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P8010-034 - Tealeaf Technical Mastery Test v1 - BrainDump Information

Vendor Name : IBM
Exam Code : P8010-034
Exam Name : Tealeaf Technical Mastery Test v1
Questions and Answers : 38 Q & A
Updated On : January 16, 2019
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P8010-034 exam Dumps Source : Tealeaf Technical Mastery Test v1

Test Code : P8010-034
Test Name : Tealeaf Technical Mastery Test v1
Vendor Name : IBM
Q&A : 38 Real Questions

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IBM IBM Tealeaf Technical Mastery

IBM’s Digital advertising Future comprises facebook Deal And information trade | killexams.com Real Questions and Pass4sure dumps

jay henderson IBMIBM has large digital marketing dreams. ultimate spring, these dreams warranted a $100 million commitment to future marketing investments.

Wednesday saw the newest building, when IBM hooked its own advertising solutions into a variety of facebook ad items together with the CRM matching software customized Audiences to enable issues like lookalike modeling.

IBM also is increasing its Digital advertising community to create a customer records change that will include demand-facet systems, facts-administration structures and different social platform partners.

although IBM may additionally appear late to the birthday celebration – facebook launched custom Audiences in 2012 – Jay Henderson, director of approach for IBM’s ExperienceOne group, reiterated IBM’s focal point on a cohesive advertising platform.

facebook integrations are quite simply the newest addition to the ExperienceOne platform, released closing year, that just about united IBM acquisitions like Silverpop, Tealeaf, Unica, Sterling Commerce and Xtify. IBM also factored in Coremetrics analytics to underpin an answer called IBM event Analytics.

Henderson spoke with AdExchanger.

AdExchanger: What’s driving the contend with fb?

JAY HENDERSON: It’s a technical integration, so we’re [combining] our portfolio of advertising automation and client analytics solutions, and segmentation that usually happens for e-mail concentrated on or web page personalization, with the fb advertising platform. facebook hasn’t opened up a special API for us, however fairly we’re connecting our portfolio to the reach that fb has. we are able to faucet into facebook customized Audiences as well as leverage the fb Lookalike Modeling.

IBM referred to it’s integrating experience Analytics with facebook. what's event Analytics?

The idea turned into to create a device that could be a clean whiteboard for marketers to draw out what they need the conclusion-to-end client experience to look like whether that be electronic mail and junk mail, facebook advertisements, tv or out-of-domestic and then join these into the equipment which are doing the execution, whether that’s solutions from IBM or [other vendors].

Is there a knowledge management part?

The facebook announcement is first in an entire sequence of issues we’ll be rolling out, but what’s underlying this is a customer records trade infrastructure that enables us to combine fb once and connect into all the distinct solutions in our portfolio. as opposed to building element-to-point integrations between each and every of our solutions to fb, we combine once into the records change after which that integrates to fb. The statistics alternate could have a whole sequence of partners, so look for some exciting information from us next week.

is that this an extension of IBM’s Digital advertising and marketing community?

We’re making that application even greater. That Digital advertising community was about integrating partners with our digital analytics platform – our heritage Coremetrics portfolio. next week we’ll be extending that so those partners gained’t just join into Coremetrics, but can also join into Silverpop, cloud advertising automation options, a few of our other solutions like IBM campaign. We’ll also be … partnering with distinctive DSP and DMP suppliers, as well as social companions like Shoutlet and Gigya. We’re connecting some of the common owned media channels into those paid media channels.

What’s driving this construction?

a lot of valued clientele have this portfolio of applied sciences. We’re no longer trying to force somebody into an all IBM stack. We want to aid them collect the ecosystem of suppliers with a view to most appropriate meet their needs, so this information change is one key piece to that. Being capable of design journeys throughout all the applied sciences you may have and being in a position to analyze these interactions and combine them with the facts change, is our means of trying to help entrepreneurs navigate complexities.

IBM also named fb its first Commerce THINKLab accomplice. How does that coexist with your company, IBM ExperienceOne, or does it?

the brand new [THINKLab] we’re launching could be chiefly dedicated to client engagement and consumer journey. brands can come to IBM with an issue they’re seeking to remedy and it helps with the ideation manner, and we observe a whole design-thinking methodology to assist the company clear up that issue.

It’s staffed with specialists from our application and capabilities neighborhood, as well as from the Interactive experience neighborhood, which is our digital company, and folks from the IBM research Labs. manufacturers will also have entry to fb specialists. we are able to do greater than simply integrate via traditional accomplice classes.


IBM’s Paul Farrell: ‘making a lifestyle of innovation is about being open’ | killexams.com Real Questions and Pass4sure dumps

IBM eire country manager Paul Farrell. picture: IBM

From a dearth of records to data overload, organisations have to strive to be each artistic and nimble. IBM ireland country manager Paul Farrell exhibits how firms can foster a tradition of innovation.

Paul Farrell these days took the reins of IBM ireland as country manager. Having served as an officer in the Irish Defence Forces, he then worked as a specialist and associate within the Irish market earlier than relocating to the tech significant.

Farrell joined IBM 16 years ago and has operated in a number of government and management roles across ireland, the uk and Europe all over his career. before taking on his latest function, he led the business’s global business functions birth enterprise within the UK and ireland.

‘Propelled with the aid of our belief that the phenomenon of digitalisation and statistics would reorder technology and business, IBM undertook one of the crucial ambitious reinventions in its modern history’– PAUL FARRELL

IBM has a long affiliation with eire, going lower back more than six decades to 1956 when it first opened an workplace here. today, the company has global innovation as well as native business actions here and employs roughly three,000 people in ireland.

out of your vantage factor, what are the main tech trends IBM will focus on in 2019 and past?

Our mission at IBM is to assist our shoppers trade the way the world works. we are at the leading edge of analysis, building and application for quite a number digital tendencies and applied sciences, together with synthetic intelligence (AI), blockchain, cloud, automation and quantum computing.

90pc of enterprise executives say their industries will see disruption via the digital trends. Industries are being altered, and in lots of instances reinvented, through the transformative vigour of those digital applied sciences. they are affecting purchasers and markets, industries and economies, price chains, marketing and distribution, operations and production, enterprise, collaboration, and partnering.

in the Irish industry, companies are sharpening their center of attention on AI, cloud, cybersecurity and records science. Blockchain is within the positioning section, with a couple of proofs of idea and multiplied collaborations taking region.

These applied sciences will handiest develop more important in the years to return. together, they portend an impressive evolution in computing in order to exceed the rest we’ve previously viewed. It’s also a reaffirmation of know-how’s function as a force for first rate in a global that desperately needs it.

To gain an knowledge of digital applied sciences, agencies should also trade how they work, where they work and what principles they use to e-book their work. companies and enterprises need to adapt to maintain pace with these changes via reskilling their americans, and instructing them new how you can work in cloud, AI, protection, IoT and more should be key.

IBM has additionally led the industry in organising have confidence and transparency concepts for the development of latest AI technologies. We encourage all technology organizations to adopt equivalent principles to give protection to customer records and insights, and to make certain the responsible and transparent use of AI and different transformative innovations.

How does an corporation with IBM’s deep heritage in technology maintain its aspect in a global defined with the aid of digitalisation and facts?

Over the last few years, propelled via our belief that the phenomenon of digitalisation and facts would reorder technology and enterprise, IBM undertook one of the vital formidable reinventions in its contemporary history.

as a consequence, at IBM eire today, it’s all around statistics, AI and cloud, and we’re working in more agile and flexible methods. In broad strokes, these encompass new trusted bonds with customers, new ventures to scale on structures, and extra nimble groups.

Our customers in ireland are likewise seeing the energy this combination offers; how it can support them pressure new company insights, boost efficiencies, cut back hazards and carry new person experiences to their personal purchasers.

for a lot of agencies, despite the fact, the digitalisation issue has developed from a dearth of facts to considered one of records overload. businesses have huge amounts of records to leverage and create one-on-one experiences with their consumers. subsequently, organisations are struggling to harvest and control that statistics. Many extra are facing the challenge of reworking their facts into actionable tips, or seeing where AI can assist them to make more advantageous company choices.

due to this fact, our job at IBM is to assist our purchasers in ireland seriously change their business strategies, assimilate the brand new applied sciences and capabilities, and aid them to pivot straight away to new market alternatives the usage of records and benefits that a digital transformation presents.

IBM in ireland boasts one of the vital largest footprints of personnel who've authored patents in the complete IBM world. How did this become and the way do corporations imprint innovation into their DNA?

in view that its foundation, IBM has a background of innovation and a deeply held belief in ethical and in charge patenting, and has at all times inspired employees to find new and more suitable ways of doing issues.

This spirit has helped IBM to construct a portfolio of scientific, technical and business patents that cling the key to addressing one of the most most suitable challenges facing our world nowadays, comparable to helping to keep drivers from falling asleep, advertising more suitable fiscal inclusion and dramatically decreasing toxic stages of air pollutants and so forth.

At IBM in ireland, we proceed this subculture to encourage, motivate and have a good time a way of life of innovation. It’s a technique too this is inherently about issue-solving, and increasingly teamwork and collaboration is an important factor for discovery.

For us, the innovation system can start with employees keeping patent brainstorming classes with cross-purposeful teams the usage of design pondering to list societal challenges or enterprise ideas. eventually, their options may develop into a patent. Or, it starts from comments on a published technical paper helping us to make advancements to an AI solution that creates a digital cycle of innovation, and this too might become a patent.

creating a subculture of innovation is about being open and committed to development both internally and with your customers. And this by no means ends, as new alternatives, some of them disruptive, will emerge. It’s the businesses that continue to be open to change that orchestrate the innovation knowledge.

Globally, the struggle for tech is quintessentially the battle for talent. How do enterprises akin to IBM, and how must nations corresponding to ireland, apparatus themselves up to win in the conflict for skill?

IBMers have developed our business on enduring values and principles, and a type of concepts has been the significance of continuing to grow and construct knowledge.

inside IBM, our HR groups have infused AI into key workflows to clear up pervasive skill considerations, equivalent to knowing our expertise, combating unwanted employee turnover, reacting right away to worker hotspots, matching personnel and external candidates with profession alternatives, supporting managers with more desirable salary investment assistance, getting rid of guide tasks in merits administration and payroll through robotic process automation, and developing an irresistible platform for personnel to gain knowledge of on the go.

We agree with that constructing a staff to compete in the era of AI is as a great deal about culture and specialised advantage as it is about expertise. for example, we actively interact with our personnel on ‘good tech’ – how our technology is a drive for first rate and sustainable human building.

collaborating in initiatives like ‘demand code’ permits personnel to use their skills and mastery of the newest technologies to drive high-quality and lengthy-lasting change internationally. With the aid of IBM ability and Transformation, AI can also be ushered into businesses gearing as much as win the war on skill, and turn into the catalyst for HR companies to transform from service characteristic to increase engine. it may assist groups attract and retain a various and particularly skilled group of workers that drives and evolves with the future of their company.

At a national stage, I’m very proud that IBM has been capable of deliver the P-Tech (Pathways in expertise) mannequin to Irish 2nd-level college students and, with the assist of their colleges, colleges and the department of schooling and potential, adapt it to work in the Irish tutorial context.

An Taoiseach, the Minster for education and abilities, and the Minister for Finance and Public Expenditure and Reform announced in November the piloting of the P-Tech school mannequin in Dublin’s north-east internal metropolis to provide native college students a profession pathway in the digital economic system.

The P-Tech mannequin is directly aligned to job alternatives within the digital financial system. Digital financial system jobs consist of one of the crucial know-how industry’s fastest-becoming fields – from cybersecurity and cloud computing, to cognitive business and digital design – which might also now not require a school degree however may wish a particular skillset as a substitute.

the primary colleges in eire to participate within the P-Tech pilot should be Larkin neighborhood school, Marino faculty and St Joseph’s CBS, Dublin. The country wide college of ireland can be the preliminary third-level training associate. IBM, Cisco, Virgin Media, Irish Water and Irish life will take part because the first industry companions.


IBM to make investments $240 Million in MIT-IBM Watson AI Lab | killexams.com Real Questions and Pass4sure dumps

IBM to make investments $240 Million in MIT-IBM Watson AI Lab

In health care, the collaboration will discover the use of AI in areas such because the protection and privateness of clinical data, personalization of health care, photograph analysis, and the highest quality medicine paths for selected patients.

IBM introduced that it plans to make a ten-yr, $240 million funding to create the MIT–IBM Watson AI Lab in partnership with MIT, explaining that the lab will perform simple artificial intelligence (AI) research and are searching for to propel scientific breakthroughs and to increase AI's have an effect on on industries reminiscent of health care and cybersecurity. The investment will support research by way of IBM and MIT scientists, they introduced Sept. 7.

the brand new lab "could be one of the greatest long-term college-trade AI collaborations up to now, mobilizing the ability of greater than one hundred AI scientists, professors, and college students to pursue joint analysis at IBM's analysis Lab in Cambridge—co-found with the IBM Watson fitness and IBM protection headquarters in Kendall rectangular, in Cambridge, Massachusetts—and on the neighboring MIT campus," they talked about.

The lab's co-chairs are IBM research VP of AI and IBM Q Dario Gil, and Anantha P. Chandrakasan, dean of MIT's faculty of Engineering. The businesses will concern a demand proposals to MIT researchers and IBM scientists to publish their concepts for joint analysis to push the boundaries in AI science and technology in several areas. In fitness care, the collaboration will discover using AI in areas such because the security and privateness of medical records, personalization of health care, image evaluation, and the most effective medication paths for selected sufferers.

"The box of artificial intelligence has skilled incredible increase and growth over the last decade. Yet nowadays’s AI techniques, as astounding as they are, will require new innovations to tackle increasingly tricky precise-world problems to enrich our work and lives," referred to Dr. John Kelly III, IBM senior vice president, Cognitive solutions and research. "The extraordinarily vast and deep technical capabilities and talent at MIT and IBM are unmatched and will lead the box of AI for at the least the next decade."

Gil wrote in a blog put up that, "together with our fellow scientists at MIT, we selected 4 key pillars for our collaboration: core algorithmic advancements that allow discovering and reasoning to develop what AI methods can do, computational improvements tailor-made to AI and finished through a mastery of physics, functions of AI to important domains like healthcare and cybersecurity, and achieving shared prosperity via AI know-how. each one of those areas touches upon our basic beliefs about the future of AI and the place we believe it could actually and may go. And all four leverage technical strengths shared across MIT and IBM."




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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).

  • Invokers Tournamnent Is a New MOBA for PS4 and PS Vita – Video | killexams.com real questions and Pass4sure dumps

    StormBasic Games has announced that Invokers Tournament, a new free-to-play multiplayer online battle arena game, became available earlier today for the PlayStation 4 and PlayStation Vita platforms.

    The game is also expected to land on the PlayStation 3 home entertainment system sometime soon, as Sony's first proper entry in the MOBA arena, cross-play compatible across the PlayStation family of devices.

    Seeing the popularity of Dota 2 and League of Legends especially, it's weird that Sony's people are so late to make their entry in the space, letting it seem like a belated jump on the bandwagon rather than an actual push in the right direction.

    Electronic Arts also toyed with the notion of making its own MOBA with Dawngate, building it from the ground up and attempting to also infuse a breath of fresh air into the old 5v5 lane fighting experience, but unfortunately, the project was canned.

    Hopefully, Invokers Tournament will see more success. While nobody quite expects it to be a triumphant contender for the established powerhouses, the multiplayer online battle arena game has one major advantage: the fact that there are no competitors on consoles.

    Is it just another MOBA?

    In Invokers Tournament, players will get cast in the role of an Invoker, a powerful warrior-mage who can transform into various avatars with unique abilities and characteristics. The game is designed to be simpler than League of Legends or Dota 2, and to take a lot less time per match. Consequently, players will compete in quick 3v3 online matches where their mastery will be put to the test.

    Multiplayer supports cross-platform play, and Invokers Tournament also supports cross-save between the available platforms, meaning that you can jump from platform to platform and still keep your progress.

    The game has just concluded its month-long beta, and those who took part in will find that a new map, Sanctuary, has been added to the roster, alongside some secondary objectives in The Jungle of Orth map, the one included in the beta.

    Mastering the new map revolves around fighting for domination of various platforms, and The Jungle of Orth now has statues of fallen heroes in its center, which can be recruited to fight for your team. The animated statues are very resilient against tower attacks, making them a crucial piece of defeating the opposition.

    The game also includes some solo missions that can be played offline, so those who are looking for a more relaxed, laid-back experience will also have something to do.


    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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