, and finding a mentor. The goal is to build problem-solving skills through A3 coaching.
The LinkedIn Leadership 360 is a developmental tool for senior leaders at LinkedIn to obtain feedback and identify areas for growth in their leadership. Leaders complete a 360 review where their manager, peers, reports, and partners provide ratings. They then work with a facilitator to review insights, identify strengths and opportunities, and create short and long-term development goals focused on building their leadership skills. The process takes about 6 weeks and is designed to help leaders improve strengths and become "world class" in their roles.
The document provides guidance on creating an actionable fundraising plan. It emphasizes the importance of planning and having the full team involved. The speaker outlines steps to take in planning, including defining goals, strategies, and tactics; sorting the pieces into buckets; and connecting everything together into a cohesive plan. Turning the vision into action requires determining why specific tactics are used, when they will occur, who is responsible, and how each piece will be executed. An effective plan finds the right balance of detail to inform the team and allow for flexibility. A customer relationship management system can help implement the plan through tasks, tools for various functions, and metrics to track success.
Forget methodology. Focus on what matters.Jack Humphrey
Presentation given by Jack Humphrey (Engineering Director, Indeed) at Keep Austin Agile 2014. http://keepaustinagile2014.sched.org/event/7faaa9add53a23a59185a595bca50230#.UzCTx61dVt0
For more presentations from Keep Austin Agile 2014, see: http://2014conf.agileaustin.org/?q=presentations
For more presentations from Indeed, see http://engineering.indeed.com/talks.
This document outlines best practices for managers at Squarespace based on a talk given by Franklin Angulo. It includes a proposed Manager SLA with expectations for 1-on-1s, feedback, team meetings, and roadmaps. Angulo provides insights for managing individuals, other managers, hiring processes, onboarding, 1-on-1s, team meetings, retrospectives, offsites, and developing a vision. The document aims to establish consistent expectations for managers and provide tools to develop teams.
End Resource Management Smackdowns: How To Make Allocating a Breezejzapin
Digital Project Managers are masters of getting things done without doing “anything:” They take talented resources, enable them to work together so seamlessly that the sum is much greater than the parts.
That said, figuring out who is doing what and when is one the supreme challenges of an agency. Resource conflicts are inevitable and, often, chaotic.
During this session, we will explore the problem provide some tangible solutions by looking at the people, processes and tools that need to be leveraged to get this done.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
Literature Review Basics and Understanding Reference Management.pptxDr Ramhari Poudyal
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECTjpsjournal1
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
reserves and the ancient silk trade route, along with China's diplomatic endeavours in the area, has been
referred to as the "New Great Game." This research centres on the power struggle, considering
geopolitical, geostrategic, and geoeconomic variables. Topics including trade, political hegemony, oil
politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
in Central Asia. This study adheres to the empirical epistemological method and has taken care of
objectivity. This study analyze primary and secondary research documents critically to elaborate role of
china’s geo economic outreach in central Asian countries and its future prospect. China is thriving in trade,
pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
China is seeing significant success in commerce, pipeline politics, and gaining influence on other
governments. This success may be attributed to the effective utilisation of key tools such as the Shanghai
Cooperation Organisation and the Belt and Road Economic Initiative.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...IJECEIAES
Medical image analysis has witnessed significant advancements with deep learning techniques. In the domain of brain tumor segmentation, the ability to
precisely delineate tumor boundaries from magnetic resonance imaging (MRI)
scans holds profound implications for diagnosis. This study presents an ensemble convolutional neural network (CNN) with transfer learning, integrating
the state-of-the-art Deeplabv3+ architecture with the ResNet18 backbone. The
model is rigorously trained and evaluated, exhibiting remarkable performance
metrics, including an impressive global accuracy of 99.286%, a high-class accuracy of 82.191%, a mean intersection over union (IoU) of 79.900%, a weighted
IoU of 98.620%, and a Boundary F1 (BF) score of 83.303%. Notably, a detailed comparative analysis with existing methods showcases the superiority of
our proposed model. These findings underscore the model’s competence in precise brain tumor localization, underscoring its potential to revolutionize medical
image analysis and enhance healthcare outcomes. This research paves the way
for future exploration and optimization of advanced CNN models in medical
imaging, emphasizing addressing false positives and resource efficiency.
Harnessing WebAssembly for Real-time Stateless Streaming PipelinesChristina Lin
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
International Conference on NLP, Artificial Intelligence, Machine Learning an...gerogepatton
International Conference on NLP, Artificial Intelligence, Machine Learning and Applications (NLAIM 2024) offers a premier global platform for exchanging insights and findings in the theory, methodology, and applications of NLP, Artificial Intelligence, Machine Learning, and their applications. The conference seeks substantial contributions across all key domains of NLP, Artificial Intelligence, Machine Learning, and their practical applications, aiming to foster both theoretical advancements and real-world implementations. With a focus on facilitating collaboration between researchers and practitioners from academia and industry, the conference serves as a nexus for sharing the latest developments in the field.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
2. 2
• January 2000: Graduated, worked as Software Engineer
for 11 years, across 3 companies
• January 2011: Switched to being a manager
• January 2012: Started a new team from scratch in EC2,
over the next 4.5 years, grew team from 1 to 52
• November 2016: Left EC2, burned out. Joined Two
Sigma. Developed this material.
• March 2019: Joined Datadog, VP of Metrics and Alerts
Who am I?
3. 3
● Seven areas of management: People, Product, Execution, Partners,
Operations, Engineering and the Company
● Getting in front of all to have no negative surprises is impossible
● These negative surprises are “misses”. They happen.
● Growing as a manager is owning misses, and thinking broadly about
mechanisms to avoid or mitigate them earlier
● All while delegating more responsibility to your team in a mechanistic
manner, to help them through the recursive process
Summary
4. 4
What is a miss?
A miss is anytime the organization or anyone in it
is negatively impacted as a result of your team’s
action or inaction
5. 5
What are the 7 Areas of Management?
The seven areas that need your time and focus:
Engineering: How are things being built?
People: Are people happy and growing in what is being built?
Execution: How are things getting built?
Product: Are customers satisfied by what is being built?
Operations: Is the built thing going to keep running?
Partners: Do all my partners understand and agree with all the above?
Company: Does the company align with all these answers?
7. 7
● Is your team following industry best practices on:
○ Code Quality?
○ Unit and integration testing?
○ Specification and design
○ Getting consensus on specification and design?
○ The amount of tech debt being accumulated or paid down?
● If not, how are you spending time and focus to change the path?
Engineering: Broad Strategic Questions
8. 8
● January 2012:
○ Start new team (EC2 Nitro)
○ 7 person team reporting to me. Lead reported to my manager.
○ Lead refused to unit test his code; thought it was a bad practice
● November 2013:
○ Release V1 on time
○ Over 50,000 lines of C
○ Lead engineer wrote 80% - 40,000 lines
○ With no unit tests, and good (but shallow) integration tests
Engineering: Anatomy of a Miss
9. 9
● March 2014:
○ Lead engineer quits to found a startup
○ All my focus was on shipping V2
○ I give the lead’s old code to strong junior engineer
● July 2014:
○ Two character “/8” bug costs two development months to resolve
Engineering: Anatomy of a Miss
10. 10
I didn’t take the time and ask:
Now the lead is leaving, how do I accommodate the tech
debt we have accumulated?
Engineering: My Miss
11. 11
The only things you control are your time and your
focus.
You need to always ask yourself: are you using them in
the most optimal manner at this time?
Engineering: Broad Lesson
13. 13
● Do your people have purpose; understanding where their work fits
in the company mission?
● Do you have the right people to achieve your part of that mission?
● Do you understand and accommodate what motivates them?
● Do you understand and accommodate their growth?
● Have you created an environment of safety where they can be
honest, have their own misses, and grow?
People: Broad Strategic Questions
14. 14
● March 2014: Two months after lead engineer left:
○ My manager also left
○ I took over existing team, who owned software with no clear future
○ I met with the manager every week, he thought team was happy
○ I focussed on executing V2 with my original team
● August 2014: Finally had skip 1:1s with the team I took over
○ And realized half were on the verge of quitting
○ They saw no future for their team and so themselves
People: Anatomy of a Miss
15. 15
My manager missed in being too tactical in his 1:1s
But:
○ I missed in not asking deeper questions in my 1:1s
○ I also missed in not having skip 1:1s sooner
○ We both missed in putting too much time and focus
on Execution rather than People
People: My Misses
16. 16
When your head is down you are missing what’s up
i.e., When you focus on only one area you miss
information on the other six
People: Broad Lessons
18. 18
● What deadlines does your team have?
○ How real are they?
○ Are you on top of executing to hit them in face of all risk?
○ What buffer or options to shuffle priorities do you have?
○ Do your partners, management and customers understand all this?
● Do you know all your external dependencies?
○ Are they on track?
○ Do they believe your deadlines for them are real?
Execution: Broad Strategic Questions
19. 19
● November 2013: V1 miracuously shipped on time
● November 2014: deadline for V2
● August 2014 year to date recap:
○ Manager and lead engineer gone
○ Managing additional team, which I had to convince had a future
○ V1 in production with bug that cost dev-months
Execution: Anatomy of a Miss
20. 20
● 1st November 2014: (2 weeks out from release date)
○ Reset for December 15th
● 1st December 2014: (2 weeks out from new release date)
○ Reset for January 9th
● 9th January 2015: Launched V2
○ With nasty data corruption bug
○ Discovered quickly, but two months to fully mitigate
Execution: Anatomy of a Miss
21. 21
When the first slip happened, did not seriously re-
evaluate ship date and risks
Result was a 6 month death march
Execution: My Miss
22. 22
By being actionable information, misses are
opportunities
To take advantage of the opportunity you need to own
the miss, and reset your strategy in light of them
Execution: Broad Lesson
24. 24
● Why does your team exist - what is your vision?
○ “A collection of somewhat related systems” is not a vision
○ Does your team own the right systems to execute that vision?
● What is your strategy to deliver your vision?
○ i.e., which systems are you investing in and why?
● What is your execution plan (i.e. roadmap) for that strategy?
● Do all these people agree with the above:
○ Customers, Partners, Team members, Your Management?
○ Why are you sure?
Product: Broad Strategic Questions
25. 25
● January 2015: Technology established, new 2015 initiatives come in
needing major work from my team:
○ Hypervisor and bare metal functionality (i.e. c5 nitro)
○ Network load balancing (i.e. ALB)
○ Multiple types of storage (i.e. EFS)
○ Low latency NICs (i.e., ENA/EFA)
● All on top of my organizations (VPC) full roadmap
● I met with each 1:1 to come up with a compromise of partial commits
● But each new team set goals assuming 100% commit
● Causing a lot of political infighting, costing me a lot of time and focus
Product: Anatomy of a Miss
26. 26
I didn’t proactively own the roadmap narrative for my
team
That led partner teams to make mistakes in timeline of
their strategies
Product: My Miss
27. 27
A miss is anytime the organization or anyone in it
is negatively impacted as a result of your team’s
action or inaction
● i.e., It includes misses of communication
● It includes when the other party should have communicated with you
● It includes when you did communicate, but not in a way the other
party committed to being accountable
Product: Broadening What I Think of as a Miss
28. 28
You need to own the narrative
● You need to have a strategy
● You need to communicate that strategy
● You need to be seen to deliver on your strategies
Product: Broad Lesson
30. 30
● Am I having sideways 1:1s often enough with all managers whose
teams are impacted by, or impact my team?
● Do I understand what their goals and challenges are?
● Am I always pushing back on behalf of my team’s happiness and goals,
and never considering the other team’s happiness and goals?
● Are my team doing the same, without me knowing?
Partners: Broad Strategic Questions
31. 31
● December:
○ Take over software engineering team
■ Owns their own networking switches
■ Different vendor to the rest of the network
○ My team strongly pushed that Networking team should take them
○ Run quiet for 2 years, and due to be retired in 14 months
○ Networking team refused to take ownership
● 11 months later:
○ Switches started having mass operational issues
○ I had to ask the Networking team for help, and they did
○ Their engineer engaged for more than a month
Partners: Anatomy of an Mitigated Miss
32. 32
Partners: How I avoided a bigger miss
● Throughout the year, had 1:1s with Networking management
● Also gave three months of my developer time to work on a project that
fit my developer’s interest and their need
33. 33
Sometimes the only way to avoid a miss is a partner
sacrificing. It’s better when this is because they want to
help you, instead of needing to escalate
That comes from building relationships and
understanding ahead of time
Partners: Broad Lesson
35. 35
● Are my team on top of:
○ Monitoring Production?
○ Capacity Planning?
○ Change Management?
○ Operational Customer Communication?
● Why am I sure?
● What mechanisms do I need to stay sure?
Operations: Broad Strategic Questions
36. 36
Operations: Anatomy of a Small Miss
● Beginning of Year:
○ Datacenter team moves to a quarterly ordering model for servers
○ This means ordering a server can take 5 months
○ I communicated this to my managers in a staff meeting
● August:
○ Two of my managers say they need capacity in 3 months
37. 37
Operations: Avoiding a Bigger Miss
False miss: I did not communicate in a way that drove
ongoing focus.
Real Miss: I had no mechanism to ensure managers were
staying on top of this continuous need
38. 38
Leveraging time and focus is building mechanisms
around delegation
Operations: Broad Lesson
39. 39
What is a Mechanism?
● 4 basic things:
○ Identification of stakeholders affected
○ A goal for which success/failure can be ongoingly judged
○ A owner
○ A periodic or edge triggered check in mechanism
communicated to all stakeholders
● Example: TPM owns a project with a deadline, defines
milestones they own, hosting a status update meeting for all
stakeholders after each
● Example: Eng Manager owns a Availability SLA for their
service, each month owns reporting misses to stakeholders
41. 41
● Is there something about the way the organization does people,
product, process, partners, engineering, operations that is not actually
right for the company?
● Is this going to be a major problem?
● Then what do I need to influence the company to change?
Company: Broad Strategic Questions
42. 42
● AWS was losing Systems Engineers to competitors because of
compensation
● A peer of mine decided to take ownership
● After taking up with HR, understands Amazon lumps engineers doing
automation at massive scale with operational engineers
● Peer works with HR to create new job family; works with his leadership
to get it through CEO approval
● Amazon creates new job family (Systems Development Engineer) with
compensation that aligns with competitors
Company: Peer Addresses a Miss
44. 44
● Seven areas of management: People, Product, Execution, Partners,
Operations, Engineering and the Company
● Getting in front of all to have no negative surprises is impossible
● These negative surprises are “misses”. They happen.
● Growing as a manager is owning misses, and thinking broadly about
mechanisms to avoid or mitigate them earlier
● All while delegating more responsibility to your team in a mechanistic
manner, to help them through the recursive process
Summary