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Student Handbook 2020-2021
Student Handbook 2020-2021 Master of Science in Public Policy and Management Two Year Track Three Semester Track Data Analytics Track Global Track 1 Contents 1 INTRODUCTION .................................................................................................................................. 4 2 Mission statement ................................................................................................................................... 4 3 CURRICULUM ..................................................................................................................................... 4 3.1 MSPPM Requirements .............................................................................................................. 5 3.2 MSPPM Two-Year Track Requirements .................................................................................. 5 3.3 MSPPM Three-Semester Track Requirements ......................................................................... 6 3.4 MSPPM-Data Analytics Track Requirements .......................................................................... 7 3.5 MS-Global Track Requirements ............................................................................................... 9 3.6 Information Technology Core Requirement ........................................................................... 10 3.7 Advanced Coursework ............................................................................................................ 12 3.7.1 Advanced Policy Topics (12 units required) ...................................................................... -
Hollywood...Now What?
Welcome to Hollywood ...Now What? An inspiring collection of blogs by BRIAN MEDAVOY TESTIMONIALS: "If only more people were not afraid to show they are human and not have a need for yes men/women to constantly stroke you...those who walk alongside you into the storm, at every twist and turn of the tornado -come out fearless and a storm maker themselves..." "Honestly, just reading through your posts and reading the story of your rise and fall to going back up again reinvigorated my fire to keep going. This is a tough industry to navigate and for an ethnic minority like me it will probably continue to be tough. So for someone of your caliber taking the time to write blogs that help actors and creatives and going to speak at acting school(I watched the one where you spoke at Howard Fine)makes me feel that there are movers and shaker in the industry that are for the actors." "What drew me to writing this email is your website/blog. Not only is it rare for a manager like yourself to take the time to create content like you do, but the why behind it is the most inspiring. It's not to promote anything, it's not to attain something, it's not for financial gain. It's simply to connect & inspire. That alone tells me exactly the type of human being you are." "What I assumed would be a typical Q&A turned into a motivational, inspirational and humbling experience. I can't thank you enough not only for your supportive responses to our questions, but also for opening up your vulnerability and allowing the audience to experience your insecurities with you. -
Conference Proceedings from the Annual Carnegie Cognition Symposium (10Th, Vail, Colorado, June 2-8, 1974)
DOCUMENT RESUME ED 123 584 CS 002 668 AUTHOR Klahr, David, Ed. TITLE Cognition and Instruction; Conference Proceedings from the Annual Carnegie Cognition Symposium (10th, Vail, Colorado, June 2-8, 1974). INSTITUTION Carnegie-Mellon Univ., Pittsburgh, Pa. Dept. of Psychology. SPONS AGENCY Office of Naval Research, Washington, D.C. Personnel and Training Research Programs Office. PUB DATE May 76 CONTRACT N00014-73-C-04^5 NOTE 356p.; Some parts of text may not reproduce clearly due to smallness of type* ' EDRS PRICE *MF-$0.83 HC-$19.41 Plus Postage. DESCPIPTOES *Cognitive Development; *Cognitive Processes; Comprehension; Conference Reports; Educational Psychology; *Instruction; *Instructional Design; *Learning; Memory; Problem Solving; *Research ABSTRACT This book, containing conference papers and a summary of activities, focuses on the contributions which current research in cognitive psychology can make to the solution of problems in instructional design. The first three parts of the book include sets of research contributions followed by discussions: part one deals with different strategies for instructional research, part two concerns process and structure in learning, and part three concentrates on the processes that underlie the comprehension of verbal instructions. The fourth part contains three Chapters that offer critiques, syntheses, and evaluations of various aspects of the preceding chapters. A list of references and author and subject indexes are included. (JM) *********************************************************************** Documents acquired by ERIC include many informal unpublished * materials not available from other sources. ERIC makes,every effort * * to obtain the best copy available. Nevertheless, items of marginal * * reproducibility are often encountered and this affects the quality * * of the microfiche and hardcopy reproddctions ERIC makes available * * via, the ERIC Document Reproduction Service (EDRS). -
Chief Data Officer Certificate Program
CHIEF DATA OFFICER CERTIFICATE PROGRAM The success of a modern enterprise is increasingly dependent on its ability to maximize value from data and manage large, diverse, and rapidly changing data. Most executives admit that their organizations mismanage their information assets, leading to missed business opportunities and undue expense. To establish a data-driven culture change in an organization, management needs to engage with stakeholders across the enterprise to secure buy-in and ongoing support in treating data as an asset — not data as a byproduct. To cope with these challenges, many organizations are appointing data governance executives, or Chief Data Officers (CDO), whose responsibilities span the recognition of opportunities afforded by new data sources to ensuring compliance with emerging regulations around security, privacy, and bias. The CMU Heinz College Chief Data Officer Certificate Program provides current or future CDOs a thorough understanding of critical data management related responsibilities and the foundations for developing a robust enterprise data governance program. The 13-module CDataO certificate program will cover key areas – data engineering, data science, decision making, emerging technology, change management, CDO operations, communication/influencing/ leadership skills - to help data executives build important data analytical and decision-making capabilities to better support the strategic mission of their organizations. To meet the needs of these busy professionals, the six-month program will be delivered as a hybrid model, blending the benefits of focused in-person sessions at our CMU campus in Pittsburgh, PA with synchronous distance learning. Participants can expect to develop a tight-knit cohort of their peers. Distance teaching allows participants the flexibility to engage at their own pace to develop their skills to become an effective data executive. -
Campus Floods
Modern food regulation Athlete Profi le: Emily Pittsburgh provides plenty policies harken back to the Baddock fi nds success on of cheap – or even free – early 1900s • A7 and off the court • A10 cultural activities • B8 FORUM SPORTS PILLBOX thetartan.org @thetartan August 29, 2011 Volume 106, Issue 2 Carnegie Mellon’s student newspaper since 1906 Obama introduces Pittsburgh hit with rain; campus fl oods initiative at NREC SARAH ZAKRAJSEK were at 9.1 percent, accord- Personnel Manager ing to the U.S. Bureau of La- bor Statistics. “If we want a President Barack Obama robust, growing economy, spoke on the morning of Fri- we need a robust, grow- day, June 24, at Carnegie ing manufacturing sector,” Mellon’s National Robotics Obama said. “And that’s why Engineering Center (NREC), we’re here. Carnegie Mellon located in Pittsburgh’s Law- is a great example of what it renceville neighborhood. means to move forward.... In- Obama addressed an ex- novations led by your profes- cited crowd of about 150 in- sors and your students have vite-only guests, the majority created more than 300 com- of whom were chosen by the panies and 9,000 jobs over White House in addition to a the past 15 years.” select list chosen by Carnegie Bruce Brown, CEO of Mellon. The invitees included Proctor and Gamble, at- students, faculty, university tended the president’s ad- leadership, alumni, and cor- dress. Brown cited research porate partners. The presi- institutions such as Carnegie dent announced a new ini- Mellon as “part of the United tiative called the Advanced States’ competitive advan- Manufacturing Partnership tage.” He agreed with the (AMP), a national effort to president on the importance unite industry, universities, of advanced manufacturing. -
Conflict Kitchen Reopens After Threats Uber Gets Sigma Phi Pittsburgh Comes to License Brian Trimboli Campus News Editor
Bahcall explains distribution Women’s soccer dominates Walk the Moon performs in of dark matter • A4 in NCAA • A12 Wiegand Gymnasium • B5 SCITECH SPORTS PILLBOX thetartan.org @thetartan November 17, 2014 Volume 109, Issue 12 Carnegie Mellon’s student newspaper since 1906 Alpha Conflict Kitchen reopens after threats Uber gets Sigma Phi Pittsburgh comes to license BRIAN TRIMBOLI campus News Editor CHELSEA DICKSON College students around Staffwriter Pittsburgh were disappoint- ed early last summer when Given the many time an investigation by the commitments and respon- Pennsylvania Public Utility sibilities the average Carn- Commission (PUC) led to egie Mellon student juggles cease-and-desist orders for daily, it could be hard to both Uber Technologies Inc. understand why one would and Lyft Inc. On Thursday, want to find yet another however, the PUC voted 4–1 reason not to sleep. Yet for to grant an experimental li- some undergraduate men cense to Uber, allowing the at Carnegie Mellon, the op- company to operate across portunity to create a new Pennsylvania. Before, Uber community of friends and and Lyft were both operat- leaders was too exciting to ing under temporary au- turn down. thority from the PUC. Alpha Sigma Phi and Phi Uber and Lyft were Delta Theta are the new- founded in San Francisco est arrivals on Carnegie in 2009 and 2012, respec- Mellon’s ever-developing tively. Both companies use fraternity scene. Alpha Sig- an app — available on iOS ma Phi is still in the early and Android — to give “colony” stage of forma- rides to users from drivers tion, while Phi Delta Theta at a cheaper rate than most was officially designated a existing taxicab services. -
Management Consulting Syllabus 98
MANAGEMENT CONSULTING 94808, 94408 FALL 2020 Heinz College, Carnegie Mellon University Monday, 6:40 - 9:30 PM EST, Section A, 12 Units Dr. Chris W. Brussalis Jordan R. Pallitto Office: 412.722.1111, ext. 111 Office: 412.722.1111, ext. 115 Cell: 412.720.4669 Cell: 724.493.3517 [email protected] [email protected] [email protected] [email protected] Description This is an applications course exploring the profession of management consulting and the art and science of providing management counsel to organizations in the public and private sectors. The course is designed to provide a framework for collaborating with organizations to solve problems and to execute projects efficiently and effectively. Students will explore and utilize practical tools that will enable them to solve problems and execute projects as external or internal consultants or as individual contributors or leaders within organizations. The course introduces frameworks as well as quantitative and qualitative methods that are typically used in management consulting. Course Objectives 1. View problems from the perspective of practicing experts in the field. 2. Utilize quantitative and qualitative methods and interpersonal skills to collaboratively solve problems and execute solutions. 3. Expose students to the classical literature of the profession. 4. Prepare solutions through case studies utilizing technical expertise and experience. 5. Apply course theories and principles to provide consulting services to actual clients. Learning Outcomes 1. Define management consulting and understand why and how consultants are utilized. 2. Apply a consulting process framework to an actual client engagement. 3. Understand the value of stakeholder engagement and how to apply it. -
Downloads of Information Outside the Patterns of Normal Behavior by Those Employees
Insider Theft of Intellectual Property for Business Advantage: A Preliminary Model* 1 Insider Theft of Intellectual Property for Business Advantage: A Preliminary Model* Andrew P. Moore [email protected], Dawn M. Cappelli [email protected], Thomas C. Caron1 [email protected], Eric Shaw2 [email protected], Randall F. Trzeciak [email protected] CERT®3 Program, Software Engineering Institute and CyLab at Carnegie Mellon University 4555 Fifth Avenue Pittsburgh, PA 15213 Abstract. A study conducted by the CERT Program at Carnegie Mellon University’s Software Engineering Institute analyzed hundreds of insider cyber crimes across U.S. critical infrastructure sectors. Follow-up work involved detailed group modeling and analysis of 35 cases of insider theft of intellectual property. In the context of this paper, insider theft of intellectual property for business advantage includes incidents in which the insider’s primary goal is stealing confidential or proprietary information from the organization with the intent to use it to take to a new job, to get a new job, or to start a business. It does not include cases of in which insiders sell an organization’s information. This paper describes general observations about, and a preliminary system dynamics model of, this class of insider crime based on our empirical data. This work generates empirically-based hypotheses for validation and a basis for identifying mititgative measures in future work. 1 Introduction Since 2002, the CERT Program at Carnegie Mellon University’s Software Engineering Institute has been gathering and analyzing actual malicious insider incidents, including IT sabotage, fraud, theft of confidential or proprietary information, espionage, and potential threats to the critical infrastructure of the United * This paper appears in the proceedings of the 1st International Workshop on Managing Insider Security Threats (MIST 2009), Purdue University, West Lafayette, 15-19 June 2009. -
FOX SEARCHLIGHT PICTURES Presents
FOX SEARCHLIGHT PICTURES Presents A MYTHOLOGY ENTERTAINMENT / VINSON FILMS Production A RADIO SILENCE Film SAMARA WEAVING ADAM BRODY MARK O’BRIEN with HENRY CZERNY and ANDIE MacDOWELL DIRECTED BY………………………………………MATT BETTINELLI-OLPIN & TYLER GILLETT WRITTEN BY………………………………………..GUY BUSICK & R. CHRISTOPHER MURPHY PRODUCED BY………………………………………………………………………....TRIPP VINSON …………………………………………………………………………………..…JAMES VANDERBILT …………………………………………………………………………………………WILLIAM SHERAK ……………………………………………………………………………………BRADLEY J. FISCHER EXECUTIVE PRODUCERS…………………………………………………………..CHAD VILLELLA ………………………………………………………………………………………….…TARA FARNEY …………………………………………………………...……………………………TRACEY NYBERG ………………………………………………………………………………………DANIEL BEKERMAN DIRECTOR OF PHOTOGRAPHY………………………………………………BRETT JUTKIEWICZ FILM EDITOR……………………………………………………………………TEREL GIBSON, ACE COSTUME DESIGNER…………………………………...………………………….AVERY PLEWES PRODUCTION DESIGNER…………………………..………………………..ANDREW M. STEARN MUSIC BY..………………………………………………………………………………..BRIAN TYLER http://www.foxsearchlight.com/press Running Time: 95 minutes Rating: R Los Angeles New York Regional Lauren Gladney Samantha Fetner Isabelle Sugimoto Tel: 310.369.5918 Tel: 212.556.8696 Tel: 310.369.2078 [email protected] [email protected] [email protected] 1 Fox Searchlight Pictures’ READY OR NOT follows a young bride (Samara Weaving) as she joins her new husband’s (Mark O’Brien) rich, eccentric family (Adam Brody, Henry Czerny, Andie MacDowell) in a time-honored tradition that turns into a lethal game with everyone fighting for their -
History and Organization Table of Contents
History and Organization Table of Contents History and Organization Carnegie Mellon University History Carnegie Mellon Colleges, Branch Campuses, and Institute Carnegie Mellon University in Qatar Carnegie Mellon Silicon Valley Software Engineering Institute Research Centers and Institutes Accreditations by College and Department Carnegie Mellon University History Introduction The story of Carnegie Mellon University is unique and remarkable. After its founding in 1900 as the Carnegie Technical Schools, serving workers and young men and women of the Pittsburgh area, it became the degree-granting Carnegie Institute of Technology in 1912. “Carnegie Tech,” as it was known, merged with the Mellon Institute to become Carnegie Mellon University in 1967. Carnegie Mellon has since soared to national and international leadership in higher education—and it continues to be known for solving real-world problems, interdisciplinary collaboration, and innovation. The story of the university’s famous founder—Andrew Carnegie—is also remarkable. A self-described “working-boy” with an “intense longing” for books, Andrew Carnegie emigrated from Scotland with his family in 1848 and settled in Pittsburgh, Pennsylvania. He became a self-educated entrepreneur, whose Carnegie Steel Company grew to be the world’s largest producer of steel by the end of the nineteenth century. On November 15, 1900, Andrew Carnegie formally announced: “For many years I have nursed the pleasing thought that I might be the fortunate giver of a Technical Institute to our City, fashioned upon the best models, for I know of no institution which Pittsburgh, as an industrial centre, so much needs.” He concluded with the words “My heart is in the work,” which would become the university’s official motto. -
Sharon Mccoy Carver
Sharon McCoy Carver Home Address: Business Address: 1579 Cumberland St. The Children's School Pittsburgh, PA 15205 MMC 17 (412) 937-2307 Carnegie Mellon University Pittsburgh, PA 15213 (412) 268-1499 Education 1986 Ph.D. Department of Psychology Cognitive Development Carnegie Mellon University Pittsburgh, PA 15213 1982 A.B. Princeton University Psychology Princeton, NJ 08544 Teach. Cert. K-12 Biology Employment History 1993 - Director, Children's School, Carnegie Mellon University Teaching Professor, Department of Psychology Beginning 2005, Co-Training Director, PIER (Program in Interdisciplinary Education Research) 1988 - 1993 Assistant Professor Graduate School of Education and Human Development and Department of Psychology, University of Rochester 1986 - 1988 Post-Doctoral Research Associate with David Klahr Department of Psychology, Carnegie Mellon University Research Interests Development of Cognitive Skills, Educational Applications of Cognitive Theory, Early Childhood Developmentally Appropriate Practice, Classroom Research and Reform, Integration of Technology Across the Curriculum My research approach involves clear specification of developmental objectives for young children, designing instruction and assessment based on the specification, implementing the instruction and assessment collaboratively with teachers, and, when possible, conducting detailed studies of the learning impact on the targeted skills using naturalistic and structured observation, 1/25/13 interview, and protocol analysis techniques. I am working collaboratively with the staff and undergraduates at the CMU Children's School to test the impact of specific aspects of our program on young childrenʼs development, using experimental studies within the classroom setting. In addition, I work with senior honors students on projects related to early childhood development (e.g., the impact of observation coaching on childrenʼs graphic representations). -
Empirical Analysis of Software Vendors' Patching Behavior: Impact
An Empirical Analysis of Software Vendors’ Patching Behavior: Impact of Vulnerability Disclosure1 Ashish Arora, Ramayya Krishnan, Rahul Telang, Yubao Yang {ashish, rk2x, rtelang, yubaoy}@andrew.cmu.edu H. John Heinz III School of Public Policy and Management Carnegie Mellon University, Pittsburgh PA 15213 This version: January, 2006 Abstract One key aspect of better and more secure software is timely and reliable patching of vulnerabilities by software vendors. Recently, software vulnerability disclosure, which refers to the publication of vulnerability information before a patch to fix the vulnerability has been issued by the software vendor, has generated intense interest and debate. In particular, there have been arguments made both in opposition to and in favor of alternatives such as full and instant disclosure and limited or no disclosure. An important consideration in this debate is the behavior of the software vendor. How quickly do vendors patch the vulnerabilities in general and after disclosure in particular? This paper compiles a unique data set from CERT/CC and SecurityFocus to answer this question. Our results suggest that disclosure policy has a significant positive impact on the vendor patching speed. Vendors are 137% more likely to patch due to disclosure. In particular, instant disclosure hastens the patch delivery by almost 29 days. Open source vendors patch more quickly than closed source vendors and severe vulnerabilities are patched faster. We also find that vendors respond more slowly to vulnerabilities not handled by CERT/CC. This might reflect unmeasured differences in the severity and importance of vulnerabilities. It might also reflect the stronger lines of communication between CERT/CC and vendors, and the value of the vulnerability analysis by CERT/CC.