DU Admissions: Cluster Innovation Centre has many choices for you

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Delhi University offers unique courses at the Cluster Innovation Centre (CIC), with a keen focus on innovation.

The courses are not just aimed at preparing students for a fast-changing innovative world but they also use unique concepts such as ‘meta college’ and ‘meta university’ to allow them to experience multiple colleges and universities during the course.

The CIC offers two undergraduate programs, BTech in Information Technology and Mathematical Innovation and BA (Hons) in Humanities and Social Sciences, and a postgraduate course, MSc in Mathematical Education.

BTech in Information Technology and Mathematical Innovation:

This four-year undergraduate degree course, which has been on offer in DU since 2012, is open to all who have studied Mathematics and have secured a best four score of at least 60%.

The course looks to provide students with practical knowledge, in addition to theoretical prowess, when it comes to innovation and technology. The curriculum is evaluated on the basis of both projects that students are expected to complete and theoretical exams.

“The course was designed keeping innovation in mind. DU is the only Indian university that provides a course of this kind,” said Jogeswar Purohit, an assistant professor for the course.

Admission to the 40 seats for this course will be on the basis of an entrance test expected to be conducted early next month. The entrance exam will be based on mathematics and science subjects.

Interested students can apply to the course on the DU online admission portal, under the entrance-based undergraduate programs application.

However, the CIC does not have a placement cell and does not invite companies and others for recruitment. “Almost all of our students have been placed but we do not have a placement cell,” he said.

“We encourage students to link up and think of their own start-ups. In fact, after they complete their degree, a selected few students are allowed to incubate their projects up to one year at the centre. Students even get funding up to two lakh rupees from ministry of micro, small and medium enterprises,” said Purohit, while explaining how the course nurtures an entrepreneurial spirit.

BA (Hons) in Humanities and Social Sciences:

This three-year undergraduate programme is one of its kind, as it is a ‘meta college’ programme. “Students will be able to choose classes from different DU colleges and design their own degree,” explained Geetanjali Kala, an assistant professor at DU and the woman behind the course.

Students can tailor their degree to their needs, as they are allowed to take courses from any of the DU colleges, other than St Stephen’s college. If admitted to one of the 40 seats available for the course, students will be assigned a mentor, who will help them ascertain their interests and pick courses best suited to their passions.

In the first and sixth semester, the students will be expected to attend classes at the CIC.

Anyone who has a 60% best four score, which includes a modern Indian language or English, are eligible to apply, and will be selected based on an entrance test.

“The entrance exam will look at subjects like history, geography, political science and include some general science and mathematics. We take current affairs seriously here, and students should expect a few questions related to this, especially news related to marginalized communities,” she said.

Question papers from previous years’ entrance exams are also available on the centre’s website for any who may want to peruse it.

MSc in Mathematics Education:

This two year inter-disciplinary course would be best suited for those who are looking to teach mathematics in the future.

“Degrees usually teach you one or the other, how to teach or mathematics. This course is tailor-made to ensure students not only learn mathematics but also know how to teach it,” explained Pankaj Tyagi, the coordinator for the course.

The meta university course, jointly run by Delhi university and Jamia Milia Islamia, allows students to utilise resources available at both colleges. Graduates can apply to one of the 20 seats available through DU’s online PG application, before registrations close on Wednesday.

The course is evaluated with 60% for projects and 40% for theory, and works in tandem with JMI’s AJK Mass Communication Research Centre. “This is where the inter-disciplinary aspect of the course comes in. Students are trained in how to use media to teach mathematics as well,” said Tyagi.



MobiKwik increases $50 Million to drive enlargement, Innovation

MobiKwik Raises $50 Million to Drive Expansion, Innovation

Its present investors Sequoia Capital & Treeline Asia also participated.
MobiKwik is one in all the most important online pockets agencies in India.
MobiKwik has partnered seventy five,000 retailers, inclusive of big Bazaar.
cellular pockets enterprise MobiKwik Tuesday said it has raised $50 million (about Rs. 330 crores) ininvestment, led via eastern bills company Gateway and Taiwanese chip maker MediaTek.

Its present traders such as Sequoia Capital and Treeline Asia additionally participated inside the modern-day spherical of funding.

The enterprise stated it’s going to use the proceeds for product innovations, team constructing andperson increase.

in spite of the cutting-edge commercial enterprise climate while investment has grow to be hard, unit economics, sustainable increase and a legitimate business model are what buyers are focusing theirinterest on. we are very excited to stay up to the investorsexpectations and raise the investment in which even large players are failing to elevate funds,” MobiKwik founder and CEO Bipin Preet Singh said in a announcement.

MobiKwik’s growth has been promising as the agency‘s GMV has grown significantly by using 250percent, he delivered.

With approximately 30 million customers in the usa, MobiKwik is certainly one of the largest walletbusinesses in India. It competes with the likes of Paytm and PayU.

“MobiKwik is a dominating player in the Indian cellular payments area and keeps its constant growthtrajectory while staying true to its DNA of rapid product innovation and capital performance. Our valuation too has elevated substantially,” Singh said but did not expose the information.

lack of income has raised worries over valuations of startups globally, main to lots of those corporationsgoing through trouble in raising sparkling budget.

inside the recent past, mutual fund T Rowe charge cut back its valuations in lots of its tech startup investments, inclusive of India’s Flipkart. Morgan Stanley, too, made a comparable pass earlier this yr.

MobiKwik has formerly raised close to $30 million (approximately Rs. 195 crores) in investment from Sequoia Capital, American express, Tree Line Asia and Cisco Investments.

MobiKwik has partnered seventy five,000 shops, such as the likes of large Bazaar, WHSmith India, Cafeespresso Day and save King inside the offline space.

In online space, it has partnered corporations like Oyo Rooms, BookMyShow, Grofers, huge Basket, eBay, ShopClues, Myntra, Jabong, Pepperfry and MakeMyTrip, amongst others.

download the gadgets 360 app for Android and iOS to live updated with the trendy tech information, product reviews, and exclusive offers at the famous mobiles.

Tags: Apps, E trade, India, net, MobiKwik, Paytm, PayU

INNOVATION INSIGHTS: How this Australian facial recognition business helped save thousands of lives

How the machine sees you. Source: supplied.

Artificial intelligence and autonomous cars are no longer exclusive to science fiction. Google’s self-driving cars have driven more than five million kilometres, while some Teslas can drive themselves under certain conditions, and Singapore could see a fully autonomous taxi hit the streets by the end of the year.

While all these initiatives are focused on what’s outside the car, on equipping and teaching machines to understand and react to the outside world, it’s also important to understand the people inside.

That’s the mission of Canberra-based Seeing Machines. The solution they created – a camera that can understand when drivers are fatigued or distracted, has helped save thousands of lives.

The company traces its origins to a group of roboticists at the Australian National University in 1997. According to Adrian Dean, director of marketing at Seeing Machines, the researchers were imagining the “car of the future” and realised that an autonomous car would need to interact with passengers.

“The future car would need to understand and relate to the occupants and the driver, in a similar way that a humanoid robot would need to,” says Dean.

“Understanding the driver was the next step in marrying the two together. Because it is about how the driver is interacting with the robot vehicle, but also so that the autonomous car can understand what the occupants are doing when it’s driving.”

That an autonomous car should know what its occupants are up to is especially important in the handover period between human and autonomous drivers. Many of the recent laws allowing autonomous cars require a person to sit behind the wheel – Tesla’s Autopilot requires the driver to touch the wheel regularly. But for this to be useful, the car needs to know that the human is capable of taking over, that they aren’t asleep, texting or otherwise distracted.

The Seeing Machines Guardian Camera. Source: supplied.

To understand the passengers inside a car, Seeing Machines married hardware and software. They created a camera to sit on the dashboard, and developed algorithms to process the information. The cameras can collect a whole series of data points – from the positioning of the eyes and the face, to detecting heart rate through the skin. They can use this to infer a great deal about the state of the driver.

“We can obviously measure eyelid closure very accurately, which lets us measure micro sleeps. There’s also the head pose — whether it’s tilted a certain way, you can understand if someone is looking down at their phone,” says Dean.

“What we can also detect is where you are actually looking – using infra red and the glint off your eye enables us to read through sunglasses and normal glasses and interpret whereabouts you are looking.”

In the future, these capabilities will be vital for autonomous cars to understand the state and intention of their passengers. But they also have very real uses right now, and the technology has already been adopted by many in the mining, aviation and transport industries.

Truck drivers and pilots often work long shifts, operating complex and potentially deadly equipment. Pilots will spend hours on end looking at instrument clusters, trying to figure out what is going on. These are situations ripe for distractions and micro sleeps. Both are huge causes of accidents.

Seeing Machines sold more than 4,000 units worldwide to mining companies. The devices monitor driver fatigue and distraction, send out alerts in case of micro-sleep, and record all the data so companies could react to new information.

The company is doing similar things for truck drivers, partnering with fleet owners like Toll and Linfox to monitor and alert drivers when they are in dangerous situations. There’s also extra information they can add into the mix, like GPS, to infer even more about what drivers are experiencing. Altogether, these technologies allow companies to know more about what’s going on in the front line, to react and reduce risk where they can.

“We’ve saved the lives of thousands of drivers, whether they are on the mine sites or the public roads,” says Dean.

“It’s quite a difficult technology to sell to a truck driver, but then they get home to their kids because we woke them up before they had an accident. At its core, that’s probably the biggest impact that we’ve had.”


INNOVATION INSIGHTS: Here’s an inside look at the platform that made Atlassian famous

Photo: Atlassian/ Facebook.

Atlassian is one of Australia’s biggest tech success stories. JIRA, its signature project management platform, is used by countless teams around the world from NASA to Tinder. The company has grown from a small office in Sydney, funded with a credit card, to over a thousand employees and a multi-billion dollar IPO last year.

Like many successful products, JIRA grew out of a need faced by the founders, Mike Cannon-Brookes and Scott Farquhar. Cannon-Brookes and Farquhar needed a way to stay on top of all the work their consulting company was receiving, across numerous clients. Not able to find a user-friendly solution that fit their needs, they built one instead.

As it exists now, JIRA provides a centralised platform tracking bugs and issues as well as breaking down projects. Initially beloved by developers, its project management functions have seen its usecases expand and its strength in agile development employed across industries.

Being user-friendly was key from the beginning. It was the reason the product was created, the company started, and the strategy to winning new customers.

“Mike and Scott’s consulting clients were impressed with their ability to track projects, and soon JIRA grew as a tool to help teams across multiple companies more effectively manage their work,” says Jason Wong, principal product manager at Atlassian.

“The alternatives to JIRA at the time were not that user-friendly. We invested a lot in building JIRA to be user-friendly. Lustworthy was the actual word we used to describe the kind of user experience we strived for.”

Cannon-Brookes confirmed user-friendliness as a sales strategy in 2008, explaining the “Atlassian model” meant creating a product that sold itself. JIRA would be a product customers bought, not one Atlassian sold.

A March 2008 presentation on ‘Scaling Atlassian’ by Mike Cannon-Brookes.

In this respect, Atlassian was at the forefront of the dramatic shift in enterprise software — designed with users in mind, rather than technical officers. Over the years, it has seen Apple displace Blackberry, Google launch business apps, including Atlassian-competitor Slack, which has become a multi-billion dollar startup. These are all products and companies that captured consumer imagination, filtering into businesses from the bottom up.

And not having to invest in sales and marketing — relying instead on user evangelism — Atlassian was able to plow the proceeds into research and development. This kicked off a virtuous cycle for the company.

“Without a traditional sales team we are able to invest significantly more in R&D. That investment drives product advancements that in turn deliver customer value and fuels the word-of-mouth evangelism,” says Wong.

JIRA’s rise was textbook disruption as Atlassian targeted segments of the market incumbent productivity products neglected. After establishing a beachhead at the low-end, functionality steadily increased as a marketplace was created with thousands of plugins adding to its appeal. Soon, competitors were scrambling to buy the company.

And according to Wong, the company always knew its collaboration software — which includes group messenger Hipchat — had a huge potential market. Analysts are starting to catch up, withIDC research recently forecasting the enterprise-social market will reach $US 3.5 billion by 2019, up from $US 1.46 billion in 2014.

“At the very basic level, we always believed the market was bigger than others believed it to be. We knew project tracking, particularly in context of software projects, was broken. The products that existed were cumbersome and expensive and the alternative was tracking issues in Excel or Word,” says Wong.

“It was a disaster, but it was thought to be a small, or tolerable, problem. By doubling down and building a high value product that was easy to buy and easy to implement we found ourselves quickly becoming mission control for thousands of teams across organizations in every industry.”

JIRA has evolved significantly from the software Cannon-Brookes and Farquhar needed to keep track of their projects. The JIRA marketplace has added innumerable functions, from customer relations to feedback generation. From what was initially a self-hosted product — something customers had to download and run themselves, Atlassian has since added cloud-hosting, lowering the barrier for smaller and less-technical teams.

Lowering barriers has been a consistent theme, as the company introduced agile software development in 2009, supporting popular agile methodologies like Scrum and Kanban. JIRA is now a platform supporting three distinct usecases; software, IT and business.

“With the release of JIRA 7.0 in October, 2015, JIRA matured into a platform product with unique offerings that are purpose-built for software teams, IT teams, and business teams,” says Wong.

“This is how we landed at today’s product lineup of JIRA Core, JIRA Software and JIRA Service Desk, and because the products are interconnected, they are all being used by a lot more teams.”