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During our inaugural Uber Technology Day, data scientist Eva Feng delivered a presentation on Uber's experimentation platform (XP). In this article, sheand colleague Zhenyu Zhao detail how Uber engineered an XP capable of rolling out new features stably and quickly at scale.
The lifecycle of feature development for a mobile app is composed of identifying opportunities, prototyping, experimentation, launching, refining, and identifying opportunities again. Experimentation is a critical stage of the product lifecycle; it is the process of discovering and determining whether or not new features are successful. Given Uber's hypergrowth, the goal of our XP is to ensure that new features roll out successfully and then return actionable analysis.
Uber's XP is unique in the industry because we launch not just experiments but also feature releases on a nationwide and even global scale which can almost immediately improve how people ( and now food ) get around in the physical world.
Initially, this massive scale across both products and markets made it challenging to build an XP that multiple teams with varying programming backgrounds and preferences could understand and use. Today, many teams at Uber use the XP to deploy features for their products, including the rider, driver, and UberEATS apps.
In this article, we will discuss the challenges and opportunities faced when developing our XP's two primary components—a staged rollout and an intelligent analysis tool—as well as our finished product's achieved outcomes.
The first element of the experimentation lifecycle at Uber is a staged rollout, the process of deploying a feature first to a small portion of users and then gradually ramping up to stages with larger proportions. Eventually, we reach 100 percent of all users that fall under a target specification (for instance, geographic location, which can be as small as a district of a city or as large as the entire world).
Consumer electronics company Vizio will host an 80s-themed outdoor picnic this summer for its full-time workers and their families at the beach.
Activities will include kayaking, stand-up paddle boarding and other kid-friendly events.
Technology accessory company ZAGG started the summer with an employee outing to a minor-league baseball game.
Full-time, hourly, and temporary employees that work out of the company's headquarters in Salt Lake City and their families were eligible for the event and 445 people attended.
Employees and their family members got a t-shirt, backpack and food at the ball game.
Correction: An earlier version of this story said that nearly 75% of companies increased benefits to retain workers, according to the Society for Human Resource Management. About a third of all companies have increased their benefits, with 72% of those citing worker retention as the reason.
Most stock quote data provided by BATS. Market indices are shown in real time, except for the DJIA, which is delayed by two minutes. All times are ET. Disclaimer. Morningstar: © 2018 Morningstar, Inc. All Rights Reserved. Factset: FactSet Research Systems Inc.2018. All rights reserved. Chicago Mercantile Association: Certain market data is the property of Chicago Mercantile Exchange Inc. and its licensors. All rights reserved. Dow Jones: The Dow Jones branded indices are proprietary to and are calculated, distributed and marketed by DJI Opco, a subsidiary of SP Dow Jones Indices LLC and have been licensed for use to SP Opco, LLC and CNN. Standard Poor's and SP are registered trademarks of Standard Poor's Financial Services LLC and Dow Jones is a registered trademark of Dow Jones Trademark Holdings LLC. All content of the Dow Jones branded indices © SP Dow Jones Indices LLC 2018 and/or its affiliates.
Of course, most people would accept a second of torture in return for eternal bliss (or even just very long bliss), but perhaps if the torture was bad enough, they also would change their minds in that moment. This should be taken seriously. It's also a reason why I think small amounts of very bad suffering are far more serious than lots of mild suffering: We're willing to trade mild suffering for mild pleasure even when enduring the mild suffering, but if the suffering becomes intense enough, we might not accept it in return for any amount of pleasure, at least not in the
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Hedonistic utilitarianism allows for a large degree of flexibility in deciding exactly how much happiness and suffering a given experience entails. For example, negative-leaning utilitarians can set the suffering value of a very painful experience as much more negative than a more positive-leaning utilitarian would.
With preference utilitarianism, the utility assignments are more constrained because they should generally respect the observed preferences of the actor, although there are exceptions discussed above in cases like irrationality, time discounting, epistemic error, or major conflict between the brain's high-level output and low-level hedonic reactions. So, for example, when most people say they're glad to be alive rather than temporarily unconscious, we should generally take this at face value and assume their lives are above zero, at least at that moment.
Of course, there remains plenty of wiggle room for preference utilitarians to make judgment calls in deciding when the exceptions apply, as well as through interpersonal-comparison tradeoffs.
In this piece I've mainly discussed selfish preferences: How an actor feels about her own emotions or other affairs regarding herself, such as whether her honor has been tarnished, whether she has been used as a means to an end, or various other concerns that may be more than immediately hedonic but still self-directed.
What about preferences regarding the wider world? One I mentioned already was deep ecologists' preference (which I do not share) for untouched nature,
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no one is around to see it. Various other moral preferences are of a similar type: Wanting to reduce poverty, increase social tolerance, limit human-rights abuses, reduce wild-animal suffering, and so on. In these cases, the actor does not just care about his own experience but actually cares about something "out there" in the world and would continue to care whether or not he was around to see it and whether or not he could fool himself into thinking his goal had been accomplished. I don't want to just feel like I've reduced expected suffering but rather want to actually reduce expected suffering.
Suppose a grandfather's dying wish is to leave his fortune to his favorite grandson. You're the only person to hear the grandfather make this request, and the default legal outcome is for some of the money to go to you, allowing you to donate it to important charities. Is it wrong to not report the grandfather's wish? After all, if you let the default legal outcome happen, you'll be able to donate your share of the inheritance to important charities.
The advent of the Internet has provided the electronic way of book distribution without the need of physical printing, physical delivery and storage of books. This, therefore, poses an interesting question that challenges publishers, distributors, and retailers. The question pertains to the role and importance the publishing houses have in the overall publishing process. It is a common practice that the author, the original creator of the work, signs the contract awarding him or her only around 10% of the proceeds of the book.
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Such contract leaves 90% of the book proceeds to the publishing houses, distribution companies, marketers, and retailers. One example (rearranged) of the distribution of proceeds from the sale of a book was given as follows: [11]
There is a common misconception that publishing houses make large profits and that authors are the lowest paid in the publishing chain. However, most publishers make little profit from individual titles, with 75% of books not breaking even. Approximately 80% of the cost of a book is taken up by the expenses of preparing, distributing, and printing (with printing being one of the lowest costs of all). On successful titles, publishing companies will usually make around 10% profit, with the author(s) receiving 8-15% of the retail price. However, given that authors are usually individuals, are often paid advances irrespective of whether the book turns a profit and do not normally have to split profits with others, it makes them the highest paid individuals in the publishing process.
Within the electronic book path, the publishing house's role remains almost identical. The process of preparing a book for e-book publication is exactly the same as print publication, with only minor variations in the process to account for the different mediums of publishing. While some costs, such as the discount given to retailers (normally around 45%) [11] are eliminated, additional costs connected to ebooks apply (especially in the conversion process), raising the production costs to a similar level.
Print on demand
is rapidly becoming an established alternative to traditional publishing. In 2005,
announced its purchase of Booksurge and selfsanepublishing, a major "print on demand" operation. CreateSpace is the Amazon subsidiary that facilitates publishing by small presses and individual authors. Books published via CreateSpace are sold on Amazon and other outlets, with Amazon extracting a very high percentage of the sales proceeds for the services of publishing. printing and distributing. One of the largest bookseller chains, Barnes Noble, already runs its successful imprint with both new titles and classics — hardback editions of out-of-print former best sellers. Similarly, Ingram Industries, the parent company of Ingram Book Group (a leading US book wholesaler), now includes its print-on-demand division called Lightning Source. In 2013, Ingram launched a small press and self-publishing arm called Ingram Spark.
Payment terms are much closer to those of Amazon and less favorable than those they offer to more established publishers via Lightning Source. Among publishers,
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recently announced that it will start selling its backlist titles directly to consumers through its website. [ citation needed ]


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KNOXVILLE, TN --A Tennessee National Guardsman had his Christmas Eve interrupted by news that a vehicle had smashed through his house -- in the exact same spot another one did nearly two years ago.
In February 2010, a runaway construction truck had run into Doug Edmisten's house when he was home from Iraq for his son's birth, The Knoxville News Sentinel reported.
Edmisten says he, his wife and their son were visiting family when his neighbor called and said, "Merry Christmas. There's a van in your house."
The vehicle belonged to a neighbor, who told police he'd been working on the vehicle's brakes.
The last time, the Edmisten family spent 65 days in a motel while the damage was repaired. Edmisten figures they'll celebrate their son's second birthday at a motel.

subset: commoncrawl


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Advanced Appetite Control Formula†
Have you ever experienced intense cravings, especially for junk food, when you were dieting? Have your weight-loss efforts ever been sabotaged by hunger? Do you find that you eat when you're stressed?
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Read More…
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Our industry best 1 Year Money Back Guarantee states that either you're 100% satisfied, or your money back -- it really is that simple. And we're giving you 1 Year to test-drive our products and premium level of service to prove it to you! Our customer service team is here for you. If there is anything we can do, please call us at 1-800-766-5086 and we will ensure you are taken care of immediately.
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†Statements on this website have not been evaluated by the Food and Drug Administration. Products are not intended to diagnose, treat, cure or prevent any disease. If you are pregnant, nursing, taking medication, or have a medical condition, consult your physician before using our products.
The information provided on this site is for informational purposes only and is not intended as a substitute for advice from your physician or other health care professional or any information contained on or in any product label or packaging. You should not use the information on this site for diagnosis or treatment of any health problem or for prescription of any medication or other treatment. Always consult with a healthcare professional before starting any diet, exercise or supplementation program, before taking any medication, or if you have or suspect you might have a health problem. You should not stop taking any medication without first consulting your physician.
Results featured on this web site are atypical. As individuals differ, so will results. BioTrust distributes a product line made with natural ingredients. Always check with your doctor for risks associated with dietary supplements and your specific health conditions and/or allergies.
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Joliet Slammers
The Joliet independent team that plays in Silver Cross Field has new ownership. A group headed by Al Oremus bought the assets of the JackHammers after they folded following last season, changed the team's name to the Slammers and took it from the defunct Northern League to the Frontier League. "The sale was completed in early December, but in my mind, we didn't get started until we unveiled our new logo on March 10," said President Bill Waliewski, a former (Hinsdale Central) high school, college and semi-pro baseball star who went on to a 23-year career in commercial real estate. "We wanted to pick a name that had a connection in some way, shape or form to Joliet's history. The name Slammers is a baseball term that also pays tribute to an iconic facility here in Joliet and that's the prison (which closed in 2002). The bird in the logo is wearing a striped hat. Yeah, he's menacing, but he's also a cool character." The mischievous J.L. Bird meanders about the well-kept ballpark, skirmishing with good guy mascot Spikes. "I have a business background and I have a baseball background, but I also have a background as a guy who loves the ballpark experience," Waliewski said. "Food is a very important part of the experience. We've got a double-decker chicken fried steak with gravy and Texas toast and a heaping handful of French fries and two big link sausages serving as toothpicks." At $12.50, Joliet Joe's chicken steak sandwich is by far the most expensive item on an extensive menu that rivals Kane County's for excellence. Barbecue brisket, barbecue turkey and pulled pork are $5.50; bratwurst, Polish sausages and Italian sausages are $4.50; and hot dogs are $3.75. Waliewski said a family of four can buy reserved tickets, a small soda and a small hot dog apiece for a total of $51.
Copyright © 2018, CT Now


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Medicare targets readmission costsBy DAVE SOLOMON
New Hampshire Union Leader
November 17. 2012 11:28PM
Penalties by hospitalCatholic Medical Center, Manchester — 0.00%
Cheshire Medical Center, Keene — 0.04%
Concord Hospital — 0.05%
Elliot Hospital, Manchester — 0.01%
Exeter Hospital — 0.00%
Frisbie Memorial Hospital, Rochester — 0.00%
Lakes Region General Hospital, Laconia — 0.00%
Mary Hitchcock Memorial Hospital, Lebanon — 0.00%
Parkland Medical Center, Derry — 0.20%
Portsmouth Regional Hospital — 0.18%
Southern N.H. Medical Center, Nashua — 0.15%
St. Joseph Hospital, Nashua — 0.17%
Wentworth-Douglass Hospital, Dover — 0.23%
- Source: Center for Medicare and Medicaid Services
In a soft, soothing voice, nurse Louise takes a recently discharged hospital patient through all the steps needed to understand a medication chart, explaining the purpose of each colored column and the important things to remember.
"Here is the name of the medication," she says, pointing to the appropriate column. "I would like to point out that sometimes a medication has more than one name."
Patients seem to like her style. "She kept asking if I was tired, if I wanted to take a break. She cared about me, you know," wrote one in her evaluation.
Louise isn't a real nurse. She is an animated character on a computer screen - a Virtual Patient Advocate created as part of the Boston University School of Medicine RED program, which stands for "re-engineered discharge."
Changing the way patients are discharged with the help of virtual nurses and real discharge advocates is just one of many approaches hospitals are taking to reduce avoidable readmissions, one of the biggest cost drags on the health care system.
The Medicare program is using its huge financial clout to reduce readmissions by penalizing hospitals with readmission rates that exceed certain benchmarks, adjusted for patient demographics and other factors. Hospitals stand to lose as much as 0.1 percent of their Medicare payments, although no hospital in New Hampshire is even close to that level of penalty.
Five of the 13 New Hampshire hospitals that are large enough to be subject to the penalties were not penalized at all - Catholic Medical Center in Manchester, Exeter Hospital, Frisbie Memorial in Rochester, Lakes Region in Laconia and Mary Hitchcock in Lebanon.
The heaviest penalty in the state was levied on Wentworth-Douglass Hospital in Dover, which stands to lose almost one quarter of one percent, with a penalty of .23. That may not sound like a lot, but when you consider the millions of dollars in Medicare payments, it adds up.
Wentworth-Douglass is participating in the Project RED program and has appointed a discharge advocate nurse, Kim Chapman, who will be reporting on the Dover hospital's efforts at a national conference in December, according to Anne Diefendorf, vice president for quality and patient safety at the New Hampshire Hospital Association.
Diefendorf said the focus Medicare has brought to reducing readmissions is a good thing for hospitals and patients, but cautioned against reading too much into the penalties, which are based on return rates for Medicare heart failure, heart attack and pneumonia patients readmitted within 30 days during a three-year period from July 1, 2008, to June 30, 2011.
"Those numbers come from a subset of readmissions, and it's old data," she said. "So all of the activity around this issue, all of the work that people are doing now, is not reflected in that data."
Effect on N.H. hospitals
The value of the metrics Medicare used to impose the penalties can be debated, but the financial effect can't be denied, as the federal government begins to use the fiscal muscle of the Medicare and Medicaid programs to move the health care system away from fee-for-service and toward rewards for outcomes.
The readmission penalty program, authorized by the 2010 health care law, is just one piece of that puzzle, but an important one. Readmissions were historically viewed as a plus for a hospital's bottom line, as additional patient traffic generated additional revenue. The penalty program flips that proposition on its head.
The New Hampshire Hospital Association estimates that the effect on the eight hospitals that were penalized will add up to about $300,000 in lost Medicare revenue in the year ahead.
More than 2,000 hospitals across the country began to see the impact of the penalties as they took effect with October billings. Over the next year, the hospitals will forfeit more than $280 million in Medicare funds
St. Joseph Hospital in Nashua, hit with a 0.17 percent penalty, stands to lose a little less than $40,000, according to Beverly Robinson, vice president for quality and regulatory services. "It's not as significant as we thought," she said. "But when you're in the business of trying to do the best you can, you hate to hear we're getting any penalty."
At the other end of the spectrum is the UMass Memorial Medical Center and its affiliates, which stand to lose $1.5 million in Medicare revenue across its network with a 0.95 percent penalty. In all, 10 Massachusetts hospitals were hit with the maximum 1 percent penalty, including Boston University School of Medicine, which is pioneering the RED program.
"The metric isn't perfect; none of them are," said Donna Fitts, vice president for quality and risk management at Portsmouth Regional Hospital, penalized at 0.18 percent. "But the reassuring thing when I look at these data is how well the state of New Hampshire performs overall. No hospital sustained the highest penalty of 1 percent, nothing even close."
Heavy-handed penalty?
Some hospital executives argue that the penalties are heavy-handed, but none contests the need to reduce readmissions. According to the Kaiser Foundation for Health, nearly one in five Medicare patients returns to the hospital within a month of discharge. Those 2 million patients readmitted within 30 days of release cost Medicare $17.5 billion in additional hospital bills.
Not all of that $17.5 billion can be saved. Some readmissions are unavoidable. If a Medicare patient is discharged after treatment for a heart attack, then has a gall-bladder problem within 30 days, that counts as a readmission and can't be controlled.
What can be controlled, says Diefendorf, are readmissions that can be traced to a lack of follow-up communication or support, or to patient harm, such as medication error, infection, rash or blood clots. Every hospital in New Hampshire, regardless of size, is participating in a national program funded by the Centers for Medicare and Medicaid (CMS), called "Partnership for Patient," targeting those controllable factors.
Its goal is to reduce readmissions by 20 percent overall and to reduce patient harm by 40 percent. "Every single hospital in New Hampshire is committed to this program," Diefendorf said. "We're the only state in the country that has 100 percent commitment."
Of the 32 states with hospitals participating, New Hampshire was rated fourth by CMS in terms of its level of activity and the quality of data. Even the smaller hospitals not subject to the Medicare penalty, such as Monadnock Community Hospital in Peterborough and Upper Connecticut Valley Hospital in Colebrook, are involved, she said. The program has two main components - sharing best practices and gathering data to help create better benchmarks in the future.
So far there have been four workshops in New Hampshire and three nationally that have been attended by New Hampshire representatives. "It's spreading the positive energy for people in these organizations to go back with newfound knowledge," Diefendorf said.
All sizes and approaches
The four hospitals presenting information at the New Hampshire workshops represented all sizes and a variety of approaches to the problem. The smaller hospitals, including Littleton Regional Hospital and Weeks Medical Center in Lancaster, with their relatively small patient count, are trying to scrutinize every readmission to see whether it could have been avoided, and if so, how.
Wentworth-Douglass gave a presentation on its discharge advocate and Project RED, while Catholic Medical Center focused on community outreach, which is the approach many of the larger hospitals in the state are taking.
Many of the readmissions for Medicare patients come from nursing homes or rehabilitation centers, so working with them is seen as critical.
At Portsmouth Regional Hospital, for example, the director of case management meets regularly with staff from nursing homes, visiting nurses associations, rehabilitation centers, home health agencies and ambulance services to coordinate communication and set up procedures.
"There really is no one endeavor that will fix this issue," Fitts said. "It's really going to take a collective effort across communities to find the right services to help support people in their homes, make sure that we've got good communication going on, and have mechanisms in place to intervene early to avoid the declines that result in readmissions."
There is some urgency surrounding the need for improvement, since the maximum penalty goes up from 1 percent to 2 percent next year, and 3 percent the year after. But it's not so much about the money for New Hampshire hospitals as it is about continuing the march away from fee-for-service and toward payment based on quality.
"The financial effect is fairly nominal," said Greg Baxter, chief medical officer at Elliot Hospital in Manchester, which was penalized 0.01 percent. "The dollar impact is less impressive than the call to action to meet or exceed an increasing level of performance."
- - - - - - - -
Dave Solomon may be reached at firstname.lastname@example.com.


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The Spring of Seduction
- $0.00
- Published By: eXtasy Books
- Author: D.W. Adler
- Page: 130
- Word Count: 41343
- Publication Date: January 13, 2013
- Series: Shelter from the Winter #1
- Heat Level:
- Available Formats: Adobe Acrobat, Epub, Hiebook, Microsoft Reader, Mobipocket, Mobipocket (.mobi), Palm DOC/iSolo, Rocket, Sony PDF
- Categories: Adventure, GLBT, Paranormal, Action , Vampire
Qty + -
After a thousand years on the run, is a little peace and quiet too much to ask?
Brijit McRaith has been on the run for centuries. Pursued by her mad creator for most of her years as a vampire, she has finally found peace and sanctuary in her native Ireland. But a modern world on the brink of war has caught up with her and after decades of quiet, Brijit finds herself on the run again. To add to her personal chaos, she becomes smitten with mortal Kelly O'Donnell, and Brijit and her initial plans to lay low fall by the wayside. With an uncertain future ahead of her, can Brijit protect her newfound love from a world on the edge of destroying itself?
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Gallery: Free People's Vegan Leather Lookbook
There's this weird dichotomy that comes with being a vegan who's into punk rock. On the one hand, you just want to SMASH EVERYTHING. On the other, your heart melts into nothing whenever you see a small, furry animal. Earth Crisis fans have been living this paradox for years. Now, fans of fauxhemian fast fashion can, too (sort of) with Free People's line of fake leather clothing, for which they just released a lookbook featuring their own employees. No animals were harmed in the making of these items, and, as an added bonus, they are cheaper than real leather. Win-win. But do these clothes look as cool as real leather? You be the judge.
(Via Refinery 29)