Coté

Some actual good, interesting applications for ML stuff here, in industrial design. Check out the bike frame example. Original source: Digital Disruption at Volkswagen Group: Is It All About Cars?

“We divested Dell services. We divested [VMware’s] vCloud Air, and really began to clean up the portfolio to drive forward Michael [Dell’s] vision that the world is going to need an essential infrastructure company. It might not be the sexiest play in IT, but absolutely at the end of the day, all this stuff has got to run on something. We’re proud to be that something.” Original source: Dell Technologies’ “essential infrastructure” strategy

“We divested Dell services. We divested [VMware’s] vCloud Air, and really began to clean up the portfolio to drive forward Michael [Dell’s] vision that the world is going to need an essential infrastructure company. It might not be the sexiest play in IT, but absolutely at the end of the day, all this stuff has got to run on something. We’re proud to be that something.” Original source: Dell Technologies’ “essential infrastructure” strategy

“We divested Dell services. We divested [VMware’s] vCloud Air, and really began to clean up the portfolio to drive forward Michael [Dell’s] vision that the world is going to need an essential infrastructure company. It might not be the sexiest play in IT, but absolutely at the end of the day, all this stuff has got to run on something. We’re proud to be that something.” Original source: Dell Technologies’ “essential infrastructure” strategy

“the robust, nearly two-year study showed an astounding productivity boost among the telecommuters equivalent to a full day’s work. Turns out work-from-home employees work a true full-shift (or more) versus being late to the office or leaving early multiple times a week and found it less distracting and easier to concentrate at home.” Original source: A 2-Year Stanford Study Shows the Astonishing Productivity Boost of Working From Home

“the robust, nearly two-year study showed an astounding productivity boost among the telecommuters equivalent to a full day’s work. Turns out work-from-home employees work a true full-shift (or more) versus being late to the office or leaving early multiple times a week and found it less distracting and easier to concentrate at home.” Original source: A 2-Year Stanford Study Shows the Astonishing Productivity Boost of Working From Home

“the robust, nearly two-year study showed an astounding productivity boost among the telecommuters equivalent to a full day’s work. Turns out work-from-home employees work a true full-shift (or more) versus being late to the office or leaving early multiple times a week and found it less distracting and easier to concentrate at home.” Original source: A 2-Year Stanford Study Shows the Astonishing Productivity Boost of Working From Home

The problems with taking an agile approach to outsourcing your COTS projects. Among the problems: “In agile projects, it is more difficult to define risk sharing between the company and vendor. Contracts for large-scale programs tend to be waterfall or deliverable-based, with penalties or incentives driving cost and schedule performance which enables companies to hold vendors accountable for delivering full scope. On the contrary, Agile assumes cost and time is fixed when scope is variable.

The problems with taking an agile approach to outsourcing your COTS projects. Among the problems: “In agile projects, it is more difficult to define risk sharing between the company and vendor. Contracts for large-scale programs tend to be waterfall or deliverable-based, with penalties or incentives driving cost and schedule performance which enables companies to hold vendors accountable for delivering full scope. On the contrary, Agile assumes cost and time is fixed when scope is variable.

The problems with taking an agile approach to outsourcing your COTS projects. Among the problems: “In agile projects, it is more difficult to define risk sharing between the company and vendor. Contracts for large-scale programs tend to be waterfall or deliverable-based, with penalties or incentives driving cost and schedule performance which enables companies to hold vendors accountable for delivering full scope. On the contrary, Agile assumes cost and time is fixed when scope is variable.