On the role of boundary spanners as a team coordination mechanism in organisa...Anh Nguyen Duc
Effective team coordination is essential for the success of global software projects. Boundary spanning is an important team coordination mechanism that has not been inefficiently explored in GSD literature. This paper presents a descriptive case study of how boundary spanner role and boundary spanning activities are adopted to resolve coordination gaps among organizationally distributed development teams. The qualitative data were collected and compared among four types of global software projects. Internal team’s recognition, inter- features technical expertise and task assignment are three common capacities. Task negotiation, conflict resolution, task- related information navigation and boundary object setups are common effective boundary spanning activities. We also identified some differences in coordinating a inter-firm and inner-firm project.
From Technical Debt to Technical HealthDeclan Whelan
Everyone agrees that technical debt is a burden on software innovation that we would rather avoid, and certainly clean up whenever possible. However, in most organizations, people don't prevent technical debt nearly as much as they should, and they don't ever get the time to clean it up. Why, then, if there are clear incentives to deal with technical debt, is it a rampant problem?
In this session, we will focus on how to deal with technical debt on several levels, including the individual developer, the team, the software value stream, and the larger organization. While technical debt may manifest itself in a developer's IDE, the problem starts long before the developer decides to copy and paste some code, or creates an overly-complex and under-documented class. The pressures on teams and individuals to take on more debt than they should come from many sources. Therefore, the solutions to the technical debt problem must extend beyond the team.
Planning ahead to Connect the Dots between IBM Domino, Notes, Connections and...Franziska Tanner
Presentation given at Admin 2013 about how to plan a migration to the cloud, mobile devices, server consolidations etc. Focus is on the whealth of data that exists but that most Admins are not aware exists. This session explains why you should care and how to turn that data into decision making material.
On the role of boundary spanners as a team coordination mechanism in organisa...Anh Nguyen Duc
Effective team coordination is essential for the success of global software projects. Boundary spanning is an important team coordination mechanism that has not been inefficiently explored in GSD literature. This paper presents a descriptive case study of how boundary spanner role and boundary spanning activities are adopted to resolve coordination gaps among organizationally distributed development teams. The qualitative data were collected and compared among four types of global software projects. Internal team’s recognition, inter- features technical expertise and task assignment are three common capacities. Task negotiation, conflict resolution, task- related information navigation and boundary object setups are common effective boundary spanning activities. We also identified some differences in coordinating a inter-firm and inner-firm project.
From Technical Debt to Technical HealthDeclan Whelan
Everyone agrees that technical debt is a burden on software innovation that we would rather avoid, and certainly clean up whenever possible. However, in most organizations, people don't prevent technical debt nearly as much as they should, and they don't ever get the time to clean it up. Why, then, if there are clear incentives to deal with technical debt, is it a rampant problem?
In this session, we will focus on how to deal with technical debt on several levels, including the individual developer, the team, the software value stream, and the larger organization. While technical debt may manifest itself in a developer's IDE, the problem starts long before the developer decides to copy and paste some code, or creates an overly-complex and under-documented class. The pressures on teams and individuals to take on more debt than they should come from many sources. Therefore, the solutions to the technical debt problem must extend beyond the team.
Planning ahead to Connect the Dots between IBM Domino, Notes, Connections and...Franziska Tanner
Presentation given at Admin 2013 about how to plan a migration to the cloud, mobile devices, server consolidations etc. Focus is on the whealth of data that exists but that most Admins are not aware exists. This session explains why you should care and how to turn that data into decision making material.
Mini-Case Study Closing Projects at Global Green Books Pu.docxaltheaboyer
Mini-Case Study: Closing Projects at Global Green Books Publishing
Global Green Books Publishing is continuing to grow. The customized eBooks line of work is
continuing to grow, and they now have a lot of experience from the eBook projects that they
have completed for their first eBook customer, a local college, and for their newer customers.
However, as new projects come in and start to run into problems, some of the project managers
in the project management office and their manager, Samantha, were discussing how it seems
like it is déjà vu all over again – some of the same problems that they thought they had solved in
working with supervisors and their teams on past projects keep on occurring.
The eBook projects are functioning well, and customers are happy with the results. Repeat
orders are coming in and new customers are turning to Global Green Books for their eBook
production needs.
But, there are just some problems that seem to keep popping up. One of the project managers
even described dealing with these problems as being like playing the popular arcade game of
“Whack-a-Mole” - as soon as you deal with one to make it disappear, the same one or another
one just pops up. It seems like a never-ending struggle to try and solve some of these
problems, especially when some seem like they were already solved on another earlier project.
In the PM handbook that Samantha had implemented, when projects completed the supervisors
finished tracking all of the actual effort and costs and turned that information over to cost
accounting for billing purposes. As Samantha and colleagues implemented the project
management office, they modified the PM manual to have a copy of this information also shared
with the project management office. They have found this information to be sometimes useful
as historical data to help develop estimates for new projects as requests for new eBooks come
in from their customers.
The PMO team was discussing making changes to the PM manual and holding a short training
for supervisors to implement some improvements to their project completion processes. They
wanted to change their standard job template to incorporate these additions:
a planned task for supervisors to close out the project,
a task to create a lessons learned report, and
an optional task for a closing celebration for the team to mark the end of the project,
They felt that it was important that the PMO start capturing lessons learned. These could be
collated by the supervisors at the end of the project, or they could encourage supervisors to
plan, schedule and hold a project closing meeting with their team members to thank the team
members and to collect lessons learned from all of the team. They could also invite feedback or
participation from the relevant Customer Service Representatives and account managers.
The PMO received management approval for these changes, upda ...
BIM: The Promise of an Integrated Approach to Project DeliveryAWC|WEST
A presentation about (1) The technological and business practice influences that are impacting today’s architectural practice;
(2) The difference between Little-BIM and Big-BIM; (3) The relationship of Integrated Project Delivery in Big-BIM; (4) A practical discussion of resources to implement BIM; and (5) The practical uses for the BIM model
Four major causes of difficulty in gathering system requirement and business requirements, Reasons projects were
abandoned.Three Generations of System Development:1. Direct Contact 2. Business Analyst 3.Team Based.
Developer story: describe the roadmap to a cleaner architecture and agility. Using two cells of clean architecture: one around system clients interaction flow and one around the flow that orchestrate the access to system resources.
14
Trouble Health System Case Analysis
By
Haoying Zhang
To
Dr. Kamyar Shahrooz
Northeastern University
Nov 20, 2017
Introduction
With the exit of the former project manager, the team has failed to work together as planned which has resulted in lagging behind the preset schedule. The management and all other stakeholders within the company have expressed distaste about how the project is going on so far. Some of the factors that have contributed to this situation include inadequate staff- most of the team members are also working in other departments, misunderstanding between the architect and the database administrator and the rapidly changing user requirements which have made it hard for our programmers to follow a constant line of development. However, this project is necessary for the company and there is need to complete the tasks before our competitors launch their products and skew the market share in their favor.Team DynamicsPreview
The team dynamics have been affected by various human, technical and interpersonal factors. The main players who have contributed heavily to the team dynamics include the architect, database administrator, former project manager and the programmers on the ground themselves. The technical aspects of the team, which have had profound effects include the introduction of a new programming language and the general structure of the company as is at the moment. The interpersonal factors have included the lack of or inadequate communication about the project progress among the team members themselves and the management in its entirety. Broad categories of the team dynamics include the following:
The Architect and the Database Administrator
These two individuals have had in-fights which have terribly derailed and demoralized our team. Their failure to agree on basic protocols in regard to how the database supports the vendor reports have made it hard to progress comfortably as it should ideally be.
The former Project Manager
The sudden exit of Peter has left a huge responsibility gap in the team. By far, he was the most experienced manager around: - with a massive experience gained from managing similar projects for a very long period of time. This has partially contributed to the kind of disarray that is being witnessed today among the team members.
Legal Team
The company lawyers have been unable to draft a policy document. This is because they were not given enough information about the project early enough.
Interpersonal Factors
Our project sponsor rightly stated that she was deeply disappointed in Peter’s actions of not soliciting for project team members on a full-time basis. The lack of communication for this critical component led to the current state whereby the team members are usually working in various departments within the company, hence unable to dedicate enough time to the project as is needed. The team has also failed to communicate with the concerned managers about the lack of c ...
Software Outsourcing: Pitfalls and Best PracticesSitrusLLC
When to outsource (and when not to)
Typical projects
Key issues with outsourcing
Most common reasons projects fail
Best practices
Questions to ask your potential partner
Webinar: The 5 Most Critical Things to Understand About Modern Data IntegrationSnapLogic
In this webinar, we talk to industry analyst, author and practitioner David Linthicum who provides a state-of-the-technology explanation of big data integration.
David also provides 5 critical and lesser known data integration requirements, how to understand today's requirements, and guidance for choosing the right approaches and technology to solve these problems.
To learn more, visit: www.snaplogic.com/big-data
Unit III Project TopicPlease complete the information below .docxouldparis
Unit III Project Topic
Please complete the information below based on the project you have chosen for your project plan.
Project Network Diagram:
Description of the critical path in your project:
Description of how your project might be affected by delays in the critical path and how you could get the project back on schedule if such delays happen:
Description of project time and cost estimates and how your WBS impacts those estimates:
Unit II Project Topic
Project name: Enhanced Selection and Recruitment System
Project manager name: Arie McQuarley
Project’s goal:
• The anticipated benefits of this project include assisting organizations in finding quality candidates. Establishing a proper job description as well as advertisement in areas where an organization can attract candidates with the appropriate skills is the first primary step.
• Also, the project aims at saving training time and capital through proper selection. By candidates undergoing through an organized set of questions as well as skills tests to engage their ability to fulfill the job demands, an organization reduces time and resources to look for talents.
• Equally, the project focuses on reducing potential legal ramifications. Usually, employers get sued for prejudice if a candidate feels discrimination resulted in their lack of job acquisition. Enhanced selection and recruitment system eliminate these misunderstandings.
Cost estimate:
The approximate budget for the project is $9500. The base cost estimate will include the following expenditures:
• Resourcing such as staff costs and consultant fees ($3000)
• Accommodation ($1000)
• Consumables like IT supplies and power ($1500)
• Expenses such as subsistence ($1500)
• Capital items such as computer hardware ($2500)
Project structure:
The project will take a matrix structure since it is the most suitable and appropriate while dealing with changes in priorities and program needs. Matrix structure allows the team members to engage in information sharing more easily across the project's phases and permits for the specialization that increases the depth of understanding. Besides, it allows for the professional development of the project since the structure allocates all necessary resources equally. Specifically, it helps in making the scarce specialty skills like system developed to be comprehensively utilized in the project's course. There will be a project manager, followed by a system developer and staff.
People/departments involved:
The departments that will mainly be involved include the human resource department and the IT department.
• The human resource is essential in the recruitment and selection process and would provide useful insights into the elements, structure, and components of an effective recruitment system.
• The IT department, however, will help in the development of an efficient technical system that incorporates the best recruitment system dashboard.
Potential risks/issues to ov ...
Challenges (and Opportunities!) of a Remote Agile Software Engineering Projec...Christoph Matthies
Presentation slides for the HICSS'22 paper "Challenges (and Opportunities!) of a Remote Agile Software Engineering Project Course During COVID-19"
Matthies, C., Teusner, R., & Perscheid, M. (2022). "Challenges (and Opportunities!) of a Remote Agile Software Engineering Project Course During COVID-19". In Proceedings of the Annual Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences. https://doi.org/10.24251/hicss.2022.113
2017 think - session 4085 - increase your agile velocity - integrate your d...M Kevin McHugh
In this presentation, see how you can integrate RTC with an IoT architecture. Improve the speed of development by tweeting from RTC when status updates change.
Risk and Engineering Knowledge Integration in Cyber-physical Production Syste...SEAA 2022
Felix Rinker 1,2
Kristof Meixner 1,2
Sebastian Kropatschek 3
Elmar Kiesling 4
Stefan Biffl 1,3
1 ISE TU Wien
2 CDL SQI TU Wien
3 CDP Wien
4 IDPKM WU Wien
5 OvGU Magdeburg
Mini-Case Study Closing Projects at Global Green Books Pu.docxaltheaboyer
Mini-Case Study: Closing Projects at Global Green Books Publishing
Global Green Books Publishing is continuing to grow. The customized eBooks line of work is
continuing to grow, and they now have a lot of experience from the eBook projects that they
have completed for their first eBook customer, a local college, and for their newer customers.
However, as new projects come in and start to run into problems, some of the project managers
in the project management office and their manager, Samantha, were discussing how it seems
like it is déjà vu all over again – some of the same problems that they thought they had solved in
working with supervisors and their teams on past projects keep on occurring.
The eBook projects are functioning well, and customers are happy with the results. Repeat
orders are coming in and new customers are turning to Global Green Books for their eBook
production needs.
But, there are just some problems that seem to keep popping up. One of the project managers
even described dealing with these problems as being like playing the popular arcade game of
“Whack-a-Mole” - as soon as you deal with one to make it disappear, the same one or another
one just pops up. It seems like a never-ending struggle to try and solve some of these
problems, especially when some seem like they were already solved on another earlier project.
In the PM handbook that Samantha had implemented, when projects completed the supervisors
finished tracking all of the actual effort and costs and turned that information over to cost
accounting for billing purposes. As Samantha and colleagues implemented the project
management office, they modified the PM manual to have a copy of this information also shared
with the project management office. They have found this information to be sometimes useful
as historical data to help develop estimates for new projects as requests for new eBooks come
in from their customers.
The PMO team was discussing making changes to the PM manual and holding a short training
for supervisors to implement some improvements to their project completion processes. They
wanted to change their standard job template to incorporate these additions:
a planned task for supervisors to close out the project,
a task to create a lessons learned report, and
an optional task for a closing celebration for the team to mark the end of the project,
They felt that it was important that the PMO start capturing lessons learned. These could be
collated by the supervisors at the end of the project, or they could encourage supervisors to
plan, schedule and hold a project closing meeting with their team members to thank the team
members and to collect lessons learned from all of the team. They could also invite feedback or
participation from the relevant Customer Service Representatives and account managers.
The PMO received management approval for these changes, upda ...
BIM: The Promise of an Integrated Approach to Project DeliveryAWC|WEST
A presentation about (1) The technological and business practice influences that are impacting today’s architectural practice;
(2) The difference between Little-BIM and Big-BIM; (3) The relationship of Integrated Project Delivery in Big-BIM; (4) A practical discussion of resources to implement BIM; and (5) The practical uses for the BIM model
Four major causes of difficulty in gathering system requirement and business requirements, Reasons projects were
abandoned.Three Generations of System Development:1. Direct Contact 2. Business Analyst 3.Team Based.
Developer story: describe the roadmap to a cleaner architecture and agility. Using two cells of clean architecture: one around system clients interaction flow and one around the flow that orchestrate the access to system resources.
14
Trouble Health System Case Analysis
By
Haoying Zhang
To
Dr. Kamyar Shahrooz
Northeastern University
Nov 20, 2017
Introduction
With the exit of the former project manager, the team has failed to work together as planned which has resulted in lagging behind the preset schedule. The management and all other stakeholders within the company have expressed distaste about how the project is going on so far. Some of the factors that have contributed to this situation include inadequate staff- most of the team members are also working in other departments, misunderstanding between the architect and the database administrator and the rapidly changing user requirements which have made it hard for our programmers to follow a constant line of development. However, this project is necessary for the company and there is need to complete the tasks before our competitors launch their products and skew the market share in their favor.Team DynamicsPreview
The team dynamics have been affected by various human, technical and interpersonal factors. The main players who have contributed heavily to the team dynamics include the architect, database administrator, former project manager and the programmers on the ground themselves. The technical aspects of the team, which have had profound effects include the introduction of a new programming language and the general structure of the company as is at the moment. The interpersonal factors have included the lack of or inadequate communication about the project progress among the team members themselves and the management in its entirety. Broad categories of the team dynamics include the following:
The Architect and the Database Administrator
These two individuals have had in-fights which have terribly derailed and demoralized our team. Their failure to agree on basic protocols in regard to how the database supports the vendor reports have made it hard to progress comfortably as it should ideally be.
The former Project Manager
The sudden exit of Peter has left a huge responsibility gap in the team. By far, he was the most experienced manager around: - with a massive experience gained from managing similar projects for a very long period of time. This has partially contributed to the kind of disarray that is being witnessed today among the team members.
Legal Team
The company lawyers have been unable to draft a policy document. This is because they were not given enough information about the project early enough.
Interpersonal Factors
Our project sponsor rightly stated that she was deeply disappointed in Peter’s actions of not soliciting for project team members on a full-time basis. The lack of communication for this critical component led to the current state whereby the team members are usually working in various departments within the company, hence unable to dedicate enough time to the project as is needed. The team has also failed to communicate with the concerned managers about the lack of c ...
Software Outsourcing: Pitfalls and Best PracticesSitrusLLC
When to outsource (and when not to)
Typical projects
Key issues with outsourcing
Most common reasons projects fail
Best practices
Questions to ask your potential partner
Webinar: The 5 Most Critical Things to Understand About Modern Data IntegrationSnapLogic
In this webinar, we talk to industry analyst, author and practitioner David Linthicum who provides a state-of-the-technology explanation of big data integration.
David also provides 5 critical and lesser known data integration requirements, how to understand today's requirements, and guidance for choosing the right approaches and technology to solve these problems.
To learn more, visit: www.snaplogic.com/big-data
Unit III Project TopicPlease complete the information below .docxouldparis
Unit III Project Topic
Please complete the information below based on the project you have chosen for your project plan.
Project Network Diagram:
Description of the critical path in your project:
Description of how your project might be affected by delays in the critical path and how you could get the project back on schedule if such delays happen:
Description of project time and cost estimates and how your WBS impacts those estimates:
Unit II Project Topic
Project name: Enhanced Selection and Recruitment System
Project manager name: Arie McQuarley
Project’s goal:
• The anticipated benefits of this project include assisting organizations in finding quality candidates. Establishing a proper job description as well as advertisement in areas where an organization can attract candidates with the appropriate skills is the first primary step.
• Also, the project aims at saving training time and capital through proper selection. By candidates undergoing through an organized set of questions as well as skills tests to engage their ability to fulfill the job demands, an organization reduces time and resources to look for talents.
• Equally, the project focuses on reducing potential legal ramifications. Usually, employers get sued for prejudice if a candidate feels discrimination resulted in their lack of job acquisition. Enhanced selection and recruitment system eliminate these misunderstandings.
Cost estimate:
The approximate budget for the project is $9500. The base cost estimate will include the following expenditures:
• Resourcing such as staff costs and consultant fees ($3000)
• Accommodation ($1000)
• Consumables like IT supplies and power ($1500)
• Expenses such as subsistence ($1500)
• Capital items such as computer hardware ($2500)
Project structure:
The project will take a matrix structure since it is the most suitable and appropriate while dealing with changes in priorities and program needs. Matrix structure allows the team members to engage in information sharing more easily across the project's phases and permits for the specialization that increases the depth of understanding. Besides, it allows for the professional development of the project since the structure allocates all necessary resources equally. Specifically, it helps in making the scarce specialty skills like system developed to be comprehensively utilized in the project's course. There will be a project manager, followed by a system developer and staff.
People/departments involved:
The departments that will mainly be involved include the human resource department and the IT department.
• The human resource is essential in the recruitment and selection process and would provide useful insights into the elements, structure, and components of an effective recruitment system.
• The IT department, however, will help in the development of an efficient technical system that incorporates the best recruitment system dashboard.
Potential risks/issues to ov ...
Challenges (and Opportunities!) of a Remote Agile Software Engineering Projec...Christoph Matthies
Presentation slides for the HICSS'22 paper "Challenges (and Opportunities!) of a Remote Agile Software Engineering Project Course During COVID-19"
Matthies, C., Teusner, R., & Perscheid, M. (2022). "Challenges (and Opportunities!) of a Remote Agile Software Engineering Project Course During COVID-19". In Proceedings of the Annual Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences. https://doi.org/10.24251/hicss.2022.113
2017 think - session 4085 - increase your agile velocity - integrate your d...M Kevin McHugh
In this presentation, see how you can integrate RTC with an IoT architecture. Improve the speed of development by tweeting from RTC when status updates change.
Risk and Engineering Knowledge Integration in Cyber-physical Production Syste...SEAA 2022
Felix Rinker 1,2
Kristof Meixner 1,2
Sebastian Kropatschek 3
Elmar Kiesling 4
Stefan Biffl 1,3
1 ISE TU Wien
2 CDL SQI TU Wien
3 CDP Wien
4 IDPKM WU Wien
5 OvGU Magdeburg
An Empirical Analysis of Microservices Systems Using Consumer-Driven Contract...SEAA 2022
Hamdy Michael Ayas | Hartmut Fischer | Philipp Leitner | Francisco Gomes de Oliveira Neto Department of Computer Science | Interaction Design & Software Engineering
Service Classification through Machine Learning: Aiding in the Efficient Ide...SEAA 2022
Zakieh Alizadehsani
David Berrocal
Daniel Feitosa
Alfonso González Briones
Theodoros Maikantis
Juan M. Corchado
Apostolos Ampatzoglou
Marcio Mateus
Alexander Chatzigeorgiou
Johannes Groenewold
Model-Driven Optimization: Generating Smart Mutation Operators for Multi-Obj...SEAA 2022
Niels van Harten Radboud University Nijmegen Nijmegen, The Netherlands
CDN (Diego) Damasceno Radboud University Nijmegen Nijmegen, The Netherlands
Daniel Strüber
Chalmers | University of Gothenburg (SE) Radboud University Nijmegen (NL)
An Industrial Experience Report about Challenges from Continuous Monitoring, ...SEAA 2022
Ali Nouri
Volvo Cars Gothenburg, Sweden
Christian Berger
University of Gothenburg, Sweden Department of Computer Science and Engineering
Fredrik Törner
Volvo Cars Gothenburg, Sweden
A brief information about the SCOP protein database used in bioinformatics.
The Structural Classification of Proteins (SCOP) database is a comprehensive and authoritative resource for the structural and evolutionary relationships of proteins. It provides a detailed and curated classification of protein structures, grouping them into families, superfamilies, and folds based on their structural and sequence similarities.
Introduction:
RNA interference (RNAi) or Post-Transcriptional Gene Silencing (PTGS) is an important biological process for modulating eukaryotic gene expression.
It is highly conserved process of posttranscriptional gene silencing by which double stranded RNA (dsRNA) causes sequence-specific degradation of mRNA sequences.
dsRNA-induced gene silencing (RNAi) is reported in a wide range of eukaryotes ranging from worms, insects, mammals and plants.
This process mediates resistance to both endogenous parasitic and exogenous pathogenic nucleic acids, and regulates the expression of protein-coding genes.
What are small ncRNAs?
micro RNA (miRNA)
short interfering RNA (siRNA)
Properties of small non-coding RNA:
Involved in silencing mRNA transcripts.
Called “small” because they are usually only about 21-24 nucleotides long.
Synthesized by first cutting up longer precursor sequences (like the 61nt one that Lee discovered).
Silence an mRNA by base pairing with some sequence on the mRNA.
Discovery of siRNA?
The first small RNA:
In 1993 Rosalind Lee (Victor Ambros lab) was studying a non- coding gene in C. elegans, lin-4, that was involved in silencing of another gene, lin-14, at the appropriate time in the
development of the worm C. elegans.
Two small transcripts of lin-4 (22nt and 61nt) were found to be complementary to a sequence in the 3' UTR of lin-14.
Because lin-4 encoded no protein, she deduced that it must be these transcripts that are causing the silencing by RNA-RNA interactions.
Types of RNAi ( non coding RNA)
MiRNA
Length (23-25 nt)
Trans acting
Binds with target MRNA in mismatch
Translation inhibition
Si RNA
Length 21 nt.
Cis acting
Bind with target Mrna in perfect complementary sequence
Piwi-RNA
Length ; 25 to 36 nt.
Expressed in Germ Cells
Regulates trnasposomes activity
MECHANISM OF RNAI:
First the double-stranded RNA teams up with a protein complex named Dicer, which cuts the long RNA into short pieces.
Then another protein complex called RISC (RNA-induced silencing complex) discards one of the two RNA strands.
The RISC-docked, single-stranded RNA then pairs with the homologous mRNA and destroys it.
THE RISC COMPLEX:
RISC is large(>500kD) RNA multi- protein Binding complex which triggers MRNA degradation in response to MRNA
Unwinding of double stranded Si RNA by ATP independent Helicase
Active component of RISC is Ago proteins( ENDONUCLEASE) which cleave target MRNA.
DICER: endonuclease (RNase Family III)
Argonaute: Central Component of the RNA-Induced Silencing Complex (RISC)
One strand of the dsRNA produced by Dicer is retained in the RISC complex in association with Argonaute
ARGONAUTE PROTEIN :
1.PAZ(PIWI/Argonaute/ Zwille)- Recognition of target MRNA
2.PIWI (p-element induced wimpy Testis)- breaks Phosphodiester bond of mRNA.)RNAse H activity.
MiRNA:
The Double-stranded RNAs are naturally produced in eukaryotic cells during development, and they have a key role in regulating gene expression .
Professional air quality monitoring systems provide immediate, on-site data for analysis, compliance, and decision-making.
Monitor common gases, weather parameters, particulates.
Nutraceutical market, scope and growth: Herbal drug technologyLokesh Patil
As consumer awareness of health and wellness rises, the nutraceutical market—which includes goods like functional meals, drinks, and dietary supplements that provide health advantages beyond basic nutrition—is growing significantly. As healthcare expenses rise, the population ages, and people want natural and preventative health solutions more and more, this industry is increasing quickly. Further driving market expansion are product formulation innovations and the use of cutting-edge technology for customized nutrition. With its worldwide reach, the nutraceutical industry is expected to keep growing and provide significant chances for research and investment in a number of categories, including vitamins, minerals, probiotics, and herbal supplements.
This pdf is about the Schizophrenia.
For more details visit on YouTube; @SELF-EXPLANATORY;
https://www.youtube.com/channel/UCAiarMZDNhe1A3Rnpr_WkzA/videos
Thanks...!
Richard's aventures in two entangled wonderlandsRichard Gill
Since the loophole-free Bell experiments of 2020 and the Nobel prizes in physics of 2022, critics of Bell's work have retreated to the fortress of super-determinism. Now, super-determinism is a derogatory word - it just means "determinism". Palmer, Hance and Hossenfelder argue that quantum mechanics and determinism are not incompatible, using a sophisticated mathematical construction based on a subtle thinning of allowed states and measurements in quantum mechanics, such that what is left appears to make Bell's argument fail, without altering the empirical predictions of quantum mechanics. I think however that it is a smoke screen, and the slogan "lost in math" comes to my mind. I will discuss some other recent disproofs of Bell's theorem using the language of causality based on causal graphs. Causal thinking is also central to law and justice. I will mention surprising connections to my work on serial killer nurse cases, in particular the Dutch case of Lucia de Berk and the current UK case of Lucy Letby.
Slide 1: Title Slide
Extrachromosomal Inheritance
Slide 2: Introduction to Extrachromosomal Inheritance
Definition: Extrachromosomal inheritance refers to the transmission of genetic material that is not found within the nucleus.
Key Components: Involves genes located in mitochondria, chloroplasts, and plasmids.
Slide 3: Mitochondrial Inheritance
Mitochondria: Organelles responsible for energy production.
Mitochondrial DNA (mtDNA): Circular DNA molecule found in mitochondria.
Inheritance Pattern: Maternally inherited, meaning it is passed from mothers to all their offspring.
Diseases: Examples include Leber’s hereditary optic neuropathy (LHON) and mitochondrial myopathy.
Slide 4: Chloroplast Inheritance
Chloroplasts: Organelles responsible for photosynthesis in plants.
Chloroplast DNA (cpDNA): Circular DNA molecule found in chloroplasts.
Inheritance Pattern: Often maternally inherited in most plants, but can vary in some species.
Examples: Variegation in plants, where leaf color patterns are determined by chloroplast DNA.
Slide 5: Plasmid Inheritance
Plasmids: Small, circular DNA molecules found in bacteria and some eukaryotes.
Features: Can carry antibiotic resistance genes and can be transferred between cells through processes like conjugation.
Significance: Important in biotechnology for gene cloning and genetic engineering.
Slide 6: Mechanisms of Extrachromosomal Inheritance
Non-Mendelian Patterns: Do not follow Mendel’s laws of inheritance.
Cytoplasmic Segregation: During cell division, organelles like mitochondria and chloroplasts are randomly distributed to daughter cells.
Heteroplasmy: Presence of more than one type of organellar genome within a cell, leading to variation in expression.
Slide 7: Examples of Extrachromosomal Inheritance
Four O’clock Plant (Mirabilis jalapa): Shows variegated leaves due to different cpDNA in leaf cells.
Petite Mutants in Yeast: Result from mutations in mitochondrial DNA affecting respiration.
Slide 8: Importance of Extrachromosomal Inheritance
Evolution: Provides insight into the evolution of eukaryotic cells.
Medicine: Understanding mitochondrial inheritance helps in diagnosing and treating mitochondrial diseases.
Agriculture: Chloroplast inheritance can be used in plant breeding and genetic modification.
Slide 9: Recent Research and Advances
Gene Editing: Techniques like CRISPR-Cas9 are being used to edit mitochondrial and chloroplast DNA.
Therapies: Development of mitochondrial replacement therapy (MRT) for preventing mitochondrial diseases.
Slide 10: Conclusion
Summary: Extrachromosomal inheritance involves the transmission of genetic material outside the nucleus and plays a crucial role in genetics, medicine, and biotechnology.
Future Directions: Continued research and technological advancements hold promise for new treatments and applications.
Slide 11: Questions and Discussion
Invite Audience: Open the floor for any questions or further discussion on the topic.
Deep Behavioral Phenotyping in Systems Neuroscience for Functional Atlasing a...Ana Luísa Pinho
Functional Magnetic Resonance Imaging (fMRI) provides means to characterize brain activations in response to behavior. However, cognitive neuroscience has been limited to group-level effects referring to the performance of specific tasks. To obtain the functional profile of elementary cognitive mechanisms, the combination of brain responses to many tasks is required. Yet, to date, both structural atlases and parcellation-based activations do not fully account for cognitive function and still present several limitations. Further, they do not adapt overall to individual characteristics. In this talk, I will give an account of deep-behavioral phenotyping strategies, namely data-driven methods in large task-fMRI datasets, to optimize functional brain-data collection and improve inference of effects-of-interest related to mental processes. Key to this approach is the employment of fast multi-functional paradigms rich on features that can be well parametrized and, consequently, facilitate the creation of psycho-physiological constructs to be modelled with imaging data. Particular emphasis will be given to music stimuli when studying high-order cognitive mechanisms, due to their ecological nature and quality to enable complex behavior compounded by discrete entities. I will also discuss how deep-behavioral phenotyping and individualized models applied to neuroimaging data can better account for the subject-specific organization of domain-general cognitive systems in the human brain. Finally, the accumulation of functional brain signatures brings the possibility to clarify relationships among tasks and create a univocal link between brain systems and mental functions through: (1) the development of ontologies proposing an organization of cognitive processes; and (2) brain-network taxonomies describing functional specialization. To this end, tools to improve commensurability in cognitive science are necessary, such as public repositories, ontology-based platforms and automated meta-analysis tools. I will thus discuss some brain-atlasing resources currently under development, and their applicability in cognitive as well as clinical neuroscience.
Earliest Galaxies in the JADES Origins Field: Luminosity Function and Cosmic ...Sérgio Sacani
We characterize the earliest galaxy population in the JADES Origins Field (JOF), the deepest
imaging field observed with JWST. We make use of the ancillary Hubble optical images (5 filters
spanning 0.4−0.9µm) and novel JWST images with 14 filters spanning 0.8−5µm, including 7 mediumband filters, and reaching total exposure times of up to 46 hours per filter. We combine all our data
at > 2.3µm to construct an ultradeep image, reaching as deep as ≈ 31.4 AB mag in the stack and
30.3-31.0 AB mag (5σ, r = 0.1” circular aperture) in individual filters. We measure photometric
redshifts and use robust selection criteria to identify a sample of eight galaxy candidates at redshifts
z = 11.5 − 15. These objects show compact half-light radii of R1/2 ∼ 50 − 200pc, stellar masses of
M⋆ ∼ 107−108M⊙, and star-formation rates of SFR ∼ 0.1−1 M⊙ yr−1
. Our search finds no candidates
at 15 < z < 20, placing upper limits at these redshifts. We develop a forward modeling approach to
infer the properties of the evolving luminosity function without binning in redshift or luminosity that
marginalizes over the photometric redshift uncertainty of our candidate galaxies and incorporates the
impact of non-detections. We find a z = 12 luminosity function in good agreement with prior results,
and that the luminosity function normalization and UV luminosity density decline by a factor of ∼ 2.5
from z = 12 to z = 14. We discuss the possible implications of our results in the context of theoretical
models for evolution of the dark matter halo mass function.
What is greenhouse gasses and how many gasses are there to affect the Earth.moosaasad1975
What are greenhouse gasses how they affect the earth and its environment what is the future of the environment and earth how the weather and the climate effects.
The Impact of Forced Working-From-Home on Code Technical Debt: An Industrial Case Study
1. The Impact of Forced Working-From-Home
on Code Technical Debt:
An Industrial Case Study
SEAA 2022: EUROMICRO CONFERENCE ON SOFTWARE ENGINEERING
AND ADVANCED APPLICATIONS 2022
Ehsan Zabardast, Javier Gonzalez-Huerta, and Francis Palma
ehsan.zabardast@bth.se
javier.gonzalez.huerta@bth.se
francis.palma@lnu.se
https://rethought.se 1
https://bit.ly/3labm5m
3. Context & Motivation
• Technical and design decisions impact the introduction of TD.
• The decisions are made by developers, architects, testers, and
others.
image: Freepik.com
3
4. Context & Motivation
• The working environment impacts the
decisions taken by people.
• The communication and coordination of the
members might be a factor that influences
incurring and repayment of TD [1].
4
image: Freepik.com
[1] R. Bavani, “Distributed agile, agile testing, and technical debt,” IEEE
software, vol. 29, no. 6, pp. 28–33, 2012.
5. The Pandemic hit in early 2020!
• Organisations faced a new challenge: how
to continue their work 100% on distance?
• Challenges in communication and
coordination
• Relying on tools (IM & Video Conferencing)
• Working 100% on distance is different
from distributed software development.
5
image: Freepik.com
6. Industrial Case Study
• Goal
• RQ: How the forced Working-From-Home mode
impacted the accumulation of technical debt?
• First 9 months of WFH.
• Sample and Population
• Context: Company developing smart
banking and financial solutions
• Case: Using microservice architecture
• Units of analysis: 5 Components
• Quantitative and Qualitative analysis
6
image: Freepik.com
13. Results
• More TD when working from
the office!
• When working from the
office, components C1, C2,
C3, and C5 incur more TD,
i.e., on average, TD density is
higher during 2019.
13
14. Qualitative Analsis
• We held a focus group with the development team to ask
questions.
• Regarding the overall results.
• Regarding the points of interest
14
image: Freepik.com
19. Threats to Validity
• There are other factors that can impact TD
that we might not be aware of.
• The results are only valid for the context and
the case.
• TD is calculated by SonarQube.
• The company is using SonarQube as a proxy to
measure TD.
• We tried to address the issues related to
reliability by involving the developers and
blinded coding.
19
image: Freepik.com
20. Discussion
• The components incurred less TD during forced WFH.
• “A gut feeling is that technical debt should not have
increased during WFH - rather decreased. Sharing screens
and discussing feels more natural when working remotely.”
• Screen sharing and impromptu meetings help
decrease TD.
20
image: Freepik.com
21. Discussion
• TD increased faster during the forced WFH in C4!
• The impact of responsibility diffusion on the growth of TD is highlighted as a
major factor by the developers.
• The gatekeeping solution can also, in the long run, have negative
consequences for the system due to review fatigue [2].
21
TD per week Accumulated TD Component Size Growth TD Density
[2] A. Tornhill, Software Design X-Rays: Fix Technical Debt with Behavioral Code Analysis. Pragmatic Bookshelf, 2018.
22. Take Away
• Changes in the ways of working, e.g., mob programming and screen
sharing, do not cause a faster accumulation of TD.
• However, in components with no clear ownership, the change from
office to WFH causes TD to grow faster.
• 3 categories of factors impacting TD:
• Ways-of-working related
• Laws-of-evolution related
• Source-code related
22
image: Freepik.com
23. Future Perspectives
• Studying the impact of Ownership
and Contribution misalignment on
Technical Debt
• Replicating the study to other
components in the same
organisation and other organisations.
23
image: Freepik.com
24. The Impact of Forced Working-From-Home
on Code Technical Debt:
An Industrial Case Study
SEAA 2022: EUROMICRO CONFERENCE ON SOFTWARE ENGINEERING
AND ADVANCED APPLICATIONS 2022
Ehsan Zabardast, Javier Gonzalez-Huerta, and Francis Palma
ehsan.zabardast@bth.se
javier.gonzalez.huerta@bth.se
francis.palma@lnu.se
https://rethought.se 24
https://bit.ly/3labm5m