Intelligence,’ a term he coined 1/62: Arthur Samuel, an IBM computer scientist, creates a self-learning program that proves capable of defeating a top USA checkers champion AI ‘Winter1’ (1967-1996) Trending = Unprecedented37 Machine-Learning Model* Trending = In 2015... Industry Surpassed Academia as Data + Compute + Financial Needs Rose *Machine Learning = A subset of AI where machines learn AI Index data provider, uses the term ‘notable machine learning models’ to designate particularly influential models within the AI/machine learning ecosystem. Epoch maintains a database of 900 AI models

Part 5: The Third Way – The Technical Practices of Continual Learning and Experimentation; 1. Introduction a. Goal – practices to enable learning as quickly, frequently, cheaply, and as soon as possible safety, continuous improvement, and learning ii. Create mechanism to rapidly spread learning throughout the organization 2. Ch. 19 – Enable and Inject Learning into Daily Work a. Complex systems are Monkey; they architected for failure, tested for failure, and evolved beyond it b. ESTABLISH A JUST, LEARNING CULTURE i. Unjust responses to incidents 1. Impede safety 2. Promote fear over mindfulness

TVM: Where are we going Tianqi ChenCurrent Deep Learning Landscape Frameworks and Inference engines DL Compilers Kenrel Libraries Hardware CuDNN NNPack MKL-DNN Hand optimized Open source, automated automated end-to- end optimization framework for deep learning.TVM Stack High-Level Differentiable IR Tensor Expression and Optimization Search Space LLVM, CUDA, Metal VTA Edge FPGA Cloud FPGA FPGA ASIC Optimization AutoTVM Device FleetExisting Deep Learning Frameworks High-level data flow graph Hardware Primitive Tensor operators such as Conv2D eg. cuDNN Offload to heavily optimized

as quickly as possible, in minutes, not months.” e. The Third Way: The Principles of Continual Learning and Experimentation 37 i. culture of fear and low trust 1. workers who make mistakes are punished viewed as whistle-blowers and troublemakers 3. leadership is actively suppressing, even punishing, learning and improvement, perpetuating quality and safety problems ii. high-trust culture 1. we are all new techniques and practices can be used by the entire organization iii. ENABLING ORGANIZATIONAL LEARNING AND A SAFETY CULTURE 1. When we work within a complex system, by definition it is impossible for

decisions in an uncertain world, the subject of the next chapter—by quickly deploying functionality, learning, and adjusting plans.  We can conduct experiments that test the assumptions in our business cases risk by only committing resources to the smallest piece of work that would give us such useful learning.  we would gauge progress by seeing operational results . Agile and Lean approaches allow teams boundaries for planning. A detailed plan is a less effective basis for governance than validated learning based on actual delivery. The more advance planning we do, the longer it takes to get a product

a kind of failure that is the opposite of defects and outages.  Trying things out is a way of learning in the Agile world; it is a kind of feedback cycle that lets us make good decisions in the normal The critical change is that of moving from a plan-driven approach to an Agile approach, based on learning and adapting. This is deeply opposed—let me say that again—deeply opposed to the control paradigm responsive to change, and by demonstrating the value of information, IT can lead the organization in learning and in deriving business value from good risk management and from making the most of opportunities

accepting inefficient processes as a cost of doing business. 21 AI in the EnterpriseConclusion Learning from each other As the previous examples show, every business is full of opportunities to harness every workflow. They’re aligning around high-return, low-effort use cases, learning as they iterate, then taking that learning into new areas. The results are clear and measurable: faster, more accurate

hiding telemetry, deflection 1. Prevents creation of institutional knowledge about incidents and learning needed to prevent them in the future ii. Use for fact-based problem-solving e. ENABLE CREATION not external board approval ii. Peer review help improve overall quality, provide cross-training, learning, and skill improvements. iii. Keep batch sizes of reviews small iv. 4 simple Peer Review Guidelines

of the user stories or lacks some necessary skillsets, or the introduction of a new tool added a learning curve for the team. Teams may defer user stories from sprint to sprint because of poor estimation Delivery in the Enterprise by Scott W. Ambler and Mark Lines  Changing Software Development: Learning to Become Agile by Allan Kelly Agile Organizations  Agile Alliance  PMI Agile  ADAPT

16th, 2019Bringing together the Arm ecosystemLinaro AI Initiative Provide the best-in-class Deep Learning performance by leveraging Neural Network acceleration in IP and SoCs from the Arm ecosystem, through