Mentoring – a Win-Win Situation

Rama Vani Periasamy

“If I have seen further it is by standing on the shoulders of giants.” — Isaac Newton

Did you know the English word ‘Mentor’ actually originated from the Greek epic ‘The Odyssey’?

When Odysseus had to leave his kingdom to lead his army in the Trojan war, his son Telemachus was left under the guidance of a friend ‘Mentor’. Mentor was supposed to guide and groom Telemachus during his developmental years and make him independent. The word ‘Mentor’ was thus incorporated in the English language. We use the word in the same context that existed in Greek Mythology – to guide a person, make him/her an independent thinker, and a doer.

In the age of technology, there may be tools and enormous amounts of data to get a competitive advantage, but they’re no match for a mentor. The business hall of fame is adorned with the names of people who discovered that finding a mentor made all the difference.

A lot of people have been able to achieve greater heights than they imagined because they were able to tap into their potential and that is the energy mentoring brings in.

In today’s world, a lot of corporate offices offer mentoring programs that cut across age groups (called the cross-gens), backgrounds, and experiences that benefit everyone. But sometimes the mechanisms and expectations of a mentoring program are not clear which makes the practice unsuccessful. Today’s young generation think they have the internet to quench the thirst of their knowledge. They do not see mentors as guiding beacons to success but only help them meet their learning needs. Citing it with an example, mentoring is equivalent to teaching a man to not just fish, but also share the experiences, tricks, and tips, so that he becomes an independent fisher.  More often, our current generation fails to understand that even geniuses like Aristotle and Bill Gates needed a mentor in their lives.

When mentoring is so powerful, why don’t we nurture the relationship? What stops us? Is time a factor? Not really. Any relationship needs some amount of time to be invested and so is the case with mentoring. Putting aside a few hours a month is an easily doable task, especially for something that is inspiring and energizing. Schedules can always be shuffled for priorities.

Now that we know that we have the time, why is it always hard to find a mentor? To begin with, how do you find a mentor? Well, it is not as difficult as we think. When you start looking for them, you will eventually find one. They are everywhere but may not necessarily be in your workplace.

We have the time, we have a mentor, so what are the guidelines in the mentoring relationship?

The guidelines can be extracted very much in the word ‘MENTOR’.

M=Mission: Any engagement works only if you have something to work on. Both the mentor and mentee must agree on the goals and share their mission statement. Creating a vision and a purpose for the mentoring relationship adds value to both sides and this keeps you going. Articulating the mission statement would be the first activity, to begin with in a mentor-mentee relationship.

 E=Engage: Agree on ways to engage that works with your personalities and schedules. Set ground rules on the modes of communications. Is that going to be a one-one conversation periodically or remote calls? Find out the level of flexibility. Is an impromptu meeting fine? Can Emails or text messages be sent? Decide on the communication medium and time.

 N=Network: Expanding your network with that of your mentor or mentee and cultivating productive relationships will be the key to success. While expanding your network will be productive, remember to tread carefully. Seek permissions, respect, and even ask for an introduction before you reach out to the other person’s contacts.

 T=Trust: Build and maintain trust with your mentoring partner by telling the truth, staying connected, and being dependable. And as the mentorship grows, clear communication and honesty will deepen the relationship. Building trust takes time so always keep the lines of communication open.

O=Opportunity: Create opportunities for your mentee or mentor to grow. Being in a mentor-mentee relationship is like a two-way lane, where you can come across opportunities from both sides, which may not be open for non-mentors/mentees. Bringing in such opportunities will only help the other person achieving his/her goal or the mission statement that was set at the beginning.

R=Review and Renew: Schedule a regular time to review progress and renew your mentoring partnership. This will help you keep your progress on track and it will also help you look for short goals to achieve. Reviewing is also going to help retrospect if a different strategy is to be laid out to achieve your goals.

Mentoring may sound irrelevant and unnecessary while we are surviving a pandemic and going through bouts of intense emotions. But I feel it is even more necessary during this most unusual situation we’re facing. Mentoring could be one of the ways to combat anxiety and depression caused by isolation and the inability to meet people face-to-face.

Mentoring can be done virtually through video calls, by setting up a time to track the progress of your goals and discuss challenges/accomplishments.  Mentoring also proves to be the place to ask difficult questions because it is a “No Judging” relationship and the absolute safe place to deal with work-related anxiety and fear. I still recall my early days as a campus graduate where I was assigned a ‘Buddy’, the go-to person. With them, I’d discussed a lot of my ‘what’, ‘why’ and ‘how’ questions of the work and the corporate world, which I had resisted opening up to my supervisors.

Mentoring takes time. Remember the first day you struggled to balance on your bicycle and may have fallen down hurting your knees? But once you learned to ride, you would have loved your time on the saddle. The same applies to mentoring. Investing the time and effort in mentoring will energize you even better than a few hours of Netflix or scrolling on Instagram. Let us create a culture that shares knowledge, guides & encourages nonstop, like how Socrates taught Plato, Plato taught Aristotle and Aristotle held the beacon for many. There is an adage that goes “when you are ready to become a teacher, the student appears”.

“A mentor is someone who allows you to see the hope inside yourself.” — Oprah Winfrey

The article is based on the book “One Minute Mentoring” by Ken Blanchard & Claire Diaz Ortiz.

About the Author –

Rama is that everyday woman you see who juggles between family and a 9 hours work life. She loves reading history, fiction, attempting half marathons, and traveling.
To break the monotony of life and to share her interest in books & travel, she blogs and curates at www.kindleandkompass.com

Significance of CI CD Process in DevOps

Muraleedharan Vijayakumar

Developing and releasing software can be a complicated process, especially as applications, teams, and deployment infrastructure grow in complexity themselves. Often, challenges become more pronounced as projects grow. To develop, test, and release software quickly and consistently, developers and organizations have created distinct strategies to manage and automate these processes.

Did you know?  Amazon releases a new production code once every 11.6 seconds.

Why CI/CD/CD?

The era of digital transformations demands faster deployments into production. Faster deployments do not warrant defective releases, the solution – ‘DevOps’. The development team, operations team, and IT services team have to work in tandem and the magic circle that brings all of them together is DevOps.

To adopt a DevOps culture, implementing the right DevOps tools with the right DevOps process is essential. Continuous integration/continuous delivery/continuous deployment (CI/CD/CD) help us developers and testers ship the software faster and safer in a structured environment.

The biggest obstacle that needs to be overcome in constructing a DevOps environment is scalability. There are no definite measures on the scalability of an application or product development, but DevOps environment should be ready to scale to meet business and technology needs. It lays a strong foundation for building an agile DevOps for the business.

Continuous Integration and Deployment has seen many benefits in the software delivery process. Initiating automated code builds once checks are completed, running automated test suites, flagging errors and breaking builds if not adhered to compliance have eased the way of deploying a stable release into staging or production environment and eliminating manual errors and human bias.

How is CI/CD/CD Set Up?

Version control tools play an important role in the success of our DevOps pipeline. And designing a good source stage is pivotal to our CI/CD success. It ensures that we can version code, digital assets, and binary files (and more) all in one spot. This enables teams to communicate and collaborate better — and deploy faster.

Our code branching strategy determines how and when developers branch and merge. When deciding on a strategy it is important to evaluate what makes sense for our team and product. Most version control systems will let you adopt and customize standard strategies like mainline, trunk-based, task/feature branching, etc.,

Typical Branching Model Followed

A basic workflow starts with code being checked out. When the work in the branch is committed, CI processes are triggered. This can be done with a merge or pull request. Then the CI/CD pipeline kicks into high gear.

The goal of CI/CD is to continuously integrate changes to find errors earlier in the process, as known as ‘Shift Left’.  The ultimate goal of having an automated CI/CD process in place to identify errors or flag non-compliance at an early stage of the development process. This increases the project’s velocity by avoiding late-stage defects and delays. It creates an environment where code is always ready for a release. With the right branching strategy, teams are equipped to deliver success.

Continuous Integration: Integrating newly developed code with the central repository is continuous integration. Automated CI results in automated builds that are triggered to merge the newly developed codes into the repository. As part of this process, plugins can be added to perform static code analysis, security compliance checks, etc., to identify if the newly added code would have any impact on the application. If there are compliance issues, the automated build breaks, and the same is reflected to the developer with insights. Automated CI helps in increasing the productivity of the developers and the team.

Continuous Delivery: At the end of a successful CI, Continuous Delivery is triggered. CD ensures to automate the software delivery process and commits to deliver the integrated code into the production stage without any bugs or delays. CD helps in merging the newly developed code into the main branch of the software so that a ready to production product is available with all the checks in place.CD also checks the quality of the code and performs tests to check whether it can release the functional build to the production environment.

Continuous Deployment: The final and most critical part of DevOps is Continuous Deployment. After the successful merging of certified code, the pipelines are triggered to deploy the code into the production environment. These pipelines are also triggered automatically. The pipelines are constructed to handle the target environment be it jar or container deployments. The most important aspect of this pipeline is to tag the releases that are also done in the production environment. If there are rollbacks these tags help the team to roll back to the right version of the build.

CI/CD/CD is an art that needs to be crafted in the right and most efficient way that will help the software development team achieve their success at a faster pace.

Different Stages & Complete DevOps Setup

What is the CI/CD/CD  Outcome?

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About the Author –

Murleedharan is a senior technical manager and has managed, developed, and launched cutting edge business intelligence and analytics platforms using big data technologies. He has experience in hosting the platform in Microsoft Azure by leveraging the MS PaaS. He is a product manager for zDesk – A Virtual Desktop offering from GAVS.
His passion is to get a friction-less DevOps operational in an environment to bring down the deployment time to a few seconds.

Healthcare Data Sharing

Srinivasan Sundararajan

Patient Care Redefined

The fight against the novel coronavirus has witnessed transformational changes in the way patient care is defined and managed. Proliferation of telemedicine has enabled consultations across geographies. In the current scenario, access to patients’ medical records has also assumed more importance.

The journey towards a solution also taught us that research on patient data is equally important. More the sample data about the infected patients, the better the vaccine/remedy. However, the growing concern about the privacy of patient data cannot be ignored. Moreover, patients who provide their data for medical research should also benefit from a monetary perspective, for their contributions.

The above facts basically point to the need for being able to share vital healthcare data efficiently so that patient care is improved, and more lives are saved.

The healthcare industry needs a data-sharing framework, which shares patient data but also provides much-needed controls on data ownership for various stakeholders, including the patients.

Types of Healthcare Data

  • PHR (Personal Health Record): An electronic record of health-related information on an individual that conforms to nationally recognized interoperability standards and that can be drawn from multiple sources while being managed, shared, and controlled by the individual.
  • EMR (Electronic Medical Record): Health-related information on an individual that can be created, gathered, managed, and consulted by authorized clinicians and staff within one healthcare organization. 
  • EHR (Electronic Health Record): Health-related information on an individual that conforms to nationally recognized interoperability standards and that can be created, managed and consulted by authorized clinicians and staff across more than one healthcare organization. 

In the context of large multi-specialty hospitals, EMR could also be specific to one specialist department and EHR could be the combination of information from various specialist departments in a single unified record.

Together these 3 forms of healthcare data provide a comprehensive view of a patient (patient 360), thus resulting in quicker diagnoses and personalized quality care.

Current Challenges in Sharing Healthcare Data

  • Lack of unique identity for patients prevents a single version of truth. Though there are government-issued IDs like SSN, their usage is not consistent across systems.
  • High cost and error-prone integration options with provider controlled EMR/EHR systems. While there is standardization with respect to healthcare interoperability API specifications, the effort needed for integration is high.
  • Conflict of interest in ensuring patient privacy and data integrity, while allowing data sharing. Digital ethics dictate that patient consent management take precedence while sharing their data.
  • Monetary benefits of medical research on patient data are not passed on to patients. As mentioned earlier, in today’s context analyzing existing patient information is critical to finding a cure for diseases, but there are no incentives for these patients.
  • Data stewardship, consent management, compliance needs like HIPAA, GDPR. Let’s assume a hospital specializing in heart-related issues shares a patient record with a hospital that specializes in eye care. How do we decide which portions of the patient information is owned by which hospital and how the governance is managed?
  • Lack of real-time information attributing to data quality issues and causing incorrect diagnoses.

The above list is not comprehensive but points to some of the issues that are plaguing the current healthcare data-sharing initiatives.

Blockchain for Healthcare Data Sharing

Some of the basic attributes of blockchain are mentioned below:

  • Blockchain is a distributed database, whereby each node of the database can be owned by a different stakeholder (say hospital departments) and yet all updates to the database eventually converge resulting in a distributed single version of truth.
  • Blockchain databases utilize a cryptography-based transaction processing mechanism, such that each object stored inside the database (say a patient record) can be distinctly owned by a public/private key pair and the ownership rights carry throughout the life cycle of the object (say from patient admission to discharge).
  • Blockchain transactions are carried out using smart contracts which basically attach the business rules to the underlying data, ensuring that the data is always compliant with the underlying business rules, making it even more reliable than the data available in traditional database systems.

These underlying properties of Blockchain make it a viable technology platform for healthcare data sharing, as well as to ensure data stewardship and patient privacy rights.

GAVS Rhodium Framework for Healthcare Data Sharing

GAVS has developed a framework – ‘Rhodium’, for healthcare data sharing.

This framework combines the best features of multi-modal databases (relational, nosql, graph) along with the viability of data sharing facilitated by Blockchain, to come up with a unified framework for healthcare data sharing.

The following are the high-level components (in a healthcare context) of the Rhodium framework. As you can see, each of the individual components of Rhodium play a role in healthcare information exchange at various levels.

GAVS’ Rhodium Framework for Healthcare

GAVS has also defined a maturity model for healthcare organizations for utilizing the framework towards healthcare data sharing. This model defines 4 stages of healthcare data sharing:

  • Within a Hospital 
  • Across Hospitals
  • Between Hospitals & Patients
  • Between Hospitals, Patients & Other Agencies

The below progression diagram illustrates how the framework can be extended for various stages of the life cycle, and typical use cases that are realized in each phase. Detailed explanations of various components of the Rhodium framework, and how it realizes use cases mentioned in the different stages will be covered in subsequent articles in this space.

Rhodium Patient Date Sharing Journey

Benefits of the GAVS Rhodium Framework for Healthcare Data Sharing

The following are the general foreseeable benefits of using the Rhodium framework for healthcare data sharing.

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Healthcare Industry Trends with Respect to Data Sharing

The following are some of the trends we are seeing in Healthcare Data Sharing:

  • Interoperability will drive privacy and security improvements
  • New privacy regulations will continue to come up, in addition to HIPAA
  • The ethical and legal use of AI will empower healthcare data security and privacy
  • The rest of 2020 and 2021 will be defined by the duality of data security and data integration, and providers’ ability to execute on these priorities. That, in turn, will, in many ways, determine their effectiveness
  • In addition to industry regulations like HIPAA, national data privacy standards including Europe’s GDPR, California’s Consumer Privacy Act, and New York’s SHIELD Act will further increase the impetus for providers to prioritize privacy as a critical component of quality patient care

The below documentation from the HIMSS site talks about maturity levels with respect to healthcare interoperability, which is addressed by the Rhodium framework.

Source: https://www.himss.org/what-interoperability

This framework is in its early stages of experimentation and is a prototype of how a Blockchain + Multi-Modal Database powered solution could be utilized for sharing healthcare data, that would be hugely beneficial to patients as well as healthcare providers.

About the Author –

Srini is the Technology Advisor for GAVS. He is currently focused on Data Management Solutions for new-age enterprises using the combination of Multi-Modal databases, Blockchain, and Data Mining. The solutions aim at data sharing within enterprises as well as with external stakeholders.

Design-led Organization: Creative Thinking as a Practice!

Gogul R G

This is the first article in the series of ‘Design-led organization’ writing about creative thinking as a practice in GAVS. It is the first step for the readers to explore the world of design and creativity. So, let’s get started!

First let’s see what is design thinking is all about

There is a common misconception that design thinking is new. But when you look back, people have applied a human-centric creative process to build meaningful and effective solutions. Design has been practiced for ages to build monuments, bridges, automobiles, subway systems, etc. Design is not only limited to aesthetics, it is more of a mindset to think of a solution. Design thinking is a mindset to iteratively think about a complex problem and come up with a viable solution

Thinking outside of the box can provide an innovative solution to a sticky problem. However, thinking outside of the box can be a real challenge as we naturally develop patterns of thinking that are based on the repetitive activities and commonly accessed knowledge surround ourselves. It takes something to detach away from a situation where we’re too closely involved to be able to find better possibilities.

To illustrate how a fresh way of thinking can create unexpectedly good solutions, let’s look at a famous incident. Some years ago, an incident occurred where a truck driver had tried to pass under a low bridge. But, he failed, and the truck became firmly lodged under the bridge.

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The driver was unable to continue driving through or reverse out. The struck truck caused massive traffic problems, which resulted in emergency personnel, engineers, firefighters, and truck drivers gathering to negotiate various solutions to dislodge the truck.

Emergency workers were debating whether to dismantle parts of the truck or chip away at parts of the bridge. Each of one were looking for a solution with their respective level of expertise. A boy walking by and witnessing the intense debate looked at the truck, at the bridge, then looked at the road and said, “Why not just let the air out of the tires?” to the absolute amazement of all the specialists and experts trying to resolve the issue.

When the solution was tested, the truck could drive with ease, having suffered only the damage caused by its initial attempt to pass underneath the bridge. It symbolizes the struggles we face where often the most obvious solutions are the ones hardest to come by because of the self-imposed constraints we work within.  

“Challenging our assumptions and everyday knowledge is often difficult for us humans, as we rely on building patterns of thinking in order not to have to learn everything from scratch every time.

Let’s come back to our topic “What is Design thinking?” Tim Brown, Executive Chairman of IDEO – an international design and consulting firm quoted design thinking as below.

“Design thinking is a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.

Now let’s think about our truck example. A boy with his fresh mindset provides a simple solution to address a complex problem. Yeah! this is the sweet spot. Everyone is creative and capable of thinking like a designer, and out of the box, to come up with a solution. This way of inculcating design as a mindset for a solution is known as Design thinking.

Yes, you read it right, everyone is creative…

We forget that back in kindergarten, we were all creative. We all played and experimented with weird things without fear or shame. We didn’t know enough not to. The fear of social rejection is something we learned as we got older. And that’s why it’s possible to regain our creative abilities, even decades later. In the field of design and user experience, there are individuals to stick with a methodology a while, they will end up doing amazing things. They come up with break through ideas or suggestions and work creatively with a team to develop something truly innovative. They surprise themselves with the realization that they are a lot more creative than they had thought. That early success shakes up how they see themselves and makes them eager to do more.

We just need to rediscover what we already have: the capacity to imagine, or build upon, new to the world ideas.  But the real value of creativity doesn’t emerge until you are brave enough to act on those ideas.

Geshe Thupten Jinpa, who has been the Dalai Lama’s chief English translator for more than twenty years, shared an insight about the nature of creativity. Jinpa pointed out that there’s no word in the Tibetan language for ‘creativity’ or ‘being creative’. The closest translation is ‘natural’. In other words, if you want to be more creative, you should be more natural! So…be natural!

At your workplace, the complex problems can be easily sorted out when you find a solution using creativity with the mindset of design thinking. Creativity can be improved by following the below steps.

  1. Go for a walk.
  2. Play your favorite games.
  3. Move your eyes.
  4. Take a break and enjoy yourself.
  5. Congratulate yourself each time you do something well.
  6. Estimate time, distance, and money.
  7. Take a route you never have taken before.
  8. Look for images in mosaics, patterns, textures, clouds, stars…
  9. Try something you have never done before.
  10. Do a creative exercise.
  11. Start a collection (stamps, coins, art, stationery, anything you wish to collect)
  12. Watch Sci-Fi or fantasy films.
  13. Change the way you do things – there are no routine tasks, only routine way of doing things.
  14. Wear a color you do not like.
  15. Think about how they invented equipment or objects you use daily.
  16. Make a list of 10 things you think are impossible to do and then imagine how you could make each one possible.
  17. For every bad thing that happens to you, remember at least 3 good things that happened.
  18. Read something you have not read yet.
  19. Make friends with people on the other side of the world.
  20. When you have an idea, make a note of it, and later check to see if it happened.
  21. Connect a sport with your work.
  22. Try food you never tried before.
  23. Talk to grandparents and relatives and listen to their stories.
  24. Give an incorrect answer to a question.
  25. Find links between people, things, ideas, or facts.
  26. Ask children how to do something and observe their creativity.

Start doing the above-mentioned steps to inculcate a creative mindset and apply it in your day-to-day work. Companies like GE health care, Procter & Gamble, UBER practiced design thinking and implemented in their new product launches and for solving complex problems in their organizations. Be natural to be more creative! When you are more creative, you can apply design thinking for seeking any solution for a complex problem in your work.

This is the first article in the series of Design led Organization in GAVS. Keep watching this space for more articles on design and keep exploring the world of design-thinking!

References:

About the Author –

Gogul is a passionate UX designer with 8+ years of experience into designing experiences for digital channels like Enterprise apps, B2C, B2B apps, Mobile apps, Kiosk, Point of Sale, Endless aisle, telecom products. He is passionate about transforming complex problems into actionable solutions using design.

Artificial Intelligence in Healthcare

Dr. Ramjan Shaik

Scientific progress is about many small advancements and occasional big leaps. Medicine is no exception. In a time of rapid healthcare transformation, health organizations must quickly adapt to evolving technologies, regulations, and consumer demands. Since the inception of electronic health record (EHR) systems, volumes of patient data have been collected, creating an atmosphere suitable for translating data into actionable intelligence. The growing field of artificial intelligence (AI) has created new technology that can handle large data sets, solving complex problems that previously required human intelligence. AI integrates these data sources to develop new insights on individual health and public health.

Highly valuable information can sometimes get lost amongst trillions of data points, costing the industry around $100 billion a year. Providers must ensure that patient privacy is protected, and consider ways to find a balance between costs and potential benefits. The continued emphasis on cost, quality, and care outcomes will perpetuate the advancement of AI technology to realize additional adoption and value across healthcare. Although most organizations utilize structured data for analysis, valuable patient information is often “trapped” in an unstructured format. This type of data includes physician and patient notes, e-mails, and audio voice dictations. Unstructured data is frequently richer and more multifaceted. It may be more difficult to navigate, but unstructured data can lead to a plethora of new insights. Using AI to convert unstructured data to structured data enables healthcare providers to leverage automation and technology to enhance processes, reduce the staff required to monitor patients while filling gaps in healthcare labor shortages, lower operational costs, improve patient care, and monitor the AI system for challenges.

AI is playing a significant role in medical imaging and clinical practice. Providers and healthcare organizations have recognized the importance of AI and are tapping into intelligence tools. Growth in the AI health market is expected to reach $6.6 billion by 2021 and to exceed $10 billion by 2024.  AI offers the industry incredible potential to learn from past encounters and make better decisions in the future. Algorithms could standardize tests, prescriptions, and even procedures across the healthcare system, being kept up-to-date with the latest guidelines in the same way a phone’s operating system updates itself from time to time.

There are three main areas where AI efforts are being invested in the healthcare sector.

  • Engagement – This involves improvising on how patients interact with healthcare providers and systems.
  • Digitization – AI and other digital tools are expected to make operations more seamless and cost-effective.
  • Diagnostics – By using products and services that use AI algorithms diagnosis and patient care can be improved.

AI will be most beneficial in three other areas namely physician’s clinical judgment and diagnosis, AI-assisted robotic surgery, and virtual nursing assistants.

Following are some of the scenarios where AI makes a significant impact in healthcare:

  • AI can be utilized to provide personalized and interactive healthcare, including anytime face-to-face appointments with doctors. AI-powered chatbots can be powered with technology to review the patient symptoms and recommend whether a virtual consultation or a face-to-face visit with a healthcare professional is necessary.
  • AI can enhance the efficiency of hospitals and clinics in managing patient data, clinical history, and payment information by using predictive analytics. Hospitals are using AI to gather information on trillions of administrative and health record data points to streamline the patient experience. This collaboration of AI and data helps hospitals/clinics to personalize healthcare plans on an individual basis.
  • A taskforce augmented with artificial intelligence can quickly prioritize hospital activity for the benefit of all patients. Such projects can improve hospital admission and discharge procedures, bringing about enhanced patient experience.
  • Companies can use algorithms to scrutinize huge clinical and molecular data to personalize healthcare treatments by developing AI tools that collect and analyze data from genetic sequencing to image recognition empowering physicians in improved patient care. AI-powered image analysis helps in connecting data points that support cancer discovery and treatment.
  • Big data and artificial intelligence can be used in combination to predict clinical, financial, and operational risks by taking data from all the existing sources. AI analyzes data throughout a healthcare system to mine, automate, and predict processes. It can be used to predict ICU transfers, improve clinical workflows, and even pinpoint a patient’s risk of hospital-acquired infections. Using artificial intelligence to mine health data, hospitals can predict and detect sepsis, which ultimately reduces death rates.
  • AI helps healthcare professionals harness their data to optimize hospital efficiency, better engage with patients, and improve treatment. AI can notify doctors when a patient’s health deteriorates and can even help in the diagnosis of ailments by combing its massive dataset for comparable symptoms. By collecting symptoms of a patient and inputting them into the AI platform, doctors can diagnose quickly and more effectively.   
  • Robot-assisted surgeries ranging from minimally-invasive procedures to open-heart surgeries enables doctors to perform procedures with precision, flexibility, and control that goes beyond human capabilities, leading to fewer surgery-related complications, less pain, and a quicker recovery time. Robots can be developed to improve endoscopies by employing the latest AI techniques which helps doctors get a clearer view of a patient’s illness from both a physical and data perspective.

Having understood the advancements of AI in various facets of healthcare, it is to be realized that AI is not yet ready to fully interpret a patient’s nuanced response to a question, nor is it ready to replace examining patients – but it is efficient in making differential diagnoses from clinical results. It is to be understood very clearly that the role of AI in healthcare is to supplement and enhance human judgment, not to replace physicians and staff.

We at GAVS Technologies are fully equipped with cutting edge AI technology, skills, facilities, and manpower to make a difference in healthcare.

Following are the ongoing and in-pipeline projects that we are working on in healthcare:

ONGOING PROJECT:

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PROJECTS IN PIPELINE:

AIOps Artificial Intelligence for IT Operations
AIOps Digital Transformation Solutions
Best AI Auto Discovery Tools
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Following are the projects that are being planned:

  • Controlling Alcohol Abuse
  • Management of Opioid Addiction
  • Pharmacy Support – drug monitoring and interactions
  • Reducing medication errors in hospitals
  • Patient Risk Scorecard
  • Patient Wellness – Chronic Disease management and monitoring

In conclusion, it is evident that the Advent of AI in the healthcare domain has shown a tremendous impact on patient treatment and care. For more information on how our AI-led solutions and services can help your healthcare enterprise, please reach out to us here.

About the Author –

Dr. Ramjan is a Data Analyst at GAVS. He has a Doctorate degree in the field of Pharmacy. He is passionate about drawing insights out of raw data and considers himself to be a ‘Data Person’.

He loves what he does and tries to make the most of his work. He is always learning something new from programming, data analytics, data visualization to ML, AI, and more.

Center of Excellence – Big Data

The Big Data CoE is a team of experts that experiments and builds various cutting-edge solutions by leveraging the latest technologies, like Hadoop, Spark, Tensor-flow, and emerging open-source technologies, to deliver robust business results. A CoE is where organizations identify new technologies, learn new skills, and develop appropriate processes that are then deployed into the business to accelerate adoption.

Leveraging data to drive competitive advantage has shifted from being an option to a requirement for hyper competitive business landscape. One of the main objectives of the CoE is deciding on the right strategy for the organization to become data-driven and benefit from a world of Big Data, Analytics, Machine Learning and the Internet of Things (IoT).

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Triple Constraints of Projects

“According to Chaos Report, 52% of the projects are either delivered late or run over the allocated. The average across all companies is 189% of the original cost estimate. The average cost overrun is 178% for large companies, 182% for medium companies, and 214% for small companies. The average overrun is 222% of the original time estimate. For large companies, the average is 230%; for medium companies, the average is 202%; and for small companies, the average is 239%.”

Big Data CoE plays a vital role in bringing down the cost and reducing the response time to ensure project is delivered on time by helping the organization to build the skillful resources.

Big Data’s Role

Helping the organization to build quality big data applications on their own by maximizing their ability to leverage data. Data engineers are committed to helping ensure the data:

  • define your strategic data assets and data audience
  • gather the required data and put in place new collection methods
  • get the most from predictive analytics and machine learning
  • have the right technology, data infrastructure, and key data competencies
  • ensure you have an effective security and governance system in place to avoid huge financial, legal, and reputational problems.
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Data Analytics Stages

Architecture optimized building blocks covering all data analytics stages: data acquisition from a data source, preprocessing, transformation, data mining, modeling, validation, and decision making.

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Focus areas

Algorithms support the following computation modes:

  • Batch processing
  • Online processing
  • Distributed processing
  • Stream processing

The Big Data analytics lifecycle can be divided into the following nine stages:

  • Business Case Evaluation
  • Data Identification
  • Data Acquisition & Filtering
  • Data Extraction
  • Data Validation & Cleansing
  • Data Aggregation & Representation
  • Data Analysis
  • Data Visualization
  • Utilization of Analysis Results

A key focus of Big-data CoE is to establish a data-driven organization by developing proof of concept with the latest technologies with Big Data and Machine learning models. As of part of CoE initiatives, we are involved in developing the AI widgets to various market places, such as Azure, AWS, Magento and others. We are also actively involved in engaging and motivating the team to learn cutting edge technologies and tools like Apache Spark and Scala. We encourage the team to approach each problem in a pragmatic way by making them understand the latest architectural patterns over the traditional MVC methods.

It has been established that business-critical decisions supported by data-driven insights have been more successful. We aim to take our organization forward by unleashing the true potential of data!

If you have any questions about the CoE, you may reach out to them at SME_BIGDATA@gavstech.com

CoE Team Members

  • Abdul Fayaz
  • Adithyan CR
  • Aditya Narayan Patra
  • Ajay Viswanath V
  • Balakrishnan M
  • Bargunan Somasundaram
  • Bavya V
  • Bipin V
  • Champa N
  • Dharmeswaran P
  • Diamond Das
  • Inthazamuddin K
  • Kadhambari Manoharan
  • Kalpana Ashokan
  • Karthikeyan K
  • Mahaboobhee Mohamedfarook
  • Manju Vellaichamy
  • Manojkumar Rajendran
  • Masthan Rao Yenikapati
  • Nagarajan A
  • Neelagandan K
  • Nithil Raj Tharammal Paramb
  • Radhika M
  • Ramesh Jayachandar
  • Ramesh Natarajan
  • Ruban Salamon
  • Senthil Amarnath
  • T Mohammed Anas Aadil
  • Thulasi Ram G
  • Vijay Anand Shanmughadass
  • Vimalraj Subash

Center of Excellence – Security

The Security Center of Excellence was instituted to set standards in the practice and be the point of contact for technical solutions, problem solving, etc. The broad objectives of this CoE are as follows:

  • Develop and maintain technical assets that can be leveraged across GAVS.
  • Enable Quality Governance by providing support in gating of architecture and design related deliverables.
  • Enable Operational Governance by establishing cadence for tech review of projects.
  • Create domain-based SMEs within the practice.
  • Train and upskill members in the practice.
  • Improve customer satisfactory index by implementing new ideas and innovations across all engagements.
  • Create additional SOC services for market competency.
  • Automation – Detect, investigate and remediate cyberthreats with playbooks and response workflows.

COVID and the changing nature of threat landscape

For many industries, it has been challenging period ever since the COVID outbreak, more so for those in security. Clearly, the bad actors have lot of time at their disposal which is reflective in the innovative techniques being used to attack targets. The level of vigilance required in monitoring the alerts and application of threat hunting techniques is key to diagnosing problems at initial stages of compromise in the worst-case scenario.

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For enterprises that have no clue about MDR (Managed Detection and Response), this is a good time for them to start. We have innovative, cost effective solutions – “Make Hay while the Sun shines”. Small and large corporations alike have lost business and money because of lapse in security controls and monitoring. Now is not the time to make headlines that you are the victim of a major breach.

Our team is developing a vulnerability alerting tool, which we intend to equip customers with to provide qualified bulletin alerts, i.e. alerts only on vulnerabilities that affect them. This is a first of a kind in the market. This will greatly benefit existing and new customers.

Expanding into IAM and PAM

Security practice is expanding into Identity & Access Management (IAM) and Privileged Access Management (PAM) services. With new customers being onboarded into this focus areas for products such as Sailpoint, Thycotic, Ping, Cyberark, Okta and Azure PIM, we are expanding our talent pool through recruitment and through training and certification. This should largely benefit our existing customers and prospects who intend to leverage our security practice to fulfil their cyber security needs.

Expansion of our Red Team

Our Red Team within the practice has been expanded with many talented members, including some with bug bounty bragging rights. This has enormously helped in performing intensive tests on our internal product platforms, security assessments for customers. We have also extensively invested on tools for the Red Team to help them reduce assessment times.

Certification drive

With some more analysts having certified across AZ-500, Cyberark and trained on Darktrace. GAVS’ security analysts are taking full advantage to increase their knowledge thanks to the generosity of our alliances and training sites like Pluralsight. Even the mighty Microsoft opened their learning website for free, enabling young talent to equip themselves with critical DevOps and Cloud security skills.

As part of CoE initiatives, we have;

  • Aligned our security roadmap based on industry trends and to ensure solutions tailored for customer pain points.
  • Extended our SOC practice with IAM and PAM in 2020.
  • Identified domain-based SME and product-based SME for quick support.

We are currently in the process of creating security products, GVAS and GSMA, to help customer in proactively identifying and addressing vulnerabilities and self-maturity assessment of their cybersecurity posture. We are also underway to add Operational security to our Security practice.

If you have any questions about the CoE, you may reach out to them at COE_INFOSEC@gavstech.com

CoE Team Members

  • Venkatakrishnan A
  • Shivaram J
  • Alex Nepolian Lawrence
  • Ravindran Girikrishnan
  • Aravindah Sadhasivam Subramanian
  • Vijayakumar Veerapandiyan
  • Thubati Uday
  • Ganta Venkata Sandeep
  • Sundaramoorthy S
  • Sukanya Srinivasan

Center of Excellence – Network

The Network CoE was established to focus on Network solution design, Network design, Advanced Network troubleshooting, Network consulting, Network automation, and competency development in Next Generation Network technologies. It is also involved in conducting Network and Network security assessments in the customer’s IT infrastructure environments focused on optimization and transformation.

Network and Network Security Certification drive

As part of Network CoE, we focus on upgrading the skill sets of L1, L2, L3 Network engineers so that their competency levels are high. This is achieved by Network certification drives organized by Network COE. There are many certification drives focusing on Routing, Switching, Network security, Data Center Technologies, and Network automation driven by Network CoE like CCNA, CCNP, PCNSE, CCNA Data Center and Cisco Certified DevNet Associate. There is an active participation in these certification drives, and many GAVS engineers got themselves certified.

Standard Best Practices and Standard Operating Procedures

In Network CoE, the focus is on industry best practices. Standard Operating Practices are created for various technologies within Networking and Network security and used for Network operations.  We have Standard Operating Practices for Monitoring, NOC, switching, routing, WIFI, load balancers and Network security.

Next generation Network Transformation

The Network and Network Security Industry is undergoing key changes in terms of next generation technologies,Next Generation Firewall, Software defined Networks, WIFI 6 standard. There is an added impetus to Network automation, Intent based Networking. We enable Network transformation by enabling these technologies in customer environments.

Network Automation

We are focusing on Network automation of Standard Operating practices pertaining to Network and Network Security technologies. Instead of usual script-based automation, we focus on automation through Network Programmability via standard API interfaces. This gives much finer control and increased functionality in automation.

Network Assessments and Recommendations

We undertake Network Assessments which focuses on Networking and Network security infrastructure including devices and monitoring tools. We focus on various device types like routers, switches, firewall, WIFI controllers, WIFI access points, load balancers, Layer-3 switches, collaboration devices, SD-WAN devices, MPLS devices, VPN devices, IPS devices, etc. We also focus on Network monitoring tools.  We have a GAVS tool called GAVS topology mapper which can be used to discover network topology and its serves as one of the inputs during Network assessment. We apply standard best practices and come out with findings and recommendations. The recommendations will be directed towards Network optimization and/or Network transformation.

Solutions for Pain Points

We identify customer paint points in Networking and Network security areas and address it with comprehensive solutions. A case in point is where we designed a disaster recovery solution for an enterprise network, where the main site and DR site had different subnet schemes and for the Disaster recovery solution to work the VMs in main site and DR site need to have the same IP address.

Network Maturity Model

In GAVS, we have a Network Maturity Model. We have various levels with the Model. We use the Network Maturity Model to rate Network and Network Security setup.

Network Maturity Levels
ScoreLevel
5Optimised
4Managed
3Defined
2Repeatable
1Ad hoc
Network Design

We undertake Network design of Green Field projects (New Network) or Network re-design of Brownfield projects (Existing Network).  A case in point is where we re-designed an existing data center for better resiliency.

Data Center Design

We have designed Data Centers with N+1 Redundancy based on Cisco Nexus 9K and ACI as part of Data Center move and consolidation.  We used spine and leaf architecture for high availability. We have migrated Catalyst 6000 based data center to a Data Center with Nexus 9K.

Advanced Network and Network Security Services

We undertake several Advanced Network and Network security services. We have done large scale Cisco Identity Service Engine (ISE) Hardening and upgrade. We also migrated to DMVPN for several hundreds of sites.

Advanced Network and Network SecurityTroubleshooting

There are situations when a problem will involve two or more towers, e.g., Networking, server applications etc., we get involved and crack these kinds of problems.

For example, a problem which involved DHCP Network service running in a server. The DHCP network service became slow. We systematically analysed and found out that the actual problem is the server slowness and not the DHCP Network service. In another situation, we found out that DMZ firewall was having 90% CPU utilization which led to connection drops of Applications and we fixed it by upgrading the firewall devices.

Conclusion

We continue to partner with GAVS Customer success managers to provide unique experience to customers in the Networking area.

If you have any questions about the CoE, you may reach out to them at COE_NETWORK@gavstech.com

CoE Team Members

  • Ambika Tripathi
  • Andrew Ellis
  • AvineshYokanathan
  • Deepak Narayanaswamy
  • Durai Murugan Prakash
  • Faheem koyatty
  • Ganesh Kumar J
  • Gayathri R
  • Ibrahim Silver Nooruddin
  • JettiTarakesh
  • Justin Robinson
  • Krishnakumar R
  • Nabiulla A
  • Nandhini Prabhu
  • Navaneetha Krishnan
  • Palanisamy Sakthivel
  • Prasad R
  • Rajeshkanna S
  • Ravichandran V
  • Shafi H
  • Shamini P
  • Shanmukha Ganesh
  • Sridhar
  • Srijith
  • Suresh Chander
  • Venkata Manikrishna Soma
  • Vishal Manuhar

Center of Excellence – .Net

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“Maximizing the quality, efficiency, and reusability by providing innovative technical solutions, creating intellectual capital, inculcating best practices and processes to instill greater trust and provide incremental value to the Stakeholders.”

With the above mission,we have embarked on our journey to establish and strengthen the .NET Center of excellence (CoE).

“The only way to do great work is to love what you do.” – Steve Jobs

Expertise in this CoE is drawn from top talent across all customer engagements within GAVS. Team engagement is maintained at a very high level with various connects such as regular technology sessions, advanced trainings for CoE members from MS, support and guidance for becoming a MS MVP. Members also socialize new trending articles, tools, whitepapers and blogs within the CoE team and MS Teams channels setup for collaboration. All communications from MS Premier Communications sent to Gold Partners is also shared within the group. The high-level roadmap as planned for this group is laid out below.

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The .NET CoEfocused on assistingourcustomers in every stage of theengagement right from on-boarding, planning, execution, technical implementation and finally all the way to launching and growing. Our prescriptive approach is to leverage industry-proven best practices, solutions, reusable components and include robust resources, training, and making a vibrant partner community.

With the above as the primary goal in mind the CoE group is currently engaged inor planning the following initiatives.

Technology Maturity Assessment

One of the main objectivesof this group is to provide constant feedback to all .NET stack project for improvement and improvisation. The goal for this initiative is to build the technology maturity index for all projects for the below parameters.

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Using those approaches within a short span of time we were able to make a significant impact for some of our engagements.

Client – Online Chain Store: Identified cheaper cloud hosting option for application UI.

Benefits: Huge cost and time savings.

Client – Health care sector: Provided alternate solution for DB migrations from DEV to various environments.

Benefits: Huge cost savings due to licensing annually.

Competency Building

“Anyone who stops learning is old, whether at twenty or eighty.” – Henry Ford

Continuous learning and upskilling are the new norms in today’s fast changing technology landscape. This initiative is focused on providing learning and upskilling support to all technology teams in GAVS. Identifying code mentors, supporting team members to become full stack developers are some of the activities planned under this initiative.  Working along with the Learning & Development team,the .NET CoE isformulating different training tracks to upskill the team members and provide support for external assessments and MS certifications.

Solution Accelerators

“Good, better, best. Never let it rest. ‘Till your good is better and your better is best.” – St. Jerome

The primary determinants of CoE effectiveness are involvement in solutions and accelerators and in maintaining standard practices of the relevant technologies across customer engagements across the organization.

As part of this initiative we are focusing on building project templates, DevOps pipelines and automated testing templates for different technology stacks for both Serverless and Server Hosted scenarios. We also are planning similar activities for the Desktop/Mobile Stack with the Multi-Platform App UI (MAUI) framework which is planned to be released for Preview in Q4 2020.

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Additionally, we are also adoptingless-code, no-code development platforms for accelerated development cycles for specific use-cases.

As we progress on our journey to strengthen the .NET CoE, we want to act as acatalyst in rapid and early adoption of new technology solutions and work as trusted partners with all our customer and stakeholders.

If you have any questions about the CoE, you may reach out to them at COE_DOTNET@gavstech.com

CoE Team Members

  • Bismillakhan Mohammed
  • Gokul Bose
  • Kirubakaran Girijanandan
  • Neeraj Kumar
  • Prasad D
  • Ramakrishnan S
  • SaphalMalol
  • Saravanan Swaminathan
  • SenthilkumarKamayaswami
  • Sethuraman Varadhan
  • Srinivasan Radhakrishnan
  • Thaufeeq Ahmed
  • Thomas T
  • Vijay Mahalingam

Center of Excellence – Java

The Java CoE was established to partner with our customers and aid them in realizing business benefits through effective adoption of cutting-edge technologies; thus, enabling customer success.

Objectives

  • Be the go-to team for anything related to Java across the organization and customer engagements.
  • Build competency by conducting training and mentoring sessions, publishing blogs, whitepapers and participating in Hackathons.
  • Support presales team in creating proposals by providing industry best solutions using the latest technologies, standards & principles.
  • Contribute a certain percent of revenue growth along with the CSMs.
  • Create reusable artifacts, frameworks, solutions and best practices which can be used across organization to improve delivery quality.

Focus Areas

  1. Design Thinking: Setting up a strong foundation of “Design Thinking and Engineering Mindset” is paramount for any business. We aim to do so in the following way:
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2. Solution and Technology: Through our practice, we aim to equip GAVS with solution-oriented technology leaders who can lead us ahead through disruptive times

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3. Customer success

  • Identify opportunities in accounts based on the collaboration with CSMs, understand customer needs, get details about the engagement, understand the focus areas and challenges.
  • Understand the immediate need of the project, provide solution to address the need.
  • Java council to help developers arrive at solutions.
  • Understand architecture in detail and provide recommendation / create awareness to use new technologies
  • Enforce a comprehensive review process to enable quality delivery.

Accomplishments

  • Formed the CoE team
  • Identified the focus Areas
  • Identified leads for every stream
  • Socialized the CoEwithin GAVS
  • Delivered effective solutions across projects to improve delivery quality
  • Conducted trainings on standards and design-oriented coding practices across GAVS
  • Publishedblogs to bring in design-oriented development practices
  • Identified the areas for creating re-usable artefacts (Libraries / Frameworks)
  • Brainstormed and finalized the design for creating Frameworks (For the identified areas)
  • Streamlined the DevOps process which can be applied in any engagement
  • Built reusable libraries, components and frameworks which can be used across GAVS
  • Automated the Code Review process
  • Organized and conducted hackathons and tech meetups
  • Discovered potential technical problems/challenges across teams and offered effective solutions, thereby enabling customer success
  • Supported the presales team in creating customized solutions for prospects

Upcoming Activities

  • Establishing tech governance and align managers / tech leads to the process
  • Setting up security standards and principles across domain
  • Buildingmore reusable libraries, components and frameworks which can be used across GAVS
  • Adopting Design Patterns / Anti-patterns
  • Enforcing a strong review process to bring in quality delivery
  • Enabling discussions with the customers
  • Setting up a customer advisory team

Contribution to Organizational Growth

As we continue our journey, we aim to support the revenue growth of our organization. Customer Success being a key goal of GAVS, we will continue to enable it by improving the quality of service delivery and building a solid foundation across all technology and process streams. We also want to contribute to the organization by developing a core competency around a strategic capability and reduce knowledge management risks.

If you have any questions about the CoE, you may reach out to them at COE_JAVA@gavstech.com

CoE Team Members

  • Lakshminarasimhan J
  • Muraleedharan Vijayakumar
  • Bipin V
  • Meenakshi Sundaram
  • Mahesh Rajakumar M
  • Ranjith Joseph Selvaraj
  • Jagathesewaren K
  • Sivakumar Krishnasamy
  • Vijay Anand Shanmughadass
  • Sathya Selvam
  • Arun Kumar Ananthanarayanan
  • John Kalvin Jesudhason