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P2080-034 - Tealeaf Technical Mastery Test v1 - BrainDump Information

Vendor Name : IBM
Exam Code : P2080-034
Exam Name : Tealeaf Technical Mastery Test v1
Questions and Answers : 38 Q & A
Updated On : March 18, 2019
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P2080-034 exam Dumps Source : Tealeaf Technical Mastery Test v1

Test Code : P2080-034
Test Name : Tealeaf Technical Mastery Test v1
Vendor Name : IBM
Q&A : 38 Real Questions

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    a technique that it is being utilized within equities is to harness the movement of fiscal tips to permit trading decisions to be made extra right away, commonly immediately. as soon as the trading decision is made, the trade is entered into an order administration device with straight through processing, in order that there is no need for manual intervention in any respect. a crucial a part of here is the advent and protection of execution administration programs (EMS) which connects traders with probably the most not pricey broker to get the deal completed as economically as viable. aid builders for EMS programs are often obligatory, as these systems are used with the aid of tens of millions of traders on daily basis - downtime is not a opportunity. It may also be a busy, on-the-go, around-the-clock job now and then, however the rewards are high.

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    As Work changes, leadership building Has to sustain | killexams.com Real Questions and Pass4sure dumps

    As work itself is changing, one of the vital primary tenets of leadership building are being challenged. The very conception of main individuals in jobs is changing with the democratization of labor and the endured improve of digital technology. These twin forces are relocating work past the natural structure of actions that are organized into stable jobs within a siloed corporation. Work is being disaggregated into initiatives that can also be dispersed interior and outdoors of the organization — the “uberization” of labor.

    And as AI and robotics increasingly supplement and replace the work of people, the expectations of leaders — basically understanding the work, how it can also be accomplished now and in the future, and the can charge, capability and chance implications of present and future work options — are increasing exponentially.

    consider how IBM has tackled new ways of labor distribution as described in Lead The Work: Navigating a global past Employment, a booklet which considered one of us, Ravin, co-authored. IBM has been building a talent gadget that each aligns with and speeds up this phenomenon of the external disaggregation of work. right here’s how the ebook describes it:

    IBM’s procedures to work range from severe deconstruction and dispersion of the job assignment (where IBMers can choose to work on brief-term tasks) to those who hold tasks in a job however create permeable inner and external boundaries, similar to changing personnel with customers or companions for short term assignments … The company sees tangible company and customer outcomes and more suitable construction alternatives for employees.

    to satisfy these challenges, we see three priorities for establishing the next technology of leaders in the “work-disrupted” age:

    Mastery of Digital

    Digital technology is increasing the complexity and alternatives linked to this plurality of work. we are increasingly seeing agencies making an attempt to infuse a stronger focus and knowing of “digital” amongst their leaders. And whereas that's a pretty good beginning factor in assisting leaders make new connections, see distinct patterns and determine opportunities and threats, it doesn't go just about some distance ample in assisting agencies advance the leadership muscle required to guide in the new world of labor.

    perception core

    “Digital” isn't anything it is occurring to organizations, it has and is still the skill in which work is completed. akin to the improve of “standardized manner” in the early twentieth century, digital is not only the new product to offer our valued clientele (e.g., the one-click on mobile deciding to buy app), it is the potential in which we get work completed (e.g., robotics for equipment loading on and off the truck, the disaggregation of an accounting job, the transition to free brokers on a skill platform), the mechanism through which we engage with all our stakeholders (e.g., employees, customers, free agents, communities we function in) and so lots greater.

    studying digital requires leaders to be agile amid disruption. To with ease lead, skills of technology certainly matters however there’s a whole lot greater to leaders gaining knowledge of and optimizing digital for their agencies. Leaders ought to have the vision and forward-focus to anticipate how technology might disrupt the company mannequin and the ability to mobilize the organization for change and pressure a lifestyle of collaboration.

    akin to what we’ve discovered about growing cultures of innovation, it takes more than a handful of leaders contributing artistic brilliance; it takes leaders riding the center of attention on and readiness for alternate that going digital requires. thus, groups would do neatly to help leaders go digital via researching content material headquartered round envisioning the long run, taking risks, leading change, riding collaboration and leveraging the abundance of statistics generated by means of going digital.

    apart from management construction courses getting used to help leaders “go digital,” these programs should reflect the brand new realities of the digital and democratized office. construction classes have to evolve from a static, closed-system strategy. instead, these courses need to preserve pace through supplying engaging, “open source” content material and experiential gaining knowledge of opportunities that are wealthy with high-constancy simulations and true-lifestyles technology functions.

    it is vital to admire that constructing a digital focal point amongst leaders requires a multi-pronged strategy from seeding the firm with those who are “born digital’ whereas also weaving digital researching content throughout the leadership building curriculum to support different leaders “go digital.” Focusing this classification of frame of mind shift and habits exchange must move beyond a core community of leaders and in its place elevate the whole leadership cadre across the prominence of digital and its relevance and meaning for how leaders lead.

    past-the-lecture room Experiences

    Relying totally on lecture room-based mostly getting to know has a attractiveness for being inspiring in the moment however offering little to no transfer of coaching — nothing alterations back on the job. but relying completely on on-the-job learning poses its own obstacles together with lack of decent remarks and restricted alternatives to be trained new issues. The vigour comes from bringing formal learning and on-the-job researching together in a deliberate method. Use formal researching to set the context and content material for alternate in a typical and thorough manner. Then practice and practice new conduct again on the job whereas instituting routines for manager, peer and teach remarks.

    believe the case of Peter Voser, former CEO of Royal Dutch Shell. As described in Lead The Work, he had an expansive career with Shell that spanned 25 years but not like many appropriate leaders within the company, he had a destroy in provider at the precise of his profession. Voser took a detour to be CFO for ABB from 2002 to 2004 and then back to Shell to become CEO in 2009. Voser become impatient for a new event which attracted him to ABB and there he discovered an entire new stage of turnaround leadership. In his own words, “it became a truly formative event.”

    Let’s go lower back to the IBM example. IBM runs an inside skill platform, the Open ability market (OTM) that suits ability must skill provide at the skill, project and job stage. OTM assignments are sourced and short-time period ability fits made to speed up the completion work throughout the companies, un-bounded by geography or company line or trade segment. This OTM strategy is furthered via exterior skill exchanges with customers and companions.

    This equal method is used for constructing leaders. using task management, skill brokering, and journey mapping are recent examples of inner leadership building practices to make greater ability-to-role matching that solves both sides of the equation — organizational want and particular person construction.

    Boundaryless or open-programs discovering is the subsequent step in this migration. accept as true with, as an example, open enrollment on the John F. Welch leadership center at Crotonville the place leaders from different groups (e.g., market companions to GE) can take abilities of the pleasing GE discovering experience.

    skilled teaching

    coaching is an additional factor of the leadership development agenda that has developed. traditionally having a instruct become viewed as a terrible, an middleman getting involved to fix an issue. Now many leaders seek out not simply mentors however committed coaches — and many are reporting that they have multiple external educate who has adopted them from enterprise to business, presenting standpoint and a “protected” location for communicate.

    What’s next on the horizon for coaching as a leadership building practice? performance or life coaches with real technical advantage. performance coaches are inner resources that don't seem to be in the chief’s hierarchy but have perception into the firm and notice the leader in action. lifestyles coaches are customarily exterior to the firm and are referred to as upon as a relied on confidant and marketing consultant when necessary. both are there to hash through ambiguity, discuss issues, look at various assumptions and be reminded of his or her personal development pathway.

    agree with Marshall Goldsmith’s new 15 Coaches project. because the #1 executive coach on the planet, Marshall Goldsmith has determined to pay it ahead and offer a lifetime of researching for free of charge to fifteen of what are bound to be heaps of applicants. through a series of premier learning sessions with Marshall and a group of trendy world leaders, the 15 individuals will learn what it takes to excel in executive coaching. With this selfless act, a brand new cadre of skilled coaches could be accessible to leaders all over the world.

    today and tomorrow’s leaders require an agility to thrive in times of turbulence and disruption, a mastery of all things digital, and the ability to guide with out formal energy in a transforming into non-employment labor market. Leaders need to learn how to reward individuals within the “foreign money” they covet; attracting, attractive and conserving talent throughout the total spectrum of work relationships and recognizing the different ways of main. Upskilling leaders to navigate through this new world of labor requires a reboot on how leaders profit and use their experiences.


    Squirrel AI getting to know Attended IEEE ICDM 2018 to display the appeal of AI +education | killexams.com Real Questions and Pass4sure dumps

    SAN FRANCISCO, Jan. 9, 2019 /PRNewswire/ -- recently, IEEE ICDM 2018 become hosted in Singapore. specialists, professors and students from far and wide the world within the box of information mining gathered collectively. As one of the critical visitors to the convention, Squirrel AI gaining knowledge of's chief scientist Wei Cui delivered a speech with the company's self-developed Squirrel AI intelligent adaptive device. He introduced the useful application and construction prospects of large records, AI and different applied sciences in training to the general public, which turned into unanimously liked with the aid of the attendees.

    As one of the crucial good three foreign conferences on international information mining, IEEE ICDM has been committed to in-depth information mining in records, desktop getting to know, pattern cognizance, database and statistics warehouse, information visualization, advantage-based mostly methods, high-performance computing and different fields. The convention additionally invited UBTECH's chief scientist Prof. Dacheng Tao; IBM Almaden fellow C. Mohan; Ramamohanarao (Rao) Kotagiri, dean of the school of Computing and assistance methods, Melbourne school of Engineering, the university of Melbourne; Graham William, Microsoft Asia Pacific R&D neighborhood's director of cloud computing, AI and information science; Steve Miller, SMU Vice Provost (research) of guidance systems; and other tech giants. They displayed their latest technologies and achievements in laptop imaginative and prescient, blockchain, machine learning and other related fields. additionally, the attendees also discussed a wide range of general considerations in regards to the promoting and utility of slicing-side technologies reminiscent of database and computer researching, as well as their future challenges.

    World-well-liked facts mining and AI scholar Prof. Xindong Wu delivered a gap keynote speech titled "tremendous wisdom". He proposed combining human intelligence (hi), synthetic intelligence (AI) and firm/company intelligence (O/BI) with big statistics analysis for industrial intelligence in organizational activities. UBTECH's chief scientist Prof. Dacheng Tao introduced his team's achievements in desktop imaginative and prescient, including breakthroughs in object detection, state of affairs analysis, depth healing from single colour images, goal tracking and other points. IBM Almaden fellow C. Mohan shared a sturdy, constructive and accurate computerized 3D segmentation algorithm for OCT imaging of retinal tissue layer and choroid.

    As one of the most pioneers of the utility of AI and massive facts in schooling scenarios in China, Squirrel AI gaining knowledge of has opened more than 1,600 learning facilities in additional than 300 cites in China, which have served more than 1 million college students. The contract renewal fee is ready 80%. Now it has develop into an important drive in revolutionizing normal training in China. Squirrel AI discovering's chief scientist Dr. Wei Cui mentioned in his speech that these achievements rely on Squirrel AI's self-developed algorithm core. by means of collecting and inspecting getting to know records, Squirrel AI makes use of a nanoscale capabilities graph to realize abilities facets concerning the aims in the least time and create customized dynamic pupil snap shots, forming self-researching and remarks on the prediction capacity of AI and the effect of discovering content material.

    on the technical degree, Squirrel AI has integrated essentially the most chopping-facet AI, massive records technology, psychology, pedagogy and other critical theories, forming a collection of adaptive getting to know strategic algorithms running during the entire teaching process.

    First, Squirrel AI has rebuilt the advantage graph, profiting from the improvement in AI and algorithm expertise. In education, potential graph and graph idea are usually used to describe and symbolize each area's abilities gadget. besides the fact that children, there have been always two complications in past knowledge graphs. First, the outline of scholars' expertise elements turned into very crude; 2d, best mighty correlations between expertise facets have been marked, while weak correlations in the majority had been now not taken into consideration.

    Squirrel AI adopts nanoscale separation to mark the 4 key features, i.e. difficulty level, significance, mastery and standing with distinctive icons and colors. in addition, the previously customary 4-6 dimensions of scholar skills portraits in world clever adaptative researching had been upgraded to more than 30, in order that each scholar's mastery of knowledge features can also be naturally displayed in one expertise graph. Taking middle faculty math as an example, within the adaptive system of Squirrel AI, the customary 300 skills elements were sophisticated to 30,000 expertise points. in this method, Squirrel AI makes use of the theory of association chance of non-correlated potential features to construct a community constitution between expertise facets, so that competencies features can be deduced from every other. at the operational level, Squirrel AI can modify check questions with the largest quantity of tips in precise time in keeping with different comments on every question from every pupil, as a way to check probably the most competencies elements with the least questions.

    Story continues

    Squirrel AI studying’s chief scientist Wei Cui delivered a speech

    more

    2d, Squirrel AI can track college students' learning situations through information analysis and hold close their researching curves in actual time. in line with the human forgetting curve in tutorial psychology, college students always accumulate some talents loopholes of their day by day learning system. besides the fact that children, such abilities loopholes will not disappear as a result of students enhance to the subsequent stage, but will affect students' potential researching within the subsequent stage. the use of the Bayesian community and probabilistic graphical model, Squirrel AI can evidently finished college students' talents portraits and take note students' overall mastery of talents extra comprehensively. in addition, Squirrel AI adopts Bayesian capabilities monitoring idea, that can detect students' past competencies loopholes.

    Third, in response to the dynamic tracking of students' expertise features, Squirrel AI can assist college students build personalised studying paths. With the genetic algorithm, neural network and computing device getting to know expertise, Squirrel AI can push acceptable learning content to students, get feedback and keep drawing multi-dimensional scholar pix. in accordance with the diploma and state of scholars' competencies mastery, the device immediately plans the most proper learning problem and order for college students, helps them check their omissions and fill in the gaps, in order to be sure that college students can use the least time to draw close the talents should be grasped.

    To sum up, Squirrel AI can go deep into the links of teaching, researching, trying out and practising through information collection and evaluation, and in fact know accurate control of the total chain of students' getting to know, turning training concepts similar to "individualized educating" and "educating students in line with their aptitude" into truth.

    furthermore, Squirrel AI researching's chief scientist Wei Cui said: "however Squirrel AI already has a really specific question pushing equipment, which can proceed to enhance in the course of the development of Squirrel AI's capabilities detection device, we nonetheless hope to increase interactivity. sooner or later, college students' actual-time heart price, brain wave and facial features awareness right through learning should be introduced for complete evaluation. every pupil may be fitted with a virtual own assistant to supply more advantageous gaining knowledge of functions for them."

    in reality, Squirrel AI researching has always attached incredible importance to technology research and construction. due to the fact that its institution, the business has gathered three of the world's main experts in intelligent adaptive discovering, particularly Wei Cui, Richard Tong and Dan Bindman, as chief scientist, chief architect and chief information scientist of Squirrel AI discovering. They respectively got here from three world noted AI adaptive training companies RealizeIT, Knewton and ALEKS. Integrating their practically ten years of first-hand experience in the application and R&D of AI adaptive schooling technology with China's education and instructing habits, they effectively developed Squirrel AI, China's first AI adaptive learning engine based on superior algorithms with proprietary highbrow property rights. on the AIAED on Nov. 16, Prof. Tom Mitchell, the godfather of international machine gaining knowledge of, dean of CMU school of laptop Science, a member of the American Academy of Arts and Sciences and the national Academy of Engineering, AAAS fellow and AAAI fellow, officially authorised Squirrel AI learning's present of the position of Chief AI Officer. As Squirrel AI gaining knowledge of's first person in cost within the box of AI, Mitchell will lead a group of more than 10 AI scientists and lots of of AI application engineers and technical groups to conduct primary AI analysis in the container of intelligent adaptative training, as neatly because the development and utility of connected items.

    in addition, Squirrel AI learning has centered a joint AI Lab with Stanford analysis Institute (SRI) and a joint AI adaptive education lab with chinese language Academy of Sciences (CAS) to allow a customizable, measurable, and teachable customized training mode. in the past two years, Squirrel AI researching has made super achievements in AI and big facts. Its scientific analysis papers have been taken with the aid of EDM, CSEDU, AIED, AERA and different right foreign educational conferences. The enterprise has gained many overseas scientific analysis awards, akin to EdTechX innovation award, which has centered its main position within the field of AI+ training.

    sooner or later, Squirrel AI gaining knowledge of will proceed to raise funding in AI, massive records, machine discovering, schooling theory and different related fields, and promote the purposeful software of AI in education scenarios.

    View fashioned content material to down load multimedia:http://www.prnewswire.com/news-releases/squirrel-ai-learning-attended-ieee-icdm-2018-to-display-the-allure-of-ai-education-300776050.html


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    Declassified documents offer a new perspective on Yuri Gagarin’s flight | killexams.com real questions and Pass4sure dumps

      Gagarin launch

    The launch of Vostok on April 12, 1961. A declassified document offers new information on what happened during Gagarin’s flight.

    by Asif SiddiqiMonday, October 12, 2015 Bookmark and Share

    As anyone who has done research on the topic knows, there’s an abundance of bewildering information about the Soviet space program, both in print and especially online. During the Cold War, Westerners generally had little to go on, but enterprising amateur sleuths chipped away at the edifice of secrecy, thus bringing to light many of its darkest secrets. The end of the Cold War brought a deluge of information on the program, most of it filtered through Russian journalists who were good at tracking down veterans willing to talk. The result was a kind of revisionist history, a history concerned with “what really happened” rather than “what we thought happened.”

    Despite all this quite impressive work, the principal challenge of doing Soviet space history has always been the problem of archival research. How do you go about digging into archives in Moscow to get at the documents, as one is able to do (for example) with the American space program?

    With Russian openness, a huge market opened up in the US and Europe for writers (mostly amateur historians or journalists) to step in and produce an unending stream of books on arcane aspects of the program. This strand has been further enriched by academics—mostly professional historians of modern Russia—who have looked at the rich cultural detritus of the Soviet space program. There’s a lot of this stuff out there, and some of it is very good, shedding light on the cultural importance of the Soviet space program as well as mapping how Russian culture has cultivate an interest in space exploration for well over a hundred years. (For those interested, I moderated a very interesting discussion on Soviet space culture a couple of years ago on the Russian History Blog.)

    Gagarin launch

    Gagarin being led to his spaceship at the top of the gantry by Oleg Ivanovsky who was the “lead” (production) designer of the Vostok spaceship.

    Despite all this quite impressive work, the principal challenge of doing Soviet space history has always been the problem of archival research. How do you go about digging into archives in Moscow to get at the documents, as one is able to do (for example) with the American space program? Since the early 1990s, it has actually been possible to visit archives in Moscow and get access to Party and government documents at various state archives. It’s not easy, but it can be done and there are many academics, both professors and graduate students, who routinely do research at Russian archives on a huge array of topics related to Soviet history. I myself have been in Moscow many times (including for months at a time) working at various archives for my book on the pre-Sputnik history of the Soviet space program.

    Of course, as with any archival document, one has to have a critical eye and contextualize, evaluate, and weigh any document by drawing from other sources. Nevertheless, the availability of archival documents on the Soviet space program has been both a boon and source of confusion. Russian archival authorities, for example, published several collections of primary source documents in 2011 on the early days of the space program (all in Russian) which are now commercially available (I’ve written brief summaries of some of them in this NASA Newsletter, pp. 19–24) but at the same time, there is undoubtedly some selection bias in what has been included and what has been omitted. Selection bias is, of course, a problem with any published collection of archival documents but the Russian ones come with their own peculiar set of problems.

    It was in this context that I was in Moscow this past summer and spent a month digging through archives on a non-space related book project (actually on the history of scientists and engineers who worked in the Stalinist Gulag). I had a few days left at the end and went digging for space-related documents. At the Russian State Archive of the Economy (RGAE), one can find thousands of fat binders containing records of the grim-sounding Military-Industrial Commission, the body that managed Soviet military R&D and production during much of the Cold War. These folders are heavy, dusty, and for the most part, no one has looked at them since they were originally put away by archivists. The richness of materials is quite astonishing. Over the past few years, I have found and collected an enormous amount of material on the space program and related fields. These include: plans and schedules for their interplanetary program; detailed lists of technical materials from the American aerospace industry coveted by Soviet industrial managers; documents complaining that secrecy at Baikonur (the site from where the Soviets launched their satellites and cosmonauts) was not strict enough; abandoned anti-satellite projects; and documents on their massive N-1 Moon program.

    Gagarin launch

    Ivanovsky helping Gagarin get settled in his ship.

    In this catalog of riches, in June of this year, I ran across a document on the historic flight of famed cosmonaut Yuri Gagarin, who on April 12, 1961, became the first human being in space. The document sheds new light on that historical flight, revealing the enormous risks involved in that mission. Gagarin’s Vostok flight, of course, has been quite amply documented, in print and online (with quite a nice recent biography in English by Andrew Jenks). I myself published a lengthy account, based largely on official mission documents (released in 1991), in one my earlier books, Challenge to Apollo: The Soviet Union and the Space Race, 1945–1974. However, documents have continued to trickle out on the flight in the past decade, and while nothing that has been declassified fundamentally shifts our perception of the mission, the Russian declassifications from 2011 have clarified much about the flight. The document that I found also provides confirmation of certain aspects of the flight, which is all the more important given the proliferation of Gagarin conspiracy websites (especially in Russian) which are easy to find with a Google search. Many websites will tell you that Gagarin was not the first human in space, that there were earlier “lost cosmonauts,” and, most sensationally, that his untimely death in 1968 was part of some nefarious Communist Party plan.

    The document underscores what has often been overlooked by casual historians—that the flight of Gagarin’s Vostok was fundamentally embedded in a military environment. His spaceship was actually an offshoot variant of a new spy satellite (“Zenit”), not, as many often claim, that the spy satellite was the offshoot of the human variant.

    The text of my document was remarkably somber in tone, very much in line with Soviet bureaucratic norms. Its title a literal description of its contents: “On the Results of the Launch of the ‘Vostok’ Space Ship with a Human on Board and on Plans for Future Work on Launches of the ‘Vostok’ Space Ship.” What was this? It was the official summary report—classified “Top Secret”—on Gagarin’s mission prepared by designers for the highest levels of the Soviet government. This five-page summary report, produced on May 9, 1961, less than a month after Gagarin’s flight, briefly compiled all that engineers knew about the flight. How did Gagarin do? How well did his spaceship perform? What can we do next?

    For a start, we can dismiss the notion that Gagarin was not well during the flight. The authors of the document note that “Cosmonaut Major Yu. A. Gagarin normally bore the effects of all the factors accompanying the insertion of [his] ship into orbit, the space flight, and the return to Earth, maintaining full working ability during the flight and fully completed the flight assignment and program of observation.”

    The document underscores what has often been overlooked by casual historians—that the flight of Gagarin’s Vostok was fundamentally embedded in a military environment. His spaceship was actually an offshoot variant of a new spy satellite (“Zenit”), not, as many often claim, that the spy satellite was the offshoot of the human variant. Engineers basically took out the cameras from the spy satellite, added life support, an ejection seat, and redundancies, and rigged the spacecraft for a human being. Besides the document’s comment about a “program of observation,” we get an explicit confirmation of the military importance of Gagarin’s flight in the next sentence, when the authors note that the flight has “opened up new prospects in the mastery of cosmic space and the use of these objects for the interests of defense.”

    Gagarin launch

    The “USSR” insignia was not originally on Gagarin’s helmet but was painted on on the morning of his flight.

    Despite the obvious note of self-congratulation about the flight (“all systems ensuring the insertion into orbit, flight in orbit, and return of the return module and the cosmonaut [back] to Earth, worked normally”) the document notes there were numerous “basic shortcomings” during the preparation and implementation of the mission. Going through these we get a rare and peculiar glimpse into the Cold War Soviet space program and its functioning in a climate of high stakes and incredibly high risk.

    We find from the document that during the preparation of two precursor missions with dogs in March 1961, and then in manufacturing Gagarin’s actual vehicle, at least 70 anomalies were detected in instruments on the vehicle. Yet, still, the flight went ahead!

    Second, the “air conditioning” (basically, the life support system on Vostok) “did not fully correspond to the [design] requirements,” meaning that life support was essentially operating at its limits for Gagarin.

    We also know that there were a few other “anomalies” (in NASA parlance) that marred the mission, including one that potentially could have killed Gagarin.

    Third, the “portable emergency reserve” (in Russian, known as NAZ for nosimyy avariynyy zapas), a package used by cosmonauts to survive (for about three extra days) in case of landing in an unexpected area, was insufficiently debugged, especially for emergency splashdowns, which was certainly a possibility. In fact, the document notes that after being ejected from his capsule after his single orbit, when Gagarin was parachuting down, “the cable connected to the [portable emergency reserve] snapped,” basically depriving him of these supplies. In other words, if he had actually landed way off target, he would have had to survive without any supplies.

    Fourth, a key valve in an engine (known variously as the 8D719, RD-0109, or RO-7) on two upper stages was assembled incorrectly at the factory, which, the document notes, “could have led to a premature shutdown of the engine and [failure] of orbital insertion of the [spaceship].” One imagines the outcome for Gagarin if that had happened. The best case scenario was an unscheduled landing, perhaps in eastern Siberia, on the initial portion of the orbital ground track. The worst case, given all the unknowns, was a fatality. In fact, as I describe below, this particular valve and its operation during orbital insertion did put Gagarin’s life in serious jeopardy, but not in the way one might expect.

    Fifth, the short-wave mode for the voice radio-communication system (known as “Zarya”) basically did not “provide for normal communications during flight of the cosmonaut with ground communication stations,” which explains the repeated complaints by both the ground and Gagarin of difficulty in hearing each other, not to mention the poor quality of the audio that has been released by Russian archivists.1 Yet, Gagarin recorded some vivid impressions of his time in orbit on a tape recorder in real time. (“The flight is proceeding marvelously. The feeling of weightlessness is no problem, I feel fine… At the edge of the Earth, at the edge of the horizon, there’s such a beautiful blue halo that becomes darker the farther it is from the Earth…”)

    Sixth, one of the two onboard radar sensors (known as “Rubin”), which helped the ground track the coordinates of the spaceship, did not work during Gagarin’s flight. This meant that tracking data during the mission was spotty at best.

    Finally, the spaceship’s main data recorder (a kind of “black box”) known as “Mir-V1” did not work during reentry and landing due to “unsound assembly” at the factory. This meant that much critical data on the final portion of Gagarin’s mission was simply never recorded, making troubleshooting after the mission that much harder.

    document cover

    Front page of the document found at an archive in Moscow reporting on the results of Gagarin's flight to government leaders.

    We also know that there were a few other “anomalies” (in NASA parlance) that marred the mission, including one that potentially could have killed Gagarin. During launch into orbit, the upper stage engine worked longer (the faulty valve!) than it should have, putting Gagarin in a much higher orbit than planned—the apogee of the orbit was 327 kilometers instead of 230 kilometers. This meant that in case the retrorocket system failed, Gagarin’s ship would not naturally decay after a week or so, or even after ten days—the absolute limit of resources in the ship. It would instead reenter after 30 days, by which time Gagarin would certainly be dead, having exhausted all the air inside. In other words, either the retrorocket worked, or Gagarin was a dead man.

    In his postflight report, he remembered, “I waited for separation. There was no separation.”

    During the actual flight, as soon as orbital insertion occurred, a timer known as Granit-5V activated. Precisely 67 minutes later, this timer sent a signal to fire the retrorocket engine (known as the S5.4) which, basically, did its job and deorbited Gagarin. In retrospect, that the retrorocket engine fired as it was intended to do is not terribly surprising given that it was one of the most ground-tested elements of the entire spaceship—17 out of 18 ground firings before the launch were successful. An interesting aside to all this is that during the entire time he was in space, Gagarin had no idea he was in the wrong orbit.

    A much bigger problem occurred when, having ignited, the retrorocket engine stopped firing after 44 seconds, one second before the planned shutdown time due to another faulty valve. That one second meant that Gagarin would land 300 kilometers short of the planned target point. The lack of a proper shutdown also meant that some remaining propellant from the retro-engine (as well as residual gas from the gas bottles of the attitude control system) put Gagarin’s ship in an uncontrolled spin (of about 30° per second). Gagarin, as affable as always, reported on this in his later postflight report as a “corps de ballet” as the spaceship madly spun around. He remembered that it was “head, then feet, head, then feet, rotating rapidly. Everything was spinning around. Now I see Africa… next the horizon, then the sky… I was wondering what was going on.”

    The problem, however, was much more serious than anyone could have anticipated, for the unexpected spin disrupted the internal program that would have immediately (four to eight seconds after engine shutdown) led to separation of the two modules that made up the Vostok spaceship: the spherical descent module carrying Gagarin, and the conical instrument module, which lacked a heat shield but ideally would burn up separately far from Gagarin’s capsule. In his postflight report, he remembered, “I waited for separation. There was no separation.” Instead, shackled to each other, the two objects began to enter the atmosphere as one. This was highly dangerous, for parts of the module not designed to survive reentry could have easily impacted and blown through Gagarin’s capsule. Fortunately for Gagarin, about ten minutes later, the two parts of Vostok separated, at an altitude of about 150–170 kilometers above the Mediterranean. That was lower than usual, but still high enough that Gagarin’s capsule was unharmed. And even then all was not safe. For a few seconds, a wiring harness kept the two modules connected, in a wild dance, separating only when four steel strips attaching the harness came off.

    After experiencing about 10–12 g’s during reentry, Gagarin, once in the atmosphere, ejected from his capsule at an altitude of approximately seven kilometers. However, he soon discovered that once his primary large parachute deployed, the reserve parachute, slightly smaller than the primary one, also partially deployed. Fortunately, descending with one fully deployed parachute and one partial one—a recipe for disaster in a worst case scenario—did not adversely affect his descent. Gagarin was, however, busy with other problems: for six minutes, as he descended, he struggled to open a respiration valve on his spacesuit to help him breathe atmospheric air. His life was not in danger but it must have been extremely uncomfortable for a few tense minutes. Luckily, none the worse for the wear, he parachuted down safely at 1053 Moscow Time (not at 1055, as thought for decades).

    he many problems that Gagarin faced on his mission were not necessarily due to poor design or bad engineering, I would argue, but instead a combination of haste and poor workmanship on the factory floor. I would argue that the Vostok design was in fact excellent engineering if we define “excellent engineering” as also being incredibly robust.

    What does this all mean? Gagarin was an incredibly lucky man to have come out of this unhurt and alive. In rushing to accomplish a human spaceflight in the race with the US, Soviet engineers pushed the boundary of acceptable risk to its limits. Fortunately for Soviet planners everything went well. Sure, some of this was due to luck. Things that could have gone wrong didn’t. But some of it was also the undeniably robust design of the Vostok spaceship itself. Its relatively simple and elegant design was intended first and foremost to get a person into orbit and back as quickly and reliably as possible. The Soviets, for example, bypassed a slightly more complex blunt, truncated cone design (such as used on NASA’s Mercury spacecraft) in favor of a simple sphere capable of ballistic reentry into the Earth’s atmosphere.

    The many problems that Gagarin faced on his mission were not necessarily due to poor design or bad engineering, I would argue, but instead a combination of haste and poor workmanship on the factory floor. Consider that the Vostok spacecraft consisted of 241 vacuum tubes, more than 6,000 transistors, 56 electric motors, and about 800 relays and switches connected by about 15 kilometers of cable. In addition, there were 880 plug connectors, each (on average) having 850 contact points. A total of 123 organizations, including 36 factories, contributed parts to the entire Vostok system. Despite redundancy in a large number of systems, human-rating such a spacecraft with absolute confidence was practically impossible. Yet, the way that Soviet engineers designed the system, it was meant to operate even at the blurry edges where parameters were pushed to the max. It is because of this that I would argue that the Vostok design was in fact excellent engineering if we define “excellent engineering” as also being incredibly robust.

    The problem with Vostok was not the design itself but that it was insufficiently tested. There were too many bugs in the system that could have been eliminated in a slower testing program. But the frantic pace of the “space race” ensured that you had to sacrifice thorough ground testing in favor of debugging the technology in space. This means that you automatically increase the risk to human subjects on board spaceships. Extended ground testing versus flight testing is a tough call for mission managers, and depending on the urgency (as in Apollo 8, for example), you sometimes do something on the mission that you haven’t really tested on the ground—or can’t test at all.

    What all this tells us is that while “good engineering” has some objective measures for evaluation, we also need to introduce context into the equation. The question is not simply, “Will it get the job done?” The question is, “Will it get the job done, on time, and even if lots of things go wrong?” And in Gagarin’s case, the answer was obviously “yes.” Regardless of all the troubles on his mission, he will always be the first human being in space. You can’t take that away.

    Endnote
  • Basically, UHF communications with Gagarin were maintained from the moment he entered the capsule to about 23 minutes after launch. After that, they switched to short-wave, from various ground stations. But Novosibirsk and Alma-Ata received no word from Gagarin, while Khabarovsk maintained two-way communication for only four minutes (from 09:53 to 09:57 Moscow Time), and Moscow for a minute or so (beginning 10:13 Moscow Time).
  • General References
  • “On the Results of the Launch of the ‘Vostok’ Space Ship with a Human on Board and on Plans for Future Work on Launches of the ‘Vostok’ Space Ship” (May 9, 1961) [in Russian], Russian State Archive of the Economy (RGAE), fond 298, opis’ 1, delo 2057, ll. 249-253.
  • Asif A. Siddiqi, Challenge to Apollo: The Soviet Union and the Space Race, 1945–1974 (Washington, DC: NASA History Office, 2000).
  • L. V. Uspenskaya, ed., Chelovek. Korabl’. Kosmos: sbornik dokumentov i materialov k 50-letiyu poleta v kosmos Yu. A. Gagarina (Moscow: Novyy khronograf, 2011).

  • 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


    The researcher’s journey: leveling up as a user researcher | killexams.com real questions and Pass4sure dumps

    The shift from medium to senior level started in late March of 2015 when my consulting team delivered a scientific disaster modeling system for a client. They had tried to redesign an on-premise solution for the cloud, spending millions of dollars and two years shipping a system their customers wouldn’t accept. It wasn’t usable, attempted to do everything but could do nothing well, and it ignored pages of feedback customers felt were essential. Given the messy context of the project, I ran a user-centered discovery and testing program designed to force focus on the project and help pave the way for successful delivery.

    During discovery with customer proxies and subject matter experts, we built a set of personas encapsulating the goals, needs, and workflow scenarios of the system’s main users. Within our client and with their top customers we socialized the persona “Daniel” as our primary target: we claimed that if V1 could solve for Daniel’s specific needs (without specifying how), all parties would see real and immediate value from the system. Slowly, with open lines of feedback and iteration, client and customers agreed that Daniel represented their core and most pressing needs. We aligned on a goal: if, by a specified date, our system could support Daniel’s target scenarios, the project’s first phase would be a success.

    We tested conceptual and functional prototypes with the client’s customers, learning and iterating until real users could achieve Daniel’s core tasks in the system. The customers, especially non-user buyers, invariably piled on feedback outside the bounds our V1 scope (much like before). With clear alignment on Daniel’s needs, we could address feedback honestly and openly, maintaining focus in development: “Given what you’ve seen so far, do you believe [this input] would help Daniel with [goal] in [target scenario]?” The client and their customers came to trust and respect our team’s ability to act–or not–on their feedback with a clear lens. Phase 1 ended as a success.



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    Dropmark-Text : http://killexams.dropmark.com/367904/12025412
    Youtube : https://youtu.be/aVMOKuoEAAc
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    Box.net : https://app.box.com/s/33koy4vn8p21smvfzx07oh8j2dy9jgd9
    zoho.com : https://docs.zoho.com/file/5ce0z8c532f9bd3e44dfba5ff376c18045f06
    coursehero.com : "Excle"






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