Category Archives: Facts

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Masala Dosa And The Way Of Life!!!!

Category : Facts , Funny

There are many ways to eat a masala dosa .Whatever the way one eats; there is a very good reason for doing that. It shows some traits of the person that is you…

Case 1: People who open the masala dosa and eat it:
These are the people who are very open about their life. Everyone one the persons friends would know all about him/her. I have generally seen guys do this rather than girls. Some people think that it is a gross way of eating but in truth, these people are just portraying who they are and how their life is.

Case 2: People who start from both end and approach the masala later:
These are the people who like to wait for the exiting things to come to their life. Sadly when the times comes, they are not too interested or just do not know how to enjoy it to the fullest. These are the folks who just want life as either dry or exiting. They just do not know how to phase their life and enjoy it no matter what. There are two types of people within this group

Case 2.1: People who do not finish all the masala: These folks just do not care as much for the fun times as they are already brought down by the harsh reality of life. The dry periods in their life has left them with so much scars that they do not want to be really happy when the time is right. They just take only as much as they needed and end their life. A very sorry state indeed.

Case 2.2: People who finish all the masala with the little dosa they have:
These are the folks who just are the extremes. They just go all out in life. No matter it is dark or bright. They may not enjoy life to the fullest but they sure make sure that they get every single good and bad thing out of life. Sometimes these folks are really hard to get along with. They are either your best friends or your worst enemies. They do not have a middle path at all.

Case 3: People who start from the middle and proceed to both ends:
These are the people who like to get right to what they think is their best part of life. Usually these guys finish of the good portions in a hurry and get stuck with nothing but worst parts of their life. The thing to note among these people is that the tendency to burn out very early in their life. Like the above case, there are two kinds of people in this group too.

Case 3.1: People who do not finish the dosa:
These folks are really the saddest of people. They are the ones who tend to end their life as soon as it hits the bad patch. For them, they only need and want the best things in life and nothing more. Typically, they are not prepared or tuned to life as a whole. They just want to enjoy from first till last.
Sadly, no one in the world can live without even an ounce of sadness in life. Not even the richest of the richest. But to self-destruct at the mere sign of distress is very bad. That is what these guys tend to do.
Some learn to live life but most of them do not.

Case 3.1: People who do finish the dosa:
These folks are the typical human beings. We all enjoy the greatest of times in life and push the sad parts thinking about the great times in life. Typically the plate is clean and nothing is left for fate or in life. Happiness and sadness are part of life and these guys know that and are kind of prepared for it.
Life is not always happy but there are moments of happiness here and there.

Case 4: People who eat the dosa making sure that the masala lasts for the whole dosa:
These people are very rare. These are the people who like to attain balance in their life. It is hard to displease these people and it is hard to make them really happy. They like their balance and are very protective of it. Sadly these are the people who tend to be lonely as anyone else may upset the balance of their system.
Perfectionist to the core and are very careful. These guys do not make the best company but are needed in any group to make the group from going hay wire.

Case 5: People who do not share and eat the dosa as if it is precious:
These folks are very protective about their life. They do not want anyone to come and interfere in their life. They like to hide their true nature and intentions for their benefit. Beware of such people as they are in every group for their own need and nothing else.

Case 6: People who offer their first bite to others:
These guys are overly friendly. They do anything to be part of a group and make everyone feel like the group is important than the individuals. They are the glue that holds any group together. They are very friendly and bring the best of all the others in the group. They go out of their way to help other friends. Most groups should have a person like this and they are the ones who plan the group outings and other group activities. Once this person is out of the group, typically the group slowly falls apart.

Case 7: People who take one or two bites and then offer the dosa to others:
These guys care about friends and friendship but they take their time to get into the group. They take their time in making friends and they typically are very committed once into the friendship. These guys like to always be in the side lines and typically do not jump into anything in life. They always take their time to analyze the situation and then make a decision. These guys take the better safe than sorry approach.

Case 8: People who wait for others to make the offer first:
Typical people I must say. They are unsure about everything. Even if they wanted to offer, they will wait till the other person offers the food first. If the other person is silent, so are these people. They are the followers.
They do terrific idea, they will pitch it to someone else and get their advice before proceeding. Sadly, most of the elderly world like these types of people.

Case 9: People who offer dosa only when they cannot finish it on their own:
You all may be familiar with these kinds of people. People who are very generous only when all their needs are fulfilled. These folks are selfish but at the same time not misers or greedy. They just want to satisfy themselves before they give it to the world. They typically do not stuff themselves nor do they tend to starve. They are very good people who would give you the best of advices in life. They would make sure that you are not sad following their advice.

Case 10: People who offer the whole dosa and eat from others plates:
These folks are other extreme. They know what they want, they get what they want but they cannot enjoy what they want. Instead they tend to settle for other things in life which satisfies the needs but does not satisfy the person completely. These guys are termed as born losers cause even when they have the thing they wanted, they can’t stop others from stealing it from them.

So next time you sit with a person eating a masala dosa, look closely and see if he falls into one of the above categories. You may be surprised as how much it reveals about the person.



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Why Bill Clinton is alive and Steve Jobs is not

Transparency, the intention to treat and analysing data.




Why Bill Clinton is alive and Steve Jobs is not.


How do you select a surgeon or a Hospital? How, assuming you are sufficiently rich and powerful that you want the “best in the world”, do you find the best (or hire the best finder to find the best)?


If you need a liver transplant, you can go to a website called SRTR — Scientific Registry of Transplant Recipients. At this website, you can look up the mortality, one-year survival, five-year survival, waiting list mortality and other such statistics for various liver transplant centers. You can also look at waiting times for getting a liver and, if you have a private jet at your disposal which can take you anywhere, you can get listed at multiple centers which have a low mortality and a short time to transplant. Perfect, isn’t it? I’m sure the team which did Steve Job’s research for him did something like this.


To reiterate some of the information available in the public domain, Steve Jobs was initially diagnosed with a tumor in the pancreas. At the time of diagnosis, there was no evidence of the tumor having spread anywhere else and he was advised to undergo surgery to remove the tumor. Surgical removal is, for all practical purposes, the only treatment which can potentially cure a pancreatic malignant tumor. Steve Jobs, often prone to magical thinking and a personal ‘reality distortion field’ decided to treat the tumor with various quackeries including a vegan diet, acupuncture, herbal remedies and the services of a psychic. The tumor proved resistant to such measures and 9 months later he underwent surgery. It is possible that in that 9 months, the tumor spread to the liver. It was a relatively indolent tumor called a neuroendocrine tumor.


We do not know when it was discovered that the tumor had reappeared in the liver or what treatment he received. However, metastases from a neuroendocrine tumor to the liver do offer another opportunity for cure if the liver is removed and replaced by another transplanted liver. It is essential to ensure in such situations that there is no tumor anywhere else but the liver.


We know that he underwent a liver transplant at Methodist University Hospital Transplant Institute in Memphis, Tennessee. This center had a short waiting time to transplant and Steve Jobs, with a private jet at his disposal, was able to reach the hospital quickly when a liver became available. We also know that when he had the transplant, he had tumor deposits in the peritoneum. It is likely that if the patient had been anyone other than Steve Jobs the transplant would have been called off and the liver given to the next patient on the waiting list.


One of the things which keeps tumor under control is the immune system of the patient. It is known that tumors progress quicker in immunosuppressed patients and this is true of neuroendocrine tumors as well. In any case he died about 2.5 years after the transplant. He got what he wanted rather than what he needed.


Bill Clinton, on the other hand, seems to have done his research better. In 2004, Bill Clinton was discovered to have fairly severe coronary artery disease affecting multiple arteries. This would require a fairly complex cardiac operation. He underwent the operation successfully in the hospital that had the highest mortality for this operation in New York State, almost double the average for the State.


Why did Clinton pick this hospital and this surgeon?


One of the problems with having mortality rates and survival rates in the public domain is that it discourages surgeons from taking a risk.


If the median survival rate from liver transplantation (for instance) is 90% and the transplant team encounters a patients who is sicker than usual, say with a 70% chance of surviving the operation, the team becomes understandably reluctant to take on that patient. One option is to reject the patient before listing as ‘too sick to transplant’. If the patient was okay at the time of listing and becomes sicker while waiting for a liver then he can be removed from the waiting list as ‘too sick to transplant’. Once he is off the waiting list, he does not show up on the ‘waiting list mortality’ statistics. The patients who actually make it to transplant are those who have already passed this test by ‘survival of the fittest’. A center which decides to give the 70 percenters a chance at life will inevitably find their survival statistics drifting away from the median. When they move two standard deviations away, the program is on probation and soon insurance will stop paying for transplant at that center. However, one must remember that for the patient denied transplant, there is only death to look forward to.


Now let’s look at this from an ‘intention to treat’ perspective. We begin with 100 patients who need a liver transplant. At one extreme we deny all of them transplant and all 100 die.


In a more realistic scenario, we decide to assess the risk of transplant and we find:


10% mortality: 50 patients

20% mortality: 20 patients

50% mortality: 20 patients

90% mortality: 10 patients


Now Center A, which wants to keep up with the 90% survival statistics offers transplant to only the 50 patients whom they judge have a 90% chance of making it through the transplant. So they do 50 transplants, 45 of the transplanted patients survive. The remaining 55 patients die (5 after transplant and 50 without). The center transplant survival rate is 90%.


Another Center B, willing to be bit more aggressive and take on patients with 80% or more chance of survival transplants 70 patients. Of these, 45+16=61 patients survive and 39 patients die (9 after transplant and 30 without). The center transplant survival rate is 61/70=87%.


Center C doesn’t give a damn about their statistics. They just want to give every patient who comes to them a chance. They transplant all 100 patients. 45+16+10+1=72 patients survive. The center transplant survival statistic is 72%. 28 patients die.


If we judge each center by survival outcomes alone we see A:90%, B:87% and C:72%. The choice is easy isn’t it?


On the other hand if we look at how many of the 100 patients who presented with liver failure are alive at the end then it looks very different. A: 45%, B: 61% and C: 72%.


I’m not sure how Clinton managed to figure it out but he realized that the hospital in NY with the highest mortality was the one which was taking on the most difficult and high risk cases. They were used to managing such cases and gave him the best shot at recovery. Or maybe he just ‘went with the flow’. Either way it turned out to be a good decision.



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Most valuable metrics for a software project:

The Pizza Metric
How: Count the number of pizza boxes in the lab.

What: Measures the amount of schedule under-estimation.  If people are spending enough after-hours time working on the project that they need to have meals delivered to the office, then there has obviously been a mis-estimation somewhere.

The Aspirin Metric
How: Maintain a centrally-located aspirin bottle for use by the team. At the beginning and end of each month, count the number of aspirin remaining aspirin in the bottle.
What: Measures stress suffered by the team during the project. This most likely indicates poor project design in the early phases, which causes over-expenditure of effort later on. In the early phases, high aspirin-usage probably indicates that the product’s goals or other parameters were poorly defined.

The Beer Metric
How: Invite the team to a beer bash each Friday. Record the total bar bill.
What: Closely related to the Aspirin Metric, the Beer Metric measures the frustration level of the team. Among other things, this may indicate that the technical challenge is more difficult than anticipated.

The Creeping Feature Metric
How: Count the number of features added to the project after the design has been signed off, but that were not requested by any requirements definition.
What: This measures schedule slack. If the team has time to add features that are not necessary, then there was too much time allocated to a schedule task.

The “Duck!” Metric
How: This one is tricky, but a likely metric would be to count the number of engineers that leave the room when a marketing person enters. This is only valid after a requirements document has been finalized.
What: Measures the completeness of the initial requirements. If too many requirements changes are made after the product has been designed, then the engineering team will be wary of marketing, for fear of receiving yet another change to a design which met all initial specifications.

The Status Report Metric
How: Count the total number of words dedicated to the project in each engineer’s status report.
What: This is a simple way to estimate the smoothness with which the project is running.

If things are going well, an item will likely read, “I talked to Fred; the widgets are on schedule.”

If things are not going as well, it will say, “I finally got in touch with Fred after talking to his phone mail for nine days straight. It appears that the widgets will be delayed due to snow in the Ozarks, which will cause the whoozits schedule to be put on hold until widgets arrive. If the whoozits schedule slips by three weeks, then the entire project is in danger of missing the July deadline.”


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Pencil that has an eraser on both ends

Category : Facts , Funny , Quality Management

In an effort to get registered, an organisation had written, rewritten and written again many of it’s manuals, procedures, process descriptions and control documentation causing one of the staff to ask “what’s the difference between a regular pencil and an ISO 9001 certified pencil? ”

Answer: The ISO 9001 pencil has an eraser on both ends.

We certainly hope you don’t have this much difficulty meeting the requirements of the standard, and also recognize that the standard applies to organizations, not to products.



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Is this a “reliable” light bulb?

A light bulb that lasts at least 10 years? Big deal. How about one that’s been burning since 1901!


Intersource Technologies of Sunnyvale created a news splash when it unveiled its new E-lamp during a meeting of the Edison Electric Institute, an association of utility companies. Intersource said the bulb lasts between 10 to 14 years.The people at the Livermore Fire Department’s Station One were not all that impressed. After all, a little bulb that’s been burning not-quite-brightly since the turn of the century put the fire house in the record books.


The glow of its reputation attracts tourists from around the world.


“We keep a visitor’s book for them to sign,” said Helen Vien, a fire department clerk. “A good many of them stop by just to look at the bulb, which is real dim and hangs high up and out of the way on an old-fashioned cord.”


The Guinness Book of Records and Ripley’s Believe It or Not both list it as the oldest and longest burning light bulb in the world.


With the exceptions of power failures and three times for moving it to another station, the bulb has been on since it was donated to the fire department in 1901 by Dennis Bernal, owner of the Livermore Power and Water Company.


The incandescent bulb was invented by Thomas Edison in 1879.
General Electric Co. determined that the bulb was manufactured by the Shelby Electric Company and was hand blown with a carbide filament.


G.E. says there is no great mystery to the bulb’s longevity. The lower the wattage, the longer the filaments last. The bulb puts out about as much light as the coils inside a toaster.
Barbara Fairhurst, spokeswoman for Intersouce Technologies, said she’s familiar with the bulb. “I think it’s fascinating,” she said.


She agreed with GE’s assessment and pointed out that the carbide filament also helps.


The real secret, she says, is that the light is always on. “Turning a bulb off and on is what wears it down.”



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Common Reasons for Project Failure

Category : Facts , Quality Management

Most organisations have experienced projects that did not end on time, were over budget, or changed in scope over time. There are many pitfalls that can sink projects. In this blog i have collated the reasons from couple of sites as mentioned in the source.

  • Poor planning and/or inadequate process – planning is central to the success of a project. It is important to define what constitutes project success or failure at the earliest stage of the process. It is also essential to drill down the big picture to smaller tasks.
  • Inefficient way to document and track progress – this is an oversight on the part of the project manager. Tracking milestones is a crucial way to see if expectations are being met. Documentation and tracking also lets the manager identify which areas require more resources to be completed on time.
  • Poor leadership at any level – the “leader” is usually identified as the project manager. However, the management-level executive also has a responsibility of ensuring the project’s success. He/she should work together with the manager to ensure that the company’s exact requirements are understood.
  • Failure to set expectations and manage them – in working in a team setting, it is critical that you’re able to manage people. If and when expectations are not met, there should be clearly-defined consequences. The task should then be prioritized and possibly reassigned to a more competent individual.
  • Inadequately-trained project managers – the project manager is taking on a heavy responsibility. It is important to assign management roles only to individuals who have the capabilities to meet requirements. In some cases, poorly-trained managers are assigned to complex projects; this is a recipe for failure.
  • Inaccurate cost estimation – there are instances when the cost of an undertaking is grossly underestimated. When it runs out of resources, the project cannot be completed. This can be mitigated when the lack of resources is identified early by the project manager.
  • Lack of communication at any level – communication between the management executive and the project manager, and between the latter and the team members are always important. Everyone should feel free to come forward to state their concern or give suggestions.
  • Culture or ethical misalignment – the culture of the company must prize competence, pro-activeness, and professionalism. If it doesn’t, the team members may not have the motivation to do their best. In essence, everyone involved must be concerned about the success of their undertaking.
  • Competing priorities – when a company’s resources are stretched, there will be competing priorities in terms of manpower and financing. Having good cost estimation at the start will eliminate this problem.
  • Disregard of project warning signs – when a project is on the verge of failing, there will always be warning signs. Taking action immediately can save the project. Otherwise, the whole endeavor can just go down the drain.


The number of reasons can be infinite, however, if we apply the 80/20 rule the most common reasons for failure can be found in the following list:

Poorly managed Undefined objectives and goals Lack of management commitment
Lack of a solid project plan Lack of user input Lack of organisational support
Centralised proactive management initiatives to combat project risk Enterprise management of budget resources Provides universal templates and documentation
Poorly defined roles and responsibilities Inadequate or vague requirements Stakeholder conflict
Team weaknesses Unrealistic timeframes and tasks Competing priorities
Poor communication Insufficient resources (funding and personnel) Business politics
Overruns of schedule and cost Estimates for cost and schedule are erroneous Lack of prioritisation and project portfolio management
Scope creep No change control process Meeting end user expectations
Ignoring project warning signs Inadequate testing processes Bad decisions



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Origin of Arabic Numbers

The numbers that are used worldwide are basically Arabic numbers. During the 8th century when an Indian Gastronomist came to the Almansour royal palace with a book “Sod Hanta” (about astronomy and mathematics) written by Brahma Jobta, Almansour ordered to translate the book into Arabic and explore more sciences.


Arabic numbers:

1, 2, 3, 4, 5, 6, 7, 8, 9




In designing the Arab numbers, Al Khawarizmi based his choice of a particular form on the number of angles that each number should contain. For instance, the number one contains only one angle, number two has two angles, and number three includes three angles, ects… The arabs popularise these algorithms, but their origin goes back to the phenecian merchants that used them to count.


And the most interesting and intelligent of all….. Zero has no angle !