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Your widget may be hugely popular by people who want to grab it and install it, but if it s never viewed your success isn t complete. It s great that thousands of people had a high enough af nity with your brand to want your widget, but that only creates an opportunity to see. But an unviewed widget is as useless as a billboard in the dark. Jodi was careful to set the proper level of expectation when it comes to the expectation that all of the measurements are precise. She outlined a number of problems that can crop up using widgets that I had left out of my MediaPost article on fuzzy numbers. See The Numbers Just Don t Add Up below.

formance of the greedy and the optimal schedulers at nT = 2 and 4, respectively. This motivates the application of genetic algorithm. We observe that the genetic algorithm has relatively small performance loss compared with the optimal scheduler. 6.6.2 Proportional Fairness Performance

Figure 6.10a d illustrates the scheduling performance (UPF(R1, . . . , RK)) of the proportional fair scheduler with respect to nT and SNR. Mobile users are assumed to have heterogeneous path loss of variance 2 dB. The performance is represented by the utility function value. Similar to the maximal throughput utility function, signi cant gain is observed for nT = 2 and nT = 4. Similarly, the greedy algorithm achieves optimal performance only when nT = 1. For large nT, there is huge performance gap between the optimal and the greedy

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Because it is optimized for external and tax reporting purposes, the GL is not optimized for internal analysis and reporting For this reason, it is difficult, if.

0 0.5 1 1.5 2 2.5 3 Average rate (bits per second per Hz)

Figure 6.11. Illustration of fairness. Cumulative distribution function (cdf) of mobile data rate at SNR = 10 dB and nT = 2.

algorithms. On the other hand, the genetic algorithm could ll up a majority of the performance gap at various nT. Another way to visualize the fairness dimension of the downlink scheduler performance is given in Figure 6.11, where the cumulative distribution function (cdf) of mobile throughput is plotted for nT = 2 and SNR = 10 dB. Observe that while maximal throughput scheduler could achieve the highest total system capacity, the chance of mobile users achieving such a throughput is very low. On the other hand, for the PF scheduler, although the absolute maximum throughput achieved by any mobile user is smaller than the maximal throughput scheduler, mobiles have a higher chance of achieving a decent throughput. For example, over 80% of the time, mobiles with PF scheduling are able to achieve a data rate of at least 0.2, while mobiles of maximal throughput scheduler are able to achieve a data rate of 0. In addition, observe that the performance gap of the greedy algorithm against the optimal PF is very large. 6.6.3 Coverage Performance

IT Strategy Follows Enterprise Strategy All enterprises have a set of goals either explicitly stated in a formal business plan or implicitly stated in the culture and conversations within the senior management team. The CIO needs to know these business goals. Make sure you know them by heart. Once the CIO discovers the enterprise s goals, the next step is to define an IT strategy or strategies to accomplish these goals. Remember, a strategy is simply a way of using the means or capabilities available to a business to achieve its goals. Often, a business executes its strategy by building or enhancing systems to do the things called for by the strategy.

Figure 6.12 illustrates the optimal scheduler performance in coverage utility Gcov(r1, . . . , rK) = mink Ark versus cell radius at various Q = 1, 2, . . . , 5 and

(Originally published on Mediapost.com) A funny thing happened on the way to the CMO s of ce. Between the realization of an eye-opening, gamechanging insight gleaned from advertising test results and web behavior data, the report you were gleefully ferrying to the C-Suite wilted, turned brown at the edges and started to dribble a slimy substance with a conspicuous stench. The CMO immediately developed a nose-squint. The VP of Corporate Communications had that Oooo, you re in for it! look in her eye and the VP of Advertising nudged the Director of Direct Marketing and said sotto-voce, The golden boy is about to nd out his day in the sun has turned him to toast. The CMO pointed to (but did not touch): A traf c report from comScore A traf c report from Hitwise

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