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楼主:hxsh2000

[学习培训] 系统的学习Data & Analytics [复制链接]

发表于 2021-8-28 10:54 来自手机 |显示全部楼层
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楼主厉害
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发表于 2021-8-31 23:05 |显示全部楼层
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对于有AWS Data & Analytics经验的,打算了解Microsoft Azure Data & Analytics平台,Udemy 《
DP-203: Data Engineering on Microsoft Azure》这么课非常有用。

其中的第六十八节《Traditional vs Modern Warehouse architecture》和六十九节《What is Synapse Analytics Service》的介绍,包括了Azure Data Factory (including Data Flow),Azure Data Lake Store Gen2,Azure Databricks,Azure SQL Data Warehouse (Dedicated SQL Pool),Visualisation (Power BI),并且简略的讲解了主要的作用。Synapse的介绍后,和自己之前理解的和AWS Redshift是近似的,有很大的区别,实际上Synapse是当前以上工具的总称。这样子就很容易把原本AWS平台上的知道的各个不同用途的工具,做出相应的方便的理解了。

发表于 2021-9-2 21:34 |显示全部楼层
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SAP S/4HANA实施后,CDS View & Custom CDS View非常的受欢迎,和Fiori,SAC配合的很好,成为Operational / Transnational Performance Reporting的一个数据来源。

《SAP - ABAP CDS Development User Guide》:https://help.sap.com/doc/6bbeffd ... v_user_guide_EN.pdf

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发表于 2021-9-2 23:38 |显示全部楼层
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hxsh2000 发表于 2021-8-21 21:09
突然就这样达到了目标,行业公司和职位都是之前非常想要的,也挤进了200K+的阶段了。

却和九年前的那个七 ...

恭喜楼主啊,真是替楼主开心,以后也要像楼主多学习讨教

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发表于 2021-9-3 00:37 |显示全部楼层
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mendietaczfls 发表于 2021-9-2 22:38
恭喜楼主啊,真是替楼主开心,以后也要像楼主多学习讨教

谢谢哈,你做的数据工程非常的热门的 一起努力

发表于 2021-9-3 00:43 |显示全部楼层
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这个市场已经疯了吗?收到了一个中介的邮件,说有个数据经理的职位,一年合同,居然Daily Rate可以给到$1,500每天。感觉是不是有点跟不上形势了,即使我之前找的也是vendor $1,400, contractor $950左右来做急需要的项目而已啊。

大家如果有好机会,最近这阶段时间可以好好的议议价哈!祝大家找到好的机会和拿到好的收入,好运好运
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发表于 2021-9-3 18:32 |显示全部楼层
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说说管理的话题吧,这些只是我自己的理解和从自己的亲身经历/看到的总结和体会出来的而已,并不一定是真理。

西方社会在罗马帝国甚至更早之前,选执政官的制度就是通过元老会选举外加在人民面前演讲取得的支持。所以:说并且得到幕后权力的支持,是上位的非常重要的条件。

翻译成现代语言,说就是要能够提供非常好的远景,要能够一边描绘出你想做的或者正在做的事情的美好的外加,外加你以前所作的成就,来吸引大家得到有效的支持。做出成绩是一部分,更重要的是说,让大家相信你做的和所描绘的。另一方面,是得到有权有影响力的人的支持,并且通过说或者沟通,让这些人觉得你是能够帮他们完成想做的事情,或者处于同一阵线,亦或者能够代表他们的利益。这个意思就是要紧跟着现有在公司里有权力和影响力的各位上级,有效的理解他们的理念和想做的东西,成为一定的代理人和可以发声的渠道,在同一阵线上互相支持做出成绩。所以在公司里,那些很能说,并且很能在现有管理层前展现能力的,得到更多的机会,升迁也更快

通向管理的另一条道路,是通过扎实的积累并且踏实的做出成绩和业绩,并且展现足够强的业务能力,来达到成为技术管理者。

发表于 2021-9-3 18:43 |显示全部楼层
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权力有个边界,每个地方都有权力的核心圈子以及圈子内极少的核心人员。在这个小圈子里,参与者能够代表着自己的利益,大家讨论并共同做出大部分的重大决定。要进入这个核心圈子,得有人愿意举荐,得在进入前通过很多考验,并且取得大家的信任和认可,最终才会成为其中的一部分。

进入后,将不再仅仅只是执行和做着给与的任务或者项目,而是能够参与影响和制定策略和目标,并且朝着对自己或者所领导的团队有益的方向引导。积累人脉,积累团队,积累经验。

发表于 2021-9-3 21:44 |显示全部楼层
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以前在大公司的时候,在Division/Business Unit Level,虽然是Lead职位,然而并没有意识或者机会接触到战略甚至任何接触到权力的核心的。一直到了17年以后,开始有了很多机会接触到本地的,亚太的甚至全球的Board Members和管理层,也到了时间/有了意识开始关心和研究起这些人,还是有不少有趣的发现和心得的:

很多的时候,我们会看到很多的管理层,在一个公司把事情没有做的那么成功以后,总能够在其他的公司甚至得到更好的机会,继续领导着公司或者项目,实施着她们的战略和施行原本的措施,并且在几年后继续循环着。其实仔细想想,这些人还是有非常大的优势的:

1. 不同的公司,在不同的时期,针对不同的战略,总是需要不同的领导者。有的领导者,是非常好的开拓者,适合制定战略并很好的执行;有的领导者,是非常好的守成者,能够带领队伍维持公司的优势并且比较稳定;而有的领导者,是带领着公司改变,打破旧有的一套体系......很多时候,对于比较保守的大公司,特别是遇到不好的状况而竞争力下降的过程中,内部抵制改变的力量还是非常的强大的。那么这个时候,新的领导者首先考虑的是带来改变(大家也还记得奥巴马当时的口号“Change“吧)打破原本固守的公司文化和做事风格,那么就不得不找到引领变化的领导者来进行这一切。然而带来变化并成功的建立起一切,特别在环境不好而导致的资源不足的时期,比较有经验的领导者特别是领域内的专家往往不愿意接这些职位,因为越懂的话有时候越不容易接受大变动,因为知道成功率在资源不足时并不高。因为这个时候的主要目标是Change,那么找到的人也必定是实施Change并且能够展示改变决心的领导者。而很多时候接这类活儿的领导者,在打破现有的(Change)以后能不能建立起一套行之有效的,是尽人事听天命的,因为有经验的,已经经历了很多,懂得要成功,需要天时地利人和才能成事;而经验不足的,更多的会很努力的去做,并且得到经验。做成了就是下一代的领导者,做不成了有了更多的经历,继续带领着下一个需要改变的公司

2. 即使有了不那么成功的经历,也能从中学到很多,并且得到很多心得体会,那么这些经历总能够让新的公司避免踩到那么多坑,也能够提高一些成功的机会

3. 再次在每个过程中,在和不同的其他的领导者和下属的合作和相处过程中,慢慢的磨合和选择志同道合,共同目标和很好配合的人员,也可以在这个过程中筛选和定位好各种人员的位置。那么这样子的团队也会在今后的互相协作和资源共享占有更多的优势。也就是说,有经验会比没有经验的,好得多的多。

发表于 2021-9-4 12:45 |显示全部楼层
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向各位数据分析行业里的朋友请教一下,请问在这个行业中,如何找到那种数据分析或者数据科学前沿的交流平台和论坛。特别是类似于Chief Data Officers等和数据咨询公司高层们,相互交流的邀请会或者线上线下业务交流会。

发表于 2021-9-4 17:54 |显示全部楼层
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Pippa 发表于 2021-1-29 22:05
好奇,如果没有足够的行业知识,如何做数据分析呢?建图表啊这些只是个外壳,灵魂还是对数据的理解啊。 ...

很有道理
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发表于 2021-9-4 18:04 |显示全部楼层
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mendietaczfls 发表于 2021-6-29 17:47
上周公司各种行政琐事,耽误了回答问题,今天补上

现在市面上对DE的最普遍要求就是会写Python,而P ...

"说了这么多的工具,那搭建一个公司需要的数据栈,用哪些产品比较合适,收费的还是open source,如果使用收费产品,如何justify费用,而且我还没提到Data Discovery, Monitoring, Data Governance, Data lineage, Data quality,log management等等。用怎样的基本构架和框架去设计数据栈,This is when the experience kicks in. 甚至如果公司需要你去管理你team的科技栈的buget,为了省budget,有的时候不得不忍痛割爱。"

可以讲讲“Data Discovery, Monitoring, Data Governance, Data lineage, Data quality,log management,用怎样的基本构架和框架去设计数据栈”这一块吗?尤其是这些如何在技术上如何来看待和实施,有什么比较热门的工具?

我感觉是,你做的不止Data Engineering这块,以上都涉及到不少相关的Data Platform领域了

发表于 2021-9-4 19:03 |显示全部楼层
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在数据分析领域,Centralised & Standardisation & Governance还是Data & Analytics & Visualisation领域的主趋势。从原本的Operating Model:IT技术部门单单的提供平台和管理数据库(e,g, Windows Server + Microsoft SQL Database Server),业务部门根据自己的需要,负责建立和维护Data & Insights团队做各个部门所需的数据分析;渐渐的转变为IT负责Data Platform,管理数据平台和数据安全,数据部门独立成为一个和IT平级的战略部门,管理数据分析的开发,维护,Governance and Compliance,业务部门掌握着数据的需求和数据拥有者。

在当前趋势下,这么做的好处是,除了以前一直提到的:通过集中化数据开发和维护,提高开发和维护的效率,减少同时维护多个数据平台的难度,并且避免各个部门在这块领域的重复投入和资源浪费。实际上就是一直以来IT在其他领域走过来的development & support centralisation & standardisation --> outsource;其次是整个公司的数据统一性和同一性所带来的管理决策优化。这块的好处是比较能量化的,主要还是提高效率和专业化所带来的效益,能够做出足够吸引管理层注意的business case。

另一个好处,或者说很多公司在做business case的时候,除了效率和效益外,经常会提到的重点,就是数据科学和机器学习所带来的potential benefits。各个行业,无论是垄断的,半垄断的还是充分竞争的,都会被放在每个领域里,被相互的比较着。甚至垄断的政府部门,那么就是不同政府部门,或者不同国家和地域相似职能的政府部门之间。而在技术或者数据方面的当前趋势下,如果一个公司不进入大数据,数据科学做Predictive Analytics来提升公司的竞争性,那么很容易在公司竞争层面上,被benchmark down,所以很多公司的管理层,也或主动或被动的,进入到这一块。而这块的business case也很好的给出来。领先的公司在整个行业里宣传着从中得到多大的益处,提升行业影响力和声望;稍微落后的公司加大投入描绘着美好的前景并且承诺快速的赶上。而这一块的战略,是需要通过data & analytics centralisation来实施的。

所以从公司和管理层的战略和管理上,这一块是大势所趋。这个趋势会使得业务部门在数据分析领域,被动的接受很多的governance & compliance,不再那么随时的/快速的从事数据开发以此满足需求,甚至原本在业务部门中从事这块业务的data & insights的人员,从长远来讲,传统的数据库和Excel Modelling的开发技能,不得不面临着技术的升级,职位也可能受到影响。

这个趋势,就如曾经的IT Development & Support,Finance Centralisation and Transformation,Shared Service Outsource所经历的过程类似,也会慢慢的经历这个过程的。一如曾经在这些方面,大家也都觉得很难甚至不可能一样,在不停的被质疑过程中,终将会被慢慢的实现。因为技术的日新月异,因为新管理理念的推出,因为管理层和资本的有效推动......

发表于 2021-9-5 23:59 |显示全部楼层
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《How to Become a Scientist of Your Own Emotions》-- A Q&A with researcher Marc Brackett about how to cultivate emotional intelligence in ourselves and our kids. BY JILL SUTTIE | SEPTEMBER 16, 2019:
https://greatergood.berkeley.edu ... f_your_own_emotions


Many of us get the message that our emotions are not OK. If we are angry, we are told to calm down; if we are sad, we are told to get over it. So, we end up repressing our emotions or pushing them away, making us feel inauthentic, unmotivated, depressed, or worse.

According to Marc Brackett, founder of Yale University’s Center for Emotional Intelligence and author of the new book Permission to Feel, this is a terrible mistake. Our emotions are important clues to how we are experiencing the world, helping us make decisions, build good relationships, fulfill our dreams, and cultivate well-being.

......

发表于 2021-9-6 00:40 |显示全部楼层
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Learn and Practice by Doing:

"
Gaining Perspective at Work: The Why and the How

TIME REQUIRED
5 minutes. You can repeat this exercise each time you find yourself ruminating on a negative experience from work.

HOW TO DO IT
Take a few moments to bring to mind a difficult experience you are dealing with: negative feedback from your boss, for example, or anxiety you have about meeting an approaching deadline.

Try to understand your feelings using “you,” “he/she,” and “[your own name]” as much as possible. If your name is Jane, for example, you would ask yourself, “Why does Jane feel this way? What are the underlying causes and reasons for her feelings?” If you begin to see the event in your mind, try to watch through the eyes of a distanced, third-party observer, rather than through your own eyes.

The goal here is not to avoid or separate from your feelings, but to analyze them from a clearer and more helpful vantage point. Spend three minutes reflecting in this way, writing down your thoughts if you feel so inclined.

Although it may feel unnatural to talk to yourself in the third person, research suggests that it can help you confront difficult feelings without becoming overwhelmed by them. Eventually, you might be able to use this kind of self-talk during difficult events as they’re unfolding, such as a stressful task at work.

WHY YOU SHOULD TRY IT
Research suggests that it can be beneficial to process and reflect on our negative feelings. But when we try to do so, it’s easy to start ruminating—to get caught in the loop of repetitive, detrimental thoughts.

Gaining perspective on negative events, or “self-distancing,” is a practice that allows us to view our feelings and experiences from an outsider’s perspective. Sometimes this is accomplished with language—saying “you” or “she” rather than “I”—and other times it’s accomplished by imagining an experience from a distance rather than through our own eyes.

Studies have shown that taking this more distanced perspective can help reduce anger, sadness, and other negative emotions around a distressing event, as well as minimize recurring thoughts.
"

发表于 2021-9-7 00:42 来自手机 |显示全部楼层
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hxsh2000 发表于 2021-9-4 18:04
"说了这么多的工具,那搭建一个公司需要的数据栈,用哪些产品比较合适,收费的还是open source,如果使用 ...

可以啊,今天有点晚了。我改天回复:)

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hxsh2000 + 6 你太有才了

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发表于 2021-9-7 22:11 |显示全部楼层
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mendietaczfls 发表于 2021-9-6 23:42
可以啊,今天有点晚了。我改天回复:)

好的,慢慢酝酿,不着急

发表于 2021-9-7 22:16 |显示全部楼层
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hxsh2000 发表于 2021-1-30 11:34
数据分析思维是啥意思?技术的,业务的?

比如今天国内康熙诺疫苗说在两针灭活后打它可以提高中和抗体78倍,然后你看一下打完它大概190多,然后你会习惯的除以78然后惊到。这就是数据分析思维

发表于 2021-9-7 22:22 |显示全部楼层
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开始熟悉Azure数据分析的整个构架和标准流程,还有了解Azure数据平台的Data Governance and Master Data Management的工具Purview, Profisee。

Azure Purview: https://azure.microsoft.com/en-us/services/purview/#overview


Azure Purview with Profisee: https://docs.microsoft.com/en-us ... -management-purview

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发表于 2021-9-7 22:45 |显示全部楼层
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根据实际情况,评估和分析需要的职位和所需的技能,如何才能在预算内,更好的涵盖更多的技能。取舍是非常重要的。

设计职位的时候,多个职位之间需要有:Diversity的多样性,soft skills的互补性,technical skills & business skills的涵盖性等。更重要的是,在现在这个买方市场中,不容易啊!

发表于 2021-9-9 23:22 |显示全部楼层
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How to Deal With Unpleasant Emotions at Work BY TCHIKI DAVIS (This essay originally appeared on Greater Good Magazine Opens in new window, the online magazine of the Greater Good Science Center at UC Berkeley.)
-- Are you feeling anxious, angry, or just plain overwhelmed at work? Here are some tips for how to manage these emotions and enjoy your workday more.

"We seem to really get a kick out of complaining about work. We hover around the water cooler, confide in our friends, and even share our workplace horror stories with our spouses.

But recounting all the things that made us miserable one day doesn’t help us enjoy our workday more tomorrow. A better strategy is to actually address the negative feelings we have.

When annoyance, self-doubt, or the blues surface at work, we can learn to work through these feelings. Here are three emotion regulation strategies you can use—and how to put them into practice for a happier work life.

Mindful acceptance: Let be the things you cannot change ......
Self-distancing: Observe your situation like a “fly on the wall” ......
Reappraisal: Find the positives in negative situations ......
Practice makes perfect ......
"
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发表于 2021-9-9 23:46 |显示全部楼层
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情绪调节:如何在不抑制情绪的情况下调节情绪
-- BY MARGARET CULLEN (This essay originally appeared on Greater Good Magazine Opens in new window, the online magazine of the Greater Good Science Center at UC Berkeley.)


How to regulate, not suppress, your emotions
When it comes to regulating difficult emotions, there are two ways most people respond: They act out or they suppress. If you act out with a strong emotion like anger, you will most likely create undesirable consequences in your relationships, your work, and even your play. The ripple effects of acting out usually provoke more anger around you, which leads to more difficulty. The consequences of suppressing those big emotions can be even more dangerous.

What many people aren’t aware of is that there’s another way to regulate our emotions: Feel the feeling in real time.

On one level, emotions are like energy waves, varying in shape and intensity, just like ocean waves. Their nature is to arise and pass away pretty quickly, like all natural phenomena. If you attempt to interrupt this process, through acting out or suppressing, several things can happen.

Tragically (and ironically), efforts to “talk yourself out of your emotions” often result in “increased rumination and perseveration.” In other words, you will keep thinking about and holding onto those emotions you’re trying to avoid. Anyone who’s had a deep-tissue massage has empirical evidence for how the body holds suppressed feelings. Suppression gets held in the body and creates a host of downstream effects, including anxiety, depression, stress-related illness, all the way to substance abuse and suicide.

How mindfulness helps you feel your emotions in real time
Research into emotional regulation suggests that mindfulness-based interventions (MBIs) can be helpful. I have had the privilege of teaching adaptations of a program called Mindfulness-Based Emotional Balance (MBEB) to physicians, police officers and elite military (Joint Special Operations Command). In each setting, these highly trained professionals are explicitly instructed to either suppress, deny, or compartmentalize their challenging emotions in order to function effectively in high-stress jobs—jobs that involve significant exposure to the kinds of suffering likely to trigger strong emotions. In fact, participants often reported with pride their ability to completely “turn off” their feelings either at work or at home.

At the same time, these professions report some of the highest incidences of both suicide and substance abuse. Although correlation doesn’t imply causation, it is interesting to note that these specific populations, whose jobs involve acute exposure to difficult emotions, and who have been generally taught to deal with emotions by suppressing them, demonstrate such high degrees of clinical distress.

We encountered boatloads of skepticism and resistance when we suggested to these highly trained, high-stress professionals that they “just feel their emotions in real time.” There was no way to convince them, other than to invite them to test it out in the “laboratory” of their own lives. Anecdotally, reports from Green Berets, veteran police detectives, and neurosurgeons included better sleep, increased job satisfaction, closer connections to colleagues, reduced headaches, and, most surprisingly to them, improved job performance.

MBEB combines the tried-and-true methods for training in mindfulness from the Mindfulness-Based Stress Reduction (MBSR) program with a particular focus on emotions, bringing in the latest emotion theory as well as heart practices that aren’t typically a part of MBSR (forgiveness, compassion, kindness). Challenging emotions like anger and fear are explored both cognitively and viscerally, creating increased tolerance for—and reduced interference with—the normal flow of these constantly changing phenomena.

This article was originally published on Mindful.org, a nonprofit dedicated to inspiring, guiding, and connecting anyone who wants to explore mindfulness. View the original article.
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发表于 2021-9-10 23:22 |显示全部楼层
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需要了解一下Azure Devops,并且建立起一套可行的data and reporting development and deployment流程。流程上来说有一定的概念,不熟悉Azure Devlops上需要哪些个工具和如何使用。看起来gut feel是多了解Azure Pipelines & Azure Artifacts

https://azure.microsoft.com/en-us/services/devops/#overview

Use all the DevOps services or choose just what you need to complement your existing workflows:

*** Azure Boards--Agile planning tools: Track work with configurable Kanban boards, interactive backlogs, and powerful planning tools. Unparalleled traceability and reporting make Boards the perfect home for all your ideas—big and small.

*** Azure Pipelines--CI/CD for any platform: Build, test, and deploy in any language, to any cloud—or on-premises. Run in parallel on Linux, macOS, and Windows, and deploy containers to individual hosts or Kubernetes.

*** Azure Repos--Unlimited free private repos: Get flexible, powerful Git hosting with effective code reviews and unlimited free repositories for all your ideas—from a one-person project to the world’s largest repository.

*** Azure Test Plans--Manual and exploratory testing: Test often and release with confidence. Improve your overall code quality with manual and exploratory testing tools for your apps.

*** Azure Artifacts--Universal package repository: Share Maven, npm, NuGet, and Python packages from public and private sources with your entire team. Integrate package sharing into your CI/CD pipelines in a way that’s simple and scalable.

发表于 2021-9-10 23:36 |显示全部楼层
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还是比较喜欢多了解一些successful story,看看有没有好的best practice和可以借鉴的地方 ---- 雪佛龙应用Azure DevOps的故事。

澳洲这个地方,技术性的,好就好在大家都比较的开放,愿意分享。记得好多年前,有个矿业公司通过第三方实施的顾问公司,过来联系并且询问一个财务子系统的使用状况,并且如何维护和需要注意些什么,甚至需要哪些技能要求。当时也很好的分享了的。Azure DevOps这块,应该可以通过微软或者顾问公司,联系到一些已经应用的不错的公司来分享经验的。或者Linked In上面也再找找

“Chevron accelerates its move to the cloud, sharpens competitive edge with SAFe® built on Azure DevOps” --
https://customers.microsoft.com/ ... ining-oil-gas-azure

“With 40 scrum teams moving applications to the cloud at high speed, global energy provider Chevron needed a way to integrate its multifaceted and cross-functional efforts. The Scaled Agile Framework (SAFe®) methodology held the key to Chevron’s success, but only after switching to Microsoft Azure Boards could the company effectively use SAFe to build the scalable development framework it required. With Azure Boards, Chevron development teams now quickly deliver new business capabilities, keeping the company at the forefront of a fast-changing and increasingly demanding market."

发表于 2021-9-11 00:17 |显示全部楼层
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当年为了一个CA,在财务部门混了八年。现在做的,暂时已经完全脱离了财务了。

有时候想想,以前一些经历还是很有趣的。当年有一段是借调到一个一百多家的连锁零售公司的总部。当时毛头小子一个做SAP Business Analyst,和项目经理混的非常的好,有时候还和他去俱乐部打桥牌和玩lawn bowl,拿着公司的AFL Corporate Tickets去看球。结果他在去休假一个月的时候,推荐让我代替他做项目经理。而项目也非常的有意思,负责开一家的非连锁corporate store。还记得那段时间,天天的扒拉着那些资深经理更进和协调进度。找市场部经理做该店的市场推广和广告,外加开店当日的促销;找工程经理确定店面的装修进度,外加协调IT经理适时的布置网络和安装POS机器;找Catalogue经理跟进店面的陈设,柜台设计和摆设;找Inventory and Warehouse的两个经理协调到货日期和送货;找店面经理确定招聘和安排员工。还有要注意和解决各种各样在这个过程中的突发事件等。每天忙来忙去的协调,顶着个项目经理的头衔,做着跑腿的工作,跟进开店需要的那一百多个Tasks。那个时候的经理们,现在也大多要么自己出来创业开公司,不少也在大公司做Director了。

现在回忆回忆,很有意思的。年轻时啥都可以做,啥都觉得有趣,多么的热情哈。

发表于 2021-9-11 10:50 |显示全部楼层
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hxsh2000 发表于 2021-9-10 22:36
还是比较喜欢多了解一些successful story,看看有没有好的best practice和可以借鉴的地方 ---- 雪佛龙应用A ...

DA很大一部分是靠故事驱动, 而不是数据驱动。
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发表于 2021-9-11 13:24 来自手机 |显示全部楼层
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学习了

发表于 2021-9-11 20:49 |显示全部楼层
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在一个大公司要制定大的数据分析平台战略的时候,非常重要的一点是赶上好的时间点,适时的推出很强的business / use cases,能够打动管理层并把数据分析根植在整个公司的远景和未来的战略上。而后在制定切实可行的战略和实施的过程中,也需要根据公司规模和实际情况,推出切实可行的战略和实施步骤和目标。

这个时间点上,最有价值的人,其实就是那些做过相应的项目,和认识且有着比较稳定的合作很好的相关领域咨询顾问公司,并且可以给出确定的目标和咨询顾问公司一起制定战略和给出界限的。没有人可以知道并懂得一切,所以在这一点上,需要的是知道要什么,找什么人,需要什么背景经验和技能来帮助实现,并且给出框架并且协调让不同背景和各有优势的咨询公司一起协同完成。

这是一个漫长的过程,一般需要三到五年,才能搭建起一个比较稳定的适合整个公司的数据分析平台。整个过程需要每过一段时间进行审视评估并且在需要时做相应的调整。现在正在这个过程的开始,一步一个脚印的走着

发表于 2021-9-11 20:54 |显示全部楼层
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本帖最后由 hxsh2000 于 2021-9-11 19:56 编辑

之前买过HBR's 10 Must Reads Ultimate Boxed Set (14 Books),简略的看过 on Strategy 这本书。突然又想拿出来翻一翻了,对于现在的工作内容,应该非常的有帮助的。

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发表于 2021-9-11 22:20 |显示全部楼层
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这个对于想在工作中建立好关系的朋友,可以看看。卡耐基的书也说过,显示对对方和事情的兴趣,称赞对方是拉近距离的最有效的方式。很多时候,和同事的沟通仅限于“今天如何”,“很好啊”,就没有然后了。有时候多说说自己的事情也很好,对方也可以借此机会多了解了解你,也想找话题一起交流的。

"
Capitalizing on Positive Events at Work
When people tell us about positive things that happened to them, these moments have the potential to make us feel significantly closer to one another—depending on how we respond. This activity offers tips for responding in a way that has been shown to nurture positive feelings on both sides of the relationship and to increase feelings of closeness and relationship satisfaction.

When you meet, ask this colleague to tell you about a good thing that happened to them recently. It does not matter what type of event or how important it was, as long as it was a positive thing that happened to this person and that they feel comfortable discussing it.
............

As they share, listen and try to respond in an “active-constructive” manner, meaning that you:

Make good eye contact, showing that you are interested in and engaged in what they have to say.
Express positive emotion by smiling, or even cheering (if appropriate!).
Make enthusiastic comments—e.g., “That sounds great,” “You must be so excited,” or “Your hard work is definitely paying off.”
Ask constructive questions to find out more about the positive aspects of the event. For example, if the person tells you about their receiving recognition for a project they completed, you could ask for more details about the project, which aspects of the project they feel especially proud of, and how it felt to receive recognition for it.
Comment on the positive implications and potential benefits of the event. For example, you might comment, “I bet this means you have a better chance of getting a promotion this year.”
Many people, when they first hear about this exercise, worry that when they try to do it, their responses will sound phony or scripted. However, once they start, people report that it feels natural and easy to do.

One strategy is to pick a specific aspect of the event that resonates with you, and begin by commenting on that. You might say, “You seem really happy about what your boss said—tell me more,” or “It must have been satisfying to do so well on something you worked so hard for.”
"

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