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10Fold – Big Data Business Insights – 46
by Kyra Tillmans | April 25, 2016
By 2020, businesses harnessing the power of Big Data should see $430 billion in productivity benefits over competitors not using data, according to International Institute for Analytics. And today, most companies have the opportunity to bring Big Data to the bottom line. It is therefore not surprising that conversations about Big Data, data analytics and, more recently, cognitive analytics, are dominating corporate conversations. Data analytics finds useful information inside Big Data. Insights can be descriptive, as when analyzing the percentage of bank customers who use online banking exclusively. Insights can be predictive, as when forecasting the percentage of banking customers who will be using online banking exclusively 10 years from now. Or insights can be prescriptive, as when recommending whether a bank should expand its online presence or secure commercial space for additional branch offices. Cognitive analytics, a newcomer to Big Data discussion, draws on diverse dynamic learning tools, such as artificial intelligence and artificial neural networks. The horizon for new opportunity through data monetization is vast, as companies transform information collection and use to customer benefit and ultimately, profitability. Although data analytics can tell us the "what," the "whether" and sometimes the "how to," redefining data monetization as "leveraging data to generate value" informs corporate conversations with a clearer realization of the monetary value within Big Data.
According to Forbes, in 2013 the Journal of Business Logistics published a white paper calling for "crucial" research into the possible applications of Big Data within supply chain management. Since then, significant steps have been taken, and it now appears many of the concepts are being embraced wholeheartedly.Supply chain management is a field where Big Data and analytics have obvious applications. Until recently, however, businesses have been less quick to implement Big Data analytics in supply chain management than in other areas of operation such as marketing or manufacturing. Applications for analysis of unstructured data has already been found in inventory management, forecasting, and transportation logistics. In warehouses, digital cameras are routinely used to monitor stock levels and the messy, unstructured data provides alerts when restocking is needed. Forecasting takes this a step further – the same camera data can be fed through machine learning algorithms to teach an intelligent stock management system to predict when a resupply will be needed. Eventually, the theory is, warehouses and distribution centers will effectively run themselves with very little need for human interaction.
Finding the hidden monetary value of Big Data – The Tennessean
How Big Data And Analytics Are Transforming Supply Chain Management – Forbes
The big news in Big Data for the last 12 months has all been about real-time and streaming analytics. Spark, which became a top-level Apache project in 2014, has gained endorsements from every major Big Data player. A new player that's been stirring up excitement is Apache Flink, a true stream processing engine whose developers recently landed $6 million in financing for their Flink-focused startup, Data Artisans. By 2026, 59 percent of all Big Data spending will be tied to Spark or related streaming analytics as enterprises seek to deploy applications that can make decisions on behalf of individuals. The reasons relate both to speed and simplicity. Hadoop introduced important concepts like moving analytics engines close to the data and incorporating unstructured data into a data lake, but it has developed incrementally into an ecosystem of more than 30 discrete components that can be daunting to coordinate. Spark has added real-time-like features through the Spark Streaming project, but it's still fundamentally a "micro-batch" architecture for now, meaning that it simulates real-time analytics by processing small volumes of data quickly in batch mode. For most applications Spark is good enough, but true stream processing will demand a combination of Flink and Kafka unless Spark is able to evolve beyond its micro-batch approach by adding per-event streaming.
Spark muscling in on Hadoop's territory, says Wikibon analyst – SiliconANGLE
Gizmodo reports that the state of Victoria is working with IT and communications companies to test out Narrowband-Internet of Things (NB-IoT) systems in its sewer and water systems. Huawei, Optus and Vodafone are partnering with the state agency South East Water for the trial in urban areas that include Melbourne. NB-IoT is a low-powered, low-cost radio technology that allows thousands of connected devices and infrastructure elements to gather and share data, regardless of the location. The three-month trial seeks to provide operators with access to granular, real-time data to better the safety, reliability and efficiency of Victoria's sewer and water infrastructure. The trial will see NB-IoT sensors placed on sewer manhole covers to inform city workers of unauthorized access, to reduce the risk of injury and damage to water assets. NB-IoT technology will also be fitted to rainwater tank management systems to monitor storage levels amid efforts to optimize stormwater runoff and rainwater harvesting
IoT gets down and dirty in Australian smart sewers trial – ReadWrite
Neil Chandler, CEO of financial services at UK firm Shop Direct makes a statement that arguments reality and tactile technology will be the next change in online shopping. He states that Virtual reality (VR) and augmented reality (AR) are just one or two years away from changing the way consumers shop online. He gives the example that augmented reality would enable consumers to see how a sofa would look in their living room or how would they look in a piece of clothing.
Virtual Reality only two years away from being used in e-commerce industry, says Shop Director FS CEO- Computing UK
This Week in MarTech: Mobile Technologies and Contextual Marketing To Drive the Next Marketing Technology Wave
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on May 31, June 1, 2, 2019.
More than thirty years ago, Marshall Hamilton organized a 3-day, 40 mile hike on the Appalachian Trail, as a Maryland Mensa activity. Four hikers participated.
One thing led to a bunch of other things, and it turns out that lots of people enjoyed coming on the hike. Mensans and friends have joined together, covering the same ground every year, for 30-plus years now. Marshall & Karen have turned over the organizing chores to others now, but the tradition continues.
You are cordially invited to join us this year, for our 34th annual hike.
You can carry whatever you'd like; our only requirement is that you have enough water and food--meals and snacks--to get yourself through the hike. Most of us treat the hike as a series of three one-day-hikes, meaning that we don't try to carry tents, sleeping bags, or other nighttime gear with us. If you have a masochistic streak, or if you're getting in shape for a backpacking adventure, feel free to load on the weight. But most hikers leave their gear in their cars & retrieve it at the end of each day.
You're welcome to join us for one, two, or all three days. We are organizing a shuttle system for cars. If you need to stop before you've finished a full day, we'll try to help you, but you may be on your own to backtrack or check with Lyft or Uber to return to your vehicle.
Most of the Maryland AT is pretty well supported with cellphone access...in fact, some cell towers share the ridge with the AT.
This hike is not a commercial venture, and the level of support is not what you might expect if you were working with a commercial outfitter.
This hike is a group of friends who like hiking and being outdoors.
Over the years, we've added a number of amenities to the hike. But please don't forget that our support is provided by volunteers, and limit your expectations to the times and places that will be announced at the beginning of each day.
Humans of all ages and descriptions are welcome to participate in any or all of the hike. Other animals are not welcome unless they are well-trained, and under the complete control of their human. If your animal does not meet this standard, i.e., under your complete control, your animal will not be permitted to mingle with other WAM hikers on the trail or at WAM meals, campsites, or other locations.
We'll announce the hours for each meeting place at the beginning of each day. Please do your best to meet the support during the stated hours; if you're running behind, you might find that the support vehicle has left before your arrival.
Last year, 2018, the fees were as follows: For three days, it's $45 per person. For Sunday only, it's $30 per person, and Friday and Saturday are $10 per day per person. At this time, we are considering changes in the fees, depending on what amenities might be provided, especially Sunday's picnic. We will update this area as decisions are made.
We'll stop each night along the trail at campsites, where hikers are welcome and encouraged to sleep in tents, in AT shelters, or under the stars.
If you'd rather stay in a commercial motel, or if you want to come out a day early and need a place to stay, we recommend that you stay in Hagerstown, Maryland. It's less than 10 miles from the Friday night and Saturday night camps, and perhaps 16 miles from Friday's starting point. If you're interested in making hotel reservations or if you're curious about what you might find in the Hagerstown area, just click here for a guide to Hagerstown.
To stay in Harpers Ferry, where the hike concludes on Sunday evening, you have lots of choices. Regrettably, the venerable Hilltop House, a shabbily-chic 1880s vintage hotel, is closed indefinitely. There's an Econo Lodge, a Quality Hotel, and several charming bed and breakfasts in town. For more information about options in Harpers Ferry, click here.
To learn more about the trip, click on the buttons on the left.


text:
Drag race car stolen as family prepares for race in Charlotte
By Brett Baldeck, FOX 46 Charlotte
Video Posted Jul 08 2018 10:27PM EDT
CONCORD, NC (FOX 46 WJZY) - A race car stolen before the race even started. It happened this past weekend as a family from Western North Carolina was preparing to run at zMax Dragway in Concord.
The victim tells FOX 46 Charlotte he believes someone hot wired his truck because he still has the original keys. This isn't any stolen truck, it was hauling a dragster with more than $150,000 worth of upgrades.
"It was a life long dream to have a car like that," said Jake Jarvis of Hendersonville.
His dream turned into a nightmare this weekend. Jake Jarvis is a single father and brought his 2 and 12 year old daughters to zMax Dragway. The plan was to watch dad race his 1999 Pontiac Firebird on Saturday.
After showing the car off to the crowd Friday night the family packed everything into their truck and trailer and headed to the nearby Homewood Suites to get some rest. Saturday morning one of the daughters asked to get a toy from the truck.
"She came back and asked if the truck was gone and asked if I had moved it," said Jarvis.
The truck, trailer, Pontiac Firebird and a Can-Am four wheeler were stolen. In all the suspects made off with an estimated $250,000 to $300,000 worth of vehicles and equipment.
Jake Jarvis was left to explain to his daughters why they were leaving Charlotte without seeing daddy race.
"My two year old she is so little that she doesn't understand. She just knows I am sad I guess. My 12 year old, it was her 4 wheeler on the back, she has been real helpful. She hasn't even complained about her 4 wheeler which is rare," said Jarvis.
Nearby traffic cams reportedly captured the suspects driving the stolen truck past Charlotte Motor Speedway towards I-485 before vanishing. Anyone who spots the truck and trailer, or know the people who took it, should call Concord Police.
"I don't know how you can take someone's life long work and just disappear with it," said Jarvis.
Jarvis says he only had liability insurance and was having trouble trying to convince his insurance company to insure his race car. He is offering a $10,000 reward if an arrest is made and all the equipment is found.
A Statesville mother has been charged with felony second-degree murder and felony child abuse after her 4-month-old son died as a result of blunt force trauma, according to the Iredell County Sheriff's Office.
Deputies had been called out to Davis Regional Medical Center on Thursday, June 27 around 9 p.m. in reference to a 4-month-old baby who had been taken there in an unresponsive state.
Deputies were told by hospital staff that was child was 'in critical condition.' A CAT scan revealed that the infant had a serious head injury. The child was then rushed to Brenner's Children's Hospital at Wake Forest Baptist Medical Center for further treatment.
People have already lined up hours before President Trump's rally in North Carolina
People have already begun lining up outside of Williams Arena at Minges Coliseum ahead of President Trump's 2020 campaign rally Wednesday night in Greenville, according to multiple media outlets.
President Trump tweeted on Tuesday, saying he's looking forward to the event, which is scheduled to start at 7 p.m. People have already started braving the heat in order to get a good spot inside of the arena once the event begins.
Looking forward to tomorrow night's rally in Greenville, North Carolina at 7:00 P.M. Eastern! https://t.co/oXRgDvjacc — Donald J. Trump (@realDonaldTrump) July 16, 2019

redpajama_set_name: RedPajamaCommonCrawl


The importance of portable document files in soft mode cannot be under-estimated. This format of files has been specifically designed to keep up with the fast-paced and highly demanding workload for people who are working in offices or are constantly traveling.
Although there are many PDF software converter programs in the market, PDFelement 6, the edit pdf free software marketed by Wondershare Software Ltd., has emerged as one of the leaders in the world.
I had to talk about "Edit " feature when I mentioned PDFelement. The deepest impression about PDFelement 6 that is smoothly edited capability, there is no problem to edit PDFs like Word.
Unlike other software in the market, this pdf editor software offers amazing editing features such as text, pages, and images among the others. Not only that, but the software also offers various other features such as strikeout, highlight, underline text, add custom stamps and notes among the others.
Further, with this software, the user can not only extract a section of pdf files and save it separately. As part of editing software, it also offers various facilities such as permanent removal of sensitive images and texts from the pdf file and sends to its destination.
This software is powerful PDF creator as it creates PDF from other file formats such as MS Word or RTF files at a faster speed. Although the output retains the original layouts, it becomes easy to modify and repurpose these documents. Not only that, if the user is in a hurry, he or she can create several PDF files in a batch. The use of this software saves a lot of time and effort that the user can expand on any other task.
PDFelement can be defined primarily as all-in-one PDF editor that include many innovative features, for example, it can create, edit, and convert, various type of file formats in a matter of minutes. Not only that, but it also enables the user to convert files using OCR facility in various batches.
The user can also fill up PDF forms without any extra efforts. Other than that, this software also offers many facilities that include annotation, password protection, and digital signature, insertion of header and footer into the pdf file and splitting and merging of any kind of pdf files as per the requirement of the user.
It is a fact that every person during the course of work or study needs to convert software files from one format to the others. This is due to the fact that every file format requires different software and it is not easy to get them due to its cost.
This software offers a necessary service that includes conversion of different file formats into the PDF and vice versa. This software supports a wide range of file formats such as word (.doc and .docx), excel, ppt, Rich text format (RTF) and Kindle (.mobi). What's more, Its' powerful batch process have capability to convert PDFs in one second.
OCR or Optical Character Recognition plays an important role in commercial and governmental work today as it is widely used as an information entry from the printer paper data records such as invoices, business cards, bank statements among the others.
The PDFelements software offers the latest version of OCR, a common method of digitizing printed texts for its users. With this feature, you can convert scanned (image) PDF into fully searchable and editable PDF with OCR. With this feature, the user can digitalize their records and contribute their share in eco-friendly society.
This is a very useful feature for the users who would like not only to digitalize their record but also like to edit, search and take them everywhere with them. Also, you don't need to worry if you are not from an English country, The OCR of PDFelement 6 supports 25 languages.
It is a fact that there is only one constant in the world and that is change. This fact is even true regarding any software. The research and development team of the organization continue to come up with more user-friendly features at the regular intervals.
The new version of this software offers new features such as paragraph editing, text autofit, save multiple PDF pages as one image and spell check the pdf files among the other innovative features.
The new version of this software offers new features such as create fillable PDF forms, export form data into Excel/ from scanned PDF.ect.
As the use of PDF file format continues to increase all over the world, PDF converter software's popularity is on an upswing. Although there are many PDF software in the market that offer creation and conversion, the features and facilities offered by PDFelement View cannot be compared with any other software in the market.
Updated on June 2017 - Latest version of PDFElement is available.


I have a Surface Pro that has been sitting around for a while now. I have had the crazy idea of connecting it to the PC as an additional monitor that enables touchscreen capabilities.
All the searching I have done suggests the other way. That is, you can attach a 2nd monitor to the Surface, but what I want to to do is connect it to an existing PC via its existing mini DisplayPort and have it function as an extended monitor from my primary PC, but in a touch screen capacity.
I'm basically looking for the equivalent of that, but with wires out of my primary PC to the Surface Pro.
This is exactly what I would like to do, but when I go to Connect on my primary PC, I see the message "Your PC or mobile device doesn't support Miracast, so it can't project wirelessly."
It means your wireless card on your PC does not support WiFi Direct Connections that Miracast uses, you can get an inexpensive WiFi USB Dongle for your desktop and it should work.
Oh man you might be onto something there, @jnjroach. I do have a Belkin USB N and while I can get online/internet with it, the message still remains and I do not see my Surface Pro from my PC. I was able to connect/pair with it through Bluetooth, however. That doesn't seem to provide any additional options as far as display though.
Is it one of the adapters that require additional drivers?
There is an install, but I did try it and rebooted, resulting in the same message. If you know if a dongle, in particular, I would be interested in checking it out.
It's possible that the dongle doesn't support Miracast..
Mike-EEE and ochhanz like this.
You reminded me that I have this sucker on another laptop in the house, @jnjroach. I plugged it into my workstation PC, and the message was removed! Unfortunately, I still cannot cast to my Surface Pro but, ironically, I can now cast from my Surface Pro to my PC! LOL.
That said, I think I have what I need. Things obviously "work" (or, at least, on the right path here). I am going to get a Miracast transmitter and see how that does.
In any case, I will report any success/failure here.
I love the idea of Miracast but man it's so laggy... just need to get rid of that final (video) cable for the dream of a drop and go solution from Surface to full desktop without having to plug anything in.
OK... I *FINALLY* got this working! First off, that ScreenBeam didn't work at all. It actually requires a receiver which plugs into an HDMI port like a TV or Monitor. Totally not what I want to do here.
I got this working by the time-honored, traditional, good ol' fashioned rebooting of machines. I had to reboot both my workstation PC and my Surface Pro. I also removed the WiFi usb adapter before doing so.
After both machines rebooted, I first went into the Surface Pro -> Connect (lower right settings action center) -> Projecting to this PC, and set the first dropdown to "Available everywhere". What this does is create a new WiFi network adapter if you look in your network connections.
I then inserted the WiFi usb adapter into my workstation, connected to my local network, and went to its Connect in the lower right settings (action center), where it began to search for my Surface.
In the past attempts I tried this, nothing appeared. But this time I got the Surface Pro and other devices on my network that the Surface Pro sees.
So, in short, rebooting solved this problem. I should have thought of that sooner.
ALSO... and this is a total headscratcher and incredibly infuriating... but, I took out the WiFi usb adapter to return it to the machine that it was installed on, and my display was still active on the Surface Pro! So, it appears it requires a WiFi to connect to the device, but then it does establish a connection through the wire if it exists. icanteven with that!!!
Hopefully this will help someone out there with a similiar situation.
, that it is interesting. Were both of your devices connected to the network with a ethernet cable? Would that mean that we could use Windows 10 Project/Connect with a crappy wifi as long as network cables are plugged in?
Indeed, both machines are plugged into a hub that I have nearby. My impression is that this is all possible and designed exclusively to work via WiFi (or more accurately, WiFi Direct). The destination machine establishes its own WiFi Direct Network Adapter that shows up in its network connections. The ONLY way the destination machine makes itself available to the source machine is if the source machine also has a wifi connection on the same network as the destination machine. However, once the connection has been established, this appears to be unnecessary altogether as traffic is routed through the wired network if it exists. Truly perplexing.


text:
Q: JavaFX Directory Chooser - How to get the path from directory? I would like to get the path from an Directory with the DirectoryChooser. My code looks like that:
DirectoryChooser dc = new DirectoryChooser();
dc.showDialog(stage);
File f = dc.getInitialDirectory();
String s = f.getAbsolutePath();
System.out.println(s);

But that doesn't work, can somebody help me? The method getInitialDirectory() is always null

A: It Should look something like this:
DirectoryChooser directoryChooser = new DirectoryChooser();
File selectedDirectory = directoryChooser.showDialog(stage);

if(selectedDirectory == null){
     //No Directory selected
}else{
     System.out.println(selectedDirectory.getAbsolutePath());
}

more here: example of DirectoryChooser

redpajama_set_name: RedPajamaStackExchange


Notes: At 0954 hours one aircraft landed, requesting an ambulance. After dropping the bombardier, who entered the ambulance, the aircraft swung slightly on taxiing, hitting the ambulance. This cause slight damage to both the ambulance and the aircraft.
Summary: The 401st flew in the Low Box position of the 94th Combat Wing. Flak was moderate over Augsburg and meager on the route home. During the gap of one hour in fighter protection, enemy Me-109's attacked individually but not very agressively. 401st gunners claimed one enemy aircraft downed.


QUAD ROW 23INCH 2256W LED LIGHT BAR SPOT FLOOD OFFROAD 4X4WD TRUCK 22" 24" 20"
This page was last updated: 18-Apr 18:43. Number of bids and bid amounts may be slightly out of date. See each listing for international shipping options and costs.


Maureen A. Salmon is the co-founder of Freshwaters Consultancy, and has been running her own business since 2000 in cultural, social enterprise, education and public sectors.
Maureen Salmon is the founder of Freshwaters Consultancy – specialising in helping individuals, organisations and communities create sustainable futures. She is an experienced consultant, facilitator, coach and educator specialising in leadership and management, entrepreneurship and professional development. Maureen works in an international arena and diversity is at the heart of her practice. The majority of clients are women particularly women of colour and include business, cultural, social entrepreneurs.
Maureen is a visiting professor at the International School of Management in Senegal.


"My woman done left me, ran off with my best friend.Well, my woman done left me, said she ran off with my best friend.Details are sketchy at this time,so let's go to Jennifer Diaz standing by in Washington."
Live Music @ The Crown!
Herbal/Verbal Remedies: "Snap out of it."


text:
Il Saab 2000 è un aereo di linea regionale, costruito dalla svedese SAAB ed "erede" del Saab 340. È dotato di due motori turboelica e viene impiegato nelle rotte regionali.

È facilmente riconoscibile, perché ha sia i piani di coda che le ali con un diedro positivo, una fusoliera stretta e lunga, una grande deriva verticale e 2 motori Rolls-Royce con le eliche esapala a scimitarra.

La sua elevata velocità di crociera lo rende l'aereo più veloce della categoria, da cui il
nomignolo di "Concordino", dal nome del famoso supersonico civile europeo Concorde.

Storia del progetto

Gli studi per la realizzazione un aereo di linea regionale più grande, da affiancare al Saab 340, sono cominciati nel 1988.
Contro la tendenza generale, la Saab ha insistito nel continuare ad utilizzare i turbopropulsori, piuttosto che i motori a reazione, in modo da fornire un buon compromesso tra alta velocità e i bassi costi. Questa decisione si è dimostrata errata e, del 2000, sono stati venduti solo pochi esemplari, fino alla cessazione della produzione, avvenuta nel 1998.

Il primo volo del prototipo fu effettuato il 26 marzo 1992. Il velivolo è entrato in servizio con la compagnia di lancio Crossair nel settembre del 1994.

Versioni
2000: Sola versione sviluppata per le compagnie aeree e i corporate customers, con la fusoliera allungata e un'apertura alare maggiore rispetto ai 340.

Dati tecnici
 Cargo/Bagagliaio: 10.2 m³ (360 cu.ft);
 Tipo di elica:  6 Pale a scimitarra;
 Rumorosità interna: 76 dBa;
 Pitch: 32 in;

Utilizzatori

Civili
Al gennaio 2022, dei 63 esemplari prodotti, 29 sono operativi. Il Saab 2000 non è più in produzione, tutti i velivoli ordinati sono stati consegnati.

Gli utilizzatori sono:
  Meregrass Inc (4 esemplari)
  NyxAir (4 esemplari)
  Freight Runners Express (3 esemplari)
  Täby Air Maintenance (3 esemplari)
  Sveaflyg (1 esemplare)
  Swedish Aircraft Holdings (1 esemplare)

Governativi e militari
Gli utilizzatori sono:
  Pakistan Air Force (11 esemplari)
  Royal Saudi Air Force (2 esemplari)

Incidenti
17 ottobre 2019: il volo PenAir 3296, un Saab 2000 marche N686PA, esce di pista durante l'atterraggio all'aeroporto di Dutch Harbour, Unalaska, Alaska, Stati Uniti. Delle 42 persone a bordo, un passeggero perse la vita a causa delle ferite riportate. Altre 12 sono rimaste ferite, 2 delle quali gravemente. Infatti, una pala era finita in cabina. L'incidente è, al 2021, sotto investigazione.

Note

Voci correlate
Aerei comparabili per ruolo, configurazione ed epoca
 Antonov An-140
 ATR 42
 CASA CN-235
 Bombardier Q-Series
 Fokker F50
 Xian MA60
 Xian MA600

Altro
 Saab
 Rolls-Royce AE 2100

Sviluppo correlato
 CASA 3000
 Saab 340

Altri progetti

Aerei civili svedesi

redpajama_set_name: RedPajamaWikipedia


text:
Q: Term for a tech geek who is also a Neo-Luddite Neo-Luddite is used to describe those who are considered to be anti-technology, or those who dislike or have a difficult time understanding and using modern science and technology.
Now, I am a passionate geek, who uses technology and enjoys using it. Writing code, using softwares, tweaking my gadgets — all of this excites me and gives me happiness.
However, often I am quite afraid of the future. I often ponder as to how technology eliminated the need of human muscles in the previous centuries, and how in this century pretty soon human brains are going to be weeded out soon. But, I do not actively protest against it. I use it actively, even teach people around me. But, consciously, I know that this world is going into a deep state of shit where humans are going to be completely useless.
So, what would one call me? Can I call myself neo-luddite? Or is there any other term?

A: The Wikipedia article on Neo-luddism seems to confirm that "neo-luddite" is appropriate. But, this term is not very usual.
You are also a technosceptic.

Definition : A person who will highlight all the potential negative
  effects of a technological development. Unlike the technophobe, the
  technosceptic is not against technology per se, but wants to see
  evidence of how it will bring about advantages.


text:
MultiCron
==================================================
A better way to manage cron jobs for applications

Description
-----------

MultiCron allows you to:

* Track a generalized crontab file for an application in a version control system (e.g. git, svn)
* Organize cron jobs across multiple crontab files
* Run the same set of cron jobs for multiple applications/directories

Usage
-----

To use MultiCron you'll need to:

1. Make one or more crontab files
1. Add an entry to your crontab (using `crontab -e`) that runs MultiCron with the appropriate options every minute (don't worry, it's light!)

### Crontab files

The crontab files that MultiCron ingests are exactly like usual crontab files, except that a token can be used that will be replaced by the path(s) specified in `-p` or `app_paths` (see the "Inputs" section below).

    # Run a script every 15 minutes
    */15 * * * * [[APP_PATH]]/path/to/script
    # Delete some old files every day at 4AM and 10PM
    0 4,22 * * * find [[APP_PATH]]/tmp/cache -type f -mtime +2 | xargs rm

### Inputs

MultiCron is a program that takes two inputs: a list of crontab files and, optionally, a list of application paths.  For each application path that's listed, each crontab file will be run with the `[[APP_PATH]]` token being replaced by the path.

The inputs can either be set in program's options or in a config file.

#### Setting the inputs in the program's options

Options

    -p
        The path(s) which will replace the [[APP_PATH]] token.
        Examples:
            -p "/path/to/app1"
            -p "/path/to/app1,/path/to/app2"
    -x
        The path(s) to crontab file(s), separated by commas.
        Examples:
            -x "/path/to/crontab.txt"
            -x "/path/to/crontab1.txt,/path/to/crontab2.txt"

#### Setting the inputs in a config file

Instead of using the `-p` and `-x` options, you can use a config file using the `-c` option:

    /path/to/multicron -c "/path/to/config.sh"

The config file should set two variables:

    # config.sh
    crontab_files="/path/to/crontab1.txt,/path/to/crontab2.txt"
    app_paths="/path/to/app1,/path/to/app2"

_N.B.: The config file is executed, so variables can be used to keep it DRY:_

    # config.sh
    cron="/my/long/path/to/crontabs"
    apps="/my/long/path/to/apps"
    crontab_files="$cron/crontab1.txt,$cron/crontab2.txt,$cron/crontab3.txt"
    app_paths="$apps/app1,$apps/app2,$apps/app3"

### Running MultiCron

To run MultiCron, simply add it to your crontab file (using `crontab -e`) and run it every minute:

    * * * * * /path/to/multicron -c "/path/to/config.txt"

Examples
--------

### A single generalized crontab file for a single application

If your app is in `/path/to/app` and your version-controlled, generalized crontab file is at `/path/to/app/crontabs/crontab.txt`:

    # Run a script every 15 minutes
    */15 * * * * [[APP_PATH]]/path/to/script
    # Delete some old files every day at 4AM and 10PM
    0 4,22 * * * find [[APP_PATH]]/tmp/cache -type f -mtime +2 | xargs rm

In your crontab (using `crontab -e`), you'd add an entry that will run that crontab file, replacing `[[APP_PATH]]` with `"/path/to/app"`

    * * * * * /path/to/multicron -x "/path/to/app/crontabs/crontab.txt" -p "/path/to/app"

### Multiple generalized crontab files for a single application

Roughly the same as above, except that you'd need to list the two crontab files:

    * * * * * /path/to/multicron -x "/path/to/app/crontabs/crontab1.txt,/path/to/app/crontabs/crontab2.txt" -p "/path/to/app"

### A single generalized crontab file for multiple applications

Again, just a slight modification of the line above:

    * * * * * /path/to/multicron -x "/path/to/app/crontabs/crontab.txt" -p "/path/to/app1,/path/to/app2"

### Multiple generalized crontab files for multiple applications

This would run each crontab file once for each application:

    * * * * * /path/to/multicron -x "/path/to/app/crontabs/crontab1.txt,/path/to/app/crontabs/crontab2.txt" -p "/path/to/app1,/path/to/app2"

Development
-----------

If you have any ideas of ways to improve MultiCron, please don't hesitate to shoot me a line!  I can be reached at [my GitHub account](https://github.com/tombenner).

redpajama_set_name: RedPajamaGithub


text:
Comparing Ways to Help Smokers Find a...
Sign Up for Updates to This Study
Comparing Ways to Help Smokers Find and Use a Website that Helps People Quit Smoking
This research project is in progress. PCORI will post the research findings on this page within 90 days after the results are final.
What is the research about?
Smoking is the number one cause of preventable deaths in the United States. About 40 million U.S. adults smoke cigarettes. People who quit smoking can reduce their risk for serious health problems and early death. Quitting smoking is hard for many people, but effective programs are available to help people who want to quit.
Decide2Quit (www.decide2quit.org) is a website that provides information and support for smokers in all stages of the quitting process. In this study, the research team wants to test website features that encourage people to sign up for Decide2Quit. The team also wants to compare two computer programs that give personalized messages about quitting smoking on the website.
Who can this research help?
Healthcare organizations and public health departments can use results from this study to improve recruiting and messages for people who want to quit smoking.
What is the research team doing?
The research team is recruiting 1,200 current smokers ages 18 years and older for this study. To be eligible, people must have internet access. The team is using online ads to recruit people to use Decide2Quit.
The research team is assigning people by chance to one of two groups. Both groups can use Decide2Quit to get information and support to quit smoking. One group can also use website features to invite their family and friends to sign up for Decide2Quit. The other group only has access to the parts of the website that give information about smoking.
In addition, the research team is assigning the people in the two groups by chance to receive one of two kinds of personalized information to help them quit smoking. People receive information from either a standard messaging system or a recommender system. The standard system uses a set of rules to choose personalized messages for people based on how ready they are to quit smoking. The recommender system uses information that people provide, such as message ratings and profiles, to choose personalized messages for them.
The research team is comparing smoking behavior and website use across four groups. The groups have
Access to website features to invite friends and family plus the standard messaging system
Access to website features to invite friends and family plus the recommender system
No access to the website invitation features plus the standard messaging system
No access to the website invitation features plus the recommender system
At the start of the study and then one and six months after signing up for Decide2Quit, people complete a survey. The survey asks people if they smoked even one puff in the last seven days. For people who have quit smoking, the research team is asking if they will take a saliva test that measures tobacco use. If they agree, the team mails them the test and asks them to upload a picture of their test results. The team is comparing the number of cigarettes people smoke at the start of the study and the number they smoke six months after signing up on the website.
The research team is tracking how often people use Decide2Quit. The team is also looking at the time it takes to recruit participants and the number of African Americans enrolled in each group.
People who smoke are working with the research team to help guide the study.
Research methods at a glance
Design Randomized controlled trial using a 2x2 factorial design
Population 1,200 current smokers ages 18 years and older who can read or speak English and have internet access at home
Interventions/
Access to website feature to invite friends and family plus standard messaging system
Access to website feature to invite friends and family plus recommender system
No access to website invitation feature plus standard messaging system
No access to website invitation feature plus recommender system
Primary: smoking cessation measured by the 7-day point prevalence and biochemically verified using NicAlert saliva test
Secondary: difference in number of cigarettes smoked at six months minus the number smoked at baseline, use of Decide2Quit website features, time to recruit each participant, recruitment of African Americans
Timeframe 6-month follow-up for primary outcome
Rajani Sadasivam, PhD
In progress; Enrollment complete
Smoker-to-Smoker (S2S) Peer Marketing and Messaging to Disseminate Tobacco Interventions
Board Approval Date
Project End Date
University of Massachusetts Medical School
Mental/Behavioral Health
Communication and Dissemination Research
Study Registration Information
HSRP20181453


ITOCHU Group is exposed to various risks such as market risks, credit risks and investment risks, due to the nature of a wide range of its businesses. These risks include unpredictable uncertainties and may have significant effects on its future business and financial performance.
ITOCHU Group has enhanced its risk management policy and risk management methodology to monitor and manage these risks, but it is impossible to completely avoid all these risks.
With respect to descriptions about future events, ITOCHU appropriately has determined its assumptions and estimates based on information currently available as of March 31, 2018.
ITOCHU Group involves a wide variety of business ranging from supply of raw materials to manufacturing and sale in each of its business areas. It conducts diverse types of commercial transactions such as purchase and sale of products in the domestic market, import/export trade between overseas affiliates as well as development of energy, metal and mineral resources. For the characteristics of the Group's main areas of business, trade in machinery such as plants, automobiles and construction machineries, trade in mineral resources, energy and chemical products, and investments in development, they are all largely dependent on economic trends in the world, while the domestic economy has a relatively strong influence on the consumer and retail-related segments such as textiles and food. However, economic trends in the world have been more influential even on these consumer and retail-related segments, as economic globalization proceeds.
Furthermore, economic trends, not only overall worldwide economic trends but also specific regional trends, and changes in industrial structures due to rapid technological innovation in recent years could significantly affect the existing business model, financial position and results of operations of ITOCHU Group.
ITOCHU Group is exposed to market risks such as foreign exchange rate risks, interest rate risks, commodity price risks and stock price risks. Therefore, the Group attempts to minimize risks related to market fluctuations such as changes in foreign exchange rates, interest rates, and commodities by establishing risk management policies such as setting and controlling limits and by utilizing a variety of hedge transactions for hedging purposes.
ITOCHU Group is exposed to foreign exchange rate risk related to transactions in foreign currencies due to its significant involvement in import/export trading. Therefore, ITOCHU Group works to minimize foreign exchange rate risk through hedge transactions that utilize derivatives, such as foreign exchange forward contacts, however, cannot completely avoid such risk.
Further, ITOCHU's investments in overseas businesses expose ITOCHU Group to the risk that fluctuations in foreign exchange rates could affect shareholders' equity through the accounting for foreign currency translation adjustments and the risk that fluctuations in foreign exchange rates could affect the amount of periodic income when converted to yen. These foreign exchange rate risks could significantly affect the financial position and results of operations of ITOCHU Group.
ITOCHU Group is exposed to interest rate risk in both raising and using funds for investing, financing, and operating activities. Among interest insensitive assets, such as investment securities or fixed assets, the part acquired using floating interest loans is considered to be the interest mismatch amount exposed to interest rate risk. ITOCHU seeks to quantify the interest rate risk to control the fluctuation of gains and losses due to interest rate change properly.
To be specific, using the Earnings at Risk (EaR) management method, ITOCHU periodically tracks and monitors the amount of influence on interest payments due to interest rate changes. However, interest rate trends could significantly affect the financial position and results of operations of ITOCHU Group.
ITOCHU Group conducts actual demand transactions that are based on the back-to-back transactions of a variety of commodities. In some cases, the Group is exposed to commodity price fluctuation risk, because it holds long or short positions in consideration of market trends. Therefore, the Group analyzes inventories and purchase and sales contracts, and each Division Company has established middle and back offices for major commodities, which establish a balance limit and loss cut limit for each commodity, as well as conduct monitoring, management, and periodic reviews.
In addition, ITOCHU Group participates in development businesses such as mineral resources and energy and other manufacturing businesses. The production in these businesses is also exposed to the same price fluctuation risk noted above.
To reduce these commodity price risks, the Group uses such hedges as futures and forward contracts. However, ITOCHU Group cannot completely avoid commodity price risk. Therefore, commodity price trends could significantly affect the financial position and results of operations of ITOCHU Group.
ITOCHU Group holds a variety of marketable equity securities, mainly to strengthen relationships with customers, suppliers, and other parties, and to secure business income, and to increase corporate value through means such as making a wide range of proposals to investees, and consequently is exposed to stock price fluctuation risk.
Therefore, using the Value at Risk (VaR) method, ITOCHU Group periodically tracks and monitors the amount of influence on consolidated shareholders' equity. However, stock price trends could significantly affect the financial position and results of operations of ITOCHU Group.
Through trade receivables, loans, guarantees, and other formats, ITOCHU Group grants credit to its trading partners, both domestically and overseas. The Group, therefore, bears credit risk in relation to such receivables becoming uncollectible due to the deteriorating credit status or insolvency of the Group's partners, and in relation to assuming responsibilities to fulfill contracts where an involved party is unable to continue its business and therefore cannot fulfill its obligations under the contracts.
Therefore, when granting credit, ITOCHU Group works to reduce risk by conducting risk management through the establishment of credit limits and the acquisition of collateral or guarantees as needed. At the same time, the Group establishes an allowance for doubtful accounts based on the creditworthiness, the status of collection, and the status of receivables in arrears of business partners. However, such management cannot completely avoid the actualization of credit risks, which could significantly affect the financial position and results of operations of ITOCHU Group.
ITOCHU Group conducts transactions and business activities in various countries and regions overseas. The Group is exposed to country risk, including unforeseen situations arising from the political, economic and social conditions of these countries and regions and national expropriation or remittance suspension due to changes in various laws and regulations. In addition to taking appropriate countermeasures for each transaction, with the aim of avoiding a concentration of exposure, ITOCHU Group works to reduce risk by setting total limit guidelines and limits for each country and setting credit policies appropriate to each country. However, the Group cannot completely avoid such risk.
The actualization of such risk could delay or incapacitate debt collection or operational implementation and could significantly affect the financial position and results of operations of ITOCHU Group.
ITOCHU Group invests in various businesses and in these investment activities, there are risks such as being unable to achieve expected earnings due to changes in business conditions or deterioration in the business results of its partners and investees; the likelihood of investment recovery is lowered due to poor corporate results of investees, or stock prices are expected to drop below a specified level for a considerable period of time, which may lead to necessities that the whole or partial investment is recognized as a loss, and that the infusion of additional funds is required. Also, there are investment risks that the Group may be unable to withdraw from a business or restructure the business under a timeframe or method that it desires due to differences in business management policy with partners or the low liquidity of investments; or the Group may be put at a disadvantage because it is unable to receive appropriate information from an investee. Therefore, ITOCHU works to reduce risk through decision making based on the establishment of investment standards for the implementation of new investments while monitoring existing investments periodically and promoting asset replacement through the application of exit standards to investments with low investment efficiency that it has little reason to hold.
However, such management cannot completely avoid the investment risks, and such occurrences could significantly affect the financial position and results of operations of ITOCHU Group.
ITOCHU Group is exposed to impairment loss risks on fixed assets held, such as real estate, aircraft, ships, assets related to natural resource development, goodwill and intangible assets. ITOCHU at present has recognized necessary impairment losses.
However, ITOCHU Group might be required to recognize further impairment losses should the economic value of fixed assets deteriorate due to deterioration in market conditions for each of the assets, decreased demand or changes in development plans. Such occurrences could significantly affect the financial position and results of operations of ITOCHU Group.
ITOCHU Group procures the necessary funding for its businesses through debt from domestic and international financial institutions, as well as the issuance of commercial papers and debentures. However, should ITOCHU's credit worthiness in the capital market deteriorate due to a significant lowering of the Company's credit rating, or should there be an upheaval in the financial systems in major financial markets, there are risks that the Group may experience an inability to raise funds from financial institutions or investors when necessary or under desirable conditions and may consequently experience an increase in funding costs. Therefore, while securing adequate liquidity by utilizing cash deposits and commitment line, the Group has taken steps to diversify its sources of funds and methods of fundraising, however, cannot completely avoid such risks. The actualization of such risks could significantly affect the financial position and results of operations of ITOCHU Group.
The pension cost and projected benefit obligations of ITOCHU Group are calculated based on actuarial calculations that utilize a variety of assumptions. However, should it become necessary to change the assumptions on which the actuarial calculations are based or should pension assets be affected by deterioration in the stock market, it is possible that pension cost and projected benefit obligations could increase and additional contributions to pension assets might be necessary. Such occurrences could significantly affect the financial position and results of operations of ITOCHU Group.
Deferred tax assets are an important factor in ITOCHU Group's consolidated balance sheets, and accounting judgment on evaluation of deferred tax assets has a substantial impact on ITOCHU Group's Consolidated Financial Statements.
Therefore, ITOCHU Group recognizes the realizable amount of deferred tax assets, taking into consideration future taxable income and feasible tax planning strategies.
However, the amount of deferred tax assets may increase or decrease depending on changes in estimated taxable income in tax planning, changes in the tax system including changes in tax rates, and changes in tax planning strategies. Such occurrences could significantly affect the financial position and results of operations of ITOCHU Group.
As ITOCHU Group handles a vast array of products and services, the Group is open to competition from many different companies, both domestic and overseas, including competition from other general trading companies. ITOCHU Group cannot deny other companies that are in a position to provide products and services that meet customer needs more than ITOCHU Group could newly emerge. Moreover, ever-greater competition from companies in newly developing countries is gradually emerging in addition to ongoing competition from companies in European and North American industrialized countries due to economic globalization. Furthermore, the competitiveness of ITOCHU Group could also be affected accompanying changes in the business environment such as deregulation and entering into other industries. The advent of such risks could significantly affect the financial position and results of operations of ITOCHU Group.
There is no significant, currently pending lawsuit, arbitration, or other legal proceeding that may significantly affect the financial position and results of the operations of ITOCHU Group.
However, there is a possibility that domestic or overseas business activities of ITOCHU Group may become subject to any of such lawsuits, arbitrations or other legal proceedings, and significantly affect the future financial position and results of operations of ITOCHU Group.
ITOCHU Group is subject to a number of diverse laws and regulations both domestically and overseas due to the vast array of products and services the Group provides.
To be specific, ITOCHU Group is required to adhere to laws and regulations such as the laws for each industry, including companies act, financial instruments and exchange laws, and tax laws, as well as all laws pertaining to trade such as foreign exchange control laws, antitrust laws, intellectual property laws, environmental related laws, anti-bribery-related laws and the laws of each country in which ITOCHU Group conducts business overseas. ITOCHU Group has made every effort to observe these laws and regulations by reinforcing the compliance system, being aware that the observance of laws and regulations is a serious obligation of the Group. With all these measures, however, there is a possibility of the situation where, including personal misconduct by directors and employees, risks associated with compliance or suffering social disgrace cannot be avoided.
Also, ITOCHU cannot deny that unexpected, additional enactment or change in laws and regulations by legislative, judicial, and regulatory bodies are a possibility both domestically and overseas, and there are possibilities of major change in laws and regulations by political/economical changes. Such occurrences could significantly affect the financial position and results of operations of ITOCHU Group.
ITOCHU Group has designated global environmental issues as one of the most important elements of its management policy. The Group is actively working on environmental issues. These efforts include establishing an environmental policy and building an environmental management system in order to minimize environmental risk, such as the risk of infringement of laws and regulations in the handling of goods the provision of services, and business investment. However, the occurrence of environmental pollution due to ITOCHU Group's business activities could lead to the delay or suspension of operations, the incurring of pollution disposal expenses or expenses due to compensation for damage, or the lowering of society's evaluation of the Group and could significantly affect the financial position and results of operations of ITOCHU Group.
In the countries and regions in which ITOCHU Group conducts business activities, natural disasters, such as earthquakes, or infectious diseases, such as new types of influenza, may adversely affect its business activities. ITOCHU has implemented measures such as developing Business Continuity Plans (BCPs) for large scale disasters and the outbreak of new types of influenza, introducing a safety confirmation system, and conducting emergency drills. Also, various measures have been implemented individually in each Group company. However, since ITOCHU Group conducts business activities across a wide range of regions, when damage arises due to disasters or infectious diseases such as new types of influenza, it cannot completely avoid such damage. Therefore, such occurrences could significantly affect the financial position and results of operations of ITOCHU Group. In addition, abnormal weather arising from climate change could affect ITOCHU Group's business activities adversely and could significantly affect the financial position and results of operations of ITOCHU Group.
In ITOCHU Group, a code of conduct concerning the handling of information is enforced on all directors and employees and high priority is placed on maintaining a high information security level. ITOCHU Group has established and operates information systems to facilitate the sharing of information and to improve the efficiency of operations. In order to maintain a secure operation of its information systems, ITOCHU Group has established security guidelines and has developed crisis control measures considering cyber security risks.
Despite these measures, ITOCHU Group cannot completely avoid the risk of sensitive information leakage due to unauthorized access from the outside or computer viruses, and the risk of the stoppage of information systems due to equipment damage or problems with telecommunications circuitry. Depending on the scale of the damage, such occurrences could significantly affect the financial position and results of operations of ITOCHU Group.