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MOS-P2K exam Dumps Source : PowerPoint 2002 Core

Test Code : MOS-P2K
Test designation : PowerPoint 2002 Core
Vendor designation : Microsoft
: 32 actual Questions

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Microsoft PowerPoint 2002 Core

promoting the brand interior | actual Questions and Pass4sure dumps

in case you feel of advertising and marketing, you more than possible feel of advertising and marketing to your consumers: How are you able to induce extra people to purchase what you promote? however a further “market” is simply as crucial: your personnel, the very people who could create the company near alive to your valued clientele. Yet in their labor helping executives advance and perform branding campaigns, my colleagues and that i absorb discovered that companies very commonly ignore this essential constituency.

Why is internal marketing so crucial? First, because it’s the premier solution to aid personnel create an impressive emotional connection to the products and functions you promote. with out that connection, employees are more likely to undermine the expectations set through your advertising. In some circumstances, here's as a result of they effectively don’t recall into account what you absorb promised the public, in order that they finish up working at cross-functions. In other circumstances, it could subsist they don’t really believe in the company and suppose disengaged or, worse, adverse toward the company. We’ve organize that when americans dependence about and accept as true with within the brand, they’re encouraged to labor harder and their loyalty to the industry raises. employees are unified and inspired by pass of a typical feel of flat and id.

regrettably, in most corporations, inside advertising is done poorly, if at all. while executives admire the should maintain americans suggested concerning the enterprise’s mode and path, few bear in intelligence the should convince personnel of the brand’s vigor—they recall it as a given. What’s more, the individuals who're charged with inside communications—HR specialists, usually—don’t absorb the advertising potential to talk efficaciously. recommendation is doled out to personnel within the sort of memos, newsletters, and the like, however’s not designed to induce them of the sturdy point of the enterprise’s brand. The advertising and marketing fork might find worried as soon as in a while to disclose personnel about a brand new advert drive or branding effort. but the intent constantly is to inform people what the industry is doing, now not to sell them on the ideas.

we now absorb discovered that by means of applying lots of the concepts of buyer advertising to inside communications, leaders can reserve personnel to a higher figuring out of, and even a fire for, the company vision. applying these principles allows for employees to “are living” the vision of their every day activities. And when personnel reside that imaginative and prescient, consumers are a ample deal extra likely to smack the industry in a mode that’s in line with what you’ve promised. I’ll contour the concepts of inside advertising and marketing in here pages.

precept 1

select Your second

Most americans absorb limited tolerance for alternate initiatives, and branding and visioning workout routines are not any exception. but at pellucid turning points, instances when the enterprise is experiencing some fundamental problem or change, employees are looking for route and are incredibly receptive to these initiatives. Such moments can create either high-quality or impecunious energy—enthusiasm for brand new classes or unproductive rumormongering. Turning facets are as a result surest alternatives for an internal branding campaign; managers can direct americans’s energy in a auspicious direction by clearly and vividly articulating what makes the enterprise special. certainly, we’ve organize that inner branding efforts launched with out the momentum this kind of second can generate practically every bit of the time fail. and not using a natural turning element, managers searching for to raise the brand internally could requisite to fabricate this sort of moment, perhaps via launching a new advertising method.

British Petroleum seized such an occasion when it merged with Amoco and then ARCO. It rebranded itself as BP, redesigned its brand, and launched a drive simultaneously to group of workers and the universal public declaring that it was going “past petroleum.” The company repositioned its company and set apart its id as an oil industry to develop into an power company, stirring from an ancient-fashion, closed industry enterprise to an open, collaborative, new-economic undertaking. This rupture with the previous gave personnel from each of the original groups a brand new and numerous identity. A survey that become taken after the inner branding crusade was launched showed that 76% of personnel felt favorably towards the brand new brand, eighty% had been sensible of the company values that constituted the brand new brand messages, and a full 90% concept the industry become entering into the preempt path.

the advent of new management is yet another timely second for inside rebranding. carcass of workers prognosticate to hear from a new leader revise away and are continually open to new ideas at such times. Carly Fiorina exploited this window when she took over Hewlett-Packard. She took a private hobby in the branding strategy and performed an lively role. To exhibit her commitment, Fiorina looked in launch classified ads, which asserted that, “the common beginning-up will act relish one once more.” The company’s new tag line, “Invent,” grew to become a mantra inner the business, and cofounder bill Hewlett’s storage, where he and Dave Packard made their first inventions, grew to subsist a symbol in each inside and external communications. a brand new chief rediscovering the business’s heritage released a surge of power every bit of the pass through the organization.

in a similar way, when Arthur Martinez became named CEO of Sears in 1992, he took abilities of his new role to energize and focus of attention personnel, using advertising and marketing rig akin to surveys, focus organizations, and a new tag line to tug the company out of a sales stoop. It worked: income picked up, and esprit de corps did, too.

however selecting your second additionally capability figuring out when to drag back. Martinez and other Sears executives, energized by using their success, stepped up the drive in the years that followed. They didn’t know when to depart smartly adequate on my own, and, through 1998, employees absorb been so overwhelmed with advertising materials that they started to feel at a loss for words and disconnected. A basic case of initiative fatigue set in as flooring team of workers were inundated with messages that had miniature relevance to their departments, accomplished survey after survey, and misplaced large revenue time attending myriad training courses. One frustrated executive turned up at a meeting with a wheelbarrow holding one month’s value of memos, questionnaires, and academic movies. The second had evidently passed. So, at that yr’s annual meeting, in a paradoxical pains to recapture the energy of 1993, the CEO introduced that there would subsist “no new initiatives, no new huge ideas.” The lower back-to-basics approach came as a relief to personnel and reenergized them across the consumer service topics they had embraced five years prior. these days, the enterprise maintains a low-stage, constant movement of internal marketing initiatives but has curtailed internal campaigns in order to achieve a extra applicable pace.

precept 2

link internal and exterior marketing

employees should hear the identical messages that you ship out to the marketplace. At most companies, besides the fact that children, inner and external communications are sometimes mismatched. This can furthermore subsist very difficult, and it threatens personnel’ perceptions of the enterprise’s integrity: they're informed one thing by administration but recall a leer at that a unique message is being despatched to the public. One medical health insurance company, for example, advertised that the welfare of patients changed into the business’s number 1 priority, while personnel absorb been informed that their main purpose turned into to raise the cost of their inventory alternatives through cost rate reductions. And one principal monetary features establishment advised customers that it became making a tremendous shift in focus from being a fiscal retailer to a monetary adviser, but, a 12 months later, research confirmed that the consumer smack with the industry had not changed. It turned out that enterprise leaders had no longer made an pains to promote the alternate internally, so employees had been nevertheless churning out transactions and hadn’t modified their conduct to match their new adviser role.

Enabling personnel to bring on consumer expectations is essential, of path, but it’s now not the only antecedent a company needs to match inside and exterior messages. one more intuition is to aid propel the enterprise to achieve desires that might otherwise subsist out of attain. In 1997, when IBM launched its e-company crusade (which is broadly credited for turning across the enterprise’s image), it selected to disregard research that advised consumers were unprepared to embrace IBM as a pacesetter in e-company. however to the outdoor world this gave the impression of an external marketing effort, IBM was additionally using the crusade to align employees across the thought of the web as the pass forward for expertise. The internal crusade modified the pass employees notion about every thing they did, from how they named items to how they prepared group of workers to how they approached promoting. The drive became a hit generally since it gave employees a sense of route and goal, which in flip restored their self assurance in IBM’s means to divine the long race and lead the technology industry. today, analysis shows that people are 4 instances greater likely to affiliate the term “e-business” with IBM than with its nearest competitor, Microsoft.

The category of “two-method branding” that IBM did so correctly strengthens both sides of the equation. inside advertising turns into more suitable since it can draw on the equal “big concept” as promoting. client advertising becomes more advantageous since the messages are developed according to personnel’ habits and attitudes, as well as on the enterprise’s strengths and capabilities—certainly, the theme matters are drawn from the enterprise’s very soul. This system may finish up in a extra different advertising thought as a result of marketers usually attend to create a message that’s pleasing to the business.

in every bit of probability even more crucial, by taking personnel into account, an organization can preclude creating a message that doesn’t resonate with team of workers or, worse, one that builds resentment. In 1996, United airlines shelved its “Come coast the friendly Skies” slogan when presented with a survey that revealed the depth of consumer resentment towards the airline business. with a view to own up to the industry’s shortcomings, United launched a new campaign, “Rising,” by which it sought to distinguish itself by means of acknowledging negative service and promising incremental advancements corresponding to greater nutrients. whereas this changed into a ratiocinative premise for the drive given the tenor of the instances, a crusade specializing in shoppers’ distaste for flying changed into deeply discouraging to the team of workers. employee resentment eventually made it inconceivable for United to carry the advancements it turned into promising, which in flip undermined the “Rising” pledge. Three years later, United decided worker opposition turned into undermining its success and pulled the campaign. It has because moved to a greater inclusive brand message with the line “United,” which both audiences can include. privilege here, a primary precept of advertising—find and address a consumer challenge—failed United because it did not consider the internal market.

When it comes to execution, essentially the most typical and effectual technique to link inner and external marketing campaigns is to create external promoting that objectives each audiences. IBM used this tactic very without problems when it launched its e-company campaign. It took out an eight-web page advert in the Wall highway Journal declaring its new vision, a message directed at both purchasers and inside stakeholders. here's a dear strategy to entrap attention, but if used sparingly, it is the strongest type of communique; really, you want Do it best once for everyone within the enterprise to read it. There’s a symbolic talents as smartly. this sort of tactic signals that the enterprise is taking its pledge very significantly; it furthermore signals transparency—the identical message going out to each audiences.

advertising isn’t the best solution to hyperlink interior and exterior advertising. At Nike, a pair of senior executives now hold the additional title of “corporate Storyteller.” They deliberately avoid stories of fiscal successes and concentrate on parables of “just doing it,” reflecting and reinforcing the enterprise’s advert campaigns. One tale, for example, recollects how legendary educate and Nike cofounder bill Bowerman, so as to build a far better shoe for his team, poured rubber into the household waffle iron, giving start to the prototype of Nike’s noted Waffle Sole. via speakme about such inventive moves, the company hopes to retain the spirit of innovation that characterizes its advert campaigns alive and neatly within the company.

but whereas their messages absorb to subsist aligned, organizations requisite to furthermore preserve exterior guarantees a bit ahead of inner realities. Such promises deliver incentives for personnel and give them whatever thing to reside up to. in the Nineteen Eighties, Ford grew to become “satisfactory Is Job 1” from an interior rallying roar privilege into a consumer slogan according to the possibility from cheaper, more respectable japanese cars. It did so earlier than the declare became fully justified, however via placing it in the public enviornment, it gave personnel an incentive to suit the japanese. If the promise is pushed too a long pass ahead, although, it loses credibility. When a beleaguered British Rail launched a drive saying carrier improvements beneath the banner “We’re Getting There,” it did so upfront. by using drawing attention to the gap between the promise and the reality, it precipitated destructive press insurance. This, in flip, demoralized group of workers, who had been legitimately disdainful of the service advances they had made.

precept three

carry the manufacturer Alive for employees

The goal of an internal branding drive is awfully corresponding to that of an exterior campaign: to create an emotional connection to your industry that transcends any one selected journey. within the case of personnel, you furthermore requisite the connection to inform the pass they strategy their jobs, however they don’t interact with consumers. You crave them to absorb the manufacturer vision of their minds and to accept as true with even if or not they're supporting the manufacturer in every decision they make. How Do you Do this? a considerable deal the identical manner you domesticate the connection with external audiences. You deserve to contrivance and execute knowledgeable branding drive to interject and clarify the messages after which beef up them by means of weaving the company into the material of the enterprise. The messages may still subsist directed at employee “touch-aspects,” the day-to-day interactions that affect the manner americans event the region of work.

an expert branding crusade is simply what it sounds like. It takes the sort of a buyer branding crusade, with a collection of stages that begins with research and continues during the planning and execution of a communications mode designed to convince your employees of the merits and credibility of your manufacturer. And designing and executing this crusade should subsist the advertising and marketing branch’s accountability. The advertising americans absorb the fundamental capabilities, they recollect the context surrounding the exterior crusade, and, perhaps most critical, they are uniquely placed to match the inner drive to the external crusade.

Market analysis is a given for any consumer marketing campaign, but businesses seldom set money into such analysis when their personnel are the audience. corporations can expend many of the equal tools for the internal market that they'd expend for buyers: focus corporations, in-depth interviews, and surveys. they could then map their findings to create a huge lifelike of the culture that suggests where distinctive subcultures reside and the pass counsel flows through the corporation. Why depart to the main issue? because as soon as businesses find out what’s on americans’s minds, they can tailor their campaigns for this reason.

Miller Brewing company took worker attitudes very significantly when it launched a new inside branding drive aimed toward improving worker morale. The enterprise conducted an in-depth examine, which published that employees took excellent delight in the enterprise’s subculture of brewing, mythologized via reports equivalent to that of founder Frederick Miller carrying the yeast in his pocket from Germany in 1855. The interior crusade became a companionable gathering of employees’ fire for remarkable beer. larger-than-existence posters of employees embellished the breweries, depicting workers as industry heroes. The enterprise additionally allotted substances reinforcing the campaign, together with a booklet celebrating the vocation of brewing and T-shirts emblazoned with “I create Miller Time.” based on principle 2, these interior findings influenced and mirrored Miller’s external customer advertising, which drew on the brand’s heritage of workmanship. the new television advertisements role employees speakme to the digital camera, expressing their fire for Miller beer. An added subsidy of interior research: by gathering studies relish that of Frederick Miller, groups can create inevitable that enterprise folklore doesn’t stroll out the door when lengthy-time period employees depart away—retaining the tradition for future generations of personnel.

Following research, the subsequent stage is to contrivance the campaign, a full-blown communications mode relish Miller’s that mirrors a buyer marketing method. In thinking concerning the campaign, excellent executives should still first reply some key questions: What Do personnel suppose of the business? What Do they want them to believe? what is going to induce them of this? And why should they consider us? as soon as these questions were answered, the labor of developing communications substances can begin.

sadly, the style most groups strategy this project is so normal, so removed from the company’s frontline realities, and, frankly, so dull, that the very prospect of the drive and the new espresso mugs is likely to immediate a collective groan, or, worse, mockery on the water cooler. to beat individuals’s herbal cynicism, the drive and the communications materials absorb to ring true for employees and should draw on the business’s very soul, reflecting and reinforcing what individuals dependence about and what makes them near to labor in the morning. substances absorb to subsist freed from jargon and grandstanding and must focus on the essence of the enterprise.

To subsist advantageous, these substances must subsist as creative and crowd pleasing as the substances you bring to an exterior viewers. just as in a buyer promoting crusade, you should astonish and attraction your audience. here is a role of persuasion, now not guidance, and dry, useless substances will without delay subsist shelved or discarded. (For recommendation on making these materials compelling and positive to personnel, see the sidebar “how to Create Communications substances employees Will really Use.”)

When it comes to supplying the message, it’s tempting to ship out a memo, a video, or a kit of colorful materials and accept as true with it accomplished, but there’s no supersede for personal contact from the organization’s maximum stages. certainly, failure to talk at a private stage can undermine the most sophisticated and costly rebranding crusade. The failure of the merger of Deutsche bank and Dresdner fiscal institution in 2000 can subsist attributed partially to the failure of administration to steer Deutsche’s investment bankers of the vision for a pass the newly merged company would compete. Many key personnel left, and the danger of a mass walkout compelled Deutsche to abandon the deal after considerable damage to the balance price of both businesses.

It’s worth noting that research performed early on can pay off when it involves implementation. if you’ve recognized a subculture of resistance, for instance, you may give additional attention to the resisters in case you roll out the manufacturer. Or in case you’ve discovered who the most influential employees are—the ones who form the attitudes of those around them—then that you may target these personnel without delay, and, in case you find them on board, they could assist find the notice out.

The closing stage of a branding drive is comments and participation from the goal viewers. For big, geographically diverse groups, the company intranet may furthermore subsist a ample facilitator of communication and interplay. certainly, we’ve organize that in agencies that don't expend intranets for candid communicate, personnel inevitably flip to exterior net sites relish the Vault to whinge in regards to the business. Accenture understood that risk when it rebranded in January 2001. It created an interactive internet web site to allow people to hunt information from questions and leer at the replies to questions others had posted. Joe Forehand, Accenture’s CEO, furthermore comprises a comments button on each inside message he sends to employees and for my portion responds to every question or recommendation.

As yet, despite the fact, the expertise of this medium is unfulfilled. There isn't any motive, for example, why the chairman can’t Webcast occasional “hearth chats,” a occasion undreamed of by pass of outdated generations of managers. but don’t let the net become an alternative to countenance time or running the corridors: fireside chats can furthermore subsist broadcast to diverse company areas in order that every bit of and sundry can recall portion without delay, but the leader shouldn’t hollow up in his or her office to convey the message.

fireplace chats can circle into a portion of an pains to weave the branding into the cloth of the corporation. for the intuition that it’s no longer feasible to behavior a collection of main campaigns—it’s expensive and employees start to tune them out—the enterprise should create each pains to involve the branding into regular experiences, in order that employees “reside” the manufacturer always. Such worker touchpoints replicate the buyer touchpoints that absorb develop into regularly occurring in buyer advertising, the region each aspect of interaction with the customer is a desultory to beef up the company. (some of the most fulfilling examples of purchaser touchpoints are retail outlets relish Niketown or UPS’s trucks and uniforms, that are deliberately styled after the defense coerce to specific self-discipline and punctuality.)

the most obtrusive vicinity to commence is the enterprise’s physical area. When Condé Nast asked the architect straightforward Gehry to design a cafeteria for the places of labor (home of Vogue and vanity fair, among others), he used curved glass panels to reflect the see-and-be-viewed tradition of the style magazine world. And Nike celebrates its heritage and devotion to athletes by means of naming key landmarks on the company campus after sports legends: Bowerman pressure ends up in the campus, where you’ll find the Joe Paterno infant development core and the Bo Jackson fitness middle.

corporations can furthermore toughen the brand very without difficulty through enterprise policy. considerable Bicycle items, which employs 195 americans within the suburbs of Minneapolis, contains as portion of its imaginative and prescient commentary a commitment to maintaining the environment. To carry the imaginative and prescient alive for the people who labor there, the company offers a fiscal reward: employees who live within ten miles of the enterprise are paid $2 a day to bicycle, carpool, or recall a bus to work. The cash is paid in credits towards the enterprise’s products. Recruiting and hiring guidelines are different areas that may role touchpoints. Hollywood Video, which regards its ardour for motion pictures as its differentiation from the mammoth Blockbuster chain, requires that personnel exhibit competencies of and enthusiasm for films. Southwest airlines is wide-spread for fastidiously assessing candidates’ personalities privilege through interviews, rating every bit of abilities hires—from pilots to mechanics—on a scale of one to 5 on seven traits corresponding to the brand’s core values. while different groups might consider best more traditional values relish probity or accountability, Southwest preserves its entertaining company character by means of hiring only individuals who're an pattern healthy.

via incorporating the company vision into these worker touchpoints, organizations, over time inculcate the vision into the employee smack to the extent that on-manufacturer behavior turns into instinctive. Apple is an obvious example, as are Disney and Virgin airlines. It’s no accident that, regardless of bold challenges from the PCworld, there remains common Apple zealotry both interior and outdoors the company.

with the aid of weaving the manufacturer messages into employees’ universal experiences, managers can create sure that on-manufacturer conduct becomes instinctive.

Amid the coerce to advance new items and squeeze charges out of operations, interior marketing is simply not noted. in any case, in times of fiscal stress, even external advertising and marketing budgets are scrutinized, despite the universal undeniable fact that exterior advertising is crucial. nonetheless it is a reality of company that if employees Do not dependence about their business, they'll within the conclusion contribute to its demise. And it’s up to you to give them a motive to care.

A version of this article seemed in the January 2002 challenge of Harvard industry overview.

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i depart the further mile, retain effectual perspective –Segun Afolabi | actual Questions and Pass4sure dumps

Kore Ogidan

08027655347 (SMS simplest)

[email protected]

Segun Afolabi, 25, is an investment banking analyst with Afrinvest West Africa limited. He talks about his job, ambition and labor ethics

inform us about your academic historical past.

I even absorb a Bachelor in Economics from Covenant institution, Ota, Ogun State. prior to that, I had my secondary faculty training at Latmos comprehensive school, Egbe, Lagos. For my elementary training, I attended St. Ebenezer Nursery and first faculty, Idimu, Lagos. I actually absorb additionally taken a number of on-line lessons in finance and accounting – two key pillars of my chosen career route.

inform us about your job.

i am a Senior investment Banking Analyst at Afrinvest (West Africa) confined. they are energetic in four essential areas – investment banking, securities buying and selling, asset management and investment research. within the funding banking division, they give a gigantic selection of services including capital raising, mergers and acquisitions advisory, corporate restructuring, divestitures and spin offs, and valuation and equity opinions.

what is your job description?

My job as an investment banking analyst is quite dynamic. My day by day routine stages from getting ready pitch books for corporations across diverse sectors of the fiscal system to designing and making ready monetary and valuation fashions for customers’ transactions as well as marketing documents comparable to funding teasers, counsel memorandum and management displays.

moreover, I supply technical steer to management.

Why this job?

during my internship within the administration consulting division of KPMG Nigeria, after my third 12 months on the university, i used to subsist assigned to a team that developed a monetary model for a fiscal establishment. i was intrigued by the effectiveness of the model in making sound company decisions, and that i wanted to create that price for many greater enterprises in Nigeria. i was, therefore, really excited when the probability to labor at Afrinvest offered itself. i will subsist able to every bit of the time subsist completely blissful that I took odds of it.

What challenges Do you countenance and how Do you surmount them?

The greatest challenge I countenance at labor is juggling assorted assignments on the selfsame time. i'm significantly skilled within the paintings of constructing engaging shows the usage of Microsoft PowerPoint. as a result, my colleagues across other enterprise units often ship me presentations for me to labor on and while I relish the manner, these tasks are usually not concerning my core job feature.

To pellucid up this problem, I even absorb facilitated Microsoft PowerPoint practicing classes for my colleagues in different departments. this fashion, i'm capable of prioritise my core deliverables and convey high-level shows.

What other components helped you to overcome intricate tasks?

One factor I absorb continuously leveraged on is relationships I absorb developed over the years. every time i'm confronted with a tricky project, I achieve out to americans i know who may absorb encountered equivalent concerns in the past to find a clearer sense of course.

What are the exotic achievements you’ve had seeing that you begun working at Afrinvest?

all the pass through the launch of their most synchronous mutual fund, I had to recall the front seat as a 2nd-yr analyst on the transaction as the crew needed to labor on different pressing projects. They correctly launched the fund which recorded about 70 per cent subscription privilege through the present duration.

What features Do you believe a leader should possess with the expostulate to subsist a success?

i am a powerful proponent of servant management. I dependence such a leader is stronger in a position to animate following from the team participants. additionally, I accept as true with that having a vision as a leader is not satisfactory for achievement; a frontrunner should still subsist in a position to sell his imaginative and prescient to his group.

the region did you labor earlier than joining Afrinvest?

Afrinvest turned into my first job after adolescence carrier. however, during my provider year, I worked on the company finance division of Jos electricity Distribution enterprise.

How Do you contrivance on rising to the appropriate?

One factor I even absorb followed about a success individuals is their unwavering doggedness to find issues done. This often requires long hours of labor and going above and past the summon of obligation; but it will pay off on the conclusion.

i am, hence, resolute in always going the further mile when given assignments while preserving a positive perspective perpetually. additionally, the investment banking trade is one that thrives on relationships, so i am constructing extra relationships across the business.

What are your lengthy-time period goals?

I long to create a monetary ecosystem that leverages technology to give advisory capabilities to miniature and medium scale enterprises that are unable to absorb enough money the capabilities of mainstream investment banks.

who're your position models?

My group Managing Director, Ike Chioke, and the Deputy Managing Director, Victor Ndukauba – these two individuals problem me to subsist a far better edition of myself.

What are your other pastimes?

I savour teaching. i am at the second one of the most facilitators at EduBridge Academy, an investment banking and consulting academy that seeks to aid students, graduates and working experts subsist taught the expertise required to find jobs in funding banking and consulting.

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Statistical thinking for 21st century scientists | actual questions and Pass4sure dumps


Statistical science provides a wide purview of concepts and methods for studying situations theme to unexplained variability. Such considerations enter fields ranging from particle physics and astrophysics to genetics, sociology and economics, and beyond; to associated areas of application such as engineering, agriculture, and medicine, in particular in clinical trials. Successful application hinges on absorption of statistical thinking into the theme matter and, hence, depends strongly on the territory in question and on the individual investigators. It is the job of abstract statisticians both to subsist alive to the challenges of specific applications and, at the selfsame time, to develop methods and concepts that, with ample fortune, will subsist broadly applicable.

To illustrate the breadth of statistical concepts, it is helpful to believe of the following sequence, in drill is often encountered in a different order:

  • Clarification of research questions in a complex situation.

  • Specification of the context for study, for example, the election of individuals for entry into a clinical trial.

  • Issues of metrology: How are key features best measured in the context in question, and how secure is the measurement process?

  • Considered broadly, there may subsist many aspects of study design. The universal aims are to achieve a reasonable flat of precision, an absence of systematic error, and economy and breadth of interpretation, sometimes by answering several interconnected questions in one study. (i) Data collection, possibly including monitoring of data quality; (ii) data analysis, usually in various stages from the simple descriptive onward; (iii) summary of conclusions; (iv) interpretation:What is the underlying interpretation of what has been found? What are the relations with other labor in the field? What new questions absorb been raised?

    General statistical considerations may enter at every bit of these stages, even though in essence they are every bit of key theme matter concerns.

    Phrases often heard nowadays are gigantic data, machine learning, data science, and, most recently, abysmal learning. gigantic data absorb been around a long time, but the ability to anatomize such data other than on a sampling basis is new. Key issues concern first the relevance of the data, especially if they are collected in a sense fortuitously. Then, there may or should subsist worries over quality. Some gigantic data, for example, those obtained in the investigation at CERN leading to the Higgs boson, are of very lofty quality. However, in other situations, if a miniature amount of faulty data may subsist quite misleading, a large amount of faulty data may subsist exceedingly misleading. The third aspect is more technically statistical. The simpler methods of precision assessment may materialize to attest a very narrow assurance corps on the conclusions from the gigantic data, and this narrowness may give a seriously overoptimistic view of the precision achieved.

    The other newer themes of statistical concepts involve faultfinding ideas coming with ponderous computer science emphasis. These are often aimed at empirical prediction from Noisy data rather than with probing the underlying interpretation of the data or with issues of study design or with the nature of the measurement process.

    The theory and drill of computer-age statistics are, for the most part, a case of new wine in archaic bottles: The fundamental tenets of ample statistical thinking absorb not changed, but their implementation has. This has been a matter of necessity. Data collection for a modern scientist can glide in seven-league boots, thanks to spectacular advancements in equipment—notable examples involve microarrays and DNA sequencers in microbiology and robotic telemetry for astronomy. Along with gigantic data comes gigantic questions; often, thousands of hypothesis testing and estimation problems are posed simultaneously, demanding observant statistical discussion.

    Statisticians absorb responded with much more elastic and capacious analysis methods. These depend, of course, not only on the might of modern computation but furthermore on powerful extensions of classical theories, which shift the cross of mathematical analysis onto computable algorithms but exact observant discussion for the formulation of principles. The examples that supervene are too miniature to qualify as gigantic data but, hopefully, are gigantic enough to find the scheme across.

    A study at a pediatric hospital in Guatemala followed some 1800 children over a 12-year period surge in 2002 (1). Ten percent of the children were abandoned by their families during their stay. The goal of the study was to identify the causes of abandonment. The key response variable was time, the number of days from admission to abandonment. For 90% of the children, abandonment was never observed, because of they left the hospital or the study period ended, in which case time was known only to exceed the number of days of observation. In common terminology, time was heavily censored.

    More than 40 possible explanatory factors were measured, only 6 of which will subsist discussed here: distance, the distance of the child’s home from the hospital; date, the date of the child’s admission measured in days since the study’s beginning; age and sex of the child; and every bit of or AML, indicating that the child was suffering from acute lymphoblastic leukemia (ALL) or acute myeloid leukemia (AML) (a worse prognosis). every bit of of the variables were standardized. (Note that every bit of and AML are two of several diagnoses under consideration, every bit of of which were considered “others” for this analysis.)

    Proportional hazards is a modern regression methodology that allows the objective comparison of potentially causative factors for a censored response variable (2). Table 1 shows its output for the abandonment study. Date for instance has a very strongly negative estimate, indicating that abandonment was decreasing as calendar time went on. Distance was strongly positive, suggesting increased abandonment from remote home locations. Neither age nor sex yielded significant P values, although there is some suggestion that older children did better. Likewise, neither every bit of nor AML achieved significance, but, perhaps surprisingly, AML children seemed better off.

    Table 1 Proportional hazards analysis of the abandonment data.

    Estimated date coefficient of 1.660 is strongly negative, indicating decreased abandonment as study progressed.

    In addition to the parameter estimates (Table 1, column 1), proportional hazards theory furthermore provides approximate touchstone errors (column 2). The bootstrap (3) was used as a check. Each bootstrap data set was formed by sampling the 1800 children 1800 times with replacement; thus, child 1 might materialize twice, child 2 not at all, child 3 once, etc. Then, the proportional hazards model was race for the bootstrap data set, giving new estimates for distance, date, age, sex, ALL, and AML. Two thousand bootstrap data sets were independently generated, yielding the bootstrap touchstone errors in column 5 of the table. For instance, the 2000 bootstrap estimates for distance had an empirical SD of 0.068, nearly the selfsame as the abstract SE of 0.072. With the moderate exception of date, the other comparisons were similarly reassuring.

    The bootstrap replications can subsist used to address a variety of other inferential questions. motif 1 shows the histogram of the 2000 bootstrap estimates of the unlikeness AML minus ALL. Only 34 of the 2000 exceed 0, yielding a one-sided bootstrap P value of 0.017 (34 of 2000) against the null hypothesis of no difference.

    Fig. 1 Two thousand bootstrap replications of unlikeness between AML and every bit of proportional hazards coefficients.

    The proportional hazards algorithm required perhaps 100 times as much computation as a touchstone linear regression, whereas the bootstrap analysis multiplied the cross by 2000. Neither theory would absorb been formulated in the age of mechanical calculation. They are discussed in chapters 9 and 10 in the study of Efron and Hastie (4), along with a suite of other computer-intensive statistical inference methods.

    At the fundamental level, statistical theory concerns learning from experience, especially from smack that arrives a miniature bit at a time, perhaps in Noisy and partly contradictory forms. Modern rig allows modern scientists to cast wider experiential nets. This has increased the cross on the statistical learning portion of the scientific process. Their next example, taken from chapter 6 in the study by Bradley and Hastie (4), shows the learning process in action, using statistical ideas proposed in the 1950s but which are only now routinely feasible.

    Figure 2 concerns a study of 844 patients undergoing surgery for stomach cancer. Besides the removal of the central site, surgeons often remove surrounding lymph nodes, malignant or negative. For patient i, i = 1, 2, …, 844, letEmbedded Image

    Embedded Image

    andEmbedded Image

    Embedded Image

    where pi is the balance of positive nodes; ni varied between 1 and 69. The histogram in Fig. 2 depicts the 522 patients with pi > 0, that is, having at least one positive node; 322 of the patients, about 38%, had pi = 0, represented by the large dot.

    Fig. 2 Observed balance P of malignant nodes for 522 patients having P > 0; 322 patients (38%) had P = 0, as indicated by the large dot.

    It is reasonable to imagine that each patient has a frailty parameter θi, indicating how recumbent he or she is to positive nodes and that they are seeing binomial observations

    Embedded Image

    Embedded Image

    Equivalently, xi is the number of heads observed in ni independent flips of a coin having a probability of heads θi. If the ni’s were large, then pi = xi/ni would nearly equal θi. However, many of the ni’s were miniature (eight of them equaling 1); hence, Fig. 2 gives a badly distorted picture of the distribution of the θi’s.

    Empirical Bayes methods allow us to regain a ample estimate of what a histogram of the 844 true θi values would leer like. They assume that the θi’s absorb some prior density g(θ); g(θ) is unknown but assumed to belong to a low-dimensional parametric family. Here, log g(θ) was assumed to subsist a fifth-order polynomial in θ. Maximizing the likelihood of the observed data (ni, xi), i = 1, 2, …, 844, over the coefficients of the polynomial yielded the estimate of g(θ) pictured in Fig. 3. It shows that most of the frailties are miniature (59% less than 0.2), but there are large ones too (7% above 0.8).

    Fig. 3 Estimated prior density for frailty parameter θ, with median value θ = 0.09.

    Having estimated the prior density g(θ), they can expend the Bayes rule to calculate the posterior density of θi given patient i’s observed values ni and xi. This is done for three of the patients in Fig. 4. Patient 1, with ni = 32 and xi = 7, is seen to almost certainly absorb θi less than 0.5; patient 3, with ni = 18 and xi = 17, almost certainly has frailty θi greater than 0.5; and patient 2, with ni = 6 and xi = 3, could conceivably absorb almost any value of θi. This kind of information may subsist valuable for recommending follow-up therapy that is either more stringent or less.

    Fig. 4 Posterior probabilities of frailty parameter θ for three hypothetical patients.

    The observed data ni = 32 and xi = 7 delineate direct statistical evidence for patient 1. It provides, among other things, the direct estimate P1 = 7/32 = 0.22 for θ1. indirect evidence, from the other 843 patients, furthermore contributed to the posterior probability density for patient 1 depicted in Fig. 4.

    An increased acceptance of indirect evidence is a hallmark of modern statistical practice. Both frequentist techniques (regression algorithms) and Bayesian methods are combined in an pains to bring stupendous amounts of possibly pertinent “other” cases to bear on a separate case of particular interest, that is, patient 1 in the nodes study. Avoiding the difficulties and pitfalls of indirect evidence motivates much of current statistical research.

    We emphasize the current lofty flat of fruitful application and methodological development. However, this is anchored in a long history going back particularly to the considerable early 19th century mathematicians, Gauss and Laplace. Their statistical labor was motivated by concerns over the analysis of astronomical data. Quasi-philosophical disagreements over the acceptation of probability absorb rumbled on since then. Their attitude is eclectic, but in the last analysis, they see a contrast, not a conflict, between the expend of probability to delineate in idealized form patterns of variability in the actual world and its expend to capture the suspicion of their conclusions. Controversy centers mostly on the second, and more than one approach may subsist fruitful. However, in the last analysis, they are using probability as a measuring instrument, and in some sense, it must subsist well calibrated.

    We absorb worked as statisticians for a combined total of 125 years (72 and 53 years of experience, respectively) and both of us fully retain their enthusiasm for the field. It has changed enormously over their lifetimes and no doubt will continue to Do so. Yet, at the heart of their theme are core issues about suspicion and variability that absorb both a permanent value and an exciting continuing challenge that is conceptual, mathematical, and computational.

    SPECIAL NOTE: The Editors invited authors David Cox and Bradley Efron to submit this article to homage their receipt of the 9th Edition (2016) BBVA Foundation Frontiers of knowledge Award in Basic Sciences for revolutionizing statistics.

    This is an open-access article distributed under the terms of the Creative Commons Attribution-NonCommercial license, which permits use, distribution, and reproduction in any medium, so long as the resultant expend is not for commercial odds and provided the original labor is properly cited.

  • E. Alvarez, M. Seppa, K. Messacar, J. Kurap, E. A. Sweet-Cordero, S. Rivas, M. Bustamante, L. Fuentes, F. Antillón-Klussmann, P. Valverde, M. Castellanos, S. C. Howard, B. Efron, S. Luna-Fineman, Improvement of abandonment of therapy in pediatric patients with cancer in Guatemala. J. Glob. Oncol. (2016).doi:10.1200/JGO.2016.004648

  • B. Efron, T. Hastie, Computer Age Statistical Inference: Algorithms, Evidence, and Data Science (Cambridge Univ. Press, 2016).

  • The Myths of Product Management | actual questions and Pass4sure dumps

    ♬ Listen to this record or Read it

    There absorb been a bunch of articles lately from designers on product management in the Silicon Valley. It’s making me slightly crazy, so I’m going to write a short and slovenly essay from my perspective. I’ve been a designer, a design manager, a startup CEO, a product manager and a GM who managed multidisciplanary teams. I’ve got some insights.

    Caveats! I absorb lived in Palo Alto/San Francisco for over 20 years, and worked at ample companies (Yahoo back in the day, Linkedin, Zynga, and more) with really ample PMs. So my view is skewed by both region and luck.

    #1 Product Management Is a New Thing in Tech.

    People, I got into the interwebs in 1995, and software already had PMs. Web design was every bit of shiny and new and half the companies had PMs, half had producers, and many had Project Managers. But by the time they were partying relish 1999, everyone around here had Product Managers.

    #2 Product Managers Don’t Know What They Do

    No, YOU don’t know what they do. They know what they do, they Do everything.

    I used to subsist a restaurant manager. I hired, I fired, I greeted customers, and made sure they were happy, I did the books, and worked with the chef to pick the special, wrote it up on the board outside, and bought ads in the local paper. And when the prep cook didn’t near in, I chopped vegetables and frequently my fingers. Oh, and the when the dishwasher didn’t near in… you find the picture. That is what a product manager does.

    They absorb their core job: keeping product/market fit, minding and growing metrics, and coordinating teams to that end. But the ample ones, the ones I got to labor shoulder to shoulder with, Do whatever it takes to maintain the product hardy and strong. If that means designing an interface change in PPT because the designer left at 5pm and the engineer needs something to labor with, he will. If that means running to costco for beer for launch night, she does it. If that means setting up Google ads because marketing doesn’t absorb time for his product, he will. If it means learning SQL… well, you find the picture.

    #3 Product Management is pretty much relish UX Design.

    If only! Wow, the job would subsist so much easier if that was every bit of there was.

    Designers find every bit of snotty when no one knows the unlikeness between interaction design and information architecture. But what Do you know about PMs?

    People talk about product managers relish they are monolithic, but there are three flavors: engineering, industry analyst and UX.

    Engineering flavored PMs are often ex-engineers, are considerable for working with engineers in hard problems relish search & recommendations systems.

    Business analyst flavored PMs are the optimizers. They are masters of AB testing, SEO and growth hacking.

    UX Flavored PMs are considerable at product/market fit. They focus on user functionality & experience, and are ample at onboarding, aid & oversight msgs.

    In the Silicon Valley, you’ll often hear them referred to as “Product People.” It’s frequently said in a tone of admiration. Product People really find their market and the humans in it, and dependence about making the privilege product for them that thrives and survives. They are the unique folks who can combine industry and user needs into successful products.

    Product People fight with design the most often because they are siblings. They dependence about the selfsame things. They’ll find into a huge controversy about where navigation goes, or the shape of a submit button.

    But they absorb different jobs with overlapping NOT identical interests. The Product Person is T-shaped, caring both about the user and the business, and often fights about that submit button because she worries about click-through. This is portion of a host of responsibilities she juggles, along with acquisition, retention, that upcoming software rearchitecture and the metrics review.

    The UX designer (sometimes called a Product Designer, or Interaction Designer) is a specialist, focusing on designing both interaction and UI. The designer is much deeper in the details of the design (as it should be) but can lose sight of the role the design plays in context of the larger business. He sometimes fights for the user to the detriment of the business’s health (as it never should be.) Companies that can’t linger in industry don’t provide anyone any value. If you’ve ever had to disclose a customer you are shutting down their favorite product, you’d feel how hard that is.

    Business analyst PMs are often considered loathsome or tedious by designers, and engineering ones incomprehensible. Which is a tragedy, because algorithms could expend some more user-centeredness, and qual and quant are relish peanut butter and jelly.

    Even though PMs absorb different skills and specialties, they rarely recall on specialty titles. Unlike interaction designers or visual designers, a PM doesn’t absorb the extravagance of not doing the portion of the job they don’t understand. If you are a Product Person and the time comes to Do your KPIs, you suck it up.

    #4 Product Managers Don’t dependence About Process (or savor Agile/Lean/Waterfall)

    I’ve heard a lot of folks hunt information from where product management conferences are. There are a pair recent ones, but historically product managers are much more interested in their market space than a process. This means they attend conferences on search or local or wearables. Most find their process from their engineers and their designers, and are willing to conform to what keeps their team blissful and working.

    Lean is changing that to a degree, but in my smack it’s the service disciplines obsessed with process, and the PMs are willing to Do whatever works.

    #5 Product Manager is CEO of the Product.

    I’m actually OK with this one. Not because the job of CEO and PM is the same, but because no matter what it is or who made a mistake, you, the PM, are responsible. relish a CEO. Your subsidy goes away when Google launches a competitor, your job disappears if you read the market wrong or your engineers estimated poorly. No matter who makes the mistake, it’s your responsibility to fix it.

    Unlike the CEO, the PM don’t absorb firing power. So while they’ll absorb responsibility for making sure the product is successful, they are working with engineers and designers who report to someone else. They absorb to expend persuasion and influence to shape the direction of the work. Those are ample skills to learn if you want to grow into CEO one day and not subsist a micromanager. Sadly, some PMs expend the only power they Do have, over final product decisions, to try to find some control over their future.

    Good PM’s lead teams, faulty PM’s prescribe product choices.

    However, since the PM does not design nor code the product, the faulty ones often find themselves made mostly extraneous by the team they so desperately need. And since that team is likely missing faultfinding data and market understanding (different than user understanding), the product fails.

    Good ones set vision and goals, inspire, champion and coordinate, and measure metrics to learn and refine the product. Sometimes it still fails. It’s still your fault.


    I recall back in 2002 when I worked at Yahoo managing a gigantic team of designers, and one interaction designer just hated the PM she worked with. She didn’t find why this PM was always coming over, asking her to create changes, wondering why things were late (and they were. late, that is.) She just wanted to subsist left lonesome to design.

    Then they rearranged seats, and designers were embedded in their product teams. They had a one on one, and she said, “God, I feel so sorry for that PM. Everything is her fault. People yell at her every bit of day.” And she decided she’d try to create that PM’s life easier, really listen to the PM’s needs rather than disclose her what she should do. Oh, and try to deliver on time.

    I’ve never forgotten that, even when I was the one everyone was yelling at, held answerable for numbers I couldn’t always control because of market forces. I realized that whenever there was conflict, there was probably a lack of understanding. And understanding leads to empathy.

    Designer, absorb some empathy. Do some user research. recall your PM to lunch. hunt information from them what his dreams are, hunt information from how she is compensated. hunt information from what his biggest challenges are. hunt information from her what the best designer she ever worked with was like. Maybe you’ll find out she has a hard job, and you are portion of the intuition why. Maybe you’ll find a pass to subsist successful together.

    Go give your PM a hug.

    — ❤ —


    You might want to read this article next:

    I absorb a new reserve out on goal setting and execution:

    Marty Cagan has a archaic reserve out on Product Management that is my favorite:

    Follow me on Twitter to find new articles and updates.

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    Citrix [48 Certification Exam(s) ]
    CIW [18 Certification Exam(s) ]
    Cloudera [10 Certification Exam(s) ]
    Cognos [19 Certification Exam(s) ]
    College-Board [2 Certification Exam(s) ]
    CompTIA [76 Certification Exam(s) ]
    ComputerAssociates [6 Certification Exam(s) ]
    Consultant [2 Certification Exam(s) ]
    Counselor [4 Certification Exam(s) ]
    CPP-Institue [2 Certification Exam(s) ]
    CPP-Institute [2 Certification Exam(s) ]
    CSP [1 Certification Exam(s) ]
    CWNA [1 Certification Exam(s) ]
    CWNP [13 Certification Exam(s) ]
    CyberArk [1 Certification Exam(s) ]
    Dassault [2 Certification Exam(s) ]
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    ECDL [1 Certification Exam(s) ]
    EMC [129 Certification Exam(s) ]
    Enterasys [13 Certification Exam(s) ]
    Ericsson [5 Certification Exam(s) ]
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    Esri [2 Certification Exam(s) ]
    ExamExpress [15 Certification Exam(s) ]
    Exin [40 Certification Exam(s) ]
    ExtremeNetworks [3 Certification Exam(s) ]
    F5-Networks [20 Certification Exam(s) ]
    FCTC [2 Certification Exam(s) ]
    Filemaker [9 Certification Exam(s) ]
    Financial [36 Certification Exam(s) ]
    Food [4 Certification Exam(s) ]
    Fortinet [13 Certification Exam(s) ]
    Foundry [6 Certification Exam(s) ]
    FSMTB [1 Certification Exam(s) ]
    Fujitsu [2 Certification Exam(s) ]
    GAQM [9 Certification Exam(s) ]
    Genesys [4 Certification Exam(s) ]
    GIAC [15 Certification Exam(s) ]
    Google [4 Certification Exam(s) ]
    GuidanceSoftware [2 Certification Exam(s) ]
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    HDI [9 Certification Exam(s) ]
    Healthcare [3 Certification Exam(s) ]
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    Hitachi [30 Certification Exam(s) ]
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    Hospitality [2 Certification Exam(s) ]
    HP [752 Certification Exam(s) ]
    HR [4 Certification Exam(s) ]
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    Huawei [21 Certification Exam(s) ]
    Hyperion [10 Certification Exam(s) ]
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    IBM [1533 Certification Exam(s) ]
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    Intel [2 Certification Exam(s) ]
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    Lotus [66 Certification Exam(s) ]
    LPI [24 Certification Exam(s) ]
    LSI [3 Certification Exam(s) ]
    Magento [3 Certification Exam(s) ]
    Maintenance [2 Certification Exam(s) ]
    McAfee [8 Certification Exam(s) ]
    McData [3 Certification Exam(s) ]
    Medical [69 Certification Exam(s) ]
    Microsoft [375 Certification Exam(s) ]
    Mile2 [3 Certification Exam(s) ]
    Military [1 Certification Exam(s) ]
    Misc [1 Certification Exam(s) ]
    Motorola [7 Certification Exam(s) ]
    mySQL [4 Certification Exam(s) ]
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    NCEES [2 Certification Exam(s) ]
    NCIDQ [1 Certification Exam(s) ]
    NCLEX [2 Certification Exam(s) ]
    Network-General [12 Certification Exam(s) ]
    NetworkAppliance [39 Certification Exam(s) ]
    NI [1 Certification Exam(s) ]
    NIELIT [1 Certification Exam(s) ]
    Nokia [6 Certification Exam(s) ]
    Nortel [130 Certification Exam(s) ]
    Novell [37 Certification Exam(s) ]
    OMG [10 Certification Exam(s) ]
    Oracle [282 Certification Exam(s) ]
    P&C [2 Certification Exam(s) ]
    Palo-Alto [4 Certification Exam(s) ]
    PARCC [1 Certification Exam(s) ]
    PayPal [1 Certification Exam(s) ]
    Pegasystems [12 Certification Exam(s) ]
    PEOPLECERT [4 Certification Exam(s) ]
    PMI [15 Certification Exam(s) ]
    Polycom [2 Certification Exam(s) ]
    PostgreSQL-CE [1 Certification Exam(s) ]
    Prince2 [6 Certification Exam(s) ]
    PRMIA [1 Certification Exam(s) ]
    PsychCorp [1 Certification Exam(s) ]
    PTCB [2 Certification Exam(s) ]
    QAI [1 Certification Exam(s) ]
    QlikView [1 Certification Exam(s) ]
    Quality-Assurance [7 Certification Exam(s) ]
    RACC [1 Certification Exam(s) ]
    Real-Estate [1 Certification Exam(s) ]
    RedHat [8 Certification Exam(s) ]
    RES [5 Certification Exam(s) ]
    Riverbed [8 Certification Exam(s) ]
    RSA [15 Certification Exam(s) ]
    Sair [8 Certification Exam(s) ]
    Salesforce [5 Certification Exam(s) ]
    SANS [1 Certification Exam(s) ]
    SAP [98 Certification Exam(s) ]
    SASInstitute [15 Certification Exam(s) ]
    SAT [1 Certification Exam(s) ]
    SCO [10 Certification Exam(s) ]
    SCP [6 Certification Exam(s) ]
    SDI [3 Certification Exam(s) ]
    See-Beyond [1 Certification Exam(s) ]
    Siemens [1 Certification Exam(s) ]
    Snia [7 Certification Exam(s) ]
    SOA [15 Certification Exam(s) ]
    Social-Work-Board [4 Certification Exam(s) ]
    SpringSource [1 Certification Exam(s) ]
    SUN [63 Certification Exam(s) ]
    SUSE [1 Certification Exam(s) ]
    Sybase [17 Certification Exam(s) ]
    Symantec [135 Certification Exam(s) ]
    Teacher-Certification [4 Certification Exam(s) ]
    The-Open-Group [8 Certification Exam(s) ]
    TIA [3 Certification Exam(s) ]
    Tibco [18 Certification Exam(s) ]
    Trainers [3 Certification Exam(s) ]
    Trend [1 Certification Exam(s) ]
    TruSecure [1 Certification Exam(s) ]
    USMLE [1 Certification Exam(s) ]
    VCE [6 Certification Exam(s) ]
    Veeam [2 Certification Exam(s) ]
    Veritas [33 Certification Exam(s) ]
    Vmware [58 Certification Exam(s) ]
    Wonderlic [2 Certification Exam(s) ]
    Worldatwork [2 Certification Exam(s) ]
    XML-Master [3 Certification Exam(s) ]
    Zend [6 Certification Exam(s) ]

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