Check out on below poster on how to setup Virtual machine in Azure and types of subscription available.
An interesting article of Remote working lessons by Jared Spataro, Corporate Vice President for Microsoft 365
Read here:
https://www.microsoft.com/en-us/microsoft-365/blog/2020/03/18/making-the-switch-to-remote-work-5-things-weve-learned/
Also don't miss to check the list from the article
A comprehensive work-from-home guide to employees
Read here:
https://www.microsoft.com/en-us/microsoft-365/blog/2020/03/18/making-the-switch-to-remote-work-5-things-weve-learned/
Also don't miss to check the list from the article
A comprehensive work-from-home guide to employees
Power BI Documentation - https://docs.microsoft.com/en-us/power-bi/guidance/
Topics Covered
Power BI guidance
Transform and shape data
Data modeling
DAX
Report creation
Admin and deployment
Topics Covered
Power BI guidance
Transform and shape data
Data modeling
DAX
Report creation
Admin and deployment
Referred Link - https://azure.microsoft.com/en-us/resources/azure-for-architects/
Design your cloud solutions with high availability, security, and scalability
Base your cloud solutions on strategy and architecture that meets the needs of your organization. In the Azure for Architects e-book from Packt Publishing, you’ll find simplified guidance for everything from understanding core services to delivering advanced solutions. Explore topics including:
- Common design patterns, principles, and best practices for working in Azure.
- Designing for high availability, performance, scale, and resilience, and making informed decisions about deployment strategies.
- Core Azure services as well as advanced solutions that use the Internet of Things, serverless computing, DevOps, and data services.
- Cost management, security, and monitoring to ensure your solutions meet business requirements.
Take a structured approach to your development and create solutions faster with the foundation provided in this exclusive e-book, free from Microsoft.
Registration Link
Date And Time
Sat, February 15, 2020
9:00 AM – 5:30 PM IST
Location
Microsoft Corporation (India) Pvt Ltd
33, Prestige Business Park, Marathahalli - Sarjapur Outer
Ring Rd, Bellandur, Bellandur Amanikere
Bangalore, Karnataka 560103
Referred Link -
https://www.linkedin.com/pulse/all-cheatsheets-one-place-vipul-patel/
https://www.linkedin.com/pulse/all-cheatsheets-one-place-vipul-patel/
How to Articles: (downloadable pdf's)
Fundamentals
Data Wrangling & Feature Engineering
Dimension Reduction
NLP - Natural Langauge Processing - Text
Analysis
Speech Analysis
Image Processing
Deep Learning
Neural Networks
Generative Adversarial
Networks (GANs)
Algorithms & Techniques
Clustering &
Segmentation
Time Series
Visualization
Chatbots
Customer Analytics
IoT - Internet of
Things
Design Thinking
Deploying /
Productizing
FREE training material/courses & Notes
Cheatsheets by Topic:
Tags:
#opensource #data
#cheatsheet #tutorial #learning #guide #ml #ai #machinelearning #artificialintelligence #datascience #deeplearning #predictiveanalytics
#featureengineering #NLP #GAN #CNN #RNN #clustering #segmentation
#visualization #visualisation #SVM #datamining #textmining #python #R
#scala
Credit - LinkedIn
Link
https://www.leadinganswers.com/2019/12/5-major-changes-coming-to-the-pmp-exam-.html
1. New focus– Switching from the previous domains (initiating, planning, executing, etc.), the new exam will be based on three new domains: people, process and business environment. These new domains align more closely with the PMI Talent Triangle®sections of leadership, technical project management, and business and strategic work.
2. New content– The job task analysis revealed that many project managers are using agile approaches, or some agile concepts in hybrid life cycles. To reflect this, the new exam covers the complete value delivery spectrum including predictive, hybrid and agile approaches.
3. New question types– A change announced by PMI at the recent PMI Global Conference in Philadelphia was the introduction of some new question types. PMI will be introducing question types that depart from the tradition multiple-choice format of four options and one correct answer.
4. Moving away from the PMBOK® Guide – The PMP exam is not a test of the PMBOK Guide.
5. Education evolution– These radical changes were planned to be implemented in December 2019. However, perhaps in part to questions from the training community, the changes have now been deferred until July 2020.
https://www.leadinganswers.com/2019/12/5-major-changes-coming-to-the-pmp-exam-.html
Some fundamental changes are coming to the PMP® exam. Currently slated for July 2020, the content and composition of the exam will be completely revamped. As described in the new PMP Exam Content Outline, PMI commissioned a research study into trends in the project management profession. This study, called the Global Practice Analysis, investigated which job tasks and approaches people frequently use.
The job task analysis identified the knowledge and skills required to function as a project management practitioner. Now the PMP is changing to better reflect these practices; here are some of the major changes:
Since project management occurs in a variety of industries, the business environment domain only tests universal concepts and does not get into any specifics around project types. The split of questions between these domains is:
- People: 42%
- Process: 50%
- Business Environment: 8%
The inclusion of agile concepts and increased emphasis on the people aspects of projects represent a big shift. Concepts like servant leadership, conflict resolution and retrospectives were previously the domain of the PMI-ACP® exam, but will now be featured more frequently on the PMP exam (although not in so much depth or frequency).
The new format questions include drag-and-drop and clicking on a graphic region. These new question types allow questions such as asking the test taker to select the graph/chart that best fits a described scenario, or identify what part of an image applies to a described situation.
Crossword and coloring-in based questions will be added later (just kidding). Personally, I applaud the incorporation of visual questions; a large component of effective communication involves interpreting and creating graphs and charts, so any way to assess this capability is welcome.
This concept is so fundamental—yet so universally misunderstood—that I feel the need to repeat it: The PMP exam is not a test about or on the PMBOK Guide. This misunderstanding may have arisen because the domains in the old PMP Exam Content Outline matched the process groups in the PMBOK Guide. This was a logical (but flawed) assumption.
When question writers develop questions, they must reference at least two source documents for each question. This is to make sure the question is based on agreed-to sources and not just their belief or recommendation. Previously, the PMBOK Guide was frequently used as one of the sources, but it was always accompanied by at least one non-PMBOK source.
Since the Global Practice Analysis and job task analysis identified more people-based skills and agile approaches, then increasingly, the sources referenced will not include the PMBOK Guide. By structuring the PMP Exam Content Outline around people, process and business domains, PMI is further signaling the departure from PMBOK-focused topics. The list of new source materials is available here.
The takeaway for PMP aspirants is to base their studies on understanding and applying the concepts described in the domains, tasks, and enablers listed in the exam content outline.
No doubt it will be a big change for Registered Education Providers (REPs) as they update their materials. Many PMP preparation courses followed the knowledge areas and domains of the old exam content outline. Now, with more of a focus on people and the decision to embrace the entire value delivery spectrum, training materials should be changed to better reflect the new exam content outline. This will take time but will result in a more practical exam.
Conclusion
I welcome the change to make the exam more realistic and better aligned with how projects operate. The increased emphasis on the people aspects of projects more closely reflects where project managers spend the bulk of their time and attention. While the process groups and knowledge areas were useful buckets for organizing content, they did not really map how the project management activities integrate across multiple domains simultaneously.
I welcome the change to make the exam more realistic and better aligned with how projects operate. The increased emphasis on the people aspects of projects more closely reflects where project managers spend the bulk of their time and attention. While the process groups and knowledge areas were useful buckets for organizing content, they did not really map how the project management activities integrate across multiple domains simultaneously.
There will be an adjustment period as training companies adjust their materials. However, the end result will be an exam that better matches day-to-day work—which ultimately is where the exam should be moving to so that it’s a relevant assessment of project management activities.
Tags: #Agile, #AgilePMP, #ExamContentOutline, #MikeGriffiths, #PMI, #PMP, #PMPExam, #PMPExamChanges, #PMPPrep, #PMPStudyPlan
Credit: Dr.Anghsu
Top 10 Websites for Data Science
1. Coursera
2. EdX
3. Datacamp
4. Udemy
5. Udacity
6. Khan Academy
7. Kaggle
8. R-bloggers
9. Analytics Vidya
10. KDNuggets
Top 10 Skills for Data Science
1. Probability & Statistics
2. Linear Algebra
3. Python
4. R
5. SQL/Presto
6. Tableau/PowerBI
7. AWS/Azure
8. Spark
9. Excel
10. DevOps
Top 10 Algorithms for Data Science
1. Linear Regression
2. Logistics Regression
3. K-means Clustering
4. PCA
5. Support Vector Machine
6. Decision Tree
7. Random Forrest
8. Gradient Boosting Machine
9. XGboost
10. Artificial Neural Networks
Top 10 Industries for Data Science
1. Technology
2. Finance
3. Retail
4. Telecom
5. Healthcare & Pharma
6. Manufacturing
7. Automotive
8. Cybersecurity
9. Energy
10. Utilities
Tags:
#DataScience
#DataScienceWithDrAngshu
#DSDA
#DataScience
#Analytics
#BigData
#MachineLearning
#ArtificialIntelligence
Credit - LinkedIn
Referred URL
https://www.inc.com/scott-mautz/google-identifies-their-very-best-leaders-using-these-13-questions.html
https://www.inc.com/scott-mautz/google-identifies-their-very-best-leaders-using-these-13-questions.html
This last bit, identifying and measuring the best leaders, is especially tricky, but smart people at Google have found a spot-on way to separate the wheat from the chaff (as the saying goes).
Employees are regularly surveyed about their managers with 13 specific questions. Interestingly, the polar questions fall into three general categories: nurturing growth in others, operating excellence, and emotional intelligence, all intended to discern the strength of a manager.
Here are the questions, with my take on each:
1. I would recommend my manager to others.
This is the ultimate test, no? It means as a leader you must win employees' heads and hearts.
2. My manager assigns stretch opportunities to help me develop my career.
This requires you to care about your employees' careers as much as you care about your own. Find out what they aspire to (what they actually want, not just what they're supposed to want), discuss what realistically has to happen to get them there, and then leverage your network to help make things happen for them.
3. My manager communicates clear goals.
These goals should meet the three C's rule: common, compelling, and cooperative.
The commonality ensures everyone's working toward the same end. The goal must be compelling enough to create energy on its own and draw each person toward it. Finally, it should be cooperative in nature -- lofty enough that the only way the goal can be accomplished is by the team working together.
4. My manager regularly gives me actionable feedback.
Ensure the feedback is specific and sincere (if it comes from the heart, it sticks in the mind). Be calibrating, letting them know that their feedback is "not unusual at this point" or that it means "you're off track at this point." Don't overstate or understate the impact of the outcome you are praising or pushing on. Keep a ratio of about five pieces of affirming feedback to one piece of corrective feedback.
The truth is most of us stink at giving feedback, but nothing is more appreciated by employees than leaders who do this well.
5. My manager provides the autonomy I need to do my job (doesn't micromanage).
Manage by objective, give decision space and room for the empowered to operate without interference and oversight. Nothing I did as a leader was as powerful, productive, and appreciated as being liberal with the autonomy I granted.
6. My manager consistently shows consideration for me as a person.
People need to know you care before they care about what you know. The worst bosses I ever had were always people who I could tell really didn't give a flying damn about me as a person.
7. My manager keeps the team focused on priorities, even when it's difficult (e.g., declining or deprioritizing other projects).
The easy thing is to do everything. Nothing burns out an organization faster than a leader treating everything as a priority and choices as something left for someone else.
8. My manager makes tough decisions effectively.
A close second on what burns out an organization is an indecisive manager. Indecision is paralyzing to an organization. It creates doubt, uncertainty, lack of focus, and even resentment. Multiple options can linger, sapping an organization's energy and killing a sense of completion. Timelines stretch while costs skyrocket.
9. My manager shares relevant information from his or her boss(es).
Information should flow downhill, not be horded. Managers who withhold information to boost their own sense of control and power will soon be met with an organization that feels out of control and powerless.
10. My manager has had a meaningful discussion with me about my career development in the past six months.
As in question two, you must care enough to invest here. Think of how you'd feel if you knew you were working for someone who viewed themself as your career champion. You'd run through walls for them.
11. My manager has the expertise required to effectively manage me.
Google is specifically measuring technical expertise here, but the concept holds true more broadly. Stay worthy of leadership by investing in your own continued learning and personal growth that feeds your specific area of expertise required.
12. The actions of my manager show he or she values my perspective (even if different from his or hers).
Everyone wants to know they're heard, to feel valued and valuable. No exceptions.
13. My manager effectively collaborates across boundaries.
I once had a boss who blew up every cross-team or cross-organizational relationship in a misguided effort to establish our unit's independence. All the behavior did was put us on an island, cutting us off from valuable resources that would have helped us be more effective at our job.
Referred Link
https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/product-managers-for-the-digital-world
Article By Chandra Gnanasambandam, Martin Harrysson, Shivam Srivastava, and Yun Wu
The role of the product manager is expanding due to the growing importance of data in decision making, an increased customer and design focus, and the evolution of software-development methodologies.
Product managers are the glue that bind the many functions that touch a product—engineering, design, customer success, sales, marketing, operations, finance, legal, and more. They not only own the decisions about what gets built but also influence every aspect of how it gets built and launched.
Unlike product managers of the past, who were primarily focused on execution and were measured by the on-time delivery of engineering projects, the product manager of today is increasingly the mini-CEO of the product. They wear many hats, using a broad knowledge base to make trade-off decisions, and bring together cross-functional teams, ensuring alignment between diverse functions. What’s more, product management is emerging as the new training ground for future tech CEOs.
As more companies outside of the technology sector set out to build software capabilities for success in the digital era, it’s critical that they get the product-management role right.
Why you need a product manager who thinks and acts like a CEO
The emergence of the mini-CEO product manager is driven by a number of changes in technology, development methodologies, and the ways in which consumers make purchases. Together, they make a strong case for a well-rounded product manager who is more externally oriented and spends less time overseeing day-to-day engineering execution, while still commanding the respect of engineering.
Data dominates everything
Companies today have treasure troves of internal and external data and use these to make every product decision. It is natural for product managers—who are closest to the data—to take on a broader role. Product success can also be clearly measured across a broader set of metrics (engagement, retention, conversion, and so on) at a more granular level, and product managers can be given widespread influence to affect those metrics.
Products are built differently
Product managers now function on two speeds: they plan the daily or weekly feature releases, as well as the product road map for the next six to 24 months. Product managers spend much less time writing long requirements up front; instead, they must work closely with different teams to gather feedback and iterate frequently.
Products and their ecosystems are becoming more complex
While software-as-a-service products are becoming simpler for customers, with modular features rather than a single monolithic release, they are increasingly complex for product managers. Managers must now oversee multiple bundles, pricing tiers, dynamic pricing, up-sell paths, and pricing strategy. Life cycles are also becoming more complex, with expectations of new features, frequent improvements, and upgrades after purchase. At the same time, the value of the surrounding ecosystem is growing: modern products are increasingly just one element in an ecosystem of related services and businesses. This has led to a shift in responsibilities from business development and marketing to product managers. New responsibilities for product managers include overseeing the application programming interface (API) as a product, identifying and owning key partnerships, managing the developer ecosystem, and more.
Changes in the ‘execution pod’
In addition to developers and testers, product-development teams include operations, analytics, design, and product marketers that work closely together in “execution pods” to increase the speed and quality of software development. In many software organizations, the DevOps model is removing organizational silos and enabling product managers to gain broader cross-functional insights and arrive at robust product solutions more effectively.
Consumerization of IT and the elevated role of design
As seamless, user-friendly consumer software permeates our lives, business users increasingly expect a better experience for enterprise software. The modern product manager needs to know the customer intimately. This means being obsessed with usage metrics and building customer empathy through online channels, one-on-one interviews, and shadowing exercises to observe, listen, and learn how people actually use and experience products.
Three archetypes of the mini-CEO product manager
There are three common profiles of the mini-CEO archetype: technologists, generalists, and business-oriented. These three profiles represent the primary, but not the only, focus of the mini-CEO product manager; like any CEO, they work across multiple areas (for instance, a technologist product manager will be expected to be on top of key business metrics). Most technology companies today have a mix of technologists and generalists (Exhibit 1).
As these three archetypes emerge, the project manager is a fading archetype and seen mainly at legacy product companies. The day-to-day engineering execution role is now typically owned by an engineering manager, program manager, or scrum master. This enables greater leverage, with one product manager to eight to 12 engineers, versus the ratio of one product manager to four or five engineers that has been common in the past.
Common themes across the three archetypes
An intense focus on the customer is prominent among all product managers. For example, product managers at Amazon are tasked with writing press releases from the customer’s perspective to crystalize what they believe customers will think about a product, even before the product is developed.2 This press release then serves as the approval mechanism for the product itself.
There are, however, differences in how product managers connect with the users. While a technologist may spend time at industry conferences talking to other developers or reading Hacker News, the generalist will typically spend that time interviewing customers, talking to the sales team, or reviewing usage metrics.
A new training ground for CEOs
Modern product managers are increasingly filling the new CEO pipeline for tech companies. Before becoming the CEOs of Google, Microsoft, and Yahoo, Sundar Pichai, Satya Nadella, and Marissa Mayer were product managers, and they learned how to influence and lead teams by shepherding products from planning to development to launch and beyond. Such experience is also valuable beyond tech: PepsiCo CEO Indra Nooyi started her career in product management–like roles at Johnson & Johnson and Mettur Beardsell, a textile firm.
While today such a background remains rare among CEOs, product-management rotational programs are the new leadership-development programs for many technology companies (for example, see the Facebook Rotational Product Manager Program, the Google Associate Product Manager Program, and the Dropbox Rotation Program). Any critic of the analogy between product managers and CEOs will point out that product managers lack direct profit-and-loss responsibilities and armies of direct reports, so it is critical for product managers with ambitions for the C-suite to move into general management to broaden their experience.
The product manager of the future
Over the next three to five years, we see the product-management role continuing to evolve toward a deeper focus on data (without losing empathy for users) and a greater influence on nonproduct decisions.
Product managers of the future will be analytics gurus and less reliant on analysts for basic questions. They will be able to quickly spin up a Hadoop cluster on Amazon Web Services, pull usage data, analyze them, and draw insights. They will be adept at applying machine-learning concepts and tools that are specifically designed to augment the product manager’s decision making.
We anticipate that most modern product managers will spend at least 30 percent of their time on external activities like engaging with customers and the partner ecosystem. Such engagement will not be limited to consumer products—as the consumerization of IT continues, B2B product managers will directly connect with end users rather than extracting feedback through multiple layers of sales and intermediaries.
https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/product-managers-for-the-digital-world
Article By Chandra Gnanasambandam, Martin Harrysson, Shivam Srivastava, and Yun Wu
The role of the product manager is expanding due to the growing importance of data in decision making, an increased customer and design focus, and the evolution of software-development methodologies.
Product managers are the glue that bind the many functions that touch a product—engineering, design, customer success, sales, marketing, operations, finance, legal, and more. They not only own the decisions about what gets built but also influence every aspect of how it gets built and launched.
Unlike product managers of the past, who were primarily focused on execution and were measured by the on-time delivery of engineering projects, the product manager of today is increasingly the mini-CEO of the product. They wear many hats, using a broad knowledge base to make trade-off decisions, and bring together cross-functional teams, ensuring alignment between diverse functions. What’s more, product management is emerging as the new training ground for future tech CEOs.
As more companies outside of the technology sector set out to build software capabilities for success in the digital era, it’s critical that they get the product-management role right.
Why you need a product manager who thinks and acts like a CEO
The emergence of the mini-CEO product manager is driven by a number of changes in technology, development methodologies, and the ways in which consumers make purchases. Together, they make a strong case for a well-rounded product manager who is more externally oriented and spends less time overseeing day-to-day engineering execution, while still commanding the respect of engineering.
Data dominates everything
Companies today have treasure troves of internal and external data and use these to make every product decision. It is natural for product managers—who are closest to the data—to take on a broader role. Product success can also be clearly measured across a broader set of metrics (engagement, retention, conversion, and so on) at a more granular level, and product managers can be given widespread influence to affect those metrics.
Products are built differently
Product managers now function on two speeds: they plan the daily or weekly feature releases, as well as the product road map for the next six to 24 months. Product managers spend much less time writing long requirements up front; instead, they must work closely with different teams to gather feedback and iterate frequently.
Products and their ecosystems are becoming more complex
While software-as-a-service products are becoming simpler for customers, with modular features rather than a single monolithic release, they are increasingly complex for product managers. Managers must now oversee multiple bundles, pricing tiers, dynamic pricing, up-sell paths, and pricing strategy. Life cycles are also becoming more complex, with expectations of new features, frequent improvements, and upgrades after purchase. At the same time, the value of the surrounding ecosystem is growing: modern products are increasingly just one element in an ecosystem of related services and businesses. This has led to a shift in responsibilities from business development and marketing to product managers. New responsibilities for product managers include overseeing the application programming interface (API) as a product, identifying and owning key partnerships, managing the developer ecosystem, and more.
Changes in the ‘execution pod’
In addition to developers and testers, product-development teams include operations, analytics, design, and product marketers that work closely together in “execution pods” to increase the speed and quality of software development. In many software organizations, the DevOps model is removing organizational silos and enabling product managers to gain broader cross-functional insights and arrive at robust product solutions more effectively.
Consumerization of IT and the elevated role of design
As seamless, user-friendly consumer software permeates our lives, business users increasingly expect a better experience for enterprise software. The modern product manager needs to know the customer intimately. This means being obsessed with usage metrics and building customer empathy through online channels, one-on-one interviews, and shadowing exercises to observe, listen, and learn how people actually use and experience products.
Three archetypes of the mini-CEO product manager
There are three common profiles of the mini-CEO archetype: technologists, generalists, and business-oriented. These three profiles represent the primary, but not the only, focus of the mini-CEO product manager; like any CEO, they work across multiple areas (for instance, a technologist product manager will be expected to be on top of key business metrics). Most technology companies today have a mix of technologists and generalists (Exhibit 1).
As these three archetypes emerge, the project manager is a fading archetype and seen mainly at legacy product companies. The day-to-day engineering execution role is now typically owned by an engineering manager, program manager, or scrum master. This enables greater leverage, with one product manager to eight to 12 engineers, versus the ratio of one product manager to four or five engineers that has been common in the past.
Common themes across the three archetypes
An intense focus on the customer is prominent among all product managers. For example, product managers at Amazon are tasked with writing press releases from the customer’s perspective to crystalize what they believe customers will think about a product, even before the product is developed.2 This press release then serves as the approval mechanism for the product itself.
There are, however, differences in how product managers connect with the users. While a technologist may spend time at industry conferences talking to other developers or reading Hacker News, the generalist will typically spend that time interviewing customers, talking to the sales team, or reviewing usage metrics.
A new training ground for CEOs
Modern product managers are increasingly filling the new CEO pipeline for tech companies. Before becoming the CEOs of Google, Microsoft, and Yahoo, Sundar Pichai, Satya Nadella, and Marissa Mayer were product managers, and they learned how to influence and lead teams by shepherding products from planning to development to launch and beyond. Such experience is also valuable beyond tech: PepsiCo CEO Indra Nooyi started her career in product management–like roles at Johnson & Johnson and Mettur Beardsell, a textile firm.
While today such a background remains rare among CEOs, product-management rotational programs are the new leadership-development programs for many technology companies (for example, see the Facebook Rotational Product Manager Program, the Google Associate Product Manager Program, and the Dropbox Rotation Program). Any critic of the analogy between product managers and CEOs will point out that product managers lack direct profit-and-loss responsibilities and armies of direct reports, so it is critical for product managers with ambitions for the C-suite to move into general management to broaden their experience.
The product manager of the future
Over the next three to five years, we see the product-management role continuing to evolve toward a deeper focus on data (without losing empathy for users) and a greater influence on nonproduct decisions.
Product managers of the future will be analytics gurus and less reliant on analysts for basic questions. They will be able to quickly spin up a Hadoop cluster on Amazon Web Services, pull usage data, analyze them, and draw insights. They will be adept at applying machine-learning concepts and tools that are specifically designed to augment the product manager’s decision making.
We anticipate that most modern product managers will spend at least 30 percent of their time on external activities like engaging with customers and the partner ecosystem. Such engagement will not be limited to consumer products—as the consumerization of IT continues, B2B product managers will directly connect with end users rather than extracting feedback through multiple layers of sales and intermediaries.
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