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Introduction
Humans interact with computers in any way the interface between humans and computers is crucial to facilitate this interaction. Desktop applications, internet browsers, handheld computers, ERP, and computer kiosks make use of the prevalent graphical user interfaces (GUI) of today. 
Voice user interfaces (VUI) are used for speech recognition and synthesizing systems, and the emerging multi-modal and Graphical user interfaces (GUI) allow humans to engage with embodied character agents in a way that cannot be achieved with other interface paradigms. The growth in the human-computer interaction field has been in the quality of interaction, and indifferent branching in its history. Instead of designing regular interfaces, the different research branches have had a different focus on the concepts of multimodality rather than unimodality, intelligent adaptive interfaces rather than command/action based ones, and finally active rather than passive interfaces.
An important facet of HCI is user satisfaction (or simply End-User Computing Satisfaction). "Because human-computer interaction studies a human and a machine in communication, it draws from supporting knowledge on both the machine and the human side. On the machine side, techniques in computer graphics, operating systems, programming languages, and development environments are relevant. 

https://www.motionelements.com/blog/articles/what-you-need-to-know-about-the-5-most-common-video-file-formatshttps://www.motionelements.com/blog/articles/what-you-need-to-know-about-the-5-most-common-video-file-formatshttps://www.motionelements.com/blog/articles/what-you-need-to-know-about-the-5-most-common-video-file-formatshttps://www.motionelements.com/blog/articles/what-you-need-to-know-about-the-5-most-common-video-file-formats
 

One thing immediately jumps out: Only one of the 13 questions, question No. 9, asks employees to rate their manager's hard skills. 


Every other question focuses on soft skills: communication, feedback, coaching, teamwork, respect, and consideration. The evaluation predominately assesses not what managers know but how they do their jobs. 


Which means the best managers add value by helping their teams succeed -- their success comes from the team's, and each individual on that team's, success.


Of course, you could argue that possessing superb technical skills is less important for Google's team managers since it's easier for Google to recruit and retain incredibly skilled people than it is for many companies.
 

One thing immediately jumps out: Only one of the 13 questions, question No. 9, asks employees to rate their manager's hard skills. 


Every other question focuses on soft skills: communication, feedback, coaching, teamwork, respect, and consideration. The evaluation predominately assesses not what managers know but how they do their jobs. 


Which means the best managers add value by helping their teams succeed -- their success comes from the team's, and each individual on that team's, success.


Of course, you could argue that possessing superb technical skills is less important for Google's team managers since it's easier for Google to recruit and retain incredibly skilled people than it is for many companies.
 

One thing immediately jumps out: Only one of the 13 questions, question No. 9, asks employees to rate their manager's hard skills. 


Every other question focuses on soft skills: communication, feedback, coaching, teamwork, respect, and consideration. The evaluation predominately assesses not what managers know but how they do their jobs. 


Which means the best managers add value by helping their teams succeed -- their success comes from the team's, and each individual on that team's, success.


Of course, you could argue that possessing superb technical skills is less important for Google's team managers since it's easier for Google to recruit and retain incredibly skilled people than it is for many companies.

One thing immediately jumps out: Only one of the 13 questions, question No. 9, asks employees to rate their manager's hard skills. 


Every other question focuses on soft skills: communication, feedback, coaching, teamwork, respect, and consideration. The evaluation predominately assesses not what managers know but how they do their jobs. 


Which means the best managers add value by helping their teams succeed -- their success comes from the team's, and each individual on that team's, success.


Of course, you could argue that possessing superb technical skills is less important for Google's team managers since it's easier for Google to recruit and retain incredibly skilled people than it is for many companies.

In prehistory, education happened informally through oral communication and imitation. With the rise of ancient civilizations, writing was invented, and the amount of knowledge grew. This caused a shift from informal to formal education. Initially, formal education was mainly available to elites and religious groups. The invention of the printing press in the 15th century made books more widely available. This increased general literacy. Beginning in the 18th and 19th centuries, public education became more important. This development led to the worldwide process of making primary education available to all, free of charge, and compulsory up to a certain age. Today, over 90% of all primary-school-age children worldwide attend primary school.

\Life skills education focuses on equipping individuals with the abilities needed to navigate everyday challenges and lead fulfilling lives. It encompasses a range of psychosocial and interpersonal skills that enable informed decision-making, effective communication, and healthy relationships. This type of education goes beyond traditional academic subjects, emphasizing practical skills applicable to personal, social, and professional contexts. 



 




 


Key aspects of life skills education include:







Developing self-awareness and emotional intelligence:
Understanding one's own emotions and those of others, managing stress and anxiety, and building healthy relationships are crucial components. 



 















 









Enhancing critical thinking and problem-solving:
Learning to analyze information, identify problems, and develop effective solutions is essential for navigating complex situations. 



 












 








Improving communication and interpersonal skills:
Effective communication, both verbal and nonverbal, is vital for building strong relationships and resolving conflicts. 



 












 








Promoting decision-making and goal-setting:
Learning to make informed decisions, set realistic goals, and develop plans to achieve them are important life skills. 



 












 








Fostering adaptability and resilience:
Developing the ability to adapt to change, cope with setbacks, and bounce back from challenges is essential for navigating life's ups and downs. 



 












 








Encouraging responsible citizenship:
Understanding personal responsibility, contributing to the community, and promoting ethical behavior are important aspects of life skills education. 



 

Internet of Things (IoT):
The Internet of Things (IoT) is a name for the aggregate collection of network-enabled devices, excluding traditional computers like laptops and servers. Types of network connections can include Wi-Fi connections, Bluetooth connections, and near-field communication (NFC). The IoT includes devices such as "smart" appliances, like refrigerators and thermostats; home security systems; computer peripherals, like webcams and printers; wearable technology, such as Apple Watches and Fitbits; routers; and smart speaker devices, like Amazon Echo and Google Home.

What is SDLC?
SDLC is a process followed for a software project, within a software organization. It consists of a detailed plan describing how to develop, maintain, replace and alter or enhance specific software. The life cycle defines a methodology for improving the quality of software and the overall development process.
The following figure is a graphical representation of the various stages of a typical SDLC.

A typical Software Development Life Cycle consists of the following stages −
Stage 1: Planning and Requirement Analysis
Requirement analysis is the most important and fundamental stage in SDLC. It is performed by the senior members of the team with inputs from the customer, the sales department, market surveys and domain experts in the industry. This information is then used to plan the basic project approach and to conduct product feasibility study in the economical, operational and technical areas.
Planning for the quality assurance requirements and identification of the risks associated with the project is also done in the planning stage. The outcome of the technical feasibility study is to define the various technical approaches that can be followed to implement the project successfully with minimum risks.
Stage 2: Defining Requirements
Once the requirement analysis is done the next step is to clearly define and document the product requirements and get them approved from the customer or the market analysts. This is done through an SRS (Software Requirement Specification) document which consists of all the product requirements to be designed and developed during the project life cycle.
Stage 3: Designing the Product Architecture
SRS is the reference for product architects to come out with the best architecture for the product to be developed. Based on the requirements specified in SRS, usually more than one design approach for the product architecture is proposed and documented in a DDS - Design Document Specification.
This DDS is reviewed by all the important stakeholders and based on various parameters as risk assessment, product robustness, design modularity, budget and time constraints, the best design approach is selected for the product.
A design approach clearly defines all the architectural modules of the product along with its communication and data flow representation with the external and third party modules (if any). The internal design of all the modules of the proposed architecture should be clearly defined with the minutest of the details in DDS.
Stage 4: Building or Developing the Product
In this stage of SDLC the actual development starts and the product is built. The programming code is generated as per DDS during this stage. If the design is performed in a detailed and organized manner, code generation can be accomplished without much hassle.
Developers must follow the coding guidelines defined by their organization and programming tools like compilers, interpreters, debuggers, etc. are used to generate the code. Different high level programming languages such as C, C++, Pascal, Java and PHP are used for coding. The programming language is chosen with respect to the type of software being developed.
Stage 5: Testing the Product
This stage is usually a subset of all the stages as in the modern SDLC models, the testing activities are mostly involved in all the stages of SDLC. However, this stage refers to the testing only stage of the product where product defects are reported, tracked, fixed and retested, until the product reaches the quality standards defined in the SRS.
Stage 6: Deployment in the Market and Maintenance
Once the product is tested and ready to be deployed it is released formally in the appropriate market. Sometimes product deployment happens in stages as per the business strategy of that organization. The product may first be released in a limited segment and tested in the real business environment (UAT- User acceptance testing).
Then based on the feedback, the product may be released as it is or with suggested enhancements in the targeting market segment. After the product is released in the market, its maintenance is done for the existing customer base.Video link:Embedded video link:Link: https://projects.invisionapp.com/d/main#/console/20294675/458743820/preview 

The group project is a much-dreaded component of undergraduate courses, doubly so if students are expected to create their own project from scratch. However, instructors consistently return to the independent group project as an exercise that, if done properly, stimulates student inquiry and cooperation. In this post, I reflect on my experiences facilitating student-led group projects in a biology course and relate these experiences to the commonalities of independent group work across disciplines. I outline four common issues related to independent group projects, then provide the rationale for managing each issue to maximize learning outcomes.
Issue #1: Students Don’t See the Value of Independent Projects
With several classes, part-time jobs, extracurricular activities, and a social life to manage, we can imagine why undergraduates may prefer working on a prescribed project rather than one they design themselves. Independent projects require a lot of brainpower and effort, and we are all likely inclined to gravitate toward projects in which we can work on each step in a straightforward manner. Much of the work that students will encounter outside the classroom, however, requires flexibility and creativity. Using inquiry is essential to translate knowledge into new situations, and independent projects are a great opportunity to practice inquiry.
 Tips

Emphasize the real-world skills that students gain. This can be particularly valuable for students who aren’t necessarily interested in the subject matter but can see the benefits they gain in other areas, such as problem solving and managing a team.
Explain how each component of the independent project emulates a real practice in the discipline. This communicates to your students that you are putting them through this experience to help them develop their competencies, not to waste their time.
Treat every pitfall as a lesson, not as an opportunity to point out deficiencies. If something goes wrong, help the students figure out a way to move forward. Then, ask the students what they learned from the experience (e.g., how to better communicate, the value of a contingency plan, time management) and how they might strategize differently if confronted with a similar situation.

Issue #2: Designing and Conducting Independent Projects is Overwhelming
Often, the end product of an independent project seems like an unattainable goal. The concept of an independent project can provide freedom, but the lack of structure can leave students feeling lost and unsure of their path. They key for instructors is to provide structure (e.g., schedules, formatting guidelines) without stifling opportunities for students to be creative and take charge of their own learning. 
Tips

Break down the project into manageable goals. Create a guide for students that details out the specific steps that lead to the end product, which includes due dates for smaller components of the project. This will help students feel competent as they achieve each small task and to better manage their time.
Provide iterative feedback. If the only evaluation students receive on their work is their final project grade, they don’t have the opportunity to improve and learn along the way. Checking in with students as they reach each small goal allows both students and instructor to keep track of progress and to make adjustments if a group has gotten off-course.
Take time in class to praise students for their progress. Students may have trouble perceiving their accomplishments, so bringing them up will help to increase student confidence moving forward with the project.
Help groups work through challenges in a structured manner. Ask groups to bring up challenges they have encountered lately, and run a brainstorming session with the entire class to overcome these challenges. Often, other groups will have encountered similar challenges, so working through them together helps students feel more competent and build a sense of community among classmates.

Issue #3: Group Members do not Contribute Equally
A common issue in group projects is that some students don’t have the time or interest to fully participate. This puts an undue burden on the other group members, who must take on a larger role in the project than intended. Instructors can minimize the incentive to “slack off” and create strategies for teams to manage uncooperative group members.
Tips

Have students create a team contract. Provide students with a general template for a group contract with space to detail procedures for written communication among teammates, goals for the project, and consequences for group members who don’t pull their weight. All students should contribute to the creation of the contract and sign it. If an issue arises at any point during the project, the group has a clear path forward to correct the issue.
Build in opportunities for every member to contribute. The threat of being held individually accountable is often enough motivation for students to pull their weight. Take time in class to consult with each group individually or run brainstorming sessions with the entire class, asking individual students to share their experience or discuss project results.

Issue #4: Group Members Have Disparate Goals
Group projects can be frustrating if students clash with teammates due to differing interests or goals. While it’s impossible to remove all disagreement among group members, creating a positive collaborative atmosphere can help students discuss and pursue their goals in a supportive manner. 
Tips

Form groups based on mutual interests. Ask students to sit in different sections of the classroom based on potential project topics, then organize the students into groups based on their “interest zone.” An added bonus to this approach is that student groups will automatically have something in common, which can help them form social bonds and increase the enjoyment of working together.
Make time at the start of the project for students to discuss goals. Talking about how the project might relate to their goals for the course, their undergraduate education, and/or their career helps students understand the motivations of their teammates. When group members understand each other’s motivations, they can adjust their expectations and support the achievement of a variety of goals.

While your students may not enjoy the long hours, issues with teammates, and frustrations that accompany the independent group project, they may come to appreciate the lessons learned from their experiences. An example of working through a road block on their project could become a scenario they describe in a job interview. Dealing with an uncooperative group member could inform their approach to team management in their career. Engaging in inquiry could become the foundation for a student’s decision to pursue graduate school. Keep these outcomes in mind, and make every effort to put a positive spin on student progress.

Further Reading
Guide: “What are Best Practices for Designing Group Projects?” from Carnegie Mellon University. https://www.cmu.edu/teaching/designteach/design/instructionalstrategies/groupprojects/design.html
Guide: “Group Work: Using Cooperative Learning Groups Effectively” from Vanderbilt University. https://cft.vanderbilt.edu/guides-sub-pages/setting-up-and-facilitating-group-work-using-cooperative-learning-groups-effectively/
Guide: “Successful Group Projects” from University of Leicester. https://www2.le.ac.uk/offices/ld/resources/study/group-projects
Article: Creating Positive Group Project Experiences by Chapman and van Auken. http://journals.sagepub.com/doi/abs/10.1177/0273475301232005

Human trafficking-considered modern-day slavery- is a global
A Team Leader leads, monitors, and supervises a group of employees to achieve goals that contribute to the growth of the organization. Team Leaders motivate and inspire their team by creating an environment that promotes positive communication, encourages bonding of team members, and demonstrates flexibility.