Read the NIST documents that I provided and Chapter 12 in your text..docx

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Read the NIST documents that I provided and Chapter 12 in your text. Select one of the following types of breaches:1. A SQL Injection was performed by a hacker, resulting in the loss of PII data. 2. You have discovered a covert leak (exfiltration) of sensitive data to China. 3. Malcious code or malware was reported on multiple users' systems. 4. Remote access for an internal user was compromised - resulting in the loss of PII data. 5. Wireless access. You discovered an "evil twin" access point that resulted in many of your users connecting to the hacker's access point while working with sensitive data. 6. Compromised passwords. You discovered that an attacker used rainbow tables to attack your domain's password file in an offline attack. Assume that all of your user's passwords are compromised. 7. A DoS or DDoS was performed against your system, resulting in the loss of 3 hours of downtime and lost revenue.Your submission should include three paragraphs and a cover page and references for the following: Paragraph 1: IRT Team . What would the IRT team look like for this incident (who would be on the team to be able to effectively handle the event)? Justify your choices. Paragraph 2: Approach. Address HOW you would respond. What logs or tools would you use to identify/analyze the incident? What would alert you to the incident? What tools would you use to contain/recover from the incident? Paragraph 3: Metrics. Who would you measure your team's response effectivenss? What measurements/metrics would you track? .

Education

HOW
you would respond. What logs or tools would you use to
identify/analyze the incident? What would alert you to the
incident? What tools would you use to contain/recover from the
incident?
Paragraph 3:
Metrics. Who would you measure your team's response
effectivenss? What measurements/metrics would you track?

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Read the passage below and answer the questions that follow.Co.docx

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Read the passage below and answer the 4 questions at the end. Dorothy’s Way IN THE CLASSIC STORY OF “THE WIZARD OF OZ,” DOROTHY ILLUSTRATES A NEW KIND OF LEADER. SHE INVITES HER FRIENDS ON A JOURNEY, HELPS THEM DISCOVER THEIR GIFTS, ENCOURAGES THEM AND WALKS WITH THEM RATHER THAN INSISTING ON BEING UP FRONT. SHE DOESN’T HAVE ALL THE ANSWERS, BUT SHE GETS THEM TO THEIR GOAL. One of my favorite memories as a kid was watching the movie The Wizard of Oz on television. It came on every year. We would pop popcorn and sit around as a family watching Dorothy, the scarecrow, the tin man and the cowardly lion leave the munchkins in the Land of Oz and make their way to the Emerald City. I still enjoy the movie. It’s a classic. Today, however, I watch it through a different lens. I sat with my own kids a few years ago and learned all kinds of new things from Dorothy—as I watched the film from a leadership perspective. (I know it sounds crazy, but I seem to find leadership principles in almost every movie I see, including Dumb and Dumber and Napoleon Dynamite!) This time, my leadership discovery came from a very ordinary girl from Kansas who would not claim to be a leader at all. As I observe trends in our culture, it seems to me that there is a cry for a new kind of leader today. We have moved through various leadership styles over the last fifty years, and many of them can be seen in this classic movie. Reflect on the characters in the movie for a moment, and note the three kinds of leaders in it: 1. THE WICKED WITCH OF THE WEST She has her cronies, but they follow because she forces them to do so. She leads from manipulation or coercion. In fact, when she melts, her followers celebrate. 2. THE WIZARD OF OZ He is the all-powerful leader who leads through intimidation and superiority. He is all-wise and all-powerful—the kind of leader we all tend to imagine is the best one for the job. 3. DOROTHY She is an unlikely leader who doesn’t have all the answers but invites her friends on a journey, helps them discover their gifts and walks with them rather than insisting on being up front. At first glance, Dorothy appears all wrong as a model of leadership. I am certain she never felt like she was a leader. She doesn’t fit the gender stereotype, and she’s quite young. Instead of being a person who has all the solutions and knows exactly what to do next—she is herself on a journey, a seeker, often bewildered and vulnerable. Yet she is determined to get her team—made up of a scarecrow, a tin man and a cowardly lion—to the wizard, where they can find what they’re looking for. Armed with this resolve, she walks down the yellow brick road on a journey of discovery with her newfound friends. No one expects her to have all the answers. They don’t want a “sage on the stage,” but a “guide on the side” to help them reach their goal. Let’s contrast Dorothy with the Great Wizard himself. Frequently, many of us avoid leadership positions because we hold an image of a leade.

Read the passage below and answer the 4 questions at the end. Do.docx

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Read the paper titled “Improving Patient Care and the Bottom Line with Location Analytics” Page 8-12 only (Not all the whole document) And address the following in 500 words (in two pages regular/Standard Margin): Section 1 - Overview / summary of the reading - this may include: · What are the key points? · What was learned? · What are the most important issues? · Why is it important (or not)? Section 2 - Your reaction and wider implications - this may include: · What do you agree/disagree with and why? · What critiques do you have? · What additional things do you want to learn? · What questions does this reading raise? · What related examples have you found or observed in the real-world? · Links to other relevant materials (websites, videos, etc.) Enrich your Data with Location Analytics Sponsored By: §.sas PAGE 2 Table of Contents: Page 3 The Future of Location Analytics: Q&A with Tapan Patel and Murali Nori of SAS Page 8 Improving Patient Care and the Bottom Line with Location Analytics Page 13 Location Analytics Use Case: Connected Vehicles Page 16 Enhancing Your BI Systems with Location Analytics: The SAS® Vision Page 18 Location and Insight in the Age of the Internet of Things Page 21 The Value of In-House Alliances in Adopting Location Analytics Page 24 How Spatial Analysis Leads to Insight Page 28 Prescriptive Analytics Project Delivering Big Dividends at UPS Page 31 Pokémon GO and Monetizing the Massive Value of Geolocation Data PAGE 3 Sponsored by The Future of Location Analytics: Q&A with Tapan Patel and Murali Nori of SAS Nicole D’Angelo 1. Organizations are already collecting vast amounts of data from a myriad of sources. Why should they add location data to the analytical mix? The most common uses of analytics and reporting are based on business data. Location information doesn’t get much attention. But all business has to happen somewhere. The Internet of Things has created connected cars, connected people, and analytics at the edge, and this technology is making business rethink some use cases. Location will be an important aspect for these kinds of things. Driverless cars, Uber, drones—all are evolving, and real technologies and business models are being built around them. These all rely on location as an important facet, thus making location an important aspect of business analysis and business data that organizations need to pay more attention to. 2. What business issues have you seen being solved by using location analytics? Some are covered above. Add to that, business scenarios where location is a primary factor, such as property insurance companies trying to determine the price of insurance based on location, healthcare organizations trying to understand the types of services needed based on the demographic data of a city or location, or new transportation companies, like Uber and Lyft, analyzing and understanding the use of their servic.

Read the paper titled Improving Patient Care and the Bottom Line .docx

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Read the New Vice President case and respond to the following questions: 1. What is the major problem facing Treeholm? 2. What would you do if you were in her position? 3. Would a man have the same experience as Treeholm? 4. Are any of your predictions about her management style holding up? 250 WORDS CASE 13 Selecting the New Vice President Note: Please read only those parts identified by your instructor. Do not read ahead. Part A When the new president at Mid-West U took over, it was only a short time before the incumbent vice president announced his resignation. Unfortunately, there was no one waiting in the wings, and a hiring freeze prevented a national search from commencing. Many faculty leaders and former administrators suggested that the president appoint Jennifer Treeholm, Associate Vice President for Academic Affairs, as interim. She was an extremely popular person on campus and had ten years of experience in the role of associate vice president. She knew everyone and everything about the campus. Treeholm, they assured him, was the natural choice. Besides, she deserved the job. Her devotion to the school was unparalleled, and her energy knew no bounds. The new president, acting on advice from many campus leaders, appointed Treeholm as interim vice president for a term of up to three years. He also agreed that she could be a candidate for the permanent position when the hiring freeze was lifted. Treeholm and her friends were ecstatic. It was high time more women moved into important positions on campus. They went out for dinner to their every-Friday-night watering hole to celebrate and reflect on Treeholm's career. Except for a brief stint outside of academe, Treeholm's entire career had been at Mid-West U. She started out teaching introductory history, then, realizing she wanted to get on the tenure track, went back to school and earned her Ph.D. at Metropolitan U while continuing to teach at Mid-West. Upon completion of her degree, she was appointed as an assistant professor and eventually earned the rank of associate based on her popularity and excellent teaching. Treeholm was well liked, and she devoted her entire life, it seemed, to Mid-West, helping to form the first union, getting grants, writing skits for the faculty club's annual follies, and going out of her way to befriend everyone who needed support. Eventually, Treeholm was elected president of the faculty senate. After serving for two years, she was offered the position of associate vice president. During her ten years as associate vice president, she handled most of the academic complaints, oversaw several committees, wrote almost all of the letters and reports for the vice president, and was even known to run personal errands for the president. People just knew they could count on her. Part B Treeholm's appointment as interim vice president was met with great enthusiasm. Finally the school was getting someone who was “one of their own,” a perso.

Read the New Vice President case and respond to the following qu.docx

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