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190-611 Company Notes Domino 6 Application development Intermediate Skill

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190-611 exam Dumps Source : Company Notes Domino 6 Application development Intermediate Skill

Test Code : 190-611
Test denomination : Company Notes Domino 6 Application development Intermediate Skill
Vendor denomination : Lotus
: 255 existent Questions

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Lotus Company Notes Domino 6

IBM Sells Notes, Domino and Portfolio of trade Apps To HCL for $1.8B | killexams.com existent Questions and Pass4sure dumps

domestic   →   intelligence   →   IBM Sells Notes, Domino and Portfolio of commercial enterprise Apps To HCL for $1.8B Posted December 19, 2018 by using Sean Michael Kerner     feedback

IBM acquired Lotus application back in 1995 for $three.5 billion. it's now divesting the expertise, together with six other one-time cornerstone commercial enterprise functions.

There was a time when Lotus Notes and Domino had been the cornerstones of IBM's software portfolio, enabling commercial enterprise collaboration and productivity. those days are now in the past, as IBM is divesting those belongings, along with a yoke of different functions, to HCL technologies.

HCL applied sciences can pay IBM $1.8 billion, with the deal anticipated to proximate in mid-2019. besides Notes and Domino, HCL is acquiring a number of different enterprise purposes, including: Appscan for restful application development, BigFix for comfy gadget administration, Unica (on-premises) for marketing automation, Commerce (on-premises) for omni-channel eCommerce, Portal (on-premises) for digital journey, and Connections for workstream collaboration.

"We believe the time is privilege to divest these opt for collaboration, advertising and commerce utility belongings, which are increasingly delivered as standalone products," John Kelly, IBM senior vice chairman, Cognitive solutions and analysis, wrote in a media advisory. " at the identical time, they agree with these items are a robust strategic robust for HCL, and that HCL is well positioned to drive innovation and expand for his or her consumers."

IBM has increasingly been entering into cloud and synthetic intelligence over the final 4 years, and has developed up other belongings that it'll focal point on.

purposes

lots of the functions being bought to HCL believe been in the nascence obtained via IBM from other carriers.

IBM got Lotus utility, maker of Notes and Domino, in 1995 for $3.5 billion, although the Lotus brand wasn't dropped by pass of IBM until 2012.

AppScan which is now being offered to HCL, become as soon as the cornerstone of the IBM Rational utility portfolio. IBM obtained the AppScan product portfolio as fragment of the acquisition of safety vendor Watchfire in June 2007.

BigFix turned into got with the aid of IBM to become fragment of its Tivoli operations division in July 2010, while Unica changed into bought by means of IBM in August 2010 for $480 million.

HCL applied sciences

HCL technologies is based mostly in Noida, India, and positions itself as a digital transformation enterprise. HCL and IBM had already been partnering on most of the acquired software belongings.

"We continue to peer super opportunities available in the market to enhance their Mode-3 (products and structures) offerings," C Vijayakumar, President & CEO, HCL applied sciences, wrote in a media advisory. "The items that we're acquiring are in huge turning out to exist market areas dote safety, advertising and marketing and Commerce, which are strategic segments for HCL. a lot of these products are smartly viewed via valued clientele and located within the properly quadrant by pass of industry analysts."

Sean Michael Kerner is a senior editor at EnterpriseAppsToday and InternetNews.com. comply with him on Twitter @TechJournalist.


Lotus releases beta of Domino 6 | killexams.com existent Questions and Pass4sure dumps

Lotus software community bucked its recent vogue of tardy application nascence on Thursday with the public unencumber of the subsequent beta of its approaching Domino 6 server.

The trade promised finally month’s Lotusphere conference that the Pre-liberate 1 Beta can exist delivered in 30 days. Some beta testers began receiving code almost two weeks ago, but Thursday became the first ordinary public free up of the utility.

whereas the exact time for the public free up was 32 days since the Lotusphere announcement, it rarely appears value noting because Lotus has now not shipped a massive ameliorate to Domino for more than three years.

Domino 6 and Notes 6, the customer associate to the server, is scheduled for ultimate unencumber in the Fall, however Lotus has vowed now not to ship the utility until its desirable beta testers are working it in production.

Lotus officers noted the most fresh beta is function-finished, however the consumer interface noiseless wants some sprucing.

IT executives are smitten by new administration, efficiency, integration and usefulness elements corresponding to clustering, uphold for the Extensible Markup Language (XML) and user interface additions corresponding to unread-count number for folders.

however, the beta is devoid of Java Server Pages (JSP) help, a characteristic that had been within the first 4 betas however turned into pulled suddenly final month at Lotusphere. a bunch of Notes developers within the Notes Open supply utility difficult are attempting to approach up with a replacement for the JSP expertise, which was known as Garnet.

After Beta four turned into released closing November, Lotus spoke of it expected two extra beta cycles, however Lotus officials now recount there isn't any difficult dedication to another beta before intimate release of the application.

basically 100,000 users believe downloaded beta code, in keeping with Lotus. The Notes and Domino 6 Pre-free up Beta 1 is attainable for down load privilege here.

The server runs on Microsoft windows NT and 2000, IBM OS/400, IBM AIX, solar Solaris/SPARC, and Linux (IA-32) server platforms.

The customer is attainable for windows 32-bit working techniques and Macintosh shoppers, including Mac OS X.

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IBM promoting Lotus Notes/Domino enterprise to HCL for $1.8B | killexams.com existent Questions and Pass4sure dumps

IBM announced final nighttime that it is promoting the final components from its 1995 acquisition of Lotus to Indian difficult HCL for $1.8 billion.

IBM paid $three.5 billion for Lotus again within the day. The huge pieces listed here are Lotus Notes, Domino and Portal. These were a stupendous fragment of IBM’s trade enterprise for a very long time, however final year massive Blue began to tow away, selling the development half to HCL, whereas preserving control of income and advertising.

This announcement marks the conclusion of the road for IBM involvement. With the building of the platform out of its control, and in want of money after spending $34 billion for purple Hat, most likely IBM easily determined it no longer made sense to maintain any a fragment of this in-condominium.

As for HCL, it sees an opening to proceed to build the Notes/Domino business, and it’s seizing it with this buy. “The tremendous-scale deployments of these products provide us with an outstanding opening to compass and serve heaps of international businesses across a wide array of industries and markets,” C Vijayakumar, president and CEO at HCL technologies, observed in a statement announcing the deal.

Alan Lepofsky, an analyst at Constellation analysis who continues proximate watch on the commercial enterprise collaboration house, says the sale may symbolize a fresh nascence for software that IBM hasn’t truly been paying shut attention to for a while. “HCL is far more drawn to Notes/Domino than IBM has been for a decade. they're investing closely, making an attempt to rejuvenate the company,” Lepofsky advised TechCrunch.

whereas this application may additionally suppose lengthy within the teeth, Notes and Domino are noiseless in use in many corners of the business, and here's very staunch in EMEA (Europe, middle East and Africa) and AP (Asia Pacific), Lepofsky talked about.

He added that IBM seems to exist fully exiting the collaboration space with this sale. “It appears that IBM is achieved with collaboration, out of the online game,” he talked about.

This lope makes experience for IBM, which is moving in a different route because it develops its cloud business. The purple Hat acquisition in October, in certain, shows that the company desires to include private and hybrid cloud deployments, and older software dote Lotus Notes and Domino don’t really play a job in that world.

The deal, which is province to regulatory approval processes, is expected to shut within the core of subsequent 12 months.


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Company Notes Domino 6 Application development Intermediate Skill

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The 7 stupendous Data Skills Every Consultant Needs to Know | killexams.com existent questions and Pass4sure dumps

Today’s world is a stupendous Data world.

Those who are able to tap meaningful data flows of trade opening in internal company data and freely available online information will exist the primary trade value creators of the 21st century.

At a successful stupendous data analytics firm, employees approach from many backgrounds: product managers, data scientists, software engineers, database architects, and business-focused solutions specialists (aka “Big Data consultants”). In particular, professional services should frame customers’ stupendous Data challenges into a problem that analytics scientists, data architects, and data scientists can use cutting-edge algorithms to solve.

In order to compete more effectively in the stupendous Data marketplace, consultants should believe the following skill sets.

1. Understand Hardware

Do you know how a computer works? If you don’t, you should. In particular, understanding what kinds of software runs best on different types of computers is vital to being able to scope the hardware requirements for your stupendous Data labor to succeed. Some considerations: memory vs. disk/storage space (e.g. for analytics on in-memory databases), the number of cores (i.e. processing power), and whether the trade problem is best done on one server (such as a regression) or distributed among multiple servers (such as determining how many tweets on a topic are negative).

If you are running your algorithms on a distributed system where it’s OK for one “node” (computer or server) to fail, commodity hardware can reserve your costs low. If your algorithms believe to exist accelerate on a supercomputer (like weather forecasts, perhaps), that probably means you’ll need expensive specialized hardware. Not surprisingly, the trend these days is towards using more commodity hardware and writing software that can dole the labor across multiple servers, rather than spending a lot of money on an expensive supercomputer that will become obsolete in a few years.

You should know what hardware is required for your analytics labor because you’ll need to know whether to achieve a given solution in the cloud (such as Rackspace or Amazon’s Elastic Computing cloud) or running it on hardware bought, set up, and maintained in-house by your IT department.

In order to scope your hardware needs appropriately, when starting a software (or SaaS) project, here are a few preliminary questions to query your customer:

  • Do you want to host the software inside the customer’s firewall, or is hosting on the cloud or elsewhere OK? (i.e. “Your condition or mine.”)
  • Will the software/SaaS need to exist available with 95% uptime, 99% uptime, and during what hours? (More uptime is expensive because you need to buy more hardware in case one fails.)
  • What is the maximum number of users who will exist accessing the website at the selfsame time, and in what time zones? (More concurrent users means more hardware.)
  • Can the solution exist accelerate on a “virtual machine” or does it need to exist on its own dedicated hardware? (This varies with the number of concurrent users, uptime and cost requirements. remark the Wikipedia article on Virtualization for details.)
  • What kindly of data security is needed? (This affects network structure and whether you host the software behind the customer’s firewall or on the cloud.)
  • Scoping hardware requirements is more intricate than this, but these questions are helpful for getting started.

    2. Understand the Software development Life Cycle and how Software Works

    As Arthur C. Clarke said, “Any sufficiently advanced technology is indistinguishable from magic.” If you showed an iPhone to someone from the 1920s, it might appear dote magic to them. But in reality, the iPhone — or any software — starts with a detailed list of requirements. contemplate of building a skyscraper: you believe to believe the blueprints before you lay a lone steel beam.

    Software itself is nothing more than a very specific set of instructions that tells a computer what to do. How would you bid a robot how to rep from New York to Los Angeles? Would you start with “Get into a car, and rob highway number…?” If so, you’re assuming that the robot knows what a car is, what a highway is, what different highway numbers mean, what your location is, and how to drive. The dissimilarity between a “high-level” software language and a “low-level” software language is the amount of detail the human has to labor with. In a low-level language, you need to specify more details to the computer, whereas in a “high-level” language, some of the details approach pre-built (e.g. the concept of “car” in the traveling robot example). Low-level languages (such as C) minister to accelerate more quickly, because the computer can translate the software to 1’s and 0’s faster, whereas higher flat languages (like Python) need some intermediate steps to translate that language into the 1’s and 0’s on the microprocessor — which can takes some time. When you’re making a website about your dog, this doesn’t matter much, but if you’re writing a trading algorithm where microseconds can influence how much money you make, the time to compile the software does matter.

    The software development life cycle, often abbreviated SDLC, describes the process for writing software. The stages are fairly analogous to building a house:

    Define requirements, write code (“dev”), test it (“QA” or trait Assurance), and ship it (“prod” or production) are dote creating a blueprint, building the house, getting a certificate of habitability, and then someone can live in the house. The dev-QA-prod process is repeated to fix bugs. QA is Important because if there is any code in the production environment that hasn’t gone through testing, it might break — just as a 2x4 that hasn’t been factory-tested under pressure might split and demolish a house wall.

    A few notes on databases — this layer is a whole province in itself, but the basic things to know about your customers’ data that will construct your database architects happier are:

  • Will the categories of things being stored in the database change fairly often (so a more springy structure dote XML or JSON are better), or will the categories of data exist fairly static (so SQL is better)?
  • Will any of your data exist void (have null values)?
  • What is the unique identifying piece of information that can link other data together? (For example, a phone number or a social Security Number can identify a person, but people may believe more than one phone number. SSN is a unique identifier, but because of that it is more sensitive and people don’t participate it as freely.)
  • Stanford has a grandiose online class (Intro to Databases) for more info.

    Understanding software architecture is dote being able to read blueprint. Some jargon:

    Server-side (“fat client”) means software that is designed to accelerate on a more powerful computer (usually a server), which is usually always on and always connected to the Internet. Server-side software languages minister to exist called the “backend” since they’re not usually something an terminate user (like an executive) sees.

    Client side (“thin client”) means software that runs on something less powerful, dote your laptop. If you wanted to host a website from your laptop, you could — but if you turned off your computer to travel out for dinner, the website would cease to exist online because the host computer would exist offline, not serving up webpages. Client side software languages minister to exist called “front end” because they mug the customer — such as a software-as-a-service offering accessed through a browser dote Chrome, Firefox, or Internet Explorer.

    Like the walls and furniture of a house, there are different parts to software architecture. Most commonly used is a 3-tier architecture consisting of one or more databases, application servers, and web servers. For example, reckon a car rental company. The database store the information about the cars that can exist rented, flawless the customers’ names, email addresses, contact info and credit card numbers. The application layer does various operations on the underlying data — such as calculating how much a customer owes on a week-long rental for a luxury car. The web servers rob the application and construct that information accessible in a password-protected way, online flawless the time, to customers. It’s a best drill to believe more than one server for each layer, so that if one of the servers crashes (Windows users — you know what I mean!), people can noiseless reserve cars through your website and not rep an mistake message.

    3. Learn to Code

    Just as it’s very useful to learn to discourse a language before going to another country, it’s very valuable to know how to code if you are a consultant working in stupendous Data. Similarly, being able to interpolate yourself in another language, query directions, and order from a restaurant means you are significantly ahead of tourists that only discourse English. Similarly, even if you don’t know how to write an entire iPhone app or machine learning algorithm, just taking a few introductory courses in Ruby (for example) will achieve you well ahead of the consultant who only knows PPT and Excel. If you believe the time to become fluent in one software language (i.e. Python rather than just Excel), you will understand the nuances of the environment and the software implications of trade decisions far better.

    That said, PPT and excel are the bread and butter of traditional consultants. You crunch some numbers and achieve your findings in a “deck” that executives peek at and rob action on. However, there is a stupendous dissimilarity between running some numbers in excel and putting findings in PPT and a replete SaaS offering, such as Python scripts crunching data in a Hadoop environment with a MySQL database and an Apache Tomcat web server pushing recommendations to a user’s Internet browser.

    As anyone who has spent hours perfecting every final detail of a PPT knows, PPT as a presentation layer is highly manual and not scalable. Although excel macros can automate some processes, even VBA is limited in its competence to crunch great data sets. (Anyone who has ever dealt with a 10MB excel file knows it can rob agonizing minutes to open or save.) When you can crunch data on a server or cluster of servers (which can ply gigabytes, rather than megabytes, of data), you can truly labor with stupendous Data in a scalable way. When your algorithms feed output into a visual layer (such as a website), you don’t need to check every number in your PPT because if the code is written well, stupendous Data analytics rotate into trade insights that an executive can rep anywhere she has Internet access.

    To rep started, pick a language. Python, Ruby, or HTML/CSS/JavaScript are genuine for beginners. Then elect whether you’re restful taking a free online course from CodeAcademy or Coursera, or if you’d rather pay for in-person classes such as those at universal Assembly. You should moreover rep restful with reading online forums such as StackOverflow in order to learn from others who believe solved similar bugs or issues before. Eventually, if you terminate up building something substantial (and non-proprietary), achieve your source code online on GitHub and construct it fragment of your digital resume.

    4. Know When to use Hadoop, and When Not To

    Hadoop is not the only stupendous Data instrument out there, but it’s a genuine one. It matters because Hadoop is a software environment that enables you to crunch a lot of data relatively cheaply, using commodity hardware, where it doesn’t matter as much if one of your servers crashes because the labor can exist distributed among the repose of the computing cluster.

    Hadoop is best for problems that accelerate well when they are distributed among multiple computers. If the trade problem you’re trying to decipher uses a regression to prognosticate something, you’re probably better off with a lone server rather than a Hadoop cluster. achieve simply: you should peel an apple with an apple peeler, not a bazooka. Using the privilege instrument matters.

    5. use Data Visualization to bid a chronicle that Inspires Action, and rep limpid on UI / UX

    Data visualization is about more pie charts and bar graphs or pretty pictures. genuine data visualization is about telling a chronicle that leads to action. To paraphrase the rules of journalism, genuine data visualization shows what happens, when, and to whom — and what actions can exist taken to ameliorate trade outcomes.

    On a related topic, UI = User Interface; UX = User Experience. How people interact with websites should moreover exist as simple as possible. For examples, peek at:

    - The Amazon.com checkout process (shopping cart)

    - The Netflix homepage after you login (recommendations)

    - The New York Times main website (for news)

    Each of these sites has been fine-tuned to exist optimal for a specific user to interact in a specific pass (to buy, to watch, to read). Understanding your user and what they want to do — and how to succor them rep what they want — is the first (of many) considerations in a genuine UI/UX strategy.

    6. use Customer-Facing Communications Skills to Scope Requirements

    The basic trade communications skills consultants need to know are how to communicate clearly verbally and in writing, including PPT and Excel. But that is only the beginning — and par for the course, not a strategic differentiator — in stupendous Data analytics. A consultant who knows what the customer wants to remark at the end — the website UI instead of a PPT — will exist well placed to translate the customer’s data flows into a problem statement and framework that data scientists and software engineers can labor with. This role as “business translator” cannot exist underestimated. As the adage goes, “Garbage in, garbage out” — software just tells a computer what to do. It can’t guess what the customer wants, if those wants were not specified in the code. So the better the consultant can translate customer needs into software requirements, the better the code and the happier the customer will be.

    7. exist Able to outcome Project Management AND Product Management

    In traditional consulting, project management is one thing consultants are expected to do. But in a stupendous Data world, analytics providers need to “productize” their offerings to exist more valuable companies. This is because investors value consulting firms at 1x revenues — you’re only as valuable as final year’s client list — but product firms dote Salesforce.com are valued at many multiples of revenues, because the people who use their products believe “stickier” licenses for one or more years.

    In order to exist a genuine project manager, you believe to reserve the customer happy. In traditional consulting done with PPT and Excel, any final minute changes merely spell that the analysts and associates believe to tow a few all-nighters to meet deadlines. But in a product management setting, final minute changes may spell re-thinking the entire software code; it’s far better to set things up privilege the first time because thousands of lines of code usually can’t exist rewritten AND bug-free in a few nights. Additionally, product management is about building a re-usable instrument that multiple customers can use, rather than tailoring flawless labor to one customer’s needs. So “project manager” consultants who are used to doing whatever it takes to reserve a customer elated may believe a difficult time creating a product that multiple customers can use. Transitioning to exist a product manager from a project manager can start with learning how to build your own website, re-create Tetris, or otherwise construct a instrument that multiple people can use, in a software language of your choice.

    Lastly, project management in consulting often involves a lot of meetings (and PPT and Excel). Product management involves working more with software engineers and data scientists who build the product according to the specifications (translated from the customer’s needs by a consultant or product manager). If you ever prodigy why software engineers reserve odd hours, it might exist because they want to labor in the middle of the night because they know they won’t rep asked to associate yet another meeting. Because of the nature of software and analytics work, uninterrupted stretches of time are vital to productivity. Smart product managers set aside blocks of time where their engineers and scientists know they will not exist interrupted. Agile software development is one methodology which includes daily meetings for 15 minutes, where everyone goes through what they accomplished the day before, what they map to outcome that day, and anything blocking them from making progress. Typically held standing up (so people want to leave and to reserve the meeting short), agile “scrum” style meetings are an efficacious pass to reserve consultants in daily sync with engineers and scientists while maximizing the time the latter can expend working on the code.

    The Bottom Line

    Traditional trade consulting skills are important, but the competence to discourse and write clearly and create nice excel and PPT documents are only one layer of the new stupendous Data consultant skill set. If you peek at job sites or LinkedIn postings, the number of “pure strategy” consulting roles are few compared to those involving data science. Consultants who outcome not learn about hardware, software, data visualization, UI/UX, Hadoop and product management will soon topple behind in the marketplace. Even if you don’t intend to rep a PhD in machine learning or build the next Bloomberg terminal, being able to “talk tech” is a grandiose pass to become invaluable to any company.


    How to Institute an Employee Review Process | killexams.com existent questions and Pass4sure dumps

    Before you start marching employees into the corner office to conduct time-consuming and sometimes contentious employee performance reviews, you should conduct another review -- figuring out exactly what your goal is in establishing an employee review process for the business.

    In many ways, performance reviews originate with the employer's mindset. Is your intent to outcome this annually or continuously? outcome you view performance reviews as an responsibility or a desultory to spur employees to greater performance? Are performance reviews scheduled only after you believe problems with an employee or someone asks for a raise, or are they penciled in on your calendar every month or every year?

    "If you view this as merely an annual process, you'll achieve everything off until the final moment," says Will Helmlinger, a former human resources executive for Saber Software EDS, and HP who now owns a consulting business, Your Hire Authority, based in Portland, Oregon. "However, when you contemplate of performance reviews as an integral fragment of your business, you contemplate of reviews on a more regular basis. Verbal reviews should originate early shortly after the hire date and should continue frequently until you memorialize your thoughts into your written document."

    The following guide details why you should institute an employee review process, how to develop a successful review process, and how to avoid pitfalls in conducting employee reviews.

    Instituting an Employee Review Process: Benefits of an Employee Review Process

    Not every employer and employee has to contemplate of performance reviews with the selfsame dread as an appointment with the dentist. It doesn't believe to exist confrontational. It doesn't believe to exist unpleasant. It doesn't believe to exist viewed as merely a pass to avoid any potential litigation from dissatisfied or dismissed employees. 

    There are actually trade benefits to exist gained from instituting a program of evaluating employees on a regular basis. The performance review process is an opening for supervisors and staff members to rob time out from the daily trade grind to argue longer-range issues and plans. This is profitable for the trade because it allows leaders to spell out their expectations from employees, establish goals, and hear feedback from the rank and file. This opens up communication between employees and managers. At the selfsame time, managers can use performance reviews to succor further trade goals -- for example, by motivating employees to try to expand productivity or sales.

    Traditionally, many companies believe employed employee reviews to reinforce genuine labor performance while, at the selfsame time, seeking to better the labor of under performers. The underlying basis moreover provides a foundation for documenting measures on which to groundwork pay increases, promotions, or punitive actions -- such as documenting grounds for dismissal.

    But, in order to realize benefits, it's Important for employers to rep in the privilege mindset and understand their goals for the employee review process. The most common use of the performance review process is to document past performance. However, an emerging trend is an employee development review. The employee development review looks to the future. These reviews typically include information about past performance but believe a heavier emphasis on career development, specific job and personal goals, and areas of personal growth.

    "Some HR administrators view the process as a pass to construct certain they believe ourselves covered in the case of litigation," Helmlinger says. "My objective when I outcome a review is to condition what a person has accomplished against a set of objectives and then construct it a forward-looking process. What is it that they need to accomplish from a company standpoint? What are your own personal objectives? And incorporate a career-development component -- what outcome you want to outcome next?"

    Business leaders moreover need to determine what type of review process to implement. There are different types of employee reviews, including the following:

  • Top-down review. This performance review is conducted by someone above the employee in rank at the company -- this could spell a direct supervisor, manager of a trade unit, executive, or flawless of the above. Putting a direct supervisor in saturate is often the most efficacious pass to assess an employee's performance and provide valuable feedback as to how they can improve. In larger organizations, these reviews are sometimes filled out by line supervisors and then conducted by human resources personnel. Either way, the review often culminates in a discussion regarding achievement of pre-determined goals.
  • Peer review. In this case, employees are evaluated by co-workers. The capitalize of this type of review is that peers at the selfsame flat as the employee understand the challenges better than someone judging performance from the top down. The risk is that rivalries can alter performance reviews, if jealous co-workers review each other more critically, particularly if they are in competition for promotion or pay raises.
  • 360-degree review. Literally, in a 360-degree review, employees are evaluated from flawless angles -- above, below, and sideways. That means supervisors, peers, subordinates, and even sometimes customers achieve in their two cents about the employee. These types of reviews are often spear-headed by the human resources department and those giving input are usually allowed to remain anonymous. Critics of 360-degree reviews recount that anonymity can pave the pass for immoderate -- and sometimes vengeful -- criticism and ultimately leave the employee who is the matter of the review emotion under attack. 
  • Self assessment. The employee self-assessment can exist used in conjunction with any of the other review processes listed above. Some companies believe establish this very useful in that it can succor cue managers as to areas in which an employee can ameliorate and may capitalize from training. It can moreover allow the employee to undertake some constructive criticism and exist more willing to receive feedback from a manager. Employees, in fact, can sometimes exist harder on themselves than their managers are. But the downside is that an employee's view of their performance sometimes might diverge greatly from a manager's view, which presents challenges in the review process.
  • Dig Deeper: How to ameliorate Employee Retention

    Instituting an Employee Review Process: Develop a Successful Employee Review Process

    Once you determine to establish an employee review process there are several decisions you need to construct along the pass to construct it a successful endeavor. You'll believe to determine who will exist matter to reviews. Helmlinger recommends that reviews exist conducted at flawless levels within your organization. "This sends a limpid message that performance reviews are Important and favoritism doesn't exist in your company," he says.

    Second, you need to determine whether to use a performance review format from an off-the-shelf software program, from a Web-based application provider, or a customized format solely for your organization. This decision may depend on the size of your trade and your resources. Software packages and Web-hosted applications tender templates for various employee reviews and can succor step you through the process. But if you believe an office with only a handful of employees, you may just want to find a sample template and customize it for your business.

    It's Important to establish and communicate to both managers and employees the performance rating criteria and expectations at the outset of the performance year -- the rules of engagement, so to speak. "That's the most Important thing you can outcome at the nascence of the performance cycle so that you are able to objectively measure an employee's performance," says Paul Rowson, managing director at World at Work, a global human resources association that focuses on compensation, benefits, work-life, and integrated total rewards. "You can't give people moving targets to direct for. You can't lope the cheese."

    Dig Deeper: building a Culture of Employee Appreciation

    Instituting an Employee Review Process: How to Set Employee Objectives

    Rowson recommends that you develop employee goals and objectives at the nascence of the performance cycle by using the SMART formula:

  • Specific. Spell out specifically what you are expecting from the employee and what the employee is promising to do, such as, "I will ameliorate customer response rates in the summon focus by 15 percent," Rowson says.
  • Measurable. Talk about what metrics to use in establishing whether you believe accomplished this goal. In the case of the summon center, you could use summon volume statistics every month compared to the previous year.
  • Aligned. Make certain that these goals are aligned with the company's goals. "You want to construct certain everyone in the organization is on the selfsame flight map and that they are aligned with corporate goals," Rowson says.
  • Realistic. "I've seen employees that actually recount their goal is to climb Mt. Everest, so to speak, but they don't believe the equipment, don't believe the budget," Rowson says. It's Important that the goals picture something that realistically can exist accomplished.
  • Time bound. Set a time frame in which the employee is committed to reaching this goal.
  • Dig Deeper: 7 Tips for Motivating Employees

    Instituting an Employee Review Process: How to Conduct Employee Reviews

    Instead of only communicating with your employees once a year during an annual review, you should provide employees with regular feedback throughout the performance year so that they know where they stand. "There should exist no surprises at the terminate of the year," Rowson says.

    Reviews are commonly conducted approximately 60-90 days after hire, and at regular intervals thereafter. Companies normally schedule reviews around an employee's anniversary date, or conduct reviews for flawless employees during a designated time of the year. They can moreover exist held more frequently, such as once a month, if it helps the trade better achieve goals. Reviews typically summarize performance of tasks and duties and include areas of improvement or strength. Sometimes they will encompass goals for a future period. 

    Here are some tips from Helmlinger on making the review process a success.

    1. exist prepared. Pull your notes and thoughts together as you review the actual performance review form. Set aside enough taciturn time to reflect on each locality that will exist reviewed. "Take in to account the entire timeframe since the final review; never use just recent events," Helmlinger says. "Avoid including data points that snare an employee off-guard, especially dated instances." Preparation moreover means you will determine if you will believe employees involved in drafting their own review or if you'll write the review without employee involvement. This is a faultfinding decision since the path you rob may set the tone on how you conduct the actual meeting. Employee buy-in is critical; elect your path carefully.

    2. Conduct a performance review meeting. Once you believe prepared for your meeting, you must set the tone for the meeting itself. Conducting an efficacious review with an employee requires you to outcome the following:

  • Establish rapport. Most employees are going to exist nervous and anxious. Remove both visible and mental barriers. Sit next to each other instead of across the desk from them. Let them know this is a mutual conversation, not an interrogation. Even reckon meeting them over lunch or breakfast.
  • Concentrate on the meeting and employee. Avoid interruptions. Your focus needs to exist on them. Interruptions will exist interpreted as a lack of interest on your fragment and will weaken your process.
  • Take notes. Taking notes is another indication of your interest in the process. Performance reviews should exist a two-way conversation. Notes will succor you remember what changes need to exist made to the final performance review form.
  • Observe responses as well as behaviors. Both you and the employee may exist nervous and anxious. Even though you may know the employee well, you noiseless want to keep their responses and behaviors during the meeting. If their responses and cadaver language shift during your meeting, travel back and re-establish rapport. cadaver language can clearly demonstrate their flat of buy-in.
  • Allow time to query questions. While you could hand them the review, believe them read it, and mark it, it's better if you can allow time for them to query questions. "Buy-in takes condition when the environment is open and conversational," Helmlinger says. "Let them know that you welcome questions and want to ensure they understand what is being shared and why."
  • 3. succeed up. Not flawless performance reviews are designed for a lone session. You may believe to re-draft the document because of the changes you've negotiated with the employee. Perhaps you believe asked the employee to provide you with their evaluation without you sharing yours with them. Whatever the reason, a succeed up is your ally for employee buy-in. Following up might moreover encompass future meetings with the employee to argue any progress reports that may exist required as fragment of your process. Following up demonstrates that you are committed to the employee's contributions and development.

    4. rep employee feedback. Effective performance reviews involve employee feedback. Your document should always include a condition for employee comments. Employees should exist allowed to provide written feedback about their review. Give them the opening to agree or disagree with their evaluation, and let them outcome it in writing.

    5. Set up a commitment for the next cycle. The results of the review should decree the timeframe for the next review. If there are performance issues or specific goals that must exist met, pick an confiscate intermediate time epoch in which to reconvene. It's a natural fragment of a succeed up.

    6. argue goals and career development. Employee buy-in to the performance review cycle can hinge on this step. "Most employees dread the thought of discussing historical information, yet rep excited when you talk about their career development," Helmlinger says. construct this step a joint venture with your employee. believe them lay out their goals and objectives for the next three to nine months. exist certain their plans are in alignment with your organizational objectives. Then succeed up with them. Without succeed up, the process becomes a meaningless exercise that could negatively repercussion employee job satisfaction and turnover.

    Dig Deeper: How to Conduct an Annual Employee Review

    Instituting an Employee Review Process: Pitfalls to Avoid in Conducting Employee Reviews

    Too often, employee reviews rep a scandalous rap because they're used for pettiness or as a vehicle for a manager's favoritism. Here are some of the tendencies to avoid when rating employees during a review process:

  • The Halo Effect. This occurs when an employee excels in one locality and the manager lets that trait or factor influence their ratings under every category in the review process. "This problem often occurs with employees who are especially friendly (or unfriendly) toward the supervisor or especially stalwart (or weak) in one skill," Rowson says. To avoid the halo effect, evaluate flawless your people on one performance factor before going to another factor. This pass the evaluation is based on the factors more than an overall stamp of one individual. 
  • Leniency or harshness errors. Sometimes the person doing the rating of an employee can array their own personal bias. "If you contemplate everyone is great, then everyone deserves an Academy Award," Rowson says. "When raters remark everything as 'good,' they are lenient raters. When they remark everything as 'bad,' they are harsh raters." peek over your ratings to remark if you array any of these tendencies and even reckon using a "grading" distribution dote they use in school -- with 10 percent of employees exemplary, 20 percent distinguished, 40 percent competent, 20 percent marginal, and 10 percent unacceptable.
  • Central tendency. Another pitfall is to rate everyone somewhere near the middle. "'Central tendency' describes what happens when you minister to achieve ever yone in the middle of the road and rate flawless of your subordinates as 'competent,'" Rowson says. The problem with this tendency is it fails to discriminate between employees and offers itsy-bitsy information for subsequent decisions. If you believe this tendency, you will never differentiate performance between those who believe done exceptional labor and those who believe had a needy performance. "It drives top performers nuts," Rowson says. "You'll lose your best people this way."
  • First impression. Whether your first stamp is positive or negative, this should not exist the basis for performance evaluation. Some workers terminate up riding on that first stamp for the repose of the year. To avoid this, travel back to the job description and performance documentation. "This will rob the emphasis away from gut flat feelings and superficial impressions and focus your evaluation on facts and behavior," Rowson says.
  • Personal bias. People minister to identify with others who are dote them; this is staunch for managers and their employees who sometimes give a higher rating because the employee has qualities similar to him or her (or a lower rating because the employee has dissimilar qualities).  Raters believe to watch out for exhibiting this warp simply because they dote certain employees better than others, Rowson says.
  • Any type of favoritism can undermine flawless the genuine will you hunt to bring to your trade when instituting an employee review process.

    Dig Deeper: Taking the Sting Out of Workplace Evaluations

    Instituting an Employee Review Process: Additional Resources

    Implementing an efficacious Performance Review SystemThe Society of Human Resources Management has some counsel for instituting a successful review program. http://www.shrm.org/books/performanceappraisal/excerpt.asp

    Performance Review Software: http://www.authoria.com/cp/performance-review-softwareAuthoria Performance helps organizations rotate employee appraisal into a instrument for building a stronger workforce that can deliver greater trade results.

    http://www.halogensoftware.com/products/halogen-eappraisal/Halogen Software's eAppraisal offers a powerful, easy-to-use, and affordable Web-based solution for employee reviews.

    http://www.insala.com/performance-management/performance-review.aspInsala's iPerformance offers a timesaving collection of tools that integrates the complete evaluation process to include job profiling, competency management, assessment, reviews, and development map creation.

    World at Workhttp://www.worldatwork.orgThis global human resources association focuses on compensation, benefits, work-life, and integrated total rewards to succor organizations attract, motivate, and retain a talented workforce.


    A Vision Quest | killexams.com existent questions and Pass4sure dumps

    About 170,000 vehicles use the Queensboro Bridge each day, passing by Larry Misrok’s apartment building, which sits at the entrance to one of the ramps. Crossing the street there might exist a daunting stint for anyone, but for Misrok, an 81-year musty lawyer, it could exist deadly. Misrok is virtually blind.

    He navigates New York’s sedulous streets and broken sidewalks with high-tech glasses that believe a camera attached to the side, made by a company called Aira. Misrok calls up an app on his telephone, which puts him in handle with one of Aira’s hundreds of workers around the country, who then commandeer the camera on his glasses and narrate his surroundings for him. “Watch out, there’s a curb coming,” or “There’s a cyclist coming up on your right,” the Aira helper might say. It’s not dote having 20/20 sight, but it’s enough to rep him to the grocery store half a block away—provided he turns away from the bridge ramp and not toward it.

    Misrok’s troubles began in the 1970s, when he started seeing floaters in his eyes. “I thought it was a result of getting my head banged with a basketball the year before,” he says. He went to a local eye doctor but was told his problem was beyond their expertise. After trips to the head of ophthalmology at Montefiore hospital, and then a stream of experts at Mt. Sinai, New York University, Johns Hopkins, and the National Institute of Health in Bethesda, Maryland, he scholarly he had a rare autoimmune disease that caused inflammation in his eyes, destroying a layer of his retina.

    The condition, known technically as birdshot chorioretinopathy, causes severe, progressive inflammation of the retina and the choroid, the vascular layer of the eye. It’s named “birdshot” for the little light-colored fundus spots that materialize on the retina, which are scattered in a pattern dote birdshot from a shotgun. “Right now, I can’t remark you very well,” he says as I sit two feet away from him. “I know someone’s there, but I can’t bid if you’re smiling or frowning.”

    Not without Aira, anyway. I went to visit him one Saturday afternoon to learn how the technology worked. When we’re ready to rob a walk, Misrok puts on the glasses and headset with earphones, calls up the Aira app, and dials into an agent. Carl in Los Angeles picks up.

    “I’m Larry Misrok. We’re going to travel for a walk out of my apartment. Is the visual working well? I know you believe audio,” he says as they step out of his apartment.

    “The visual seems to exist working,” the agent replies.

    With his cell phone in one hand, a white cane in the other, Larry and I walk down the hallway. By the time they compass the elevator, they lose the connection, and the agent is gone.

    About 1.3 million Americans are legally blind. Another 2.9 million believe a visual impairment, defined as having sight worse than 20/40 in a person’s better eye, according to the National Eye Institute (NEI), fragment of the National Institutes of Health. That’s 4.2 million people who believe limited or no sight, a jump from 3.3 million people recorded in 2000. That design is expected to grow to about 7.2 million in 2030 and 13 million by 2050.

    Not flawless who can’t remark are born blind. A spectrum of disorders exists that can antecedent people to lose some or flawless of their sight over the course of decades. Deficits usually occur in the two photoreceptors involved in sight: rods, which ply dim light and night vision and seeing in black and white, and cones, which ply daylight and radiant vision and seeing in color. These photoreceptors are located in the retina, a thin layer in the back of the eye. If you contemplate of the eye as a camera, the retina would exist the film. The retina moreover contains the nerves that bid the brain what the photoreceptors are "seeing."

    “I don’t want to rely on anything. I want to rely on myself as much as possible," says Larry.

    The most common staid eye problems are retinal degenerative diseases such as age-related macular degeneration, a disease that causes a progressive loss of central vision, and retinitis pigmentosa (RP), a group of genetic conditions that usually originate with night blindness but often evolve into tunnel vision. There’s moreover Stargardt disease, an inherited profile of macular degeneration caused by the death of photoreceptor cells in the central portion of the retina called the macula, and Usher syndrome, an inherited condition characterized by hearing impairment and progressive vision loss.

    As the number of those afflicted has grown, so has the number of tools to succor them navigate. Many are readily available to anyone with a smart phone, dote the VoiceOver feature on iPhones, which tells users which buttons they’re pressing, or GPS apps that let users know where they’re standing in the middle of a city, can publish bus and train stops, and vibrate every time a street is crossed.

    There’s a current app called exist My Eyes, that, dote Aira, puts the user in handle with sighted workers who commandeer the user’s cell phone camera to succor them remark prescription labels, thermostat temperatures or how much money they’re holding in their hand. Richard Faubion, a development director for the Foundation Fighting Blindness, who is severely visually impaired himself, says he’ll summon a exist My Eyes worker to bid him if his tie matches his shirt, whether he’s holding a can of peas or green beans, or if his suitcase is about to travel by at an airport luggage carousel.

    For computer work, there’s JAWS (Job Access With Speech) and Microsoft’s NVDA (Non-Visual Desktop Access) software that reads aloud the text on a screen and tells the user what they are typing as they type. SeeingAI, developed by Microsoft, combines many tools into one app, using synthetic intelligence to characterize people, text, and objects.

    “Technology can exist an extremely powerful instrument for someone who is visually impaired if it is used along with a person’s other skills and abilities,” says Ryan Jones, a legally blind program manager with VFO Group, which helps companies become more accessible to users with disabilities. “These types of programs allow equal access to opportunities and careers for people who are visually impaired. They’re in just about every type of profession you can contemplate of—except maybe airline pilot.”

    Misrok and I walk through the lobby of his building and head toward the street, to remark if the internet connection is better outside. He extends his cane out in front of him as he enters the revolving door. When he pops out the other side, he heads toward the driveway in front of his building but stops under some scaffolding, which probably doesn’t succor with the internet but I’m not certain he even knows it’s there. Holding the cane under one arm, he uses both hands to hold the phone and double-tap the app. Every now and again, he puts his ear toward the phone to construct certain he’s not missing any vital instructions.

    "The [remote assistants] reserve me on the road, not walking off into the bushes."

    The 120-some-odd paid agents across the country are told in an initial “onboarding” session what the user’s preferences are: the type of information they want, how detailed, and how they want it transmitted: outcome they want details described as being to the left or right, or outcome they prefer degrees or hands on a clock?

    Users then pay from $99 a month for 120 minutes to $199 a month for 300 minutes. Aira used to provide the glasses free of saturate but now sells them. Misrok got his about two years ago.

    Misrok says he finds the glasses very helpful in Massachusetts, where he has a home in the Berkshires. “I can walk down paths lonesome through the woods, and they reserve me on the road, not walking off into the bushes,” he says. “I don’t need them for going to work. I believe genuine staff.”

    “These are some of the problems with technology, and some of the frustrations when you’re visually handicapped,” he says, as they stand waiting for the traffic light to change.

    Is this why you don’t want to rely on it?, I ask.

    “I don’t want to rely on anything. I want to rely on myself as much as possible,” he says.

    Vision animation by Karl Spurzem.

    Alex Bindel avoids gadgets altogether. He’s holding out for the technology that will give him flawless of his sight back. He’s been waiting a long time. Now 51, Bindel (which is not his existent name—he requested a pseudonym out of concern that going public with his condition would influence his business) was diagnosed with RP at the age of 12, and at this point, about 99 percent of his rods are nonfunctional.

    He remembers the heartache he felt when he first felt the affliction of impairment. One night he went to a bonfire with an older cousin with whom he was proximate but who didn’t yet know about his condition. While he could remark the bonfire, he could remark itsy-bitsy else in the dark, and his cousin, Robert, kept saying, “Go sit over there.”

    “I was like, ‘Where?’ And he kept saying, “Over there!’” Bindel says. Unable to see, he just sat down where he was and wound up sitting on top of someone, embarrassing his cousin, who yelled at him in front of everyone.

    “To this day, it's my biggest nightmare to exist in a situation at night in the woods,” he says.

    Being night blind, Bindel never went out to bars or clubs, and he preferred to only rob women out on dates only during the day, because if he went out for a drink or to the movies, the lights would exist too dim to cloak his disease.

    “I never wanted people to know. I never wanted people to treat me differently," says Alex.

    It’s not been flawless bad. His disease compelled him to leave a computer consulting job in Los Angeles, sell everything he owned, buy a motorcycle and travel across the country. A few years later, he packed up again to remark the world, traveling on and off for three years, seeing 40 countries, hitchhiking around Europe, and taking on odd jobs. He milked cows in Norway, picked grapes in France, taught English in Italy. And he met a woman and moved with her to Namibia, where he lives now.

    “I feared I wouldn’t exist able to remark it flawless before I went blind,” he says.

    He’s lost his peripheral vision and has an even harder time seeing at night now. dote many with needy vision, he makes up for his handicap by using his memory, making mental notes of his surroundings, counting the number of steps until he reaches the floor, an approach that works until he stumbles upon something unexpected, dote a chair someone has left in the middle of the hallway.

    And yet, outside of enlarging the font on his computer, Bindel has always spurned technology for the visually impaired. He only recalls buying two gadgets. One was a night-vision scope he purchased in college. It was a military-grade hand-held telescope so stalwart that he needed a epistle from his doctor to buy it. You proximate one eye and peek through it with the other, and you can basically remark in pitch black, he says.

    The other was a really radiant light that was rechargeable and would attach to a video camera. He purchased it at a conference for the visually impaired but realized after buying it that it was absolutely useless because anything radiant enough for him to use in, say, a shaded condition dote a movie theater was a floodlight to the seeing population.

    “It’s a freaking radiant light. It doesn't construct social sense to use that, you know?” he says. “I tried it once. I went to the movies and turned it on and everyone was like, ‘Hey, what the hell man? What are you doing?!’ It was horrible.” He achieve it in a box and never took it out again.

    “I didn't feel restful using it,” he says. “I never wanted people to know. I noiseless don't. I never wanted people to treat me differently.”

    Instead of loading up on gadgets, Bindel has been waiting for a genetic cure.

    “I always said I was born at the exact privilege jiffy in time because the technology and the research may exist there to succor me by the time I need it. And I noiseless feel that,” he says.

    He may exist right. Researchers are currently trying to fix the broken genes that antecedent vision loss in the first place. One growing locality of research involves replacing the problematic gene with a copy of a functioning one. The new gene is transported into the relevant locality by a viral vector, which experts liken to a taxi cab. The new gene is the passenger in the cab. The viral vector transfects the cell—it injects it with the new gene, rather than viral material.

    The farthest along is voretigene neparvovec (or Luxturna), which received regulatory approval from the FDA in December 2017. Created by Spark Therapeutics, the treatment is for people with vision loss from mutations in the gene RPE65 leading to Leber congenital amaurosis (LCA) and RP and some other conditions. Nearly flawless patients with RPE65 mutations travel virtually blind.

    “If I had to ante on where the stupendous breakthroughs are going to exist I’d believe to recount gene editing."

    “Gene therapies believe several outcomes: slowing, halting, or fixing,” says Daniel Chung, clinical ophthalmic and medical strategy lead at Spark Therapeutics. “With Luxturna, we’ve seen increased light sensitivity. For others, their success may exist just halting the disease or slowing its progression.”

    Nacuity Pharmaceuticals is developing a molecule, known as N-acetylcysteine-amide (NACA), designed to leisurely vision loss in RP patients by protecting retinal cells from oxidative stress, a process that accelerates degeneration in many inherited retinal conditions. So far, studies array NACA can leisurely retinal degeneration in rodents.

    There’s a clinical visitation for a drug called ALK-001, a modified Vitamin A, to address the genetic defect associated with Stargardt disease, which is caused by a lack of a protein that helps process Vitamin A. Photoreceptors need vitamin A to office but without the protein, fatty vitamin A byproducts can linger. ALK-001 reduces the likelihood vitamin A will bind to itself and profile a toxic byproduct.

    Applied Genetic Technologies has clinical trials underway to test the safety and efficacy of gene therapy products meant to address achromatopsia, or ACHM, an inherited condition resulting from mutations in the CNGB3 or CNGA3 genes. Most people with ACHM are legally blind, believe extreme light sensitivity resulting in daytime blindness, and are color blind. The company has tested their replacement genes on dogs and sheep, where they achieve drops in the animals’ eyes to temporarily bring on symptoms of ACHM. They believe the animals lope through a maze. The animals are then treated with the drug and achieve in the maze again. Both dogs and sheep were able to rep to the terminate of the maze more quickly.

    Nightstar, a gene therapy company based in the U.K., has been undergoing clinical trials to address choroideremia, a mutation in the CHM gene that leads to degeneration of the choroid (Misrok’s vision is affected by choroid damage). In the first trials, patients received injections under their retina with a liquid that delivered robust copies of the gene encoding the REP-1 protein to affected cells. In studies, more than 90 percent of participants reported that their visual acuity was maintained or improved a year later.

    While those treatments involve swapping out the scandalous gene and replacing it with a genuine one, another burgeoning province of therapy involves leaving the broken gene in condition but simply fixing it. “Clustered regularly interspaced short palindromic repeats,” or CRISPR—which you likely first heard about final year when an uproar in the bio-ethical community ensued after a Chinese scientist announced he’d created the first babies with CRISPR-edited genes—involves swapping the mutated portion of the gene with a robust piece of DNA. One researcher likened it to replacing the battery or the starter in a car rather than buying a new one.

    CRISPR is a gigantic breakthrough in genetics, says Stephen Daiger, a professor of environmental and genetic sciences and ophthalmology at the University of Texas Houston Health Science Center. “It’s relatively inexpensive and conceptually simple to do, but we’re noiseless at the very early stages of doing this with humans and working on the retina,” Daiger says. “If I had to ante on where the stupendous breakthroughs are going to exist over the next (decade), I’d believe to recount its gene editing.”

    On the plus side, CRISPR may exist the only option for diseases caused by genes that are too great to proper in a viral carrier (taxi cab). Some moreover remark CRISPR and the view of repairing rather than replacing a gene as a simpler approach to treating disease. The downside? Repairing rather than replacing doesn’t always labor well enough to restore vision. It’s moreover unclear whether tampering with DNA will influence other otherwise robust genes in the body.

    "I query if I could try the glasses. I listen to Noah characterize everything in front of me."

    Regardless, people are trying it. There are CRISPR projects at Johns Hopkins University aimed at RP caused by the P23H mutation in a gene called RHO. At Columbia University, researchers are looking at RP caused by the D190N mutation in RHO. At the Massachusetts Eye and Ear Infirmary, they’re studying RP caused by a mutation in RP1. And the University of California, Los Angeles, has focused on Usher syndrome 1B caused by a mutation in MYO7A.

    But before someone can fix a gene, scientists believe to determine which one is broken. Daiger’s lab at the University of Texas has identified a number of genes associated with various retinal diseases. Faubion, for instance, has X-linked RP, which is an inherited condition caused by mutations in the RPGR gene. He’s fortunate that his specific mutation is one currently being studied in clinical trials around the country. For many mutations, there are no trials yet.

    When I travel back to Misrok’s apartment a few weeks later, I find him sitting at his kitchen table with the glasses already on. He dials, and is soon talking to Noah in Minnesota through the earpiece that sat on his temples. Noah describes to Misrok everything that was in front of him as Misrok’s camera surveys the room.

    I query if I could try the glasses. With my eyes open, I listen to Noah characterize everything in front of me. The kidney shaped coffee table to my right. The bookshelf to the left. The doorway to the kitchen in front of me. Walking through the kitchen, Noah describes the refrigerator and countertops, as I accelerate my hand along them.

    The Queensboro bridge, passing by Larry’s neighborhood.

    Renato BordoniGetty Images

    But I quickly remark pitfalls. He fails to characterize the locality rug under my foot, and I almost trip on it. And the directions are coming so fast, countertop colors, tabletop patterns, I imagine that if I couldn’t see, I would believe distress deciphering what was relevant. Doing it outside on a Manhattan street, with flawless the cars, buses, traffic lights, people, strollers and bicycles, would feel dote an onslaught.

    I give the glasses back to Misrok, and they construct their pass to whole Foods, this time with the succor of Ashley in Sacramento. The store is only half a block away so many things could travel wrong. At one point, they stand in the middle of a bike lane. They then believe to cross Second Avenue and its six lanes of hefty traffic. I’m relieved when they finally rep to the store.

    When they rep back to his apartment, I try the glasses again—this time, with my eyes closed. I quickly rep tangled in a corner of the animated latitude near what was initially described as a bedroom door but turns out to exist a glass door to a balcony. Holding Misrok’s cane, I reserve tapping the walls of the corner, bouncing between the shelf and the chair dote a Pong cursor. I finally open my eyes to free myself from the corner and then proximate them again to head into the animated room.

    When I’m done, I bid Misrok, “I cheated a yoke of times. I opened my eyes.”

    Misrok laughs. “I wish I could cheat.”

    Unlike at other conferences, the tables and chairs in flawless of the rooms at the “Visions” annual conference of the Foundation Fighting Blindness’ annual conference, “Visions,” are arranged to maximize the walking space. Food is organized on the dinner plates dote a clock, with, say, mashed potatoes at 3 o’clock and meat at 6 o’clock. And there’s a pen outside the conference locality with a stupendous mark that reads, “Guide Dog Relief Area.”

    Although the conference is prized for its educational and networking opportunities, it becomes limpid as the day progresses that despite the nice hotel, the boat trip and tour, the schmoozing with like-minded individuals, people are primarily there to find clinical trials that proper their specific disease.

    In a panel on stem-cell-related research, attendees are told that while issue cells transplanted into humans may exist used to cure retinal disease in the future, there’s noiseless a major flaw: Once they’re transplanted in the body, scientists lose track of them.

    It becomes limpid people are at the convention to find trials that proper their specific disease.

    “We can find out where they’re going in the animal, but they can’t find out where they’re going in people. They need better methods of imaging,” says Dennis Clegg, founder of the University of California/Santa BarbaraCenter for issue Cell Biology and Engineering.

    Replacing the whole retina moreover has its issues. There are apparently 1.2 million wires that rob information from the retina and deposit it in a one-to-one correlation with the cells from the brain. If you disconnect the retina, you believe to deal with that, recount researchers.

    “You can actually rob an eye from one rat and achieve it into another, but the retinal cells weren’t connected to the brain,” Clegg says. “They said, okay, we’ll design that one out later.”

    After sitting in on some of the panels, I travel into the exposition hall, where there are rows and rows of products to succor people navigate their surroundings. There’s a smart cane that clips on to a traditional cane and enables users to not just feel what’s on the ground in front of them but to identify objects above the waist. When it senses an obstruction from knee to head height, it begins to vibrate. The user can then stop, wave the cane in the air to find the obstruction and avert it. The range is three meters, and the vibration speeds up as the user gets closer to the object.

    Chart by George Mayerle for the purpose of testing vision, 1907.

    Courtesy National Library of MedicineGetty Images

    A few rows down is a prosthetic retina, called the Argus II Retinal Prosthesis, which can restore some vision to people with RP and other retinal conditions. Developed by Second Sight Medical Products, it has already received market approval from the FDA and is now being used by more than 100 people around the world.

    “This is the glasses part, and then there is an implant, surgically embedded in the eye of someone with retinitis pigmentosa,” says Mickey Damelio, senior vision rehabilitation manager at Second Sight.

    He’s holding up a rubber model of an eye with itsy-bitsy red lines flawless over the eyeball that peek dote wires. The implant provides electrical stimulation of the retina to induce visual perception. A miniature video camera housed in the patient's glasses captures a scene. The video is sent to a little computer that the patient wears that processes and transforms the electrical signals into instructions transmitted wirelessly to an antenna in the retinal implant. The implant contains an electrode array that emits little pulses of electricity. These pulses bypass the individual’s damaged photoreceptors and stimulate the retina's remaining cells, which then transmit the visual information along the optic nerve to the brain, creating the perception of patterns of light. Patients learn to interpret these visual patterns over time.

    “Patients report that it’s talking to them in flashes or sparkles. Seeing a sunset? Not happening."

    “There’s a lot of people here with RP, which shrinks people’s province of vision over time,” Damelio says. “When that province is gone or almost gone, they can install this on their eye and revert some light sensitivity to them.”

    When I achieve on the glasses, I remark a blurry mess. I can’t imagine considering this product a gift. Damelio shows me a video of a man wearing the technology.

    “He’s totally blind, but when he wears the glasses with this implant, he can discriminate between things,” Damelio says. “The patients will report that it’s talking to them in flashes or sparkles, and then from that, they can learn some fairly functional skills. But going and seeing a sunset? Not happening really,” he says.

    In a booth around the corner was IrisVision, whose founders believe created software for hardware that already exists: Samsung’s headsets for virtual reality gaming. The product sells for $2,500 and involves a camera that projects on a screen. In between your eyes and the screen are magnification lenses that construct what the user sees peek dote a stupendous screen TV up close, according to Zarak Afridi, director of strategic partnerships for IrisVision. The product can magnify images by one to 12 times, depending on what the wearer needs at that moment. Some situations may warrant six while others, dote reading, may require 10.

    Afridi says he once showed the product to a woman with RP, who dote flawless people with RP, had lost her peripheral vision and her central vision had become reduced, dote she was looking through a straw. She really wanted to remark her daughter, he says.

    “We spent almost an hour with her wearing the (glasses), and she establish the spot where she noiseless had some vision left, and she saw her.”

    Tom Perski, who handles professional and consumer outreach for IrisVision, says he has Stargardt and his vision is 20 over 400. With his company’s device, he can remark 20 over 40. And it has the added advantage of having a larger province of view than that of his competitors. Typically, the more you zoom in the camera, the smaller your province of view. With IrisVision, the camera is doing only fragment of the work, while the software and the magnifying lenses are doing the rest. The less the camera has to zoom in, the more province of view one can see, he says.

    The booth of most interest to me was the Aira glasses. The second morning of the conference they achieve a demonstration. Amy Bernal, vice president, customer experience at Aira, wears the glasses while a man named Kyle used Amy’s camera to guide her across the room.

    “It’s dote having a personal aide available to you at any time,” Bernal says, noting that the person on the phone can summon Uber or Lyft for you, and because of the data points that approach up during the call, can know whether you’re allergic to certain foods.

    What happens if you lose the cell signal, I query an Aira representative, who says the product is not meant as a safety device. The user must noiseless use a cane and dog.

    “Think of it as a phone. What would you outcome if you didn’t believe cell service?” the rep says.

    After the presentation, I approach Sujeeth Kanuganti, the company’s chief technology officer, who points out that Misrok has an older generation of the product, which supported only a WiFi connection while the newer version, its fifth generation, called Horizon, uses a cellular connection. To rep a cell or 4G LTE connection, the older versions had to use a device called a MIFI, which takes in WiFi connections and routes the data to a 4G network.

    “It’s dote having a personal aide available to you at any time.”

    “So before, they had the glasses, the MIFI and you then had a connection from the MIFI to the 4G LTE network. With the multiple hops, it’s tough to maintain the connection,” Kanuganti says, noting that the tall buildings in stupendous cities dote New York don’t help. “The signal is bouncing everywhere, so getting a connection is a problem.”

    The company simplified the glasses by having them connect directly to the 4G LTE network. The glasses now believe a cable coming in from the back that goes directly into a Samsung device that gives direct 4G LTE service.

    “It provides genuine connectivity with the cellular without any intermediate hops,” he says.

    When Larry Misrok told Aira about his connectivity problems, they sent him new glasses with a new MIFI device, but it was noiseless the musty technology. Apparently, the company hadn’t made enough of its new Horizon model to fill flawless the orders it had.

    I met Misrok at his office on Long Island a yoke of months after their final visit, and when I arrived, he showed me his Aira alternative: the exist My Eyes app, which he uses when the Wi-Fi signal isn’t working. exist My Eyes uses the phone’s own camera so it only needs a cell phone signal. He used it recently when he went for a walk near his home in the Berkshires because the Wi-Fi signal was too spotty to rep Aira.

    He speaks to a person named Jennie from Georgia, and holds the phone up to his law library and asks her if she can read the titles on the binders of the books. She says she can’t, that they were too blurry. I then hold the camera closer to the books and at just the privilege angle—because I could remark what that angle should be—and Jennie begins to reel off the titles of the books.

    When I left him in his conference latitude to travel snare a train, the secretaries in his law office had just brought back food for their lunch and are sitting down at the conference table to eat.

    “Larry, they got you a salad,” says the aide who had worked there the longest. Misrok walks into the conference and uses the aids to which he’s most accustomed: the kindness of those who worship him.



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