IBM IBM Tealeaf Technical Mastery

The difficulty with analytics | killexams.com Real Questions and Pass4sure dumps

there is a difference between capabilities and figuring out. abilities customarily comes down to realizing information whereas understanding is the application of abilities to the mastery of systems. which you could know an awful lot while realizing very little. simply as an example, IBM’s Watson synthetic intelligence gadget that defeated the tv Jeopardy champs a number of years ago knew all there turned into to learn about Jeopardy questions but didn’t truly bear in mind anything. Ask Watson to practice to putting off your appendix its advantage of lots of of clinical questions and you’d be disillusioned and possibly dead. That’s the issue with most analytics, which is why it will also be a tough sell.

The reply to this problem, we’re instructed, is not only machine studying but Deep desktop learning, the difference between the two being that plain ancient computing device researching is a statistical process that may well be (and used to be) replicated by using hand, while the deeper diversity looks several generations deep in a longitudinal evaluation that without delay grows too huge for mere mortals to grasp. Deep desktop discovering will, theoretically, discover all the interconnections and dependencies that before we’ve needed to count on area experts to give, yet even then it will possibly most effective happen in case you happen to be gathering the correct records.

With regular laptop discovering, when IBM talks about Watson searching interior your enterprise and finding answers, neatly that may handiest in fact turn up if a few PhDs are connected to the software. but with deep desktop learning the theory is that the machine can do it all. No PhDs required, which might be somewhat a step forward. And so the entire huge businesses combating over the way forward for IT are building new circuits -- hardware -- for deep desktop studying. Google and IBM have made fresh bulletins about theirs. Microsoft instructed me a couple weeks ago that they have equivalent hardware working of their lab. It’s a space race.

And it’s also at least five years from being precise on any commercial scale.

unless deep desktop studying is typical and quickly we’ll be stuck with greater mundane analytics. So no, Watson isn’t going to be crunching your business numbers quickly and spitting out the correct solutions and even the right questions to ask. We’re simply not there yet.

Which brings us to a curious issue occurring at IBM. now not closing the I.M. Pei-designed lab in Somers, manhattan that turned into announced remaining week. That campus has been half-empty for years. Nor am I talking in regards to the continuation of IBM’s brutal GTS layoffs, which reportedly killed an additional 14,000+ IBM jobs remaining week. What i'm talking about right here is the reorganization of IBM’s analytics enterprise unit that changed into introduced internally two weeks in the past. You gained’t discover a information story about it… previously.

The analytics reorg labelled "One crew, One Platform" wasn’t technically a aid motion (forced layoff). It was explained as a streamlining of enterprise processes to increase effectivity. Citing equivalent strikes at Google, IBM’s analytics group would now not have employees working from domestic and the number of legitimate analytics office areas worldwide would lessen from 200 to 30. americans will soon be working and meeting physically collectively, some of them for the primary time. this is good, appropriate?

Yet the reorg is wildly unpopular within the ranks for one vital rationale: If for some rationale affected IBMers need to retain working from domestic or they can’t or won’t flow to their specific IBM workplace location, neatly then they are finding out to quit in the view of IBM, which capacity they are out of the enterprise with no severance -- no equipment.

Analytics customary supervisor Rob Thomas, who introduced the reorg, has been uniformly described to me through IBMers from that division as "an fool", which can be some inside IBM technical time period, I don’t know.

The reorg, which tellingly requires some orthodox Jewish IBMers working in Israel to reverse historical past and relocate to either Germany or Poland, will inevitably outcome in a big discount in head count yet no longer ought to be accounted for as one. These are stealth layoffs.

be aware that the way forward for IBM is meant to be all about CAMSS (cloud, analytics, cell, protection, social) and analytics is the A in CAMSS. in one moment IBM says analytics is strategic, that they're investing and hiring within the enviornment, yet at the same time the company is taking movements in order to inevitably lead to the loss of at least some employees who're vital to the unit.

It’s the blindness of this reorg that amazes me. Heads will go no count what, but in this case the certain heads received’t be decided by the company but by using the employees, themselves. The most beneficial employees can be probably the most employable and therefore the quickest to go. If analytics is so strategic how can IBM allow that to occur?

I consider i know what’s going on right here. Years of layoffs and unfilled positions at IBM mean that pretty a great deal everybody ultimate who isn’t in management is already very good at their jobs. There is no greater fats to reduce. So why no longer leave it up to the personnel, themselves, chiefly if the gambit will outcome in very low separation prices?

it's not likely that any of the IBMers who're lost during this reorg will get replaced. fairly, as has become the norm at IBM in fresh years, folks that are left may be expected to choose up the slack.

sure, but what about CAMSS? What about analytics being so strategic to the way forward for IBM?

with a view to take into account that we need to also remember who is IBM’s client. Peter Drucker wrote that the aim of the company is "to find a customer". neatly who is IBM’s client if the company is effortlessly chopping some of the divisions it is relying upon for future increase?

IBM’s client is Wall road.

IBM’s items are profits-per-share, dividends, and share purchase-backs, now not hardware, software or computing device capabilities.

This morning I took a short analyze IBM‘s 1Q16 observation. It turned into pleasing what turned into brought up, how it changed into brought up, and what changed into now not stated. They signed $four.2 billion in Analytics and $2.6 billion in Cloud company. The leisure of CAMSS changed into puny. If Analytics is doing better than the rest, why mess with it? how many billions have they spent to make $eleven billion a 12 months on cloud?

IBM has in the main reported salary. part of the business’s income culture, it's what you check in deals that matters. but how much income is each division making? that is how most businesses are managed. IBM‘s huge money maker is features and that is dropping enterprise. IBM desires to preserve Wall road off the scent and maintaining reported revenue up is important. so that they’re reducing deep without a severance. this is all about buying time except the new enterprise positive aspects traction. although if the new enterprise doesn’t make as lots income, that is going to be a huge issue.

here's a extremely horrifying gamble for IBM.

What this analytics reorg means is that IBM can’t see a way to attain its close-term Wall street product objectives with out reducing heads in analytics. The division was constructed up in anticipation of definite sales and profit pursuits, those targets have not been reached, so IBM will reduce charges unless the numbers seem to be correct. overlook that this reorg will in fact effect in less -- now not extra -- work being completed. forget that it makes even less likely IBM attaining its dreams for analytics. forget all of that.

What it skill is the A in CAMSS has already failed. That’s my knowing.

Leaders want to roll out P-Tech model statewide | killexams.com Real Questions and Pass4sure dumps

It’s described as “grades 9 through 14” and a “ticket into the middle category,” but the Pathways in technology Early college high schools, or P-Tech, could benefit agencies and the economic system as an awful lot as the students who comprehensive its six-year software of educational, technical and office mastery.

Ten days after President Obama visited the prototype in Brooklyn, educators, business and executive officials gathered at the school of Nanoscale Science and Engineering in Albany to figure out the way to unfold the mannequin statewide.

“This assembly proved that organizations and college leaders can create effective public/deepest collaborations so one can help meet the state’s need for capabilities,” referred to Stanley S. Litow, IBM vice chairman of corporate citizenship and company affairs and president of the IBM groundwork.

How would it not work? A rigorous six-12 months application would focal point on science, technology, engineering and arithmetic courses, beginning with the ninth grade. Mentors would help the students as they growth in the course of the lessons. After a hit completion, they might have both a excessive faculty diploma and a price-free associate’s diploma — “it is their ticket into the core classification,” one speaker stated — and a spot on the head of the road for jobs with dozens of technology agencies and other employers.

besides IBM, GlobalFoundries, Cisco, GE Healthcare, Wegmans, Regeneron pharmaceuticals, Microsoft and dozens of different companies have dedicated to hiring the graduates.

“From the minute students walk into ninth grade next September, they’re going to college,” noted Robin Willner of the P-Tech leadership Council, who moderated the morning classes.

Later, attendees had been to cut up into small companies for a few afternoon classes on how to put into effect the P-Tech strategy statewide.

“When our students are prepared for prime-ability jobs,” mentioned Willner, “we’ll entice businesses, we’ll grow organizations.”

“This constructing,” said Lt. Gov. Robert Duffy, “is a furnace for job introduction. You stroll into this building and also you see the brainpower we have.

“P-Tech is right here to take full competencies of what we've now.”

Sixteen winners statewide had been named in August by way of Gov. Andrew Cuomo to form public-private sponsorships. in the Capital place, the three winners and the partners involved have been:

P-Tech “will more advantageous prepare college students for the body of workers of the future,” talked about F. Michael Tucker, president and CEO of the Albany-based core for economic increase, a regional economic building company. “actually the organizations we work with in manufacturing and know-how have issues in regards to the proficient technical staff.”

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Tealeaf Technical Mastery Test v1

Violinists can’t tell the difference between Stradivarius violins and new ones | killexams.com real questions and Pass4sure dumps

Antique Italian violins, such as those crafted by Antonio Stradivari or Giuseppe Guarneri “del Gesu”, can fetch millions of dollars.  Many violinists truly believe that these instruments are better than newly made violins, and several scientists have tried to work out why. Some suspected at the unusually dense wood, harvested from Alpine spruces that grew during an Ice Age. Others pointed the finger at the varnish, or the chemicals that Stradivari used to treat the wood.

But Claudia Fritz (a scientist who studies instrument acoustics) and Joseph Curtin (a violin-maker) may have discovered the real secret to a Stradivarius’s sound: nothing at all.

The duo asked professional violinists to play new violins, and old ones by Stradivari and Guarneri. They couldn’t tell the difference between the two groups. One of the new violins even emerged as the most commonly preferred instrument.

Ever since the early 19th century, many tests have questioned the alleged superiority of the old Italian violins. Time and again, listeners have failed to distinguish between the sound of the old and new instruments. But critics have been quick to pick holes in these studies. In most cases, the listeners weren’t experts, and the players and researchers knew which violin was which – a flaw that could have biased the results.

What’s more, no one has tested whether violinists themselves can truly pick up the supposedly distinctive sound of a Strad. The common wisdom is that they can, but Fritz and Curtin showed that this isn’t true. “Many people were convinced that as soon as you play an old violin, you can feel that it’s old, it’s been played a lot, and it has a special sound quality,” says Fritz. “People who took part in the experiment said it was the experience of a lifetime when we told them the results. They were fully convinced they could tell the difference, and they couldn’t.”

During the Eighth International Violin Competition of Indianapolis – one of the world’s most important competitions – Fritz and Curtin persuaded six violinists to part with their instruments. Three of the violins were new; one was made a few days before. The other three had illustrious, centuries-long histories. Two were made by Stradivari and the other by Guarneri. One of the Stradivari, denoted “O1”, currently belongs to an institution, and is loaned to only the most gifted players. All three have featured in concerts and recordings, bowed by famous violinists. Their combined value is around 10 million US dollars, a hundred times more than the three new ones.

Curtin’s influence was essential in persuading people to give up such prized, fragile possessions, especially to be played by blindfolded strangers. “Joseph is a well-known person in the community and people trust him,” says Fritz. “That’s why we managed to do the study: the combination of me as the scientist and him as the violin-maker.”

Back in the lab, Fritz and Curtin asked 21 professional volunteers to play the six violins. They had played for anywhere from 15 to 61 years, and some of them were even involved in the competition as contestants and judges. They played the instruments in a dimly lit hotel room chosen for relatively dry acoustics.

The test was a true “double-blind” one, as neither the players nor the people who gave them the violins had any way of knowing which instrument was which. The room was dimly lit. The players were wearing goggles so they couldn’t see properly. The instruments had dabs of perfume on the chinrests that blocked out any distinctive smells. And even though Fritz and Curtin knew which the identities of the six violins, they only passed the instruments to the players via other researchers, who were hidden by screens, wearing their own goggles, and quite literally in the dark.

First, the players were given random pairs of violins. They played each instrument for a minute, and said which they preferred. Unbeknownst to them, each pair contained an old violin and a new one. For the most part, there was nothing to separate the two, and the players preferred the new instrument as often as the old one. There was one exception: O1, the Stradivarius with the most illustrious history, was chosen far less often than any of the three new violins.

Next, Fritz and Curtin gave the recruits a more natural task. They saw all six violins, laid out in random order on a bed. They had 20 minutes to play any violin against any other and to choose the one they’d most like to take home. They also picked the best and worst instruments in terms of four qualities: range of tone colours; projection; playability; and response.

This time, a clear favourite emerged. The players chose one of the new violins (“N2”) as their take-home instrument most often, and it topped the rankings for all four qualities. As before, O1 received the most severe rejections. Overall, just 38 percent of the players (8 out of 21) chose to take an old violin home, and most couldn’t tell if their instrument was old or new. As Fritz and Curtin write, this “stands as a bracing counterexample to conventional wisdom.”

There are some issues with the study. Curtin, being a maker of new violins, has an obvious bias, but the double-blind design should have prevented that from affecting the results. The sample size – six violins and 21 players – is fairly small, but as large as can be expected when dealing with rare and incredibly expensive objects. There might also other variables that could affect the players’ perceptions – perhaps, for example, they might feel differently in rooms with different acoustics.

Fritz expects scepticism. She says, “It might help to change people’s mentality, but quite slowly. It’s a very conservative community. We’ll probably get critics saying we didn’t take this or that into account, but obviously, it was the same for the new violins too.” She adds, “Modern makers should be very happy, and we hope that it’ll help them to promote their violins. It shows that they’re doing a great job and their violins are on a par with the old ones.”

Perhaps the esteem that’s placed on Stradivarius violins is less about the triumph to age-old craftsmanship, and more a testament to our ability to delude ourselves. This ability has come out in other areas. Take wine, another product where certain specimens fetch critical acclaim and exorbitant prices on the basis of superior quality. And yet, study after study has shown that expensive wines taste the same as cheap plonk when you test people under double-blind conditions. The imagined link between price and quality is a delusion but, as Jonah Lehrer skilfully argues, it can be a pleasant one.

The same could be said of violins. The joy of owning and playing a Stradivarius comes not from any objective advantage in its sound, but simply from the knowledge that it is a Stradivarius. Never mind what it sounds like – it’s an elegant and beautifully made instrument that carries status in its name, gravitas in its price tag, and the weight of centuries in its wood.

For this reason, studies like this are useful for busting some myths, and they may boost the credibility of new violins, but they are unlikely to diminish the lust for the old ones. Fritz and Curtin recognise as much. Writing about one of their volunteers, they say, “When asked the making-school of the new instrument he had just chosen to take home, he smiled and said only, “I hope it’s an [old] Italian.”

UPDATE: John Soloninka, one of the 21 violinists who took part in the study, has commented about his experiences below: “It was fascinating. I too, expected to be able to tell the difference, but could not. Claudia sent me my comments about the instruments that I made while I was playing them, and it was hilarious how wrong my impressions were at the time!”

Reference: Fritz, Curtin, Poitevineau, Morrel-Samuels & Tao. 2011. Player preferences among new and old violins. PNAS http://dx.doi.org/10.1073/pnas.1114999109

Image: by Håkan Svensson

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NetworkAppliance [36 Certification Exam(s) ]
NI [1 Certification Exam(s) ]
NIELIT [1 Certification Exam(s) ]
Nokia [6 Certification Exam(s) ]
Nortel [130 Certification Exam(s) ]
Novell [37 Certification Exam(s) ]
OMG [10 Certification Exam(s) ]
Oracle [269 Certification Exam(s) ]
P&C [2 Certification Exam(s) ]
Palo-Alto [4 Certification Exam(s) ]
PARCC [1 Certification Exam(s) ]
PayPal [1 Certification Exam(s) ]
Pegasystems [11 Certification Exam(s) ]
PEOPLECERT [4 Certification Exam(s) ]
PMI [15 Certification Exam(s) ]
Polycom [2 Certification Exam(s) ]
PostgreSQL-CE [1 Certification Exam(s) ]
Prince2 [6 Certification Exam(s) ]
PRMIA [1 Certification Exam(s) ]
PsychCorp [1 Certification Exam(s) ]
PTCB [2 Certification Exam(s) ]
QAI [1 Certification Exam(s) ]
QlikView [1 Certification Exam(s) ]
Quality-Assurance [7 Certification Exam(s) ]
RACC [1 Certification Exam(s) ]
Real-Estate [1 Certification Exam(s) ]
RedHat [8 Certification Exam(s) ]
RES [5 Certification Exam(s) ]
Riverbed [8 Certification Exam(s) ]
RSA [15 Certification Exam(s) ]
Sair [8 Certification Exam(s) ]
Salesforce [5 Certification Exam(s) ]
SANS [1 Certification Exam(s) ]
SAP [98 Certification Exam(s) ]
SASInstitute [15 Certification Exam(s) ]
SAT [1 Certification Exam(s) ]
SCO [10 Certification Exam(s) ]
SCP [6 Certification Exam(s) ]
SDI [3 Certification Exam(s) ]
See-Beyond [1 Certification Exam(s) ]
Siemens [1 Certification Exam(s) ]
Snia [7 Certification Exam(s) ]
SOA [15 Certification Exam(s) ]
Social-Work-Board [4 Certification Exam(s) ]
SpringSource [1 Certification Exam(s) ]
SUN [63 Certification Exam(s) ]
SUSE [1 Certification Exam(s) ]
Sybase [17 Certification Exam(s) ]
Symantec [134 Certification Exam(s) ]
Teacher-Certification [4 Certification Exam(s) ]
The-Open-Group [8 Certification Exam(s) ]
TIA [3 Certification Exam(s) ]
Tibco [18 Certification Exam(s) ]
Trainers [3 Certification Exam(s) ]
Trend [1 Certification Exam(s) ]
TruSecure [1 Certification Exam(s) ]
USMLE [1 Certification Exam(s) ]
VCE [6 Certification Exam(s) ]
Veeam [2 Certification Exam(s) ]
Veritas [33 Certification Exam(s) ]
Vmware [58 Certification Exam(s) ]
Wonderlic [2 Certification Exam(s) ]
Worldatwork [2 Certification Exam(s) ]
XML-Master [3 Certification Exam(s) ]
Zend [6 Certification Exam(s) ]

References :

Issu : https://issuu.com/trutrainers/docs/p2080-034
Dropmark : http://killexams.dropmark.com/367904/11469843
Wordpress : http://wp.me/p7SJ6L-hx
Scribd : https://www.scribd.com/document/356952224/Pass4sure-P2080-034-Practice-Tests-with-Real-Questions
weSRCH : https://www.wesrch.com/business/prpdfBU1HWO000RCOD
Dropmark-Text : http://killexams.dropmark.com/367904/12025412
Youtube : https://youtu.be/aVMOKuoEAAc
Blogspot : http://killexams-braindumps.blogspot.com/2017/10/where-can-i-get-help-to-pass-p2080-034.html
RSS Feed : http://feeds.feedburner.com/ExactlySameP2080-034QuestionsAsInRealTestWtf
Vimeo : https://vimeo.com/242032723
publitas.com : https://view.publitas.com/trutrainers-inc/p2080-034pass4sure-p2080-034-real-question-bank
Google+ : https://plus.google.com/112153555852933435691/posts/UkWo3UCEw8Q?hl=en
Calameo : http://en.calameo.com/books/004923526d336c9d3b00f
Box.net : https://app.box.com/s/33koy4vn8p21smvfzx07oh8j2dy9jgd9
zoho.com : https://docs.zoho.com/file/5ce0z8c532f9bd3e44dfba5ff376c18045f06
coursehero.com : "Excle"