Question: 1
You have an Active Directory domain that contains several Hyper-V hosts that run Windows Server 2016.You plan to deploy network virtualization and to centrally manage Datacenter Firewall policies.Which component must you install for the planned deployment?
A. the Data Center Bridging feature
B. the Network Controller server role
C. the Routing role service
D. the Canary Network Diagnostics feature
Answer: B
Explanation:
https://technet.microsoft.com/en-us/library/mt403307(v=ws.11).aspx#bkmk_slb
Question: 2
You have an application named App1. App1 is distributed to multiple Hyper-V virtual machines in a multitenant environment.You need to ensure that the traffic is distributed evenly among the virtual machines that host App1.What should you include in the environment?
A. Network Controller and Windows Server Network Load Balancing (NLB) nodes
B. an RAS Gateway and Windows Server Software Load Balancing (SLB) nodes
C. an RAS Gateway and Windows Server Network Load Balancing (NLB) nodes
D. Network Controller and Windows Server Software Load Balancing (SLB) nodes
Answer: B
Explanation:
https://technet.microsoft.com/en-us/library/mt403307(v=ws.11).aspx#bkmk_slb
Question: 3
You have a server named Server1 that runs Windows Server 2016 and is configured as a domain controller.You install the DNS Server server role on Server1.
You plan to store a DNS zone in a custom Active Directory partition.You need to create a new Active Directory partition for the zone.What should you use?
A. Set-DnsServer
B. Active Directory Sites and Services
C. Dns.exe
D. Dnscmd.exe
Answer: D
Explanation:
https://technet.microsoft.com/en-us/library/ee649181(v=ws.10).aspx
Question: 4
You have a server that is configured as a hosted BranchCache server.You discover that a Service Connection Point (SCP) is missing for the BranchCache server.
What should you run to register the SCP?
A. setspn.exe
B. Reset-BC
C. ntdsutil.exe
D. Enable-BCHostedServer
Answer: D
Explanation:
https://technet.microsoft.com/en-us/library/jj862376(v=ws.11).aspx
Question: 5
Note: This question is part of a series of questions that present the same scenario. Each question in the series contains a unique solution that might meet the stated goals. Some question sets might have more than one correct solution, while others might not have a correct solution.After you answer a question in this sections, you will NOT be able to return to it. As a result, these questions will not appear in the review screen.You network contains an Active Directory domain named contoso.com. The domain contains a member server named Server1 that runs Windows Server 2016 and has the DNS Server role installed. Automatic scavenging of state records is enabled and the scavenging period is set to 10 days.All client computers dynamically register their names in the contoso.com DNS zone on Server1.You discover that the names of multiple client computers that were removed from the network several weeks ago can still be resolved.You need to configure Server1 to automatically remove the records of the client computers that have been offline for more than 10 days.Solution: You modify the Zone Aging/Scavenging properties of the zone.
Does this meet the goal?
A. Yes
B. No
Answer: A
Explanation:
https://technet.microsoft.com/en-us/library/cc771362(v=ws.10).aspx
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Thursday 8 August 2019
Thursday 21 February 2019
70-741 Exam Questions | 70-741 Associate Practice - Realexamdumps.com
There’s no doubt that Artificial Intelligence is changing the workforce.
Four in five business leaders in Asia Pacific believe the burgeoning technology will transform the way their firms operate within the next three years, according to a new report from Microsoft and the International Data Corporation.
And yet, there’s disconnect among the workforce.
As many as 15 percent of employees believe AI will have no impact on their jobs, the research found. Meanwhile, more than three-quarters (77 percent) expect their employer to help them develop skills to adapt to the changing environment.
’’
No longer is the responsibility only with the employer.
Kevin Wo
MANAGING DIRECTOR, MICROSOFT SINGAPORE
That presents a troubling situation for workers, according to Microsoft’s managing director for Singapore, Kevin Wo, who said that employees need to ensure they can respond to the changing work landscape.
“No longer is the responsibility only with the employer,” Wo told CNBC Make It, noting that many businesses are slow to reskill staff. “The individual needs to take that on.”
Three ‘in-demand’ skills
Microsoft’s report found that by 2021, there will be an excess of traditional cognitive and manual skills in Asia Pacific, such as data entry, numeracy and communication, and mechanical skills.
However, there will be a lack of higher cognitive capabilities, as well as social and technological skills. Specifically, the report noted, there will a shortage of the three skills business leaders most need.
Wo said employees should focus especially on developing continuous learning abilities and creative analytic approaches.
“They need to start from the (continuous) learning,” Wo said of employees.
“I think there’s a need for them to learn about skills around design thinking,” he continued, referring to a solutions-based approach to problem-solving. One definition breaks that model into five steps: empathize, define, ideate, prototype and test.
Teamwork and creativity
Wo also encouraged employees to surround themselves with colleagues who are eager to upskill too.
“Individually, it’s very hard to do it on your own. You need that environment, that forum, to create change,” said Wo. “I think having that peer group where they all feel there’s a need to drive change, they all feel there’s a need to bring about change in the organization helps to enhance that creativity mindset and culture.”
’’
Matthew Friedman, a chief digital officer who attended the report’s launch agreed. He said such teamwork and creative thinking have been central to his tech recruitment drive at energy company Sembcorp.
“Creativity is a must,” Friedman told Make It. “When we interview people, we look at creative problem solving ... how they go about solving the problems, how they can solve problems with other people.”
“Even if you’re going to build an application in Python (a programming language), you still need a full-stack programmer, you still need someone to do data governance,” he said. “How well they can bring a team together and rally the team is all important.”
Four in five business leaders in Asia Pacific believe the burgeoning technology will transform the way their firms operate within the next three years, according to a new report from Microsoft and the International Data Corporation.
And yet, there’s disconnect among the workforce.
As many as 15 percent of employees believe AI will have no impact on their jobs, the research found. Meanwhile, more than three-quarters (77 percent) expect their employer to help them develop skills to adapt to the changing environment.
’’
Kevin Wo
MANAGING DIRECTOR, MICROSOFT SINGAPORE
That presents a troubling situation for workers, according to Microsoft’s managing director for Singapore, Kevin Wo, who said that employees need to ensure they can respond to the changing work landscape.
“No longer is the responsibility only with the employer,” Wo told CNBC Make It, noting that many businesses are slow to reskill staff. “The individual needs to take that on.”
Three ‘in-demand’ skills
Microsoft’s report found that by 2021, there will be an excess of traditional cognitive and manual skills in Asia Pacific, such as data entry, numeracy and communication, and mechanical skills.
However, there will be a lack of higher cognitive capabilities, as well as social and technological skills. Specifically, the report noted, there will a shortage of the three skills business leaders most need.
- Digital skills
- Analytical abilities
- Continuous learning capabilities
Wo said employees should focus especially on developing continuous learning abilities and creative analytic approaches.
“They need to start from the (continuous) learning,” Wo said of employees.
“I think there’s a need for them to learn about skills around design thinking,” he continued, referring to a solutions-based approach to problem-solving. One definition breaks that model into five steps: empathize, define, ideate, prototype and test.
Teamwork and creativity
Wo also encouraged employees to surround themselves with colleagues who are eager to upskill too.
“Individually, it’s very hard to do it on your own. You need that environment, that forum, to create change,” said Wo. “I think having that peer group where they all feel there’s a need to drive change, they all feel there’s a need to bring about change in the organization helps to enhance that creativity mindset and culture.”
’’
- Creativity is a must.
- Matthew Friedman
- CHIEF DIGITAL OFFICER, SEMBCORP
Matthew Friedman, a chief digital officer who attended the report’s launch agreed. He said such teamwork and creative thinking have been central to his tech recruitment drive at energy company Sembcorp.
“Creativity is a must,” Friedman told Make It. “When we interview people, we look at creative problem solving ... how they go about solving the problems, how they can solve problems with other people.”
Wednesday 13 February 2019
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To seek the origins of Microsoft’s interest in artificial intelligence, you need to go way back–well before Amazon, Facebook, and Google were in business, let alone titans of AI. Bill Gates founded Microsoft’s research arm in 1991, and AI was an area of investigation from the start. Three years later, in a speech at the National Conference on Artificial Intelligence in Seattle, then-sales chief Steve Ballmer stressed Microsoft’s belief in AI’s potential and said he hoped that software would someday be smart enough to steer a vehicle. (He’d banged up his own car in the parking lot upon arriving at the event.)
From the start, Microsoft Research (MSR for short) hired more than its fair share of computing’s most visionary, accomplished scientists. For a long time, however, it had a reputation for struggling to turn their innovations into features and products that customers wanted. In the ’90s, for instance, I recall being puzzled about why its ambitious work in areas such as speech recognition hadn’t had a profound effect on Windows and Office.
Five years into Satya Nadella’s tenure as Microsoft CEO, that stigma is gone. Personal determination on Nadella’s part has surely helped. “Satya is–let’s put it very positively–impatient to get more technology into our products,” says Harry Shum, Microsoft’s executive VP of artificial intelligence and research. “It’s really very encouraging to all of us in Microsoft Research.” That’s a lot of happy people: more than 1,000 computer scientists are in MSR’s employ, at its Redmond headquarters as well as Boston, Montreal, Beijing, Bangalore, and beyond.
CEO determination, by itself, only goes so far. Microsoft has gotten good at the tricky logistics of identifying what research to leverage in which products, encouraging far-flung employees to collaborate on that effort, and getting the results in front of everyone from worker bees to game enthusiasts.
–– ADVERTISEMENT ––
For the record, Shum argues that Microsoft’s old rep for failing to make use of its researchers’ breakthroughs was unfair–but he doesn’t deny that the company is much better at what he calls “deployment-driven research” than in the past. “The key now is how quickly we can make those things happen,” he says.
Judging from my recent visit to its campus, Microsoft is making things happen at a clip that’s only accelerating. I talked to Shum and some of his colleagues from across the company about the process of embracing AI as swiftly and widely as possible. And it turned out that it isn’t one process but a bunch of them.
MEETING OF THE MINDS
On the most fundamental level, ensuring that Microsoft AI innovations benefit Microsoft customers is about making sure that research and product teams aren’t siloed off from each other. That means encouraging teams to talk to each other, which Microsoft now does in a big, organized fashion. Every six months or so, for instance, an event called Roc is devoted to cross-fertilization between research efforts and Office product development.
“We have those two-, three-day workshops where we have 50 people from Microsoft Research, 100 people from Office, all coming together,” says Shum. Everybody shares what they’re working on, and the whole affair ends with a hackathon.
Harry Shum [Photo: courtesy of Microsoft]
Another ongoing meeting of the minds, the Distinguished Engineering Leadership Lecture Series, brings executives responsible for products to the Microsoft campus’s Building 99, where MSR is headquartered. “I say, ‘You have to come in and do three things for me,'” Shum says. “Number one is tell us your product roadmap. Number two is [list] 10 things you need Microsoft Research to solve for you. And then number three is before you leave the building, commit to one or two projects that we will work on together.”
Of course, getting people talking about problems and solutions is just the beginning. The potential for AI to improve everyday Microsoft Office tasks such as formatting a document or plugging data into a spreadsheet is enormous. But it’s also easy to see how automated assistance could feel intrusive rather than helpful. Exhibit A: Office 97’s Clippy assistant, which remains a poster child for grating, unwelcome technology.
More than a decade after Office eradicated Clippy, it still wants to detect if you’re performing a task where AI might be useful. It just wants the experience to be subtle rather than intrusive. As Ronette Lawrence, principal product planning manager for Office, says, “One of our core principles is making sure that the human stays the hero.”
PowerPoint’s Design Ideas feature can use AI to dress up your slides–but it works hard to stay out of your way unless you want to use it.
Lawrence says that nearly everything Microsoft is adding to Office these days has an element of AI and machine learning to it. In PowerPoint, for instance, the company wants AI to be “the designer that works in the cloud for you.” If you’re using a pen-equipped PC such as Microsoft’s own Surface, PowerPoint can convert your scrawled freehand words and shapes into polished text blocks and objects. And if the software notices that you’re entering a sequence of dates, it will realize that it might make sense to lay them out as a timeline.
Instead of shoving unsolicited advice in your face, however, “we’re careful to make sure that these kind of suggestions come out as a whisper,” says Lawrence. The “Design Ideas” feature analyzes your presentation in process and shows thumbnails of possible tweaks–such as that timeline layout for a sequence of dates–to the right of your slides. They’re equally easy to implement or ignore.
Though many Office features are dependent on Microsoft Research’s latest work, certain brainstorms make their way out the lab more easily than others. “Some of it feels like science fiction,” says Lawrence of AI in its raw form. “And other [examples] feel closer to product readiness.”
During one workshopping session between the Office product team and MSR, the fact that people typically rough out Word documents and fill in holes later–or ask coworkers to do some of the filling–came up. What if Word helped wrangle the process?
A new to-do feature aims to do that by scanning a document for placeholders such as “TODO: get latest revenue figures” or “insert graph here” and listing them in a sidebar so you remember to take care of them. Microsoft plans to extend the feature so that your colleagues can supply elements you’ve requested by responding to an email rather than rummaging around in your document. It also intends to use AI to suggest relevant content.
The first Office users to get access to this to-do feature in its initial form are Windows and Mac users who have signed up for Office’s early-adopter program. (It’s due for general release by the end of the year.) Oftentimes, however, new AI functionality shows up first in Office’s web-based apps, where it’s easier for Microsoft to get it in front of a lot of people quickly–and learn, and refine–than if the company needed to wait for the next release of Office in its more conventional form.
“It’s pretty important for us to listen to feedback and see how people are using it to train a model,” says Lawrence. “That is part of the new era of Microsoft, where it isn’t just about the usability of the functionality when you release it. The web gives us that feedback mechanism.”
A current series of online ads is devoted to showing that the Office 365 service has an array of handy features that are absent in Office 2019, the current pay-once version of the suite. All these features leverage AI, but the ads don’t mention that. After all, the human is supposed to be the hero.
CHANGING THE GAME
When did AI begin to have an impact on the video game business? If you ask Kevin Gammill, partner general manager for Xcloud RD at Microsoft, he’ll reach back four decades and bring up early computer-controlled opponents such as the flying saucers in Atari’s Asteroids arcade game. “I think AI has been around as long as gaming’s been around,” he says.
Tamil Melamed and Kevin Gammill [Photo: Harry McCracken]
In 2019, AI’s potential applications in gaming go far beyond making decisions for bad guys. Microsoft–the rare company with deep investments in both games and basic computer research–is well positioned to explore them.
That includes useful stuff that makes life better for game players without screaming “Hey, artificial intelligence!” Studies, for instance, have shown that online competition greatly benefits from players being matched with others of roughly comparable skill. “If you go into a game and you just get slaughtered, it’s probably not a good experience,” explains Gammill. “If everyone’s too easy, it’s also probably not a good experience.” Xbox Live has long used an algorithm called TrueSkill (recently updated as TrueSkill 2) to help ensure that contestants are neither bored nor massacred by their opponents.
Another piece of practical AI was inspired by the fact that Microsoft “heard for years loud and clear from gamers that they would greatly prefer to spend a lot more time playing games than downloading games,” says Ashley McKissick, who manages the Game Pass service. The company initially tried to let players skip ahead to the action before a download was complete through a system that required some heavy lifting on the part of game publishers and was therefore not universally adopted.
Starting last summer, Microsoft replaced this unsatisfactory handwork by humans with a piece of AI-enhanced technology called FastStart. It leverages machine learning to determine which bits of a game to download first, allowing gamers to begin playing up to twice as fast. “We’re not really changing the laws of physics here, but it does make your download much smarter,” says McKissick.
Increasingly, Microsoft is formalizing the kind of collaboration that helps AI make its way into games. Similar to the MSR/Office meeting called Roc, a confab called Magneto is designed to cultivate conversation–and outright hacking–between MSR and the gaming group. Along with those two constituencies, “there are people from Bing there, there are people from Windows there, there are people from Azure there,” says Tamir Melamed, Microsoft’s partner software engineer manager for Xcloud COGS. “Because there’s a lot of those technologies that we think we can share down the road.”
One joint project emerged from Microsoft’s annual companywide hackathon. In 2017, the gaming group was wrestling with the challenge of curating Mixer, a game-streaming service–in the same Zip Code as Twitch, but more interactive–which Microsoft had acquired in the form of a startup called Beam. “We found ourselves with a much larger volume of streams than we had anticipated,” says Chad Gibson, Mixer’s general manager. “And so we were trying to find, ‘How can we provide new, unique ways of allowing players of PlayerUnknown’s Battlegrounds or Fortnite to be discovered?'”
Chad Gibson and Ashley McKissick [Photo: Harry McCracken]
At around the same time that the Mixer team was asking itself that question, the hackathon was being won by some Microsoft Research staffers who’d devised “Watch For,” an AI system for analyzing live video streams and identifying specific events therein. (Microsoft was so impressed by the technology’s commercial possibilities that it announced the team’s victory without disclosing exactly what it had created.) The two groups collaborated to use Watch For as the basis for HypeZone, a Mixer feature that lets viewers tune in to the most climactic moments in game streams in progress. “It allowed us to do new forms of discovery that we honestly didn’t think were possible,” says Gibson.
As long as gaming has its frustrations, AI should provide further ways to mitigate them. Recently, Gammill was engaged in heated competition in the Tom Clancy first-person shooter Rainbow Six Siege against three friends. Then one contestant’s internet connection choked. “Three of us are running around and a frozen character is standing there,” he says. And a frozen character can’t do much except be mowed down.
A better scenario would be if the game could use AI to determine that a player had gotten cut off, and then take temporary control of the corresponding character–and play in the same style as that person. “Now we’re very close to scenarios like that actually coming to fruition,” says Gammill.
THE SILICON FACTOR
Steve Jobs was fond of saying that Apple was the only computer company that built “the whole widget”–not just software or hardware, but both, integrated so well that the seams of the experience start to fade away. In recent years, that philosophy has reached its ultimate expression as Apple has even designed its own iPhone and iPad processors and optimized them for running Apple software.
The same vertical integration that’s a boon for a smartphone or tablet makes sense, on a grander scale, for a data center–such as the ones that power Microsofts Azure services. Enter Project Brainwave. That’s the name for the custom hardware accelerator Microsoft has designed–using Intel field-programmable gate arrays (FPGAs)–specifically for the purpose of speeding up AI running in the Azure cloud.
Microsoft’s move into designing its own hardware for optimal AI is hardly unique. Both Google and Amazon are also moving down the stack from software to silicon for similar reasons. But Microsoft isn’t just hopping aboard a trendy bandwagon. Project Brainwave is the end product of an opportunity Doug Burger began thinking about almost a decade ago–and at first, he did it on his own. “I started the work in 2010 and then exposed it to management after about a year,” remembers Burger, who was a researcher within MSR at the time.
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Project Brainwave sprang from Microsoft’s realization that embracing AI needed to start at the chip level [Photo: courtesy of Microsoft]
Conventional chips know how to execute the computing instructions in their repertoire when they leave the factory, and can never be retrained for a different purpose-such as efficiently running a new machine-learning algorithm. FPGAs, by contrast, are like chameleons, says Burger. “What the FPGAs allow us to do is build stuff really fast and get it into production, and then iterate on a very rapid cadence,” he explains. “So that chameleon is changing colors really fast and getting better every time it changes color.”
FPGA technology allows Microsoft to deliver highly efficient deep learning as a service in a way that addresses specific customer requests. “A lot of the problems that they want to solve are around image analysis,” says Ted Way, senior program manager for Azure Machine Learning. “‘I want to look at my manufacturing defects.’ ‘I want to look at whether [products are] out of stock.’ ‘I want to see if people are smoking at my gas station because I’m afraid of fires.’ Doug’s team was able to turn that around and build these convolutional neural networks that ran super fast on the FPGA in just six months or so.” By silicon standards, that’s quick.
From the start, Microsoft Research (MSR for short) hired more than its fair share of computing’s most visionary, accomplished scientists. For a long time, however, it had a reputation for struggling to turn their innovations into features and products that customers wanted. In the ’90s, for instance, I recall being puzzled about why its ambitious work in areas such as speech recognition hadn’t had a profound effect on Windows and Office.
Five years into Satya Nadella’s tenure as Microsoft CEO, that stigma is gone. Personal determination on Nadella’s part has surely helped. “Satya is–let’s put it very positively–impatient to get more technology into our products,” says Harry Shum, Microsoft’s executive VP of artificial intelligence and research. “It’s really very encouraging to all of us in Microsoft Research.” That’s a lot of happy people: more than 1,000 computer scientists are in MSR’s employ, at its Redmond headquarters as well as Boston, Montreal, Beijing, Bangalore, and beyond.
CEO determination, by itself, only goes so far. Microsoft has gotten good at the tricky logistics of identifying what research to leverage in which products, encouraging far-flung employees to collaborate on that effort, and getting the results in front of everyone from worker bees to game enthusiasts.
–– ADVERTISEMENT ––
For the record, Shum argues that Microsoft’s old rep for failing to make use of its researchers’ breakthroughs was unfair–but he doesn’t deny that the company is much better at what he calls “deployment-driven research” than in the past. “The key now is how quickly we can make those things happen,” he says.
Judging from my recent visit to its campus, Microsoft is making things happen at a clip that’s only accelerating. I talked to Shum and some of his colleagues from across the company about the process of embracing AI as swiftly and widely as possible. And it turned out that it isn’t one process but a bunch of them.
MEETING OF THE MINDS
On the most fundamental level, ensuring that Microsoft AI innovations benefit Microsoft customers is about making sure that research and product teams aren’t siloed off from each other. That means encouraging teams to talk to each other, which Microsoft now does in a big, organized fashion. Every six months or so, for instance, an event called Roc is devoted to cross-fertilization between research efforts and Office product development.
“We have those two-, three-day workshops where we have 50 people from Microsoft Research, 100 people from Office, all coming together,” says Shum. Everybody shares what they’re working on, and the whole affair ends with a hackathon.
Harry Shum [Photo: courtesy of Microsoft]
Another ongoing meeting of the minds, the Distinguished Engineering Leadership Lecture Series, brings executives responsible for products to the Microsoft campus’s Building 99, where MSR is headquartered. “I say, ‘You have to come in and do three things for me,'” Shum says. “Number one is tell us your product roadmap. Number two is [list] 10 things you need Microsoft Research to solve for you. And then number three is before you leave the building, commit to one or two projects that we will work on together.”
Of course, getting people talking about problems and solutions is just the beginning. The potential for AI to improve everyday Microsoft Office tasks such as formatting a document or plugging data into a spreadsheet is enormous. But it’s also easy to see how automated assistance could feel intrusive rather than helpful. Exhibit A: Office 97’s Clippy assistant, which remains a poster child for grating, unwelcome technology.
More than a decade after Office eradicated Clippy, it still wants to detect if you’re performing a task where AI might be useful. It just wants the experience to be subtle rather than intrusive. As Ronette Lawrence, principal product planning manager for Office, says, “One of our core principles is making sure that the human stays the hero.”
PowerPoint’s Design Ideas feature can use AI to dress up your slides–but it works hard to stay out of your way unless you want to use it.
Lawrence says that nearly everything Microsoft is adding to Office these days has an element of AI and machine learning to it. In PowerPoint, for instance, the company wants AI to be “the designer that works in the cloud for you.” If you’re using a pen-equipped PC such as Microsoft’s own Surface, PowerPoint can convert your scrawled freehand words and shapes into polished text blocks and objects. And if the software notices that you’re entering a sequence of dates, it will realize that it might make sense to lay them out as a timeline.
Instead of shoving unsolicited advice in your face, however, “we’re careful to make sure that these kind of suggestions come out as a whisper,” says Lawrence. The “Design Ideas” feature analyzes your presentation in process and shows thumbnails of possible tweaks–such as that timeline layout for a sequence of dates–to the right of your slides. They’re equally easy to implement or ignore.
Though many Office features are dependent on Microsoft Research’s latest work, certain brainstorms make their way out the lab more easily than others. “Some of it feels like science fiction,” says Lawrence of AI in its raw form. “And other [examples] feel closer to product readiness.”
During one workshopping session between the Office product team and MSR, the fact that people typically rough out Word documents and fill in holes later–or ask coworkers to do some of the filling–came up. What if Word helped wrangle the process?
A new to-do feature aims to do that by scanning a document for placeholders such as “TODO: get latest revenue figures” or “insert graph here” and listing them in a sidebar so you remember to take care of them. Microsoft plans to extend the feature so that your colleagues can supply elements you’ve requested by responding to an email rather than rummaging around in your document. It also intends to use AI to suggest relevant content.
The first Office users to get access to this to-do feature in its initial form are Windows and Mac users who have signed up for Office’s early-adopter program. (It’s due for general release by the end of the year.) Oftentimes, however, new AI functionality shows up first in Office’s web-based apps, where it’s easier for Microsoft to get it in front of a lot of people quickly–and learn, and refine–than if the company needed to wait for the next release of Office in its more conventional form.
“It’s pretty important for us to listen to feedback and see how people are using it to train a model,” says Lawrence. “That is part of the new era of Microsoft, where it isn’t just about the usability of the functionality when you release it. The web gives us that feedback mechanism.”
A current series of online ads is devoted to showing that the Office 365 service has an array of handy features that are absent in Office 2019, the current pay-once version of the suite. All these features leverage AI, but the ads don’t mention that. After all, the human is supposed to be the hero.
CHANGING THE GAME
When did AI begin to have an impact on the video game business? If you ask Kevin Gammill, partner general manager for Xcloud RD at Microsoft, he’ll reach back four decades and bring up early computer-controlled opponents such as the flying saucers in Atari’s Asteroids arcade game. “I think AI has been around as long as gaming’s been around,” he says.
Tamil Melamed and Kevin Gammill [Photo: Harry McCracken]
In 2019, AI’s potential applications in gaming go far beyond making decisions for bad guys. Microsoft–the rare company with deep investments in both games and basic computer research–is well positioned to explore them.
That includes useful stuff that makes life better for game players without screaming “Hey, artificial intelligence!” Studies, for instance, have shown that online competition greatly benefits from players being matched with others of roughly comparable skill. “If you go into a game and you just get slaughtered, it’s probably not a good experience,” explains Gammill. “If everyone’s too easy, it’s also probably not a good experience.” Xbox Live has long used an algorithm called TrueSkill (recently updated as TrueSkill 2) to help ensure that contestants are neither bored nor massacred by their opponents.
Another piece of practical AI was inspired by the fact that Microsoft “heard for years loud and clear from gamers that they would greatly prefer to spend a lot more time playing games than downloading games,” says Ashley McKissick, who manages the Game Pass service. The company initially tried to let players skip ahead to the action before a download was complete through a system that required some heavy lifting on the part of game publishers and was therefore not universally adopted.
Starting last summer, Microsoft replaced this unsatisfactory handwork by humans with a piece of AI-enhanced technology called FastStart. It leverages machine learning to determine which bits of a game to download first, allowing gamers to begin playing up to twice as fast. “We’re not really changing the laws of physics here, but it does make your download much smarter,” says McKissick.
Increasingly, Microsoft is formalizing the kind of collaboration that helps AI make its way into games. Similar to the MSR/Office meeting called Roc, a confab called Magneto is designed to cultivate conversation–and outright hacking–between MSR and the gaming group. Along with those two constituencies, “there are people from Bing there, there are people from Windows there, there are people from Azure there,” says Tamir Melamed, Microsoft’s partner software engineer manager for Xcloud COGS. “Because there’s a lot of those technologies that we think we can share down the road.”
One joint project emerged from Microsoft’s annual companywide hackathon. In 2017, the gaming group was wrestling with the challenge of curating Mixer, a game-streaming service–in the same Zip Code as Twitch, but more interactive–which Microsoft had acquired in the form of a startup called Beam. “We found ourselves with a much larger volume of streams than we had anticipated,” says Chad Gibson, Mixer’s general manager. “And so we were trying to find, ‘How can we provide new, unique ways of allowing players of PlayerUnknown’s Battlegrounds or Fortnite to be discovered?'”
Chad Gibson and Ashley McKissick [Photo: Harry McCracken]
At around the same time that the Mixer team was asking itself that question, the hackathon was being won by some Microsoft Research staffers who’d devised “Watch For,” an AI system for analyzing live video streams and identifying specific events therein. (Microsoft was so impressed by the technology’s commercial possibilities that it announced the team’s victory without disclosing exactly what it had created.) The two groups collaborated to use Watch For as the basis for HypeZone, a Mixer feature that lets viewers tune in to the most climactic moments in game streams in progress. “It allowed us to do new forms of discovery that we honestly didn’t think were possible,” says Gibson.
As long as gaming has its frustrations, AI should provide further ways to mitigate them. Recently, Gammill was engaged in heated competition in the Tom Clancy first-person shooter Rainbow Six Siege against three friends. Then one contestant’s internet connection choked. “Three of us are running around and a frozen character is standing there,” he says. And a frozen character can’t do much except be mowed down.
A better scenario would be if the game could use AI to determine that a player had gotten cut off, and then take temporary control of the corresponding character–and play in the same style as that person. “Now we’re very close to scenarios like that actually coming to fruition,” says Gammill.
THE SILICON FACTOR
Steve Jobs was fond of saying that Apple was the only computer company that built “the whole widget”–not just software or hardware, but both, integrated so well that the seams of the experience start to fade away. In recent years, that philosophy has reached its ultimate expression as Apple has even designed its own iPhone and iPad processors and optimized them for running Apple software.
The same vertical integration that’s a boon for a smartphone or tablet makes sense, on a grander scale, for a data center–such as the ones that power Microsofts Azure services. Enter Project Brainwave. That’s the name for the custom hardware accelerator Microsoft has designed–using Intel field-programmable gate arrays (FPGAs)–specifically for the purpose of speeding up AI running in the Azure cloud.
Microsoft’s move into designing its own hardware for optimal AI is hardly unique. Both Google and Amazon are also moving down the stack from software to silicon for similar reasons. But Microsoft isn’t just hopping aboard a trendy bandwagon. Project Brainwave is the end product of an opportunity Doug Burger began thinking about almost a decade ago–and at first, he did it on his own. “I started the work in 2010 and then exposed it to management after about a year,” remembers Burger, who was a researcher within MSR at the time.
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Project Brainwave sprang from Microsoft’s realization that embracing AI needed to start at the chip level [Photo: courtesy of Microsoft]
Conventional chips know how to execute the computing instructions in their repertoire when they leave the factory, and can never be retrained for a different purpose-such as efficiently running a new machine-learning algorithm. FPGAs, by contrast, are like chameleons, says Burger. “What the FPGAs allow us to do is build stuff really fast and get it into production, and then iterate on a very rapid cadence,” he explains. “So that chameleon is changing colors really fast and getting better every time it changes color.”
FPGA technology allows Microsoft to deliver highly efficient deep learning as a service in a way that addresses specific customer requests. “A lot of the problems that they want to solve are around image analysis,” says Ted Way, senior program manager for Azure Machine Learning. “‘I want to look at my manufacturing defects.’ ‘I want to look at whether [products are] out of stock.’ ‘I want to see if people are smoking at my gas station because I’m afraid of fires.’ Doug’s team was able to turn that around and build these convolutional neural networks that ran super fast on the FPGA in just six months or so.” By silicon standards, that’s quick.
Tuesday 5 February 2019
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Monday 2 April 2018
L3 Technologies Selects Microsoft Azure Government in Strategic Cloud Initiative
NEW YORK - (BUSINESS WIRE) - L3 Technologies (NYSE: LLL) today announced a five-year strategic cloud computing collaboration with Microsoft and the selected Azure Government to provide the processes and delivery speed of IT resources in their global operations Transforming operations. L3 Technologies is the first aerospace company to sign a data center transformation agreement with Microsoft.
"This new element of L3's ongoing collaboration with Microsoft will fundamentally change the way we use data to drive our productivity, reduce costs and deliver even greater value to our customers around the world," said Christopher E. Kubasik, executive president and president of L3. "We were able to move quickly to use the energy and cost benefits of Microsoft Azure Government to manage some of our most demanding IT workloads and standardize shared services and systems that keep our operations running smoothly. our IT capacity creates long-term efficiencies and is a central element of our integration strategy to accelerate our entrepreneurship and growth. "
Azure Government is ideally suited to meet L3's highly dynamic computing and storage needs by providing hyperscale cloud capabilities and the highest level of compliance and security to compete globally in a developing, data-driven environment. Azure Government, the Microsoft cloud developed exclusively for US government agencies and their partners, currently covers more than 70 key certifications and certifications.
"L3 takes a very strategic approach to the cloud and aggressively modernizes its current and future growth and opens up new business opportunities, as part of our long-term relationship, they have already successfully deployed Microsoft Office 365 for US Government and Dynamics 365 Government with the latest selection from Azure Government now uses L3's full range of Microsoft cloud capabilities for government agencies, "said Judson Althoff, executive vice president of Microsoft's Worldwide Commercial Business.
Headquartered in New York City, L3 Technologies employs approximately 31,000 people worldwide. The company is a leading supplier of a wide range of military, homeland security and commercial communications, electronics and sensor systems. L3 is also prime contractor for aerospace systems, security and detection systems, and pilot training. The company reported sales of $ 9.6 billion in 2017.
To learn more about L3, please visit the company's website at www.L3T.com. L3 uses its website as a distribution channel for material information. Financial and other material information about L3 is routinely posted on the company's website and is easily accessible.
Safe
Harbor Statement Under the Private Securities Litigation Reform Act of 1995
Except for the historical information contained in this news release, the information presented in this press release is forward-looking. Statements that are predictive, that depend on or relate to events or conditions, or words such as "expect," "anticipate," "intend," "plan," "believe," "estimate," "may," " and similar expressions are forward-looking statements. The forward-looking statements set forth above involve a number of risks and uncertainties that could cause actual results to be materially different from such statements, including the risks and uncertainties described in the Company's safe-harbor compliance statement for forward-looking statements Current filings, including Forms 10-K and 10-Q filed with the Securities and Exchange Commission. The forward-looking statements speak only as of the date of publication and the Company assumes no obligation to update these forward-looking statements.
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