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C2010-576 - Fundamantals of Applying IBM Tivilo Network & services Assurance - Dump Information

Vendor : IBM
Exam Code : C2010-576
Exam Name : Fundamantals of Applying IBM Tivilo Network & services Assurance
Questions and Answers : 64 Q & A
Updated On : November 12, 2018
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C2010-576 Questions and Answers

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C2010-576 Fundamantals of Applying IBM Tivilo Network & services Assurance

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C2010-576 exam Dumps Source : Fundamantals of Applying IBM Tivilo Network & services Assurance

Test Code : C2010-576
Test Name : Fundamantals of Applying IBM Tivilo Network & services Assurance
Vendor Name : IBM
Q&A : 64 Real Questions

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IBM Fundamantals of Applying IBM

How IBM and red Hat Will influence Your Cloud approach | killexams.com Real Questions and Pass4sure dumps

Barring a heavy-passed method to the contemporary acquisition, IBM and pink Hat can do some incredible issues in the market.

IBM is a long way from making physical machines. That a part of the enterprise went with Lenovo a couple of years in the past. So, what has been their focus ever considering the fact that? application and functions. And, amongst these software items and services has been the cloud.

except nowadays, you may have heard little about IBM’s cloud presence. besides the fact that children i will guarantee you it’s there, it turned into really struggling to compete with the likes of AWS, Azure, and even GCP. Now, with predictions like those from Gartner pointing out that by 2020, ninety% of groups will adopt hybrid infrastructure administration capabilities and that the market in regularly occurring may be worth $240 billion or more – this become nearly as good a time as any to in fact take a dive into the cloud management and birth ecosystem.

Image: Shutterstock

graphic: Shutterstock

And IBM in fact took the plunge. basically, this turned into the greatest acquisition or deal that IBM has ever gambled on throughout its 107-yr existence. In understanding the know-how they just took under their massive Blue wings, it may really pay off.

What this capability for IBM, red Hat, and your cloud

Let’s birth with IBM. It’s been a difficult ride for this firm. as soon as frequent for steady boom and innovation, IBM has been struggling when it comes to maintaining with important business avid gamers. This stagnation was new and basically uncomfortable for IBM’ers and enthusiasts alike. So, what to do? buy a powerful, multinational, open-source application enterprise that’s been developing some main solutions. This includes crimson Hat enterprise Linux, middleware solution JBoss, CloudForms, and the very powerful cloud and container management equipment – OpenShift.

For IBM, this means opening the aperture into a fast-paced and transforming into hybrid cloud market. Most of all, this capacity concentrated on commercial enterprise consumers and arming them with leading tools around cloud administration. basically, the use of one of the most trade’s ultimate container administration options (OpenShift) will give IBM shoppers the sorts of tools and capabilities to approach digital transformation efforts as well as complete technology modernization shifts.

The entire thought of "monolith to microservices" can be encompassed through this IBM+crimson Hat deal. know-how like OpenShift will supply IBM a number one Kubernetes administration platform able to delivering real-world cloud-native options. This isn’t just IBM paperware to any extent further, with purple Hat, the ammunition is fully there. combine this with an even bigger portfolio of middleware and robust cloud-in a position (and validated) developer tools and you've got a extremely amazing story for hybrid cloud deployment and administration.

“With IBM’s recent flow to containerize its middleware, these days’s landmark partnership between IBM and purple Hat provides customers with more alternative and flexibility. Our usual imaginative and prescient for hybrid cloud the usage of container architectures allows for hundreds of thousands of businesses – from banks, to airlines, to executive agencies - to entry main know-how from both groups with no need to make a choice from public and private cloud.”

- Arvind Krishna, Senior vp, IBM Hybrid Cloud

For IBM, crimson Hat (and OpenShift) is a right away gateway right into a developer neighborhood that’s literally designing the structure for business corporations and their hybrid cloud initiatives. Did IBM pay a top rate for pink Hat? You more advantageous consider it. became it worth it? Time will inform. Coming from in the back of is never easy, but here is a superb manner to put a faster engine on your cloud company.

For purple Hat, there are fairly big benefits, too. other than the large amounts of elements and scale capabilities, crimson Hat is entrenching itself even additional into an commercial enterprise market that’s primed and in a position for the cloud. Now, think about leveraging pink Hat equipment to have an impact on all of these surprising IBM customers which have been itching for an IBM-able hybrid cloud architecture.

“with the aid of extending our lengthy-standing collaboration with IBM, we’re bringing collectively two main enterprise application structures in pink Hat OpenShift Container Platform and IBM Cloud deepest and adding the energy of IBM’s software and cloud solutions.”

- Paul Cormier, President, items and applied sciences, purple Hat

in response to a fresh purple Hat observation, through the acquisition, IBM and purple Hat customers can now:

  • Maximize their existing know-how investments and movement them more effectively to the hybrid cloud with IBM Cloud inner most and pink Hat OpenShift serving because the ordinary groundwork;
  • construct and set up containerized applications on one single, integrated container platform IBM Cloud private offering a single view of all enterprise facts;
  • enable developers to design, modernize, and deploy new applications more at once whereas taking competencies of IBM’s cloud-based mostly capabilities corresponding to synthetic intelligence (AI), web of things (IoT) and blockchain with IBM Cloud private on red Hat OpenShift Container Platform.
  • “joining forces with IBM,” referred to red Hat CEO Jim Whitehurst, “will give us with a stronger degree of scale, materials and capabilities to speed up the affect of open supply as the foundation for digital transformation and produce crimson Hat to an excellent wider viewers, all while retaining our unique tradition and unwavering commitment to open supply innovation.”

    here's where I should pump the brakes, just a little. I in fact hope that IBM doesn’t go heavy-passed in attempting to change red Hat’s market definition and culture. because if it tries to push crimson Hat to undertake a broader IBM cultural and corporate mannequin, I don’t definitely see it ending well. Plus, I’m sure there are actually extra issues from present red Hat customers: What’ll take place to RHEL? How does this have an effect on licensing and the equipment that i take advantage of? Do I should study competitors like Pivotal or different options like Cloud Foundry? once more, time will inform how this could all play out. My hope is for a simple integration, while conserving crimson Hat simply as astonishing as it is today.

    ultimately, it’s essential to take into account what this can mean to your hybrid cloud and universal cloud management solution. Barring a heavy-surpassed strategy to this acquisition, IBM and red Hat can do some really magnificent things available in the market. here is truthfully the first time in a long time that IBM pushed itself into the forefront of cloud, container, and hybrid cloud innovation. The entertaining half is how IBM will integrate different solutions, Watson as an example, into crimson Hat products. If carried out right, there will also be loads of merits for the customer, businesses, and the cloud in ordinary. I’m staying confident.

    bill is an enthusiastic technologist with adventure in a variety of industries. This includes information core, cloud, virtualization, protection, AI, mobility, part options, and a lot greater. His structure work includes gigantic virtualization and cloud deployments in addition to ... View Full Bio We welcome your comments on this subject matter on our social media channels, or [contact us directly] with questions in regards to the web site.

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    IBM Is happening - nonetheless it may also be Saved | killexams.com Real Questions and Pass4sure dumps

    No effect discovered, are trying new keyword!at last, IBM should still trust divesting its international business solutions (GBS) section. this is a segment that offers consulting, application management, and global manner features. In 2017 ...

    IBM looks to Disrupt Scientific research on the Blockchain | killexams.com Real Questions and Pass4sure dumps

    The use cases for distributed ledger expertise are on the rise, as evidenced by means of IBM’s most recent patent application for open scientific research on the blockchain.

    The tech large envisions a equipment by which a blockchain represents an experiment with particular person blocks made out of undertaking accessories including analysis statistics, information evaluation and results as well as submit-facts evaluation and greater all with block-linking capabilities to replicate the status of modifications. The patent, which become filed with the U.S. Patent and Trademark workplace at 12 months-end 2017, comes on the heels of a separate blockchain patent filed through IBM with an augmented reality and gaming center of attention.

    The scientific analysis neighborhood has been plagued with an absence of transparency for statistics collection tied to the evaluation system, in keeping with which the blockchain is a possible antidote. Chief among the many issues is a scarcity of “faithful records” and retaining assistance from unauthorized adjustments, all of which the blockchain solves with facets like immutability and statistics security.

    IBM isn’t the best entity that is asking to disrupt this procedure amid what has been described as a “reproducibility crisis in analysis” and falsified data. however earlier, different options involving the blockchain have fallen short in addressing key elements surrounding confidentiality, accessibility, the use of algorithms for projects akin to “computerized correction” and more, all of which IBM takes on in its patent utility. The enterprise additionally facets to “constrained structures that allow for sharing tips about scientific research and showing transparent information assortment and evaluation steps,” which interferes with researchers getting credit for the work they’ve performed.

    IBM’s answer contains a nimble computing ambiance for experiments on the blockchain, one that relies heavily on however is not restricted to a cloud computing model in which records uploaded to public databases can also be tracked. They describe a blockchain gadget that is 2-pronged, created from each “the trustworthiness of the blockchain concept with open scientific analysis.” Their technology accomplishes this by using putting scientific experiments on the blockchain, including “data accrued, evaluation performed and/or outcomes carried out and in doing so bolsters the “trustworthiness and reproducibility of the data and effects” amid the immutable nature of the blockchain.

    IBM describes a “first block of research records and a second block of analysis information representing a log of an analysis performed on the research facts.” The know-how isn’t for static tips as the facts can even be analyzed for the “reliability and provenance” of the assistance.

    normal, the technology is designed to speed up the scientific analysis system, giving the research neighborhood greater tools to assemble, analyze, draw conclusions and make corrections on their work, a method that also spills into peer reviews, replicating experiments and evaluating the relevance of information all with the benefit of data protection it really is inherent with the blockchain.

    Featured image from Shutterstock.

    The put up IBM appears to Disrupt Scientific analysis on the Blockchain seemed first on CCN.


    C2010-576 Fundamantals of Applying IBM Tivilo Network & services Assurance

    Study Guide Prepared by Killexams.com IBM Dumps Experts


    Killexams.com C2010-576 Dumps and Real Questions

    100% Real Questions - Exam Pass Guarantee with High Marks - Just Memorize the Answers



    C2010-576 exam Dumps Source : Fundamantals of Applying IBM Tivilo Network & services Assurance

    Test Code : C2010-576
    Test Name : Fundamantals of Applying IBM Tivilo Network & services Assurance
    Vendor Name : IBM
    Q&A : 64 Real Questions

    keep your time and money, examine these C2010-576 Q&A and take the examination.
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    Found an accurate source for real C2010-576 latest dumps of question bank.
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    Autonomous apps and infrastructure: who is in control? | killexams.com real questions and Pass4sure dumps

    (Image: Stockfresh)

    While not yet at sentience, significant advances have been made in autonomic systems, finds ALEX MEEHAN

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    Read More: Artificial Intelligence autonomoous applications autonomous systems enterprise applications longform machine learning

    The idea of building IT systems that are self-managing, self-monitoring and self-healing is not particularly new. The concept has been around for years, decades even, but in it is only in recent years that such systems have started to achieve broad adoption.

    But when applications and infrastructure are self-managing, a question arises — who is really in control? Without full transparency of how autonomous entities act, can they be guaranteed to conform with your enterprise policies?

    For Oracle, one of the innovators of this style of computing, one of the main reasons for promoting and pushing autonomous systems is the degree to which they can alleviate headaches for their owners. And not all such headaches are technical in nature.

    “Automation isn’t about removing control, it’s about increasing efficiency and removing some of the human error introduced into operating systems and software maintenance. It’s about shifting the burden of managing systems from people to technologies,” Alan Cooke, IBM Ireland

    Resource struggle“For many of our customers who are grappling innovated technologies such as artificial intelligence, machine learning or just getting value from technical resources, their number one challenge is actually that they struggle to find talented resources or knowledge experts,” said John Abel, vice president for cloud and innovation for the UK, Ireland and Israel with Oracle.

    “So what we have done is to embed that technical resource or innovative resource inside our products.”

    These products, so the argument goes, are the first generation that are actually self-aware from the point of view of being self-patching, self-updating, self-tuning and self-monitoring.

    “We started promoting them on that basis last year and now have autonomous data warehouses and have moved into ATP — Autonomous Transaction Processing. The importance of this is manifold. For example, I’m working with a customer at the moment that has Oracle Analytic Cloud and wants to expose machine learning and AI to the end user,” said Abel.

    “They’re using vast arrays of data but don’t have a technical expert that understands the databases. Using this system they can start an autonomous data warehouse, put the data into it and then just start using it and consuming it.”

    The power of autonomous, according to Abel, comes from the ability to access, consume and use data at extreme speeds where before they would have to find a technical resource to create that database, do performance tuning and indexing or find a knowledge expert able to resolve the complex problems that can occur as volume and data increase.

    “With autonomous, we don’t need to do that anymore — literally you just input your data and then go,” he said.

    InterpretationsAccording to Abel, different arms of the business interpret the use of autonomous and self-managing systems quite differently.

    “It’s really interesting, if you talk to a technologist about what autonomous does, they get it but then they ask the question, ‘so what?’ If you go to a business person and say ‘do you want to load up data and then start using a visualisation tool on top of it within a few minutes and start exploring the data?’ they’ll bite your hand off,” he said.

    The power of autonomous comes from the ability to access, consume and use data at extreme speeds where before they would have to find a technical resource to create that database, do performance tuning and indexing or find a knowledge expert able to resolve the complex problems that can occur as volume and data increase. With autonomous, we don’t need to do that anymore — literally you just input your data and then go, John Abel, Oracle

    To further illustrate this point, Abel describes a challenge given to two Oracle interns last summer. They were given a problem to solve – do data analysis on the Glastonbury music festival and reveal something that cannot simply be Googled.

    “I set that task for them on Monday, on Tuesday they loaded the road network data for the UK, they loaded the weather data, they loaded some Wikipedia data that they found, they loaded a PDF document from Survey and they took in Twitter feeds,” he said.

    “They then used an autonomous network built into our product and started to probe that. What they found was that the average age of the people attending Glastonbury is 39, that 55% of people who go are female and that most people who go are in a relationship. So it’s not young people that are the main audience,” he said.

    “They next created a self-taught neural network. The volume of data was very high, but they found a connection between vegans and an animal quality web site. From this they deduced that there’s a big vegan movement at Glastonbury and that this was an untapped business opportunity that someone could have used.”

    In the space of four or five days, they understood the typology of the people going, the products they were buying and from that created a market opportunity, all by using autonomous systems.

    “If you talk to most customers that are doing big data projects or technically advanced projects, by the time our interns had finished that piece of assessment, those customers would have still been going through the procurement process.”

    Autonomic computingIBM started its move towards autonomic computing in 2001 when its’ engineers saw the need to develop smart systems that could monitor, repair and manage themselves to a high degree. In a 2004 IBM press book ‘Autonomic Computing’, it described systems that ‘install, heal, protect themselves, and adapt to your needs – automatically.’

    “Applications being built today generate a lot more data and there are automated processes in how all that data is analysed. But I don’t think it’s possible to get away from having the underlying technical skills and understanding to be able to define what it is exactly that should be looked at,” Rob Curley, Singlepoint

    “Autonomic computing helps to address complexity by using technology to manage technology, shifting the burden of managing systems from people to technologies. The term is derived from human biology — the autonomic nervous system monitors your heartbeat, checks your blood sugar level and keeps your body temperature close to 36.5 degrees C, without any conscious effort on your part,” said Alan Cooke, enterprise business technical leader, IBM Ireland.

    “In much the same way, self-managing autonomic capabilities anticipate IT system requirements and resolve problems with minimal human intervention. As a result, IT professionals can focus on tasks with higher value to the business. Removing human intervention reduces costs, improves service levels and simplifies management.”

    The argument is simple. Business owners want automation because it lowers costs but the flip side of automation is an assumed loss of control.

    “Automation isn’t about removing control, it’s about increasing efficiency and removing some of the human error introduced into operating systems and software maintenance. It’s about shifting the burden of managing systems from people to technologies,” said Cooke.

    “Businesses—small, medium and large—want and need to reduce their IT costs, simplify the management of complex IT resources, realise a faster return on their IT investments and ensure the highest possible levels of system availability, performance, security and asset utilisation.”

    Autonomous computing addresses these issues, not just through new technology but also through a fundamental, evolutionary shift in the way that IT systems are managed. Moreover, this approach should free IT staff from detailed mundane tasks, allowing them to focus on managing business processes.

    Huge leapsAccording to Rob Curley, managing director of Singlepoint, in the management many applications, there are huge leaps occurring in how long they are actively managed for and what the predictive analysis is on them.

    “We do two things, we build applications and we use automation throughout that application build process. They’re no longer dumb applications that are sitting there waiting to fail,” he said.

    “You’re basically running proactive analysis on these things to check where they are at from a housekeeping perspective. You want to know is the application in a good and happy state and will it continue to run for the next period of time or are there some issues that need to be noted, that need to be reconciled or need to be looked at?”

    “There’s an opaqueness around most AI because the algorithms that we create are still very complex. They’re multi-dimensional mathematical models which change based upon what they receive, but that’s what machine learning basically is — software that adapts based upon its inputs,” Matt Walmsley, Vectra

    As this sort of technology becomes self-managing, is there an issue for managers in just presuming that whoever put it in knows how it works therefore it can just be let run itself?

    “Applications being built today generate a lot more data and there are automated processes in how all that data is analysed. But I don’t think it’s possible to get away from having the underlying technical skills and understanding to be able to define what it is exactly that should be looked at,” said Curley.

    “You should still be able to do the technical exercise of going through automated applications and tuning them to tell them exactly how to behave. That’s true not only at the application and infrastructure management level, that’s true for all aspects of machine learning and AI.”

    Training needsAll automated and autonomous systems from a machine learning perspective need to be trained. They have to be supervised, monitored and checked periodically to ensure that what that application is training itself on is producing the correct result.

    On the subject of the oversight of autonomous infrastructure and the perception that if they are self-managing, then who is really in control, Matt Walmsley, EMEA director for Vectra AI said that this is generally an overblown issue.

    “Organisations are moving towards more automation for very rational reasons. Do we need to at least understand some of the fundamentals of how these new AI based tools are working? Of course, yes. This is a new set of technologies that are coming into their world and we need to understand the fundamentals so we can understand how they work,” he said.

    “We’re not quite in a Skynet-type situation yet where AI is going to run off and do all sorts of crazy stuff on its own.”

    Defined goalsToday, Walmsley suggests, we are in the world of task-specific or cloud AI and writing software that can adapt based on its environment needs to be done with a well-defined goal.

    “For us as security specialists that goal is how do we spot the subtle behaviours of cyber attackers based on what they do, not what they are. But even then, there’s an opaqueness around most AI because the algorithms that we create are still very complex,” said Walmsley.

    “They’re multi-dimensional mathematical models which change based upon what they receive, but that’s what machine learning basically is — software that adapts based upon its inputs.”

    The result of this is that it can be very difficult for the owners of an autonomous system to say definitively how an AI system came to any one particular conclusion.

    “But we can know how it’s designed and what features or attributes it’s looking for. We can know that it’s inspecting communications between inside and external bodies and inspecting the timing, cadence, volume and frequency as well as other technical things that are within protocols,” said Walmsley.

    “That’s one of the things that people just need to get their head around. If they can’t then maybe what they’re looking for is transparent AI but that comes at a cost. If you want AI to do really complex things at speed and scale, you can’t slow it down to human speeds and expect the same result.”

    Hawthorne effectThis is an example of the Hawthorne effect — the alteration of behaviour by the subjects of a study due to their awareness of being observed – and the fact that you want to stop and study how a system is doing what it is doing, that is going to materially inhibit or degrade its capability.

    “But if we apply it in a task specific area, in a task specific way, then at least we know it’s quarantined. We’ve got a piece of AI that’s looking for nefarious web sites that are being used to orchestrate or command and control malware attacks, for example. We know that’s all it’s looking for — it’s not going to run off and suddenly start attacking the coffee machine,” said Walmsley.

    “These things aren’t sentient, they’re not the kind of science fiction, generalist AI consciousness that goes off and says ‘thanks for building me but I’d much rather go off and do this.’ That’s not really how it works in reality.”

    Read More: Artificial Intelligence autonomoous applications autonomous systems enterprise applications longform machine learning

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    From Subway Sandwich Artist to Facebook Product Manager | killexams.com real questions and Pass4sure dumps

    August 27th, 2014, I received my first salaried job offer to become a Sandwich Artist at Subway. Just over four years later, I accepted my offer to join Facebook as a Product Manager in their Rotational Product Manager Program. Even writing that down, I still can’t believe it and I’m so excited to get started.

    I wanted to share the story of the last four years for two reasons:

  • To share the lessons I learned at key parts of the journey, and
  • To show the work that went on behind the scenes of something I’m really proud of
  • It wasn’t an easy or linear path, but that’s what makes it meaningful to me. This is neither a short post nor a step-by-step guide on how to get a job at Facebook, but hopefully sharing what I learned through every part of the journey can help you navigate your future (I’ve also left some key takeaways at the bottom).

    Subway, San Francisco and China

    After high school, I moved from Toronto to Vancouver and enrolled in the Bachelor of International Economics Program at the University of British Columbia. I got my aforementioned Sandwich Artist gig as a way of earning some income to pay for school.

    Subway was tough. I would always work morning shifts and the bulk of my job was cutting four vegetables: tomatoes, bell peppers, cucumbers, and onions. Every morning, without fail, I would cut the onions and start to cry. To make matters worse, my hands would smell like onions for the rest of the day and people in the class would even comment on the smell. The people I worked with were great (and even snuck me some 6" subs every now and then), but after a few months, I knew I needed to get a different job.

    So I looked at the skills I had and started to work on some projects. The only “professional” skill I had at the time was social media marketing, which I learned by growing my own Twitter following, so I started to write and market articles online to show how I grew my following. My hope was that by sharing my strategies, I would be able to practice social media content marketing and build my own experiences. People made fun of me for being a “try-hard”, but I tried to brush it off. I found that sharing my work publicly was hard and opened me up to criticism. I found, however, that my real friends encouraged my work and offered me feedback instead of judgment.

    My first article that showed people how to use Twitter professionally

    Going out to events hosted by my university’s entrepreneurship club also got me involved with a Kickstarter campaign with two awesome Vancouver entrepreneurs. The campaign was for a card game that taught kids the fundamentals of coding logic and it gave me experience with product marketing, developing a go-to-market strategy and working with startup founders.

    Between this campaign and publishing a few articles, I was able to land my first internship as a Marketing Intern with The C100 Association in San Francisco. I was EXTREMELY fortunate that my older brother was living in SF and I could stay with him rent-free, otherwise I wouldn’t have been able to take this internship.

    What I learned:

    Start somewhere — I didn’t know if Marketing was my “dream career”, but I had to start somewhere. Leverage your current skills and start accumulating interesting experiences rather than pondering your ideal career path.

    Put something out there — sharing my project publicly spoke a lot to my proactivity, knowledge level, and passion for a specific role. I encourage everyone to start putting things out there, regardless of what people say.

    The most SF picture I could find — my very first SCRUM board.

    Although I learned that marketing wasn’t for me that summer, going to San Francisco exposed me to some really interesting people and opportunities. An example of this was when I met someone who was in The Cansbridge Fellowship — a scholarship for young Canadian entrepreneurs that gives 15 students a grant to take an internship in Asia while giving them access to an awesome alumni base in the Bay Area. The idea of going abroad and meeting people who were also interested in startups/technology was really exciting to me, but I was intimidated by the application process. I didn’t really identify as an “entrepreneur” and didn’t think I met all of the criteria, but I threw in an application anyways. I received an interview and found that the initiative I had taken with publishing articles, running a Kickstarter campaign, and working in San Francisco demonstrated an “entrepreneurial inclination”. I applied in September of 2015 and got accepted to the program that December!

    A major part of the program was a self-directed job hunt for an internship in Asia. This was a really demoralizing process. I had never networked for any job before, let alone an internship in countries I had never been to! After about 4 months of failed job applications and networking dead-ends, I began speaking to the Chief Strategy Officer of Sunteng, an Ad-tech company in Guangzhou, China. At this point, I was desperate to land an internship for the summer and when he asked what I could do for their team, I oversold myself and said that I could use my marketing experience to redesign their website. The next thing he said caught me off guard:

    OK, show me what you can do. Send me your proposed redesign by the end of the weekend and we’ll see if we want to move forward.

    I was nervous. It’s really easy to talk-the-talk, but landing a summer internship was now dependent on my ability to walk-the-walk. That weekend, I spent a ton of time researching website design best-practices, seeing how competitors had marketed their product, and learning about the company’s products. I made mockups of my redesigned website proposal (in Keynote nonetheless) and documented my thought process in detail. I learned a lot that weekend, and fortunately my hard work paid off: I got an offer to join the company as a Strategy Intern in Guangzhou, China for the summer.

    Part of my redesigned homepage that landed me the internship What I learned:

    Experience compounds — writing articles, getting involved in the Kickstarter campaign and doing my first internship helped me land my next internship. Start getting experience as early as possible and leverage that for the next step.

    Nervousness indicates growth opportunities — I was really nervous to redesign a website in a weekend, but I learned a lot from it. I found that nervousness towards an action often indicates an opportunity to learn. Use your nerves as a compass for new opportunities to try.

    Prove your value — when applying to a job, build a business plan, redesign a website or create a marketing plan to show your commitment and skills. Most people won’t bother doing this because they can’t walk-the-walk, so show that you can in order to stand out from the crowd.

    China was a pivotal experience for me. The team I worked with at Sunteng was incredibly friendly and let me have some amazing experiences over the summer, including going to Techcrunch Shanghai, the RISE Conference in Hong Kong and spending two weeks in their Beijing office. But it was also lonely living in a city where I didn’t know anyone prior to arriving, didn’t speak either of the local languages, and was far-removed from my friends and family back home. My girlfriend got me a journal and encouraged me to keep writing down my thoughts regularly that summer. I tried to write in this journal every Sunday and it really helped me reflect on these challenges. Here’s an excerpt where I came to an important conclusion about my learnings:

    I’ve been a little down these past few weeks and have been counting down the days until I’m back in Canada. But I’m starting to put these last few weeks into the context of my summer as a new experience. I’ve never experienced loneliness, full-time work, or tough goodbyes. But having these episodes helps me learn who I am.

    While I didn’t enjoy these emotional and ambiguous challenges at the time, I found that I matured and grew a lot from the experience.

    Professionally, I also started to fall in love with User Experience (UX) Design at work. I had the opportunity to fully design the prototype for a new mobile CRM tool, conduct usability studies on the company’s products and work with the product team to update the website. Halfway through the summer I knew I wanted to try an internship in UX Design and I started to tell all my friends about my interest. One of my friends, who was then doing an internship at Microsoft, said she would be happy to give me a referral but I had to give her my portfolio in a week. Another tight deadline, but I was able to get my UX design portfolio done and she submitted a referral on my behalf.

    Pitching a Watch OS app I designed at Techcrunch Shanghai! Big Tech: Microsoft & Tumblr

    A few months passed and I forgot about Microsoft — that is until I got contacted by a recruiter in October 2016 to start the interview process. My jaw hit the floor and I couldn’t believe my luck. Microsoft was a company that billions of people interacted with daily, and I couldn’t fathom the idea of working there.

    My phone interview went really well and I was then invited to an onsite interview with other people interviewing for UX Design and Software Engineering internships.

    Studying Economics, I had major imposter syndrome on that interview day. All the other designers were studying design, had multiple internships in the field (at places like Shopify and IBM, nonetheless) and even dressed way more like a designer than I did (I was in a dress shirt and khakis). I knew I was the least experienced and thought that maybe I was only here because I got a referral.

    But I went through the interview process — which consisted of a 15-min portfolio presentation followed by 4 interviews — with a strategy: to convey a unique and compelling narrative of why I want to build great products. I spoke about my ablity to build products for the Chinese audience, why I loved launching the educational card game on Kickstarter and how I had a background in project management. I felt this would make me more competitive as I couldn’t compete on just my design chops alone (as I would definitely fail). That plan seemed to have worked — I got an offer and I started my internship as a User Experience Design Intern at Microsoft Vancouver in January of 2017.

    What I learned:

    Share your career hypotheses — I wanted to get into design, so I told others about that goal. These people either challenged my hypothesis or helped me get to the next step.

    The only job requirement is the ability to do the job well — I met less than 20% of the “requirements” for Microsoft’s UX Designer job description. But I knew that I was able to do the job well if I got a chance. Don’t let “requirements” stand in your way.

    Focus on your narrative — This is key for anyone trying to break into a field where they don’t meet all the criteria in the job description. Keep trying to bring the conversation to your unique story that makes you a compelling candidate.

    My internship at Microsoft was in the Garage — their “department” for experimental projects. The format of the internship was unique: a team of 6 (5 developers and 1 designer) would work for 4 months on a project pitched by a team at Microsoft. My awesome team of 6 (pictured below) worked with Microsoft Teams to launch a bot that helped teams coordinate lunch plans. I loved this internship and I’ve already spoken about the key elements of my experience and the lessons learned in depth.

    Team Pepper in the Microsoft Garage

    In the internship, I started to gravitate towards tasks that I later learned were traditionally filled by a product manager — including deciding feature milestones, giving presentations on progress, and advocating for the user. This gave me an inkling that maybe UX Design wasn’t the right position for me (I actually asked my manager “What role do you see me in?” and he started his response with “Probably not a designer…”). Since I thought the role of a Product Manager was something that required a few years in a different role — like a designer, software engineer, or data analyst — I decided to give data analytics a try.

    This took me to Tumblr (my first time in New York City!) where I was a Business Analyst Intern on the Global Growth Strategy & Brand team. In this role, I learned SQL and worked mainly on product analytics projects, including evaluating the effect of different push notification formats on 7 day retention. I enjoyed the ability to work directly with the product and data science teams to evaluate different features and even had a chance to present one of my projects to 60+ employees at Lunch and Learn. While I loved being more technical, however, I knew that I wanted to work on building a product more directly.

    What I learned:

    Self-directed learning > school learning — Many people have asked, “If you study economics, how did you work as a UX Designer?” The key lesson I learned was that what you learn outside the classroom, through books, hackathons, or online courses are A) more directly applicable to professional work and B) demonstrate a real passion for the subject matter.

    Hustle into Product

    I left my internship at Tumblr with a newfound confidence in my abilities. I started to realize that my strengths were in breaking down complex problems into manageable pieces. I also learned that I was a quick-learner and could pick up challenging skills in a few weeks. I decided that for my next internship, I wanted to really challenge myself and take on either a role in Data Science or Product Management — two fields that were definitely a “stretch” for my background, but could therefore provide the biggest growth opportunities.

    When I enter any interview process, I put all my eggs into one basket and typically give that process 120% of my effort and energy (i.e. I’m not the type to apply to 40 jobs and interview at seven different companies in a week). The challenge with this though is that failure is all the more disappointing as you’ve sunk considerable energy and time into something with no success. This happened to me three times over the next few months, while I was interviewing for a Program Manager role at Microsoft and Data Science roles at Yelp and LinkedIn. Final round for all of them — but no luck in the end.

    Fortunately, I was able to nab an awesome internship at Siftery — a fast-growing B2B startup in San Francisco. The role was a challenging combination of product management, enterprise sales and product analytics. The main things this role taught me were how to hustle and to learn by doing. For example, I had never done a sales call prior to the internship, but within a week of being there I had a full week of demos planned with founders, executives, and CTOs alike. It was nerve-wracking, but a huge growth opportunity.

    SF, round 2.

    In San Francisco, I started to learn that there were Product Manager programs for new-grads, like Associate Product Manager programs for Uber, Google, and Lyft. I also heard that they were incredibly competitive, but I knew that being a Product Manager was my dream. I knew I wanted to go all-in again.

    Towards the end of the summer, I attended an info session for Facebook’s Rotational Product Manager (RPM) program. At the session, I met other attendees who had extremely impressive (and therefore intimidating) backgrounds. This reinforced the idea that maybe I wasn’t good enough to get in.

    But when the presentation started, I could see that the RPM program was the perfect fit for me: an 18-month program that rotates you through the most widely used consumer products in the world including Instagram, WhatsApp, and, of course, Facebook. Importantly, Facebook emphasizes your product sense and execution abilities over your technical background, which was much more aligned with my strengths. I didn’t get a referral because I didn’t know many people at Facebook, but I applied anyways and heard back that I had a phone interview!

    1 Hacker Way

    Facebook’s RPM interview process consisted of three stages: a phone screen, two technical video calls, and an onsite. I had never interviewed for a Product Manager role at a company like Facebook, so I knew that I would actively need to prepare. I picked up Lewis Lin’s Decode & Conquer, Gayle Laakmann McDowell and Jackie Bavaro’s Cracking the PM Interview, and spent 3–4 hours every day during my interview process preparing.

    The phone screen was a series of classic behavioural questions that I felt comfortable answering. The technical calls were more challenging. One tested your “Product Sense”, how you design a solution to an ambiguous problem (A classic example: How would you design a phone for the blind?). The other tested your “Execution”, which centred around choosing the right metric to prioritize (Ex. How would you measure the success of Facebook Stories?). Having done UX Design interviews before, I felt that Product Sense went better than my Execution interview. Fortunately, I did well on the aggregate and advanced to the onsite.

    When I arrived at Facebook campus, I soon learned that I was the only new-grad candidate amongst a group of experienced and MBA candidates. It reminded me of my interview at Microsoft and imposter syndrome started to kick back in. I went to the bathroom to take a minute to collect myself and think back to all my experienced that got me here — cutting onions at Subway, facing emotional challenges in China, and hustling for jobs at some of the coolest companies in the world. I felt like I had a unique path to this interview and that I was far from a “cookie-cutter” candidate. I convinced myself that I deserved to be here and decided to give it 120% again.

    The onsite featured more behavioural, product sense and execution questions. Everyone I met seemed excited about their job, spoke candidly about some of their challenges with work and why they joined Facebook. My first interview went well, which helped me compound confidence over my next two. I felt strong coming out of the onsite and I genuinely enjoyed the experience.

    After my onsite, I received the following email from my recruiter:

    Everyone really enjoyed speaking with you and I hope that the feeling was mutual. Before we can make a final decision on your candidacy, we would like to schedule a 30 minute follow up VC for you with the Director for the RPM program on this Friday

    I was incredibly nervous and didn’t expect an interview after my onsite, but I was ready for one more step. The director of the program is a celebrity in the tech/product management space and it was a really cool opportunity to speak with him. He asked me a Product Sense style question that evolved into a really interesting conversation around bigger threats in social media, like fake news. The call ended and a few hours later I got a call from my recruiter. I got the offer.



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    IBM C2010-576 Exam (Fundamantals of Applying IBM Tivilo Network & services Assurance) Detailed Information



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