Referred Link - https://www.linkedin.com/pulse/please-tell-me-what-blockchain-how-does-work-peter-van-emst
People ask me frequently, “Please tell me, what is blockchain and how does it work?” I have been using various approaches and media answering this question, whiteboards, paper and even beer-coasters, and recently created a single page canvas combining all my scribbles and drawings to answer this question. This works very well, with great response and I like to share it including the story that goes with it. Maybe it is somewhat technical but most people follow the explanation quite well and really feel that they have learned something. Re-use is granted, but please keep it “as is” and respect the copyrights. (See below for downloads, OpenOffice and PDF format)
Doing business and transactions between organizations and people requires TRUST. Normally we do not think about this but every day we pay our invoices or buy goods with a debit- or credit card, issued by a bank or credit card company who guarantees these payments. These so called middleman are initiated, regulated and audited by governments giving us the required trust. But what if you could arrange this via technology providing us with the same guarantees as a middleman but without the middleman. This is where blockchain can help us, providing a mechanism to do business without knowing your counter party or their reputation. First used for Bitcoin transactions (crypto-currency) but suitable for any other transaction or contract that we want to register in an immutable and secure manner. Think about registering land property, music rights or mortgages.
In a typical blockchain we recognize four important elements: the hash, the block, the nonce and the consensus model. How does this work?
First let me explain hashing, a key-element in blockchain. Hashing is a mathematical function that converts an arbitrary text into a fixed length digital key. This process is irreversible, every key produced is unique and even the slightest change in the input generates a completely different key. (Observe the W and w difference). This key, also called the HASH, can be seen as the unique signature or fingerprint of that piece of text or information. (FYI: Hash functions are designed by the United States National Security Agency (NSA) and made available under a royalty-free license.)
Next, let's have a look at a block and its structure in a simplified model. We distinguish two main parts: the heading of the block with housekeeping details and a section containing the transactions. (In this example you see a set of simple financial transactions, but any transaction can be included.) The housekeeping section is especially important as it is used to link the new block with previous blocks. Within the heading we see several fields and most are pretty straight forward; version info, time stamp and a copy of the previous block Hash. To secure that the transactions in the block itself are fingerprinted in an irreversible way, a “Transactions Hash” is generated from all entries with the above explained algorithm and added into the header. The information of all these header-fields is then used to generate the Hash, or signature of the block.
So why do we include a NONCE in the header?
Creating a signature of a new block is pretty straight forward but makes it also vulnerable for anyone who wants to tamper with its content. Calculating a hash is a matter of milliseconds, so changing a transaction and creating a new hash is very easy, too easy and therefore not 100% secure. We can prevent this by demanding that the Hash of a block starts with leading zeroes which is only possible if we change the input for the hash calculation. This is where the Nonce (Number Once) comes into play, every time we change its value a different hash is generated. Verifying all possibilities requires serious compute power/time and that makes it unattractive to tamper with the transactions in the new and all depending previous blocks. This process is known as - “the mining of a block”, providing us with the security that transactions are "written in stone and immutable". Mining - especially of crypto-currency - is financially very profitable and more compute power is added on daily basis. To deal with this, the number of leading zeroes is regularly adjusted to balance the increase in compute power. (FYI: Mining reward for the Bitcoin Blockchain is currently 12,5 BtC per block).
Once the right Hash is found, the newly mined block is presented to the network of “fellow” miners for approval and consensus. Typically six fellows have to confirm that the block is correct after which it is added to the chain. This consensus cycle is another security mechanism adding to the robustness of a blockchain. The process repeats itself and the hash of the recently added block is used as input to mine the next block resulting in a chain of blocks. Impossible to alter without changing the previous block, and the previous block, and the previous block.....
Blockchain offers us an highly effective means to organize the need for trust in a different way, secure and clean on a global basis, robust and transparent with no/limited overhead.
Downloads:
References:
- https://en.bitcoin.it/wiki/Mining
- https://en.bitcoin.it/wiki/Hashcash
- https://en.wikipedia.org/wiki/SHA-2
More info:
- https://www.youtube.com/watch?v=lik9aaFIsl4
- https://anders.com/blockchain/
Referred Link - https://www.girlsguidetopm.com/how-change-management-fits-into-projects/
Change management was largely focused on communicating downwards and training.
Change Management has Changed
Change management today isn’t exactly like that any longer, at least not for most people. Larger organisations may have someone focused on change management, but often change management is (or should be) embedded in everything we do that shifts the way a company works.
Change management is the unwritten requirement in everyone’s job, especially those people involved in projects. Training is still important, but there’s also this idea of ‘readiness’: how prepared the organisation is to do things differently.
And if the answer is ‘not very’, change management is the way that we help them get better prepared. When have you ever come across execs who decided not to change their business because the staff weren’t ready? They might have delayed their plans, or put extra support in place, but if your strategy and survival rely on being able to move with the times and stay competitive, change is coming to those workers whether they like it or not.
Communication remains critical in a changing environment, both in laying the groundwork for the change and for ensuring people know what is happening.
Defining Change Management
The definition of change management I use in my book is this:
The way we facilitate the shift from current practice to new practice in order to achieve a benefit.
In other words, it’s a systematic and planned approach for helping individuals and teams be successful with new ways of working.
Change management delivers that by:
- Building support for the change
- Identifying and addressing resistance to the change
- Helping individuals develop the knowledge and skills required to adopt the new practice successfully.
In doing all of this you are ensuring that your change has the best possible chance of long-term sustainability and success. Because that’s what we really want – and what project sponsors want. For most projects that involve organisational change, the emphasis is on making a difference over the longer term, not just changing behaviour during the month of August, for example.
It’s quite easy to define change management in this way. However, when you start trying to shift the behaviour of people who have worked in a certain way for years and years… Suddenly getting them to do something different seems a lot harder.
Change Management Is Not Project Management
Shifting someone from doing a job one way to doing it another? Isn’t that project management? No, it’s not.
Project management and change management are allied but different disciplines, although as a project manager you will probably end up doing both at points during your project.
Think of it like this:
- Project management is about installation.
- Change management is about implementation.
Here’s a table from my book, Communicating Change: How To Talk About Project Change, that sets out the differences (and one similarity).
| PROJECT MANAGEMENT | CHANGE MANAGEMENT |
|---|---|
| Primarily focuses on installation | Primarily focuses on implementation |
| Creates a deliverable e.g. a new software system | Creates an environment where benefits can be realised e.g. new software is used to improve efficiency |
| Focuses on the plan | Focuses on the people |
| Has a clear timeline | May not have a clear timeline |
| Has a hard deadline and clear finish | Does not have a hard deadline; can be hard to determine when change management activity should end |
| Feels organisational or corporate | Feels personal |
| Led from the executive level | Led from the executive level |
The Tools for Change Management
Fortunately, if change management work forms part of your project responsibilities, you aren’t starting from scratch. We have a raft of tools available to make it easier to ‘do’ change management, and you’ll be familiar with many of them.
Here are five tools that you will help you with change management.
- Readiness assessments
These help you understand where the organisation and individuals are in their preparedness for the change. They act as the beginning of the journey and are key to helping you uncover the gap that you have to close in terms of helping people end the journey with their new behaviours.
- Project sponsorship
Unsurprisingly, having senior leaders involved and championing the change is a way to create buy-in, generate interest and get things done.
- Coaching and mentoring
Helping team members on a one-on-one basis to deal with and adapt to the change is time-consuming for large implementations, but you can offer team managers the skills to support their staff and devolve mentoring to subject matter experts or local champions.
- Training
Training is a structured way to embed and support the new behaviours, explain new processes and get people comfortable with new ways of working.
- Communication
Timely and meaningful interactions with the people affected by and interested in the change will underpin and support the achievement of the benefit that you’re looking for.
Referred Link - http://webdevchecklist.com/
Web Developer Checklist
Get the extension Chrome | Firefox | EdgeBest practices
Mobile
Analytics
Performance
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Hello All,
Thought of sharing the new technologies which requires professionals in market as on 2017. This will be useful for experienced and college pass out for taking technical training in centre and getting into IT industry.
Find out a the below courses good training centers which offers placement assistance and you can take up training with cheaper cost.
Big Data
- Hadoop Developer
- Hadoop Architect
- Hadoop Data Analyst
- Hadoop Data Architect
- Hadoop Administration
Python
Apache Hadoop
Internet of Things (IOT)
Hacking
VirtualizationAugmented Reality
Block Chain
Cloud Computing
Bots
Artificial Intelligence
AI
Machine Learning
Robotics
Data Mining
Data Science
R Programming
Predictive Analysis
Business Intelligence
DJango
Referred Link - https://www.linkedin.com/pulse/10-ways-spot-truly-exceptional-employee-dr-travis-bradberry
A recent international study surveyed more than 500 business leaders and asked them what sets great employees apart. The researchers wanted to know why some people are more successful than others at work, and the answers were surprising; leaders chose “personality” as the leading reason.
Notably, 78% of leaders said personality sets great employees apart, more than cultural fit (53%) and even an employee’s skills (39%).
“We should take care not to make the intellect our God; it has, of course, powerful muscles, but no personality.” –Albert Einstein
The problem is, when leaders say ‘personality’ they don’t understand what they’re referring to. Personality consists of a stable set of preferences and tendencies through which we approach the world. Being introverted or extroverted is an example of an important personality trait.
Personality traits form at an early age and are fixed by early adulthood. Many important things about you change over the course of your lifetime, but your personality isn’t one of them.
Personality is distinct from intellect (or IQ). The two don’t occur together in any meaningful way. Personality is also distinct from emotional intelligence (or EQ), and this is where the study, and most leaders for that matter, have misinterpreted the term.
The qualities that leaders in the study called personality were actually emotional intelligence skills. And unlike your personality, which is set in stone, you can change and improve your EQ.
Exceptional employees don’t possess God-given personality traits; they rely on simple, everyday EQ skills that anyone can incorporate into their repertoire.
Leaders don’t need to go searching for these skills either (though it doesn’t hurt when you find them); their duty is to help everyone on their team harness these skills to become exceptional.
Just consider some of the EQ skills that leaders and managers commonly mislabel as personality characteristics. These are the skills that set exceptional employees apart.
They’re willing to delay gratification. One thing an exceptional employee never says is, “That’s not in my job description.” Exceptional employees work outside the boundaries of job descriptions. They’re neither intimidated nor entitled; instead of expecting recognition or compensation to come first, they forge ahead in their work, confident that they’ll be rewarded later but unconcerned if they’re not.
They can tolerate conflict. While exceptional employees don’t seek conflict, they don’t run away from it either. They’re able to maintain their composure while presenting their positions calmly and logically. They’re able to withstand personal attacks in pursuit of the greater goal and never use that tactic themselves.
They focus. Student pilots are often told, “When things start going wrong, don’t forget to fly the plane.” Plane crashes have resulted from pilots concentrating so hard on identifying the problem that they flew the plane into the ground. Eastern Airlines Flight 401 is just one example: The flight crew was so concerned about the landing gear being down that they didn’t realize they were losing altitude until it was too late, despite alarms going off in the cockpit. Exceptional employees understand the principle of “Just fly the plane.” They don’t get distracted by cranky customers, interoffice squabbles, or switch to a different brand of coffee. They can differentiate between real problems and background noise; therefore, they stay focused on what matters.
They’re judiciously courageous. Exceptional employees are willing to speak up when others are not, whether it’s to ask a difficult (or “embarrassingly” simple) question or to challenge an executive decision. However, that’s balanced with common sense and timing. They think before they speak and wisely choose the best time and place to do so.
They’re in control of their egos. Exceptional employees have egos. While that’s part of what drives them, they never give their egos more weight than what is deserved. They’re willing to admit when they’re wrong and willing to do things someone else’s way, whether it’s because the other way is better or it’s important to maintain team harmony.
They’re never satisfied. Exceptional employees have unparalleled convictions that things can always be better—and they’re right. No one is ever done growing, and there is no such thing as “good enough” when it comes to personal improvement. No matter how well things are going, exceptional employees are driven to improve, without forgetting to give themselves a healthy pat on the back.
They recognize when things are broken and fix them. Whether it’s a sticky desk drawer or an inefficient, wasteful process affecting the cash flow of the entire department, exceptional employees don’t walk past problems. “Oh, it’s been that way forever,” simply isn’t in their vocabulary. They see problems as issues to be fixed immediately; it’s that simple.
They’re accountable. If you’re a manager trying to decipher a bungled report, “It’s not my fault” is the most irritating phrase in the English language. Exceptional employees are accountable. They own their work, their decisions, and all of their results—good or bad. They bring their mistakes to management’s attention rather than hoping no one will find out. They understand that managers aren’t out to assign blame; they’re out to get things done.
They’re marketable. “Marketable” can mean many things. Inside the organization, it means “likeable.” Exceptional employees are well liked by co-workers. They have integrity and leadership skills (even if they’re not in an official leadership position) that people respond to. Externally, it means they can be trusted to represent the brand well. Managers know they can send these employees out to meet with clients and prospects without worrying about what they’ll say or do.
They neutralize toxic people. Dealing with difficult people is frustrating and exhausting for most. Exceptional employees control their interactions with toxic people by keeping their feelings in check. When they need to confront a toxic person, they approach the situation rationally. They identify their own emotions and don’t allow anger or frustration to fuel the chaos. They also consider the difficult person’s standpoint and are able to find solutions and common ground. Even when things completely derail, emotionally intelligent people are able to take the toxic person with a grain of salt to avoid letting him or her bring them down.
Bringing It All Together
Take notice of what’s not mentioned: coding skills, years of experience, business degrees, etc. These things matter, but they won’t make you exceptional.
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