Specialization - Coursera Executive Data Science RC3XQHYKK3QH
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This document is a certificate confirming that Afroz Hussain successfully completed the online Executive Data Science Specialization, which consisted of 4 intensive courses. The specialization provided a crash course in data science to teach leadership skills, including how to recruit and manage a complementary data science team through the different stages of a data science project. The certificate verifies Afroz Hussain's completion of learning how to assemble and lead a data science enterprise.
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This has been like some of the other material that we have covered. I have had exposure to many of the concepts in my master’s program but with this material I am provided both reinforcement of those concept understandings and present new perspectives on them. The from Management Information Systems: Managing the Digital Firm was particularly helpful. Material such as this can often require several iterations of review to begin to develop an understanding of how it can be applied. I have had exposure to similar material but being able to understand how to apply these concepts benefits considerably form exposure to new sources. This material is not abstract but at times being able to apply it in a practice manner almost does seem abstract. Being able to read this material helps me solidify thoughts and ideas on how to concretely implement them in real life situations, this type of process for me is something that requires deeper understanding of the “theory of operations”, for a lack of better words. In course I have gotten a lot of that.
What are some problems that are apparent in the field?
I am going to inject some major bias at this point as my masters was in software engineering and focused on enterprise architecture, IT systems research, software project management, and object-oriented paradigm. To me one of the biggest problems in the industries I have been in is shear negligence in researching the concepts of what software engineering is and how to manage information systems or information technology. The decision-making process is often left to those who have no technical background, two who’s motivations are at best questionable, and three have no concept of the magnitude or time line of projects. There is an abundant source of research, magazines, and various other forms of literature explicitly addressing these things in a practical manner oriented strictly towards helping organizations undertake such endeavors. I by no means consider myself to be an expert but I often find myself in a situation where I ask what should be some basic questions about projects and in return I receive an answer akin to “what are you talking about” or “I have never heard of that” or “I don’t know I never thought about that”.
What are might be some opportunities for research on the topics covered and how might you perform the appropriate research?
The above rant was a segue into this section because I feel that big data is becoming more prevalent and both the elements of software engineering and systems for big data could become victim to similar issues as stated before. Some issues for research in software engineer ...
U of M Leading People and Teams Specialization Completion Certficate
This document is a certificate confirming that Jeffrey Allan Schroeder successfully completed the online, non-credit specialization in Leading People and Teams from the University of Michigan. The specialization included 5 courses that taught skills for inspiring and motivating individuals, managing talent, influencing people, leading teams, and a capstone project. Students learned from both Michigan faculty and exceptional leaders and applied the research on effective leadership to practical assignments. Top students were eligible for additional opportunities like meetings with faculty or credit towards other programs.
Running Head FINAL REPORT1FINAL REPORT3TitleNam.docx
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88 VIRTUAL TEAM SUCCESS
So why don’t leaders deal with performance issues? One of the
most common reasons leaders fail to hold team members account-
able is that they don’t effectively communicate expectations — or
for that matter, what ‘‘good’’ behaviors or deliverables even
look like.
In addition, when leading a team of people who are geo-
graphically distributed, timely feedback also poses a challenge.
Time zone differences or infrequent contact can increase the
‘‘lag time’’ between when the problem occurs, when the leader
becomes aware of the problem, and when the opportunity to
provide feedback arises.
Conflict avoidance is another reason. Many leaders would
rather attempt to wait out a problem than risk getting into a
potentially contentious conversation with a team member.
And dealing with poor performers is particularly difficult
when you can’t regularly observe your team members. How can
virtual team leaders regularly monitor team members’ work when
they have limited or no physical contact? To make matters worse,
how can a virtual team leader provide timely feedback and/or
hold team members accountable when leading a team whose
members do not report directly to him or her?
Raygen Company Slump: How Would You Handle It?
Before we introduce the factors that separate the best virtual team
leaders from the rest of the pack and provide some practical tips
for enhancing your effectiveness, take a few minutes to assess how
you would deal with a virtual team that is having performance
problems.
Read the following case study and think about how you would
handle it. Write down how you would approach each situation.
After you complete that process, use the scoring guidelines to
evaluate how you did. Then when you’ve reviewed the tips and
guidelines for leading from a distance, revisit the case study to
determine what you might do differently.
Lepsinger, R. D. D. (2010). Virtual Team Success. Hoboken: Center for Creative Leadership. Retrieved from
http://ebookcentral.proquest.com/lib/apus/detail.action?docID=589145
Created from apus on 2017-03-09 19:28:25.
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How to Lead Virtual Teams 89
Case Study: Raygen Company
Raygen Company is a global professional services firm that pro-
vides consulting services to its clients. One key to Raygen’s
success is its innovative marketing strategies.
Three years ago, the SVP of marketing formed a cross-
functional virtual team made up of ten geographically dispersed
employees from marketing, sales, consulting, and finance.
Throughout this three-year period, the team was extremely
successful in generating and implementing new marketing
strategies.
However, it appears as though the team has hit a plateau in
terms of its performance. Both the quality and ...
Technology Training Tune Up: Computer and Technology Skills for All Library S...
Technology training should be an essential part of your library
routine. Topics covered include: examples of some of the latest
technology, examples of core competencies, and some ideas for how to
keep up with new technologies.
Presented April 10, 2008 at the Tennessee Library Association conference
Human Resource Information System (HRIS) – Designing an HRIS Department
Human Resource Information System (HRIS) – Designing an HRIS DepartmentWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
In this presentation, we will discuss ways to access HR information that are stored centrally, hoe it functions , skills required for HRIS practitioners and benefits of the same.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
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U of M Leading People and Teams Specialization Completion Certficate
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Specialization - Coursera Executive Data Science RC3XQHYKK3QH
- 1. 5 Courses A Crash Course in Data Science Building a Data Science Team Managing Data Analysis Data Science in Real Life Executive Data Science Capstone Jeffrey Leek, PhD, Brian Caffo, PhD, MS, Roger D. Peng, PhD March 28, 2016 Afroz Hussain has successfully completed the online, non-credit Specialization Executive Data Science In four intensive courses, you will learn what you need to know to begin assembling and leading a data science enterprise, even if you have never worked in data science before. You’ll get a crash course in data science so that you’ll be conversant in the field and understand your role as a leader. You’ll also learn how to recruit, assemble, evaluate, and develop a team with complementary skill sets and roles. You’ll learn the structure of the data science pipeline, the goals of each stage, and how to keep your team on target throughout. Finally, you’ll learn some down-to-earth practical skills that will help you overcome the common challenges that frequently derail data science projects. Verify this certificate at: coursera.org/verify/specialization/RC3XQHYKK3QH