...Case Study 1: Advanced Persistent Threats Keyth Lee Strayer University Online CIS 502 Dr. Emmanuel Nyeanchi January 22, 2014 Abstract This paper analyzes the 2011 APT Summit findings and the 2012 RSA Security Brief. It summarizes the findings of both of the aforementioned documents, examines several popular cyber attack methodologies, and describes various ways to respond to these attacks. It is interesting that both documents allude to the fact that persistence on the part of humans to “wreak havoc” is the root of most security threats. Additionally, both documents unambiguously assert that the most effective way to combat unwanted activity on networks is to share any data regarding network attacks and/or attempts to hack a system. Apparently, organizations are averse to such collaboration for fear of divulging unrelated, sensitive information or because of legal concerns. Not to mention that organizations are generally unenthusiastic about publicizing a network breech. Advanced Persistent Threats If you have ever had a pest infestation in the attic of your home, you will find the concept of “advanced persistent threats” easy to understand. Can you remember how the whole thing started with an intermittent “scratching” noise? Well, that was a persistent pest trying to gain access to your attic. Can you remember how the “scratching noise” gradually morphed into multiple “scratching noises”? Well, that was probably the pest inviting all of his friends after having...
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...following courses of action: • Producing high standards in and maintaining efficient productivity during periods of peacetime as well as wartime and operations. • Developed formats for higher-level command intelligence products such as Daily/Weekly Intelligence Summaries (INTSUMs), Daily Commander Update Briefs (CUBs), and Staff Mission Briefs (SMBs) as required. • Able to motivate, maximize productivity, and increase morale through conducting formal and informal counseling of peers and subordinates. • Performed major duties given little to no guidance in order to complete tasks in a timely manner. • Recognized as an exceptional mentor who enjoys supporting others, demonstrating a lead-by-example approach whilst working parallel as a team member to ensure a specific, unified outcome. Professional Experience: United States Army - Special Forces Support, Year – present Rank - Completed ? years with the U.S. Army. Achieved supervisory status of SGT within the first 3 years of enlistment. Was promoted ahead of peers to SSG within 5 years of enlistment. Chosen for complex Afghanistan missions to support Special Forces teams in high-risk operations....
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...Assignment 1: DDS, BI, Business Analytics, and Predictive Analytics LaShonda Spell Prof. S. Mirajkar CIS 356 Operating a successful business today involves utilizing the correct tools to make the best decisions for that business. The main tools that are used for making critical business decisions are DSS, DDS, BI, Business Analytics and Predictive Analytics systems. The concepts/ systems mentioned assist management in the major decision-making processes by providing crucial operational data in comprehensible formats for monitoring/ reviewing and analyzing. Making the best decisions regarding business operations determine the success or failure of the company and ensures that all business strategies are implemented and effective. In this essay, there is a brief overview of the similarities/ differences, methodologies/ technologies and evaluation of the capabilities of DDS, BI, Business Analytics and Predictive Analytics systems. Similarities and Differences among DDS, BI, Business Analytics, and Predictive Analytics regarding business scope/origins /histories/ methodologies/ technologies DDS (Data Distribution Service) are data communications based on the standards managed by the OMG (Object Management Group). The standards set by the OMG of DDS describe different latency levels of data communications for distributed applications (Twin Oaks Computing, Inc., 2011). DDS standard support data defining applications, dynamic publishing/ subscribing discovery and QoS policy...
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...chose with past successful or unsuccessful telecommunications technologies you have in place. To what extent should the corporation change its technology foundation? Include current information on how the technology works. If you believe this is the best choice for the corporation, provide your rationale. Please examine and discuss each element of this objective. The analysis (your final paper) will have at least six sections (or more) and be 10–15 pages in length. It will be double-spaced, with 12-point Times New Roman font. Your paper should include the following sections and topics (where appropriate). Introduction: Introduce and define the technology you plan on recommending to management. Summary of Technology/Problem Solution: A brief summary of the technology selected and the problem it solves or...
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...chose with past successful or unsuccessful telecommunications technologies you have in place. To what extent should the corporation change its technology foundation? Include current information on how the technology works. If you believe this is the best choice for the corporation, provide your rationale. Please examine and discuss each element of this objective. The analysis (your final paper) will have at least six sections (or more) and be 10–15 pages in length. It will be double-spaced, with 12-point Times New Roman font. Your paper should include the following sections and topics (where appropriate). Introduction: Introduce and define the technology you plan on recommending to management. Summary of Technology/Problem Solution: A brief summary of the technology selected and the problem it solves or...
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...demonstrated nicely how cement companies have to streamline production, as the product itself is being improved and copied constantly. The article then goes into a brief description of other cement companies in the world, showing how regionalized the cement industry is. After this, the article then gives a brief history on CEMEX. CEMEX had humble beginnings in the early 20th century, and is still run by a member of the Zambrano family to this day. CEMEX realized that it had to expand outside of Mexican borders, so it began exporting to the southern US; as the two economies are intertwined, it made sense to start there. After a while, CEMEX acquired an American company to fill US orders. This set off a chain of global acquisitions, which ended up making CEMEX the world leader in the cement industry, as well give them a presence on every continent and in over 50 markets. CEMEX maintained its market dominance through its 3 pillars of people, technology and growth. The people pillar focuses on CEMEX taking care of its employees, customers and people who live around the plant. Technology is focused on how CEMEX adds value to its product by cutting down on time and costs through its advanced use of IT. The growth pillar is about how CEMEX only acquires firms that open a new market or help consolidate current operations in a market and can be acquired for a price that promises to give CEMEX a great return on investment. They also make a conscious effort to cut down on environmental...
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...COURSE NAME: ADVANCED OPERATIONS MANAGEMENT COURSE NUMBER: OMGT 701 CASE STUDY OUTLINE This case study is worth 25% of your final mark, and aims at providing you with practical insights about Supply Chain and Business Operations Management. Students are required to form teams consisting of no more than four members. Students should contact enterprises of their choice and obtain pertinent information about different challenges the enterprise in facing. In this respect, they should ask for some interviews accommodation with members of the management team and require their assistance and clarification in understanding the overall business operation processes. A report on their project findings, about 20 pages in length, should be released to the teacher by April 9, 2015, 10:30. Penalties of 10 points per day lateness for not meeting this deadline will be applied. The text of the report should be double-spaced, while suggested font size: 12. The report should contain the following elements: - a table of contents - an overview of the goods and/or services offered by your business unit of choice - a brief analysis of the enterprise mission statement - a description of the main products competitive strategies used - a description of the enterprise organizational structure - a description of the main product processes used - a description of the enterprise concern about quality management strategies with respect to both processes and...
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...Northeastern University D’Amore-McKim School of Business SCHM2301 Supply Chain and Operations Management Tuesdays & Fridays 119DG 1/8-4/16 Michael Power 214 Hayden Hall Phone: 617-373-3498 Email: m.power@neu.edu Office Hours: Tuesdays & Thursdays 11:45am-1:15pm or by appointment Text: “Managing Operations Across the Supply Chain” 2nd Edition, by Swink, Melnyk, Cooper, Hartley, Publisher McGraw-Hill, ISBN: 13: 978-1-12-180339-8 All pertinent information can be found on BLACKBOARD. Course Description: The overarching course objective is to develop an in-depth understanding of integrative managerial issues and challenges related to developing and implementing a firm's Supply Chain and Operations Management Strategy. Attention is directed to the supply chain and operations mission confronted by varied types of business organizations. Supply Chain and Operations Management is positioned as a value-adding process that achieves time and place synchronization of demand stimulation and operations fulfillment. Emphasis will be placed on challenges related to providing logistical support for development of customer service standards, procurement, manufacturing, market-distribution and after-sales activities. The topics studied will span supply chain strategy, segmental positioning, service provider relationship development and maintenance, value-added services, forecasting and collaborative planning, order management, transportation, inventory...
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...BCM Advanced SCM Faculty for Business Information Systems Business Consulting Master (BCM) Business Administration and Logistics Prof. Dr. Guido Siestrup (in co-operation with Prof. Dr. Baier) Prof. Dr. G. Siestrup HFU / WI 1 /8 Timetable Prof. Dr. G. Siestrup / Prof. Dr.-Ing. J. Baier March 19.03. 22.03. 26.03. 02.04. 09.04 16.04. 23.04. 30.04. 07.05 14.05 17.05. 24.05. 31.05. 07.06. 14.06. 21.06. 28.06. Siestrup Baier Siestrup Siestrup public holiday Siestrup Siestrup Siestrup Baier Baier public holiday Baier public holiday public holiday Baier Baier Baier / Siestrup April May Planning June Written exam: July 2, 2012, 02:00 p.m. HFU / WI Prof. Dr. G. Siestrup Examinations • Written exam: • Written report and presentation: 50% (Siestrup) 50% (Baier) • A total of 50% is required to pass the exam Prof. Dr. G. Siestrup HFU / WI Advanced Logistics Brief Contents • • • • • • • • • Part 1 Part 2 Part 3 Part 4 Part 5 Part 6 Part 7 Part 8 Part 9 Introduction to Logistics and Supply Chain Management International Issues in SCM Network Configuration and Networking SCM, Information Management and Information Technology Inventory Management Procurement and Outsourcing Synchronized Production and Distribution Coordinated Product and Supply Chain Design Customer Value and SCM Prof. Dr. G. Siestrup HFU / WI Some Comments • • • • Felix Uploads of slides and other documents Workshop books, e-books SCM-Lab Prof. Dr. G. Siestrup ...
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...C++ LOCATION OF VIDEONOTES IN THE TEXT Chapter 1 Designing a Program with Pseudocode, p. 19 Designing the Account Balance Program, p. 24 Predicting the Output of Problem 30, p. 24 Solving the Candy Bar Sales Problem, p. 25 Using cout to Display Output, p. 32 Assignment Statements, p. 59 Arithmetic Operators, p. 61 Solving the Restaurant Bill Problem, p. 72 Using cin to Read Input, p. 75 Evaluating Mathematical Expressions, p. 81 Combined Assignment Operators, p. 102 Solving the Stadium Seating Problem, p. 151 Using an if Statement, p. 162 Using an if/else Statement, p. 172 Using an if/else if Statement, p. 175 Solving the Time Calculator Problem, p. 236 The while Loop, p. 249 The for Loop, p. 263 Nested Loops, p. 277 Solving the Ocean Levels Problem, p. 299 Defining and Calling Functions, p. 306 Using Function Arguments, p. 316 Value-Returning Functions, p. 326 Solving the Markup Problem, p. 380 Creating a Class, p. 391 Creating and Using Class Objects, p. 393 Creating and Using Structures, p. 436 Solving the Car Class Problem, p. 480 Accessing Array Elements, p. 487 Passing an Array to a Function, p. 517 Two-Dimensional Arrays, p. 526 Solving the Chips and Salsa Problem, p. 567 Performing a Binary Search, p. 580 Sorting a Set of Data, p. 587 Solving the Lottery Winners Problem, p. 616 (continued on next page) Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 LOCATION OF VIDEONOTES IN THE TEXT Chapter 10 Pointer Variables...
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...*Changes may be made later with time. Brief Introduction Course Name Organizational Excellence through Quality Management Course Code: MMgt 5006 Instructor Dr. Muhammad Daniel Saeed Pirzada Semester Fall 2014 Credit Hours 3-0-3 Class Timings 6:00 – 9:00 P.M. (Every Wednesday) Instructors Telephone No(s). 9:00 AM to 4:00 PM (051) 9248839 Afternoons (051) 8432273Ext. 329 Email thepirzada@yahoo.com Teaching Assistant To be decided TA’s Email - Program Manager Mr. Engr Shahid Iqbal Email: shahid.iqbal@case.edu.pk CASE Telephone No. (051) 8432273, 8432250, 2278301 Visiting Hours: 5:00 – 6:00 P.M. (Every Wednesday or by appointment) TABLE OF CONTENTS 1. Brief Introduction 1 TABLE OF CONTENTS 2 2. Brief Description of the Course 3 3. Pre-Requisite Knowledge 3 4. Objectives of This Course 3 5. Course Contents Detailed Distribution 3 6. Grade Distribution (Subject to change) 4 7. Misc. Instructions: 4 8. Websites/Links 4 9. Text Book(s) 4 10. Computer Tools 4 11. Teaching Methodology Error! Bookmark not defined. 12. Instructor’s Profile 4 13. TA’s Introduction: 4 14. Final Comments: Error! Bookmark not defined. 15. Yahoo Group: 4 Brief Description of the Course The course aims at introducing the revolutionary methods...
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...Tenrack is a fairly large manufacturing company located in the southern United States. The company manufactures tennis rackets, tennis balls, tennis clothing and tennis shoes. All products bearing the company’s distinctive logo, a large green question mark on a white flocked tennis ball. The company’s sales have been increasing over the past 10 years. The tennis rackets division has recently implemented several advanced manufacturing techniques, such as robot arms hold the tennis rackets in place while the glue dries, and machine vision systems check for defects. The engineering and design team uses computerised drafting and testing of new products. The following managers work in the tennis rackets division: Jason Dennis, Sales Manager (supervises all sales representatives) Dave Marley, Cost Accounting Manager (supervises cost accountants) Kevin Carson, Production Supervisor (supervises all manufacturing employees) Sally Renner, Engineer (supervises all new-product design teams) REQUIRED a) What are the primary information needed by each manager? Give examples. (5 Marks) b) Which, if any, financial accounting report(s) is likely to be used by each manager? Explain. (3 Marks) c) Name one special purpose management accounting report that could be designed for each manager. Include the name of the report, the information it would contain, and how frequently it should be issued. (7 Marks) [TOTAL 15 MARKS] Grading Rubrics for Assignment Question 1: (5) (4) ...
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...a coordinated data security and disaster recovery plan. A comprehensive corporate-wide strategy for data security, site backup, and disaster recovery will allow the company to continue to function and communicate during emergencies that involve any of the company’s data hubs and minimize effect on company operations. Huffman Trucking Disaster Recovery Plan Project Objectives “On August 28, 2005, Hurricane Katrina hit the southern coast of the United States with devastating effect. It was reported that more than 1800 people lost their lives and more than $81 billion dollars in damages occurred” (United States Department of Health and Human Services, 2005). Emergencies and disasters can happen at any time. Planning for disasters takes time. According to Krugman (2006), “even after three months, there was still not a reconstruction plan, let alone a plan under way.” The main purpose of a disaster recovery plan is to survive and to continue a normal business operation. Planning for a disaster is a science. It takes research and time. Every conceivable scenario must have a contingency plan. The infrastructure of an organization must be able to recover and resume operation and normal functions. Every effort must first have the safety of the people involved. A disaster recovery...
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...Medical Technology and U.S. Health Care Medical Technology and U.S. Health Care Over the course of history, medical technology has continued to evolve in more ways than one. The advancements in surgical procedures, imaging techniques and the use of computer technology has allowed for patients to receive health care in a more convenient and efficient way, but with this convenience and the ever evolving technology comes the burden of cost on the U.S. economy. This paper will review how early medicinal practices have evolved into the technologically advanced world of medicine we live in today, as well as discuss how these advancements play a role in the accessibility, affordability and quality of life and care the patients of the United States receive today. In the early 1800’s, medicinal practice in the U.S. was considered to be very primitive. Unlike the European countries of Britain, France and Germany, “American medicine lagged behind in the advances of medical science, experimental research and medical science education” (Shi & Singh, 2008 p. 85). Instead, America focused more on applied science rather than the research of basic sciences. In return, the United States’ “early practices of medicine were regarded more as a trade than a profession. It did not require the rigorous course of study, clinical practice, residency training, board exams and licensing, without which it is impossible to practice today” (Shi & Singh, 2008 p.85). This meant that pretty much...
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...makes it almost unfair” Nike, Inc. is highly recognized name and logo not only in the U.S, but also around the entire world. This is because Nike is an American multinational corporation that is highly engaged in the design, development, and manufacturing. They are also responsible for being the world's largest suppliers of athletic shoes and apparel and a major manufacturer of sports equipment because of the proper worldwide marketing and selling of footwear, apparel, equipment, accessories and services. The company was founded on January 25, 1964, as Blue Ribbon Sports, by Bill Bowerman and Phil Knight and officially became Nike, Inc. on May 30, 1971. The company takes its name from Nike the Greek goddess of victory. Now that we have a brief history lesson of Nike let’s get into some of the culture issues they have faced and face since they have globalized. When a contract factory wishes to do business with Nike or one its many subsidiaries, it is critical that the owners and/or managers in the supply chain understand the cultural differences across the globe. Failure to understand the cultural norms can result in communication failure, lack of respect, negotiation breakdowns, and a loss of current and future business opportunities. On the contrary, it is critical for Nike managers to understand the culture differences of their international supply chain as well. Failure to grasp the customs of the different supplier communities...
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