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Maxim Makatchev –
Carnegie Mellon University Pittsburgh, PA 15213 B [email protected] Í cs.cmu.edu/ mmakatch Maxim Makatchev maxipesfix Software development skills Languages Scala, Python, C++, C, Lisp, CLIPS, Pascal, Forth Scripting SQL, XML, PHP Scientific R, Matlab Frameworks ROS, Play!, sbt Positions held 3.2013–now Post-doctoral fellow, Robotics Institute, Carnegie Mellon University, Pittsburgh, PA. 5.2010–8.2010 Assistant to chief scientist, Alelo, Los Angelels, CA. 8.2007 Visiting researcher, National Institute of Informatics, Tokyo, Japan. 5.2007–7.2007 Summer scholar, Intel Research, Pittsburgh, PA. 10.2000–8.2006 Research associate, Research programmer, University of Pittsburgh, Pittsburgh, PA. 11.1997–3.1998 Research assistant, City University of Hong Kong, Hong Kong. 10.1995–10.1997 Assistant to chief specialist, Acron, Joint Stock Company, Moscow, Russia. Education 2006–2013 PhD in Robotics, Carnegie Mellon University, Pittsburgh, PA. 1998–2001 MPhil in Mechatronic Engineering, City University of Hong Kong, Hong Kong. 1992–1997 Diploma (∼MSc) in Applied Mathematics, Moscow State University, Moscow. Graduated with distinction (QPA 4.86/5, major QPA 4.93/5) Experience 3.2013–now Post-doctoral fellow, Robotics Institute, Carnegie Mellon University, Pittsburgh, PA. Project: Gamebot Victor { PI: Reid Simmons { Development of an interaction manager that controls the robot’s verbal and non-verbal behaviors, including the robot’s contributions to a conversation with a human user and the gameplay of Scrabble. 8.2006–2.2013 PhD student, Robotics Institute, Carnegie Mellon University, Pittsburgh, PA. Advisor: Reid Simmons { Thesis committee: Michael Agar, Justine Cassell, Illah Nourbakhsh, and Candace Sidner. { Thesis: Cross-cultural believability of robot characters. -
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) ...................................................................... -
ALEXANDER DAVID STYLER 1010 Milton St, Pittsburgh, PA 15218 • (412) 841-9216 • [email protected] • U.S
ALEXANDER DAVID STYLER 1010 Milton St, Pittsburgh, PA 15218 • (412) 841-9216 • [email protected] • U.S. Citizen AREAS OF INTEREST Autonomous Driving • Prediction, planning, and machine learning • System latency, architecture, and optimization EDUCATION Carnegie Mellon University PhD Candidate in Robotics (Expected December 2018) Carnegie Mellon University M.S. in Robotics, QPA 3.89 (December 2012) Carnegie Mellon University B.S. in Computer Science, Robotics Minor; QPA 3.56, University Honors (May 2008) EXPERIENCE Prediction and System Latency, UBER Advanced Technologies Group, Pittsburgh Senior Software Engineer, Technical Lead/Manager (2016-present) • Leader and developer for the System Latency working group • Rearchitected the core autonomy system to reduce response time by half • Developed tools, monitoring, and metrics to prevent response time regressions • Technical lead for Prediction team • Led core efforts for vehicle prediction, interaction, and feature computation • Maintained interface contract and implementation, and handled consumer requests • Managed four person Prediction Architecture and Software team Various Projects, Mitsubishi Electric Research Labs, Cambridge Technical Intern (2015) • Implemented unsupervised clustering techniques for vehicle trips to analyze similarity and prediction performance of energy usage (Python) • Improved bounds of state-of-the-art time-series subsequence search to speed up pattern search in very large satellite sensor datasets Predictive Optimization Project, Group Research and Innovation -
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. -
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. -
Indigo in Motion …A Decidedly Unique Fusion of Jazz and Ballet
A Teacher's Handbook for Pittsburgh Ballet Theatre's Production of Indigo in Motion …a decidedly unique fusion of jazz and ballet Choreography Kevin O'Day Lynne Taylor-Corbett Dwight Rhoden Music Ray Brown Stanley Turrentine Lena Horne Billy Strayhorn Sponsored by Pittsburgh Ballet Theatre's Arts Education programs are supported by major grants from the following: Allegheny Regional Asset District Claude Worthington Benedum Foundation Pennsylvania Council on the Arts The Hearst Foundation Sponsoring the William Randolph Hearst Endowed Fund for Arts Education Additional support is provided by: Alcoa Foundation, Allegheny County, Bayer Foundation, H. M. Bitner Charitable Trust, Columbia Gas of Pennsylvania, Dominion, Duquesne Light Company, Frick Fund of the Buhl Foundation, Grable Foundation, Highmark Blue Cross Blue Shield, The Mary Hillman Jennings Foundation, Milton G. Hulme Charitable Foundation, The Roy A. Hunt Foundation, Earl Knudsen Charitable Foundation, Lazarus Fund of the Federated Foundation, Matthews Educational and Charitable Foundation,, McFeely-Rogers Fund of The Pittsburgh Foundation, William V. and Catherine A. McKinney Charitable Foundation, Howard and Nell E. Miller Foundation, The Charles M. Morris Charitable Trust, Pennsylvania Department of Community and Economic Development, The Rockwell Foundation, James M. and Lucy K. Schoonmaker Foundation, Target Corporation, Robert and Mary Weisbrod Foundation, and the Hilda M. Willis Foundation. INTRODUCTION Dear Educator, In the social atmosphere of our country, in this generation, a professional ballet company with dedicated and highly trained artists cannot afford to be just a vehicle for public entertainment. We have a mission, a commission, and an obligation to be the standard bearer for this beautiful classical art so that generations to come can view, enjoy, and appreciate the significance that culture has in our lives. -
Heading for a High Note 5 S L a V I C K Na M E D Ar T I S T O F Th E Ye a R , Di S P L a Y S Wo R K S a T PCA
PIPER10/08 Issue 4 I NTROSPECT I VE PROGRAMS ENHANCE FI RST -YEAR EXPER I ENCE Heading for a High Note 5 S LAV I CK NAMED ART I ST O F THE YEAR , DI SPLA Y S WORKS AT PCA 9 STUDENTS TEST UPDATED BRA I LLE WRITING TUTOR 11 RO bbi NS SPREADS MESSAGE O F UN I T Y Homecoming, Kickoff Look To The Future n Heidi Opdyke As alumni return to campus to remember the past and reacquaint themselves with the university as it is today, Dave Bohan, associate vice president for advancement and executive director of the capital campaign, hopes they also look to the future. “Alumni come back to reconnect with classmates, see former faculty and get a sense of today’s Carnegie Mellon,” Bohan said, “but we also want to show them about where the university is going.” Bohan is looking forward to “Celebrate Our Future: Carnegie Mellon’s Capital Campaign Kickoff” on Friday, PRICE OF BILLY COURTESY B I ll Y PRICE IS ONE OF THE PERFORMERS W ITH A CARNE G IE ME ll ON CONNECTION W HO W I ll BE AT THE CAPITA L CAMPAI G N Oct. 24, which promises to be a blast. K ICKOFF AT 8 P . M . FRIDAY , OCT . 24. AS PART OF HOMECOMIN G , A ll STUDENTS , FACU L TY AND STAFF ARE INVITED TO C ONTINUED ON PA G E THREE ATTEND THE PARTY AND SHOU L D RE G ISTER AT www . CMU . EDU / BTHERE . Candidates McCain, Obama Need Wide Voter Appeal, Skinner Says n Kelli McElhinny In less than a month, millions of Skinner, the Republicans and Democrats Americans will head to the polls in will need to attract voters outside of a historic election featuring the first their traditional constituencies. -
Uber, Carnegie Mellon Partnering on Pittsburgh Research Lab (Update) 3 February 2015
Uber, Carnegie Mellon partnering on Pittsburgh research lab (Update) 3 February 2015 Ride-hailing service Uber is partnering with helping General Motors develop a driverless SUV Carnegie Mellon University on a Pittsburgh that won a 60-mile race sponsored by the Defense research lab both hope could lead to the Advanced Research Projects Agency. development of driverless cars. Google later poached a Carnegie Mellon robotics Carnegie Mellon and its Robotics Institute have specialist, Chris Urmson, to lead the development been working on driverless vehicles for years, and of its self-driving car project. Over the past several its work is part of the reason the city has years, Google has aggressively developed self- successfully segued from an industry-driven driving technology—vaulting past traditional economy to one based on technology and automakers in the process—and says cars it has medicine in the last 20 years, with the nearby outfitted with an array of sensors and computing University of Pittsburgh Medical Center pioneering power have driven hundreds of thousands of miles transplant medicine and other breakthroughs. without human intervention. The Uber-Carnegie Mellon deal is "another case "We said, 'Hey, who are the best in the world at this where collaboration between the city and its from an academics standpoint and bringing this universities is creating opportunities for job growth kind of technology into the real world?'" said Jeff and community development," Mayor Bill Peduto Holden, Uber's chief product officer. "And CMU is said. at the top of that list. So that's what started it and why we reached out." The partnership announced Monday includes Uber funding for faculty chairs and graduate fellowships Adam Jonas, an auto industry analyst for Morgan at the private research university. -
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. -
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. -
Rental Rate Schedule the Benedum Center 2019-2020 for the Performing Arts Sept 1, 2019 to Aug 31, 2020 I
Rental Rate Schedule The Benedum Center 2019-2020 for the Performing Arts Sept 1, 2019 to Aug 31, 2020 I. Rental Rates Per Performance Base Rent Percentage Rent Monday-Thursday Matinees $ 7,125.00 vs. 10% of Net Receipts, whichever Monday-Sunday Mornings is higher Monday-Wednesday Evenings $ 8,300.00 vs. 10% of Net Receipts, whichever is higher Thursday-Sunday Evenings $ 9,275.00 vs. 10% of Net Receipts, whichever Friday-Saturday Matinees is higher *Net receipts are gross receipts from the sale of tickets less City of Pittsburgh Amusement Tax. **The above rental rates apply to all rehearsals with invited guests or paid audiences. ***Load-in, load-out, and dark days that do not include a performance pay the full rental rate. II. Additional Charges A. Permits Vehicle Parking (e.g. trucks and tour $ 75.00 per vehicle busses) may require a Traffic Obstruction permit which the Lessor will acquire on (subject to change (up to 15 days) behalf of the Lessee without notice) B. Ticketing, Box Office, Taxes, and Fees Box Office Service, single ticket $ 1,600.00 per performance sales, ticket printing Credit Cards 3% subject to change Internet Sales 3% subject to change *Credit Card and Internet Service fees are a presenter expense and may not be passed on to customers. Group Sales Commission 10% City of Pittsburgh Amusement Tax Gross x .04762 City of Pittsburgh Prod. Permit $ 25.00 (Subject to change) Theater Restoration Fee $ 5.00 per paid ticket Cultural District Fee $ 1.25 per paid ticket 1 of 5 C. Front of House, Staffing, and Security Front of House staff (Incl.