...Given better access control policy models, formal proofs of cryptographic protocols, approved firewalls, better ways of detecting intrusions and malicious code, and better tools for system evaluation and assurance, the problems can be solved. In this note, I put forward a contrary view: information insecurity is at least as much due to perverse incentives. Many of the problems can be explained more clearly and convincingly using the language of microeconomics: network externalities, asymmetric information, moral hazard, adverse selection, liability dumping and the tragedy of the commons. risk of forged signatures from the bank that relies on the signature (and that built the system) to the person alleged to have made the signature. Common Criteria evaluations are not made by the relying party, as Orange Book evaluations were, but by a commercial facility paid by the vendor. In general, where the party who is in a position to protect a system is not the party who would suffer the results of security failure, then problems may be expected. A different kind of incentive failure surfaced in early 2000, with distributed denial of service attacks against a number of high-profile web sites. These exploit a number of subverted machines to launch a large coordinated packet flood at a target. Since many of them flood the victim at the same time, the traffic is more than the target can cope with, and because it comes from many different sources, it can be very difficult to stop [7]. Varian pointed out...
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...Trusted computing base: hardware, software, amd firmware. 1 or more coponents enforce a unified security policy. uses a concept called reference monitor mediates any access by a user to any object such as data and resources, can never be bypassed, cannot by corrupted the best design isolates the reference monitor so it can't be altered by other objects or processes. You monitor it to see that it is working and that it is doing only what it is supposed to do. If you couldnt verify this the monitor wouldn't be very useful because you wouldn't know if malware had gotten around it. A trusted system can be expected to uphold any requirements that the data owners would have for reliability, security, and effectiveness. Otherwise you couldn't trust it. Who owns the data in this system? A user might own a data object but the reference monitor decides which subjects have access to any objects based on security clearance. Subject: A subject is a person or a process that is trying to gain access to the object. Object: An object is that specific thing in a trusted system that some person or process is trying to access. Ring of Trust: The center ring is also called the center host can access anything in any of the outer rings and is the most trusted. A host on the outermost ring is the least trusted and it can't do much. A host in one of the middle rings can access anything in a more outer ring, but nothing in a more inner ring than itself. Rule 1) Each host always trusts any host...
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...for any other purpose without the written permission of the submitting parties. Also, be aware that no contact can be made with the offerors under any circumstances to discuss this solicitation. The technical evaluations must assess the qualities of responses based solely on the factors and sub factors as specified in the solicitation, reproduced in Attachment (1) for your convenience, and the TEP report must discuss and substantiate in detail the TEP’s findings regarding each evaluation criteria. All TEP members’ evaluations must adhere strictly to the subject RFP’s evaluation criteria. There must be no comparison of offerors’ responses in the initial review. The following individuals have been designated as members of the Technical Evaluation Panel (TEP) for No changes to the TEP membership are permitted unless requested and approved, in writing, by the Source Selection Authority (SSA). Attachments: (1) Technical Evaluation Criteria (2) Guidelines for Interrogatories (3) Do’s and Don’ts during the evaluation process (4) Certification on Use and Disclosure of Responses (5) Past Performance Questionnaire (6) Scoring Plan (7) Sample Evaluation Memo cc: Solicitation File: I. GENERAL INFORMATION The purpose of the...
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.................................................................................. 3 2. Methodology ................................................................................................................ 4 2.1. Classification .................................................................................................................... 4 2.2. Multi Attribute Decision Making (MADM)....................................................................... 5 3. Analysis ........................................................................................................................ 5 3.1. Alternatives ...................................................................................................................... 6 3.2 Criteria............................................................................................................................... 6 3.3. Decision Matrix ................................................................................................................ 7 3.4. Simple Additive Weighted Method (SAW) ...................................................................... 8 3.5. Weighted Product Method (WPM) .................................................................................. 9 3.6 Technique for Order Preference by Similarity to Ideal Solution (TOSIS) ........................ 10 3.7. Analytical Hierarchy Process (AHP) ................................................................................ 11 3.8. Analysis with...
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...as inputs to (ZOGP) model. This is first done by identifying the projects from each individual stakeholder's viewpoint. Further, an aggregate model that simultaneously combines the viewpoints of the three stakeholders is built assuming that the three stakeholders have equal weights. Results show that the aggregate model does strike a balance not only among the conflicting criteria, but more importantly, it strikes a balance among the different stakeholders. Therefore, the aggregate model would make it easier for stakeholders to reach a consensus. Keywords: Multi Criteria Optimization; Project Prioritization; Integrated AHP-ZOGP; Multi-stakeholder. 1. Introduction Traditional methods used in project selection usually justify the projects using low level capital budgeting which works well for investments with clearly defined benefits as monetary values, but do not work well for longer term strategic investments [1]. This is because intangible criteria, such as environmental, social cannot be converted into exact monetary values [2]. Thus traditional methods ignore intangible benefits and long-term perspectives. Alidi [3] used analytic hierarchy process to evaluate the initial viability of industrial...
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...symptoms of the problem, and the problem itself. Frequently the source problem precedes the current problems in the case. (one short paragraph) (medical example: tonsillitis) 2. Secondary Problems: These are more specific, current and observable problems and derive from the source problem. They frequently are the problems immediately evident in the case. Do not write three sections: all problems should be listed under short or long term. (Three quarters of a page). (medical example: fever, loss of appetite, cough) Short Term: Current problems of recent origin, which can be solved within a period of months without major commitments of capital, technology, finance or managerial effort. (business example: overstocking, high prices, labour shortage) 2.1 2.2 2.3 Long Term: Problems which have existed for years, and which involve long-term trends in the internal or external environment. They will reuire solutions spread over a period longer than, say, a year, and may demand major allocations of capital, technology, finance and managerial effort. (business example: obsolete products, out-pf-date production process technology, lack of adequate plant capacity) 2.4 2.5 3. Analysis: Case facts which are crucial to the problems as defined are...
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...company’s strategy, is financially viable for long term and provides a strong footing against the rising competition. The case is fundamentally focused on the question of timing and capacity. Timing is a factor that needs built into our decision tree’s framework and in this case, ultimately asking, when and how much capacity? In order to answer the question, we diagnosed the issues and identified limitations of the current capacity, which hampers Harley’s ability to expand and meet demand. It is important to appropriately incorporate risk as it goes well beyond just capacity. For incorporate risk into the analysis and decision making we recognized that a series of tools would be required. The approach involved three analysis tools for considering various factors that are important for decision making: Demand Analysis: We needed to forecast for the demand, supply and margins, while distinguishing demand from output and sales. Scenarios and Capacity Analysis: Next step was to determine the factors for building the scenarios, assign probabilities, estimate the cash flow and then compute the NPV. We modeled capacity adjustments and continuous improvements, then included plans or options for changes and new products. Risk Analysis and addressing management’s success criteria: Our decision needed to account for the risk aversion of the company due to its learning from its history, and also encompass company’s long term strategy and success criteria’s laid out by management...
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...Case Study 1 1. How should Jennifer go about making her decision? Jennifer should evaluate each proposal and use criteria that will fairly indicate what project would be best to invest additional money in to for future growth and savings. She can use project selection and develop a set of criteria against which the project will be evaluated, list assumptions that will be used as the basis of the project, gather data and information, and evaluate each project against the determined criteria. 2. What kind of additional data or information should she collect? I believe that she should request information or data regarding the scope, schedule, cost, and customer satisfaction expectations of the projects and their goals. I have explained each below for better understanding. Scope – All the work that must be done to produce all the project deliverables that meet the customer requirements and acceptance criteria and accomplish the project objective. Schedule – A timetable for a project indicating when activities are planned or need to be started and finished. Cost – The overall cost it will require to complete the project in its entirety. Customer Satisfaction – After the project has been completed the customer feels as if they have received the services expected and the project was completed to their standards and expectations. However I know these can be considered restraints and that should be a heavily weighed factor in the decision making in the end. 3. What exactly should...
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...-Invited five local professional people to become shareholders of the company. -Phil Filmore owned 63 percent of the shares and the five investors 31 percent. -1999 Phil Fimore dies in a car accident. c) Issues: Leaving 63 percent of the company's shares, to his wife, Lucinda. Phil's life insurance provided a disappointingly small amount of money for Mrs. Filmore. Since in 1999 the standard of living had change considerably it was lower and interest rates much higher, so the investment income from the proceeds of the policy would have been adequate for the family's needs. But then again in 1999 it had changed again the cost of living had increased but interest rates had fallen. 2. Problem Statement, Objective(s), Key Decision Criteria a) Problem: ) Problem: The problem is that Mrs. Lucinda Filmore requires a steady...
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...It is important to distinguish between symptoms of the problem, and the problem itself. Frequently the source problem precedes the current problems in the case. (one short paragraph) (medical example: tonsillitis) 2. Secondary Problems: These are more specific, current and observable problems and derive from the source problem. They frequently are the problems immediately evident in the case. Do not write three sections: all problems should be listed under short or long term. (Three quarters of a page). (medical example: fever, loss of appetite, cough) Short Term: Current problems of recent origin, which can be solved within a period of months without major commitments of capital, technology, finance or managerial effort. (business example: overstocking, high prices, labour shortage) 2.1 2.2 2.3 Long Term: Problems which have existed for years, and which involve long-term trends in the internal or external environment. They will reuire solutions spread over a period longer than, say, a year, and may demand major allocations of capital, technology, finance and managerial effort. (business example: obsolete products, out-pf-date production process technology, lack of adequate plant capacity) 2.4 2.5 3. Analysis: Case facts which are crucial to the problems as defined are called “evidence”. They should not be mere repetition...
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...Indian Institute of Technology – Kharagpur Human Resource Managment Assignment - 1 Date - DEBANJAN MUKHOPADHYAY Vinod Gupta School of Management 13BM61K11 , KOLKATA Question 1. Discuss what do you think of the measurable criteria that Lisa and the CFO set for their new incentive Plan. Answer 1. The measurable criteria that Lisa and the CFO set for their new strategy oriented incentive Plan to differentiate between high performing and low performing employees could be based on the few of the following points : a. Speed, efficiency , promptness and timely service to the costumer . b. The behaviour put forward while serving the customer and friendly gestures and wishes. c. Delicacy i.e. not only about how fast the service but also include how delicate it was . d.The employees attitude towards Patience about costumer or Complaint Resistance about costumer complaint . e. The responsiveness of the employees as how they attended to their post after rest or when their time shift comes i.e On Time / On post . Again based on the aforesaid behaviors the manager could look at few of the outcomes like : a. Increasing the...
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...already 4 competitors in the HK market. Unicon needs to move fast to be able to stay ahead of the competition entering the market. The opportunity for expansion is great. Based on our evaluation, we recommend that Mr. Li: • Work on the blanket approval with the HKHA to short cut the approval process; • Re-organize the company structure by moving from “make to order” to “make to stock” between interior walls, facades and slabs to support the demand for these product; • Implement changes in production - introduce a second shift to solve the problem of the 2.5 hours morning set up in order to support our strategic operational plan. To implement these recommendations, we have considered an strategy of 0-6 months while our 5 year long-term...
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...WALD PRESS Written Analysis and Communication- I KUMAR ABHISHEK AIIM -PGPIM-2012-24 03-09-2012 Letter of Transmittal To: Manager, Wald Press From: Abhishek, Executive, Wald Press Date: 03/09/1946 RE: Analysis & recommended remedies of current problems faced by Wald Press Wald Press is under tremendous pressure from Campbell Brothers to drop the outside contracts and concentrate all production on its orders only. But Wald Press does not want to drop outside contracts and also cannot afford to displease or loose Campbell brothers. The purpose of the report is to find the suitable solution that will help Wald Press in maximizing profit, and strengthening company’s position in the market, keeping in mind all the constraints. The contents of the report concentrate on the recommendations supported by data along with the action plan to realize the purpose. Sincerely, Kumar Abhishek Executive-Production Executive Summary Campbell Brothers, a Manhattan publishing house is pressurizing Wald Press to drop outside contracts, which it has obtained during the depression of 1930’s, when Campbell brothers was unable to supply Wald Press with sufficient work. Wald Press does not want to drop outside contracts, and also capacity expansion and overtime are not feasible. Several options have been considered in order to deal with this intricate issue, and after analyzing each option, the option which suits the best is considered. Action plan for implementation of the selected...
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...SECTION IV: RECOMMENDATIONS Decision Criteria MABE’s decision criteria for evaluating their current position as part of a joint venture in Russia includes: * The joint ventures’ ability to generate future sales growth and substantial operating margin * The impact of Russia’s changing external environment on the joint venture and MABE as a whole * Other global opportunities for growth in emerging markets, including China and India OPTION 1. Continue Operations in Russia with the JV Cons: * The JV may have not yielded the results the venture intended on achieving, but the potential for earning increased profit exists. They will have to work hard for it to produce, as it should. * Amount of expenses currently incurred by MABE can be cut significantly but not at the current operational plan. Pros: * The venture currently has a 4 percent market share in stove sales, and a 2 percent market share in refrigerators and washing machines in operations in Russia. * Sales were at $70 Million in 2011, which suggests an increase in consumption and spending in Russia since the economic downfall of 2008. * The narrowing of the JV’s product line should produce better results than their previous expectations of providing a broad line of products able to serve the Russian market. * Strengthened management team within the past four years * Being fused within Fagor’s portfolio * Being within a such a vast geographical market. OPTION 2. Implement...
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...think each of them will benefit from the sales mananagement training seminar? Jerry Kline is a kind of sales manager who aims to sell products and make sales quotas. He believes that developing long-term customer relationships and internal company support distract sales people. Thus, his sales force is not effective to make sales. He needs to work with his people in the field and helping them make sales presentations and handle customer complaints. This results deficient in time for the sales manager to do his assigned work such sales report and monitor his sales force performance. Grace Gallo is a rigorous sales manager. Same with Jerry Kline, she does not believe in long-term customer relationships. The sales force belongs to her producing favorable sales but too much enforced by her. She is more strictly with those salespeople who do not meet the sales quotas. Most of her people quit and move on. Finally, Paul Swenson is a new sales manager in the company. He wants to learn some things and successfully adapt to the inexorable technological, behavioral, and sales managerial forces. He believes that it will affect sales forces in the near future ahead. 2. If you were a top executive for a company, how would you go about selecting your new sales managers? What specific criteria would you use? How could you determine whether your candidates had the qualities desired? Selecting new sales managers is a important task. It connotes success of the company. Thus, it is...
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