Multiple choice questions are perhaps the easiest to complete - you simply put a cross in a box - however, the questions often have two answers that could, at first glance, be correct. Don’t make the mistake of memorizing the first answer and thinking this is correct without checking all the others.
If it says 'Tick one box', you must tick one box. If you leave it blank or tick two or more boxes, you will get zero marks. These multiple choice questions will not start with command words like ‘Describe...’ or ‘Explain...’. They will be written in the form of a question like ‘What...?’ or ‘Why...?’.
There will be more multiple choice questions on the Foundation paper.
This page contains AQA material which is reproduced by permission of AQA.
The College Board, the organization that administers standardized assessments like the SAT and PSAT, announced today that tests will be delivered digitally internationally in 2023 and in the United States by 2024.
The change doesn’t mean that the popular and controversial college entrance test can be taken from home. Schools and official testing centers will continue to offer the exams with a proctor.
“The digital SAT will be easier to take, easier to deliver and more relevant,” said Priscilla Rodriguez, vice president of college readiness assessments at the College Board. “We’re not simply putting the current SAT on a digital platform. We’re taking full advantage of what delivering an assessment digitally makes possible.”
The digital SAT will take less time, shortening from three hours to two. The test will feature shorter memorizing passages but include a wider range of topics. Calculators may be used for the entire math section, and students will get their scores back within days instead of weeks. Students may also use their own devices like laptops or tablets to take the exam. The test also will automatically save a student’s progress if they lose internet connectivity.
The new system also ensures every student receives a unique test, making it “practically impossible” to share answers.
This is a guest post for the Computer Weekly Developer Network’s API universe series written in full by Matt McLarty in his role as global field CTO & VP, digital transformation Office (DTO), MuleSoft –
MuleSoft’s core technology proposition hinges around a promise to take the ‘mule-work’ (or donkey, or grunt) out of cloud-based software integration with specific competancies in API management and automation intelligence.
Mulesoft is known for its Anypoint Platform with unified functions that centralise around integration, API management and automation – but today (after an acquisition that was completed in 2018), the company is also now known for its now-expansive integration with the Salesforce platform.
McLarty writes as follows…
We all know that IT governance has historically had a bad reputation.
Too often it’s viewed as a handbrake on innovation – a lead weight that slows down the speed of business efficiency. Part of this problem correlates to the strong ties between governance, security and compliance. Yet when done right, governance can be a driver of innovation and transformation, by providing clear direction and empowering different parts of the business to work independently.
Organisations can best enable this by building a multi-layered API governance programme/initiative that covers both operational stability and security, while meeting strategic business goals. In a world of spiralling complexity, this can only be done effectively by taking a universal API management approach.
API governance is a big issue and it’s time for us all to look at the facts.
Today we can say that governance is absolutely critical to ensuring API projects are successfully and securely implemented. This is increasingly important as many organisations are now empowering business teams to create APIs and connected experiences using no/low-code tooling. However, research shows that security and governance is seen as the biggest challenge to integrating user experiences. Gartner also predicts that by 2025, “Less than 50% of enterprise APIs will be [well] managed, as explosive growth in APIs surpasses the capabilities of API management tools.” If that came true, it would turn every unmanaged API into a potential ground zero for a serious security breach.
On the other hand, APIs are also fundamental business tools that deliver direct business benefits.
Organisations that have embraced API-led connectivity have improved visibility into operations, increased customer engagement, driven innovation, improved ROI and increased adoption of automation. In this context, API governance can help organisations accelerate delivery, increase productivity and even inform their overall digital strategy.
Broadly speaking, the goal of API governance is to ensure that enterprise APIs deliver their intended value.
But frequently, enterprise goals are so diverse that they may result in conflict. Security versus productivity is a classic example. It is therefore helpful to think about API governance in four distinct categories. By taking this approach, organisations can build a governance model with clear ownership and objectives.
API program governance sits at the top of the pile, coordinated by a “Center for Enablement” (C4E) or similar function sitting within the organisation. It should focus not just on technology issues/changes but also wider themes including business alignment, delivery methodologies, team structures and potentially corporate culture.
API product governance as the name suggests, is about managing the lifecycle of each individual API product – which should be treated as a standalone entity with its own strategy and business model to measure against. This will be the job of the API product manager, who will look at both the security/compliance risks that need to be managed and areas such as alignment between product vision and design, business model, market strategy, roadmap and operating model.
API portfolio governance is overseeing larger sets of API products within the enterprise. It can help to reduce the risk of duplicated effort, drive consistencies around design and policy, merge similar API products and deprecate any unused ones.
API platform governance is what happens automatically in an organisation’s runtime API interactions. It provides metrics and helps enforce policies for the other three categories of API governance. In addition, it leverages automation and digital capabilities to ensure stability, security and resilience within the API operational environment.
Considering API governance in this way will help organisations develop a more coherent approach. However, organisations must also consider that API environments are heterogeneous and complex.
Today’s organisations use more than 900 individual applications on average, with the majority drawing on a mixture of public and private APIs. Considering that many IT environments today span multiple clouds, organisations can quickly face visibility and control challenges.
The scale, complexity and distributed nature of these environments requires a single, unified control plane to manage API governance. By centralising governance rules and applying them to any API at scale, organisations can accelerate innovations and time to market without sacrificing trust.
David Egts, a technology industry veteran and a member of Executive Mosaic’s GovCon Expert program, has been appointed the first field chief technology officer for the public sector at MuleSoft, he announced in a LinkedIn post.
He will serve as a technical executive responsible for communicating MuleSoft’s product roadmap and corporate strategy with technology and public sector business leaders as part of the software company’s digital transformation office.
In this new role, Egts will employ his decades of technical and industry knowledge and experience to help agencies advance their digital government initiatives and enhance service delivery and ensure that government requirements are integrated into research and product development efforts.
He also serves as an adviser to companies helping them commercialize open source software and bring their technology offerings to the public sector market.
Before joining MuleSoft, he spent over 15 years at Red Hat, where he most recently served as chief technologist and senior director for Red Hat’s North America public sector.
He was a senior systems engineer at Silicon Graphics and held management roles at Concurrent Technologies Corp. earlier in his career.
BENGALURU: As per fresh guidelines issued by the Karnataka government, examinations for Secondary School Leaving Certificate (SSLC) are set to revert to pre-pandemic format. The students will now have to answer essay-type questions and deliver detailed answers, as against multiple choice questions (MCQs) that were introduced during the pandemic.
The decision to reduce the syllabus will also be revoked and students will have to study the entire syllabus. In addition, the revised textbooks, which have caused much controversy during the year, will also be a part of the syllabus taught to students.
75% must attendance is back
Meanwhile, examinations which were held in June-July in 2021-22, will now be held in March-April. The 75% compulsory attendance requirement has also been reintroduced to make students eligible to write examinations. “At least 75% attendance is mandatory as per the days scheduled by the school, to write the exams. The question paper format of SSLC examination from 2019-2020 will be followed in the current academic year (2022-23), without any changes in the level of rigour,” the guidelines stated.
It also said repeat students will need to study the complete syllabus stipulated this year and will not be allowed to write the examinations based on the reduced syllabus of the previous years.
Recently, I've been writing about the concept of API-first composable IT and its advocates among a new breed of 'headless' e-commerce and web content vendors. But as Brent Hayward, CEO of MuleSoft, reminded me today, composability is also part of the DNA of the integration Platform-as-a-Service (iPaaS) vendor, which Salesforce acquired four years ago.
He cites the example of Rocket Mortgage, a MuleSoft customer that uses its technology to pull together a set of 'headless' services so that clients can discover their eligibility for a loan:
You look at something like a Rocket Mortgage that largely started with, 'We have a headless scenario, we have the underlying data, it needs to be packaged into a mobile experience.' It does a lot on the back end — checks credit score, checks demographic, then says whether you fit into a profile for a loan or not.
I think MuleSoft has actually been used — our methodology, the composability, the APIs and the reuse — are commonly used and have been for many years to support those headless environments.
I was reminded of a conversation several years ago, before MuleSoft became part of Salesforce, with its founding CEO Ross Mason. His view was that composability should be a business imperative. He told me:
This composability — the ability to compose and recompose something based on any kind of new input or new application that sits on top — should be like the Holy Grail for many enterprises. There should be a composability index that probably directly correlates with your agility and even your ability to drive innovation. I think if you look at macro trends of the way companies leverage technology, this is a pretty key foundation of the shift that's happening.
But if that's the case, why are so many enterprises, even among MuleSoft's customers, still deploying APIs within a more traditional application integration strategy? Attitudes need to change, as Hayward explains:
The optimist in me says we're in a very different place than we were five years ago. The pessimist in me says, I still get RFPs every day where a customer is like, 'What's the fastest and cheapest way that you can take the 10,000 interfaces I have going into SAP and move them over there?' And I just see a light bulb goes out in my brain a little bit, because that is the moment to not just modernize, but to think about adopting a different way of doing this work, so that the outcome is a much more composable architecture underneath.
We're trying to compose all these services. You can't compose all these services, without actually having composition in the underlying architecture.
The most progressive CIOs, he goes on, have a different mindset in which they see their role more like a product manager. He explains:
If the mindset is, I'm producing a set of products for a consumer, not I'm producing a set of widgets that only an internal expert can use, the whole landscape changes. And also what's cool is the technology today could take that service that started internally, but if designed the right way, could be flipped and made available externally. So you're writing once and enabling a ton of future deployment models outside and inside.
I'm a technologist. I love the platform we've built. At least 50% of the problem is an organizational evolution of the way we do this work. It's the mindset and then does the technology reinforce and measure whether we're achieving the mindset or not?
Part of that reinforcement is achieved by building telemetry and dashboards into MuleSoft's products so that customers can measure usage of the APIs they've deployed and show the impact. He cites some examples:
AT&T, we're now able to map that to, that composability and those processes are saving end service and sales users 30 minutes of their day. Worldwide, it's over a billion dollars in selling and service time.
We're able to look at other customers that are reducing their time to development by as much as 40%, because of this composability.
You have to be able to reinforce the behaviour, and show in the tooling, how this is leading to a faster time to deliver. You're not just getting the architecture benefits. But what are the real, faster time to deliver, easier to govern, less maintenance?
Since becoming part of Salesforce, MuleSoft has built out accelerators and templates to speed integrations and extended the range of systems that it can bring into the API framework, including adding RPA capabilities. More recently, it has connected the API infrastructure into Salesforce Flow, a point-and-click environment that allows non-developers to build applications and automated workflows. This means that, for example, the ability to query inventory in a back-end SAP system simply becomes a building block within the workflow builder. That's important to counter the shortage of enterprise IT resources, as Hayward explains:
There's so much backlog of IT work in this new digital time with all these different tools that we're not just solving for technology landscape fragmentation. We also have a people solution here.
There's not enough developers in the world, and there won't be, to develop our way out of this mire of complexity. So how do we look at this different class of workers we call knowledge workers? There's over a billion of them, only 22 million developers. They are mostly digitally native, maybe they didn't grow up with an iPhone in their hand, but certainly are experts in business process, experts at using these applications. How do we get them these building blocks in a way that they can de-burden IT by doing some of this work?
But again, there needs to be a change of mindset so that IT specialists are encouraged to support their non-technical colleagues and maximize reuse. He comments:
When are we going to start to change the system of rewards? Because we've rewarded IT work really based on building deep IT competency, hoarding your knowledge and protecting it. Because if you're the one human being that knows that particular back end system, you're very valuable.
Now you're coming along and saying, 'I want you to abstract your knowledge so that a less skilled worker can take advantage of that.' I don't know about you, but that feels a little bit concerning. And yet in reality, this composition idea says that if I do that, and it gets used 100x, other than me responding to that same boring interface request, time and time again, it's so much more valuable to the org.
So it's got to be the organizational system. We have to productize these capabilities and really get that consumption production measured and out there. And then I do think we have to look at how we're valuing and rewarding workers. Are we valuing them for composition? Or are we valuing them for hoarding the piece of the estate that they happen to own?
A useful reminder that it's never enough to simply change the underlying technology, without at the same time changing mindsets, cultures and organizational structures.
Check out diginomica’s dedicated Dreamforce event hub.
MDCAT exams for admission to the medical colleges would be conducted in written format on November 13, and the results would be declared on the same day, sources said on Wednesday.
According to the sources, the Pakistan Medical Commission (PMC) has prepared the MDCAT exams schedule in a meeting of the Medical and Dental Council of Pakistan. They added that exams would be held on the same day across the country.
The examination centres would be set up in Bolan University of Medical and Health Sciences of Balochistan; University of Health Sciences, Lahore; Khyber Medical University, Peshawar; Dow University of Health Sciences, Karachi and Shaheed Zulfiqar Ali Bhutto Medical University, Islamabad.
Two international examination centres for MDCAT would be established in the United Arab Emirates (UAE) and Saudi Arabia, the sources said, adding that examination centre could be established in countries where the number of students intending to appear in the exams exceeded 100.
MDCAT examination is meant for students seeking to pursue MBBS and BDS degrees. For admission to the MBBS course the students are required to get at least 55% marks in MDCAT examination while the requirement for BDS course is 45% marks.
Students who have passed FSC Pre-Medical with 60% marks are eligible to take the MDCAT exam. This year, the sources said that the MDCAT test would be conducted in writing, on paper, instead of computer, while the result would be uploaded on PMC website on November 13.
MuleSoft Chief Product Officer Shaun Clowes sat down with Yahoo Finance's Brian Sozzi at the 2022 Dreamforce Conference to discuss customer data integration and enhancing customer experiences.
DAVE BRIGGS: Yahoo Finance's Editor-At-Large Brian Sozzi had a chance to sit down with MuleSoft Chief Product Officer Shaun Clowes at Dreamforce 2022 this week, where they discussed the integration software, the company's role in the business world. Here's Sozz.
SHAUN CLOWES: As you can see, everybody here at Dreamforce is talking about how can they have a 360 degree view of their customer and grow efficiently. Everybody's looking to figure out how to automate while still delivering an incredible customer experience. And the average enterprise has to do that on top of about 950 different systems.
So imagine you're AT&T, you're a large telecommunications company or a bank, you're trying to deliver great customer service on top of those 950 different systems. MuleSoft helps you make those systems work as one. So it's a great place to be. You know, once you integrate those different systems, you end up being able to deliver your projects about three times-- sorry, 75% faster. It's just dramatically-- a good place to be.
BRIAN SOZZI: That was under two minutes. That was really good.
SHAUN CLOWES: Thank you.
BRIAN SOZZI: So what is your biggest challenge as you look forward to next year?
SHAUN CLOWES: I guess the question is-- the big challenge that all of us are facing is exactly how to do what I just described, which is achieve digital transformation and do so with less, right? We're all trying to do more with less. Obviously, we're facing economic headwinds, inflation, the workforce challenges. Everybody's facing all those challenges.
And so they're all trying to figure out, OK, I know I need to continue meeting the needs of my customers, but how do I do that efficiently, right? How am I going to actually achieve that, again, on top of those 950 different systems? And so our challenge is helping our customers do that. Our challenge is helping them deliver value from all those things so that their customers continue to get their needs met over and over again.
BRIAN SOZZI: You guys, MuleSoft, got a nice shoutout in the last earnings call a couple of weeks ago. It feels and it seems like there's a turnaround brewing. Sales are accelerating. What is driving that?
SHAUN CLOWES: Yeah, I mean, the simple case is that in the end, the real world is very complex, like I said. And most enterprises are really complex and getting more complex and still trying to deliver incredible customer experiences. And so MuleSoft has been doing-- for about 16 years, we have been helping organizations take all of those different systems and complex environment and connect it all together so that they can have a 360 degree view of their customer.
So for MuleSoft, this is us in our prime. We're doing exactly what we have always set out to do, and we're doing it as part of the broader Salesforce, which obviously has hundreds of thousands of customers where we can surface all of this data to drive a really better customer experience.
BRIAN SOZZI: I was talking to Salesforce's co-CEO Bret Taylor about the platform's integrating a lot more. It seems like there's more collaboration between a MuleSoft, a core CRM customer, and also a Slack and Tableau. Is that a fair assessment?
SHAUN CLOWES: Absolutely. We're working to make certain that all the different capabilities of all those things you talked about-- Tableau, Slack, MuleSoft, and Salesforce-- all work together really seamlessly. Let me deliver you an example. Some of our customers-- in fact, many probably listening to this interview-- still have mainframes with green screens that are holding important customer data. Like, if you were at the IT keynote, many people were clapping when we talked--
BRIAN SOZZI: I don't even think that-- I don't think we could stream on those computers.
SHAUN CLOWES: Yeah, I'm pretty sure they don't do video. But regardless, they have all of this important customer data and capabilities in their mainframe. So how do they take that stuff and put it in beautiful digital experiences like mobile apps or in service experiences in Service Cloud? So we released a new tool called MuleSoft Robotic Process Automation that does just that.
It takes those mainframes, UI-driven experiences, or PDFs, or images, it gets the data out of those things, and then it surfaces them up for use inside, for example, Salesforce, where it can be automated using Salesforce Flow. You can run workflows off Slack. You can see that same data in Tableau. Realistically, like, the whole idea is to bring this one view of the customer and all of these capabilities together. It's better together.
BRIAN SOZZI: I think that's what you're talking about, the team has been talking about, a single source of truth?
SHAUN CLOWES: Absolutely, a single source of truth. One place to go, one place to understand what the customer looks like, what they want, and what they need. And with Salesforce Genie, which you heard us talk about a fair bit and I assume others have been talking to you about, we are making this all real time. So that when something happens, you know, your vehicle breaks down or your bank account is overdrawn or you become a VIP with a retailer, when that happens, we can respond in real time.
We can send you a gift. We can send somebody to fix your car. We can notify one of the account teams that supports you to call you and tell you that it's OK and we're going to figure it out for you. We're bringing it all together to truly deliver an incredible customer experience. That's what makes moments truly magical. Moments are magical when they respond to what's happening to me as a customer, me as an individual.
BRIAN SOZZI: Bigger picture thing, what-- in this era of automation, it's only going to increase. What role do humans play?
SHAUN CLOWES: I mean, humans will always be needed to deliver those beautiful human magic moments. Like, humans are best when they're creative, when they're making smart decisions on behalf of their company, on behalf of their customer. So what we really want to do is we want to take away the drudge work. We want to take away the repetitive rote work that employees are forced to do which doesn't really add any value.
There's flipping from one system to another. They're copying and pasting data from one system to another. We worked with AT&T, and AT&T were automating some of the work that's done by their B2B sales team. And did you know that they automated a few of the key workflows? They saved 30 minutes per rep per day. I would love to have 30 minutes back myself.
BRIAN SOZZI: I got to push-- Shaun, I need somebody on the phone if I call up.
SHAUN CLOWES: Yes, but that person is still answering you on the phone. But instead of putting you on hold for 30 minutes, they're instead being able to use a system. That means they can answer your questions immediately. And that means AT&T saves a million hours every year of their reps' time so they can serve you as a customer.
SEANA SMITH: Our thanks to Brian Sozzi. He's out there with MoleSoft Chief Product Officer Shaun Clowes at that Salesforce Dreamforce event out on the West Coast.
CBSE trial question papers 2022-23: The Central Board of Secondary Education (CBSE) on Friday released Class 10 and Class 12 trial Question Papers for the current Academic Session 2022-23.
The papers can be downloaded through the official site of CBSE Academic on cbseacademic.nic.in. The trial Question Papers (SQPs) for classes 10 and 12 are now available on the links given below:
Along with question papers, CBSE has also released the markig scheme for these subjects.
CBSE 10th, 12th trial question paper for 2022-23: How to obtain sample
Visit the official site of CBSE Academic on cbseacademic.nic.in
Click on trial Question Papers for Classes X & XII for the current Academic Session 2022-23
Click on the link for trial question paper for Class 10 and Class 12 in the notice that opens
A new page will open
Press on the subject name for which you want to trial paper
Download the pdf page that opens.
CBSE has also released the marking scheme along with the trial question papers.
"The Board issues trial Question Papers (SQPs) and Marking Schemes for classes X and XII to provide a broad template to serve as a guide for ensuring uniformity and proper coverage of the curricula. Further, SQPs deliver a broad understanding about the Question Paper Design and need to be used for classroom teaching and learning activities with an overall focus on promoting the application of concepts in real-life and holistic learning, the CBSE said in the statement issued along with the trial question papers.
We scored companies based on these measurements:
Price (50% of score): We averaged the no-exam life insurance rates for males and females in excellent health at ages 30, 40 and 50 for $500,000 and $1 million and a term length of 20 years.
Maximum face amount for lowest eligible age (10% of score): Companies with higher no-exam life insurance coverage amounts for the lowest age earned more points. Note that maximum no-exam coverage can sometimes become lower if you apply at a higher age.
Age eligible for best length/amount (10% of score): Companies offering no-exam life insurance to folks over age 50 earned extra points.
Accelerated death benefit available (10% of score): This important feature lets you access part of your own death benefit in the event you develop a terminal illness
Option to convert to a permanent life insurance policy (10% of score): This is a good option to have in place if you decide you want a longer policy, especially if your health has declined and you don’t want to shop for new life insurance.
Guaranteed renewals (5% of score): This option lets you extend the coverage after your initial level term period has expired, such as at the end of 10, 20 or 30 years.
Renewal rates can be significantly higher, but renewing can provide extended coverage to someone who may no longer qualify for a new life insurance policy because of health.
Median time from application to approval (5% of score): We gave more points to companies with lower no-exam life insurance approval times.
The timeline for approval could be within seconds or a month, depending on the company and possibly even your health.
Sources: Bestow, Ethos, Fabric, Haven Life, Jenny Life, Ladder, Policygenius and Forbes Advisor research.
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