C10-1
CASE STUDY 10
CHOICE HOTELS INTERNATIONAL
Within the hospitality industry, there has traditionally been a division
between networks that serve guest functions and those that serve
operations and administration, both with respect to data transmission and
voice transmission. In recent years, most hotel and motel chains have
moved in the direction of consolidating multiple functions on networks that
used to be dedicated to one use. Tighter integration of voice and data and of
guest and operations/administration networking is a fast-growing trend.
Choice Hotels International (www.choice.com) is a good example of this
trend.
Choice Hotels International (NYSE: CHH) is one of the largest and most
successful lodging companies in the world. It franchises more than 6,100
hotels, representing more than 490,000 rooms, in the United States and
more than 30 countries and territories. The company's best known brands
include Comfort Inn, Comfort Suites, Quality, Sleep Inn, Clarion, Cambria
Suites, MainStay Suites, Suburban Extended Stay Hotel, Econo Lodge and
Rodeway Inn.
In-House Networking Functions
Choice supports two distinct networking functions. A central Web site
enables customers to reserve rooms at any Choice franchise
http://www.choice.com/
C10-2
accommodation. The central reservation system, known as Profit Manager,
automatically finds the most appropriate hotel based on location, price
range, or standard. Individual hotels also take bookings, so there needs to
be a way for hotels and the central system to remain synchronized.
Choice networks also support its franchisees. Choice is in fact a
relatively small company in terms of personnel (about 2000 employees) and
does not own or operate any hotels. All of the establishments under its brand
names are independently owned and pay Choice licensing fees and a royalty
on all sales. In return, they receive a variety of services, including
marketing, quality control, and inventory management. Many of these
services are offered via network, such as allowing managers to order
supplies online and check booking status. This support network is similar to a
corporate intranet but has a higher reliability requirement. The 6100 hotel
managers are, in effect, Choice's customers, not employees. Thus, the
standards for reliability and performance of the network are high.
In the late 1990s, Choice began to focus on providing a state-of-the-art
global reservation system. At this point, the synchronization of local and
online reservations was done manually. Each hotel provided Choice with a
fixed block of inventory to sell over the central reservation system, with an
average of 30% of capacity. Once that 30% was sold, Profit Manager listed
the hotel as fully booked, even though there might be plenty of rooms
available from the other 70%. The reverse problem also occurred: If the
local reservation system had so.
Case Study 3 Choice Hotels International By CIS505 C.docxmoggdede
Case Study 3: Choice Hotels International
By
CIS505: Communications Technologies
Instructor:
Feb 27, 2019
Assess the two distinct networking functions.
There are two distinct networking functions in the hospitality industry. Choice Hotels
International does not own any hotels but has a network that supports the franchisees. It is one of
the most successful lodging companies in the world. For the customer, Choice Hotels have a
central reservation system. It is known as the Profit Manager and helps customers find the most
appropriate hotel based on wanted location and price range and rating. The Profit manager. For
the franchisees, they provide a service in return for royalty. The services provided by Choice’s
networks to its franchisees include marketing, quality control, and inventory management. The
networking functions for the customer is kept at a higher performance for the network.
Analyze the issues Choice is likely to experience as it expands its network to full global reach.
Provide a rationale for your answer.
In 1990 the company Choice Hotels International wanted to provide state of the art global
reservations system. That system would service hotel customers better by providing an online
booking application that allowed customers to see what was available according to their needs
and even gave them a view of the room they are requesting. In the same turn, this system
allowed for a faster process for hotels because customers could now book themselves and all
room that where available can be booked. Before the system would only allow 30 percent of the
available rooms to be available online. Once all rooms were booked online at 30 percent, no
more online reservations can be made. Even if the hotel had more rooms available, only 30
percent was allowed. This was because the synchronizations of local and online reservations
were done manually. It was at the time, a telephone-based central reservation system that
allowed managers to see and set bookings online. When they became a Web-based system, it
allowed customers to see the listing for every room available to them. Before the global
expansion, Choice had a local reservation system and a central reservation system. Choice
provided every American hotel with a permanent connection to the Central reservation system.
This now means that Choice need to have a networks were coverage and reliability is criteria.
In the United States, there were only two choices that would provide that coverage. Leased lines
is an expensive technology. It is a private bidirectional or symmetric telecommunication circuit
between locations. A leased line is also a fiber optic, and you are paying rent for the use of the
line.
The other choice was dependence on switched networks. Switched networks do not always
provide good service. This service is only on a computer network that uses only network
sw.
Assignment 2 Human Resources and Staffing Crisis at Blumberg’s Nu.docxjosephinepaterson7611
Assignment 2: Human Resources and Staffing Crisis at Blumberg’s Nursing Home
Due Week 10 and worth 250 points
Blumberg’s Nursing Home (BNH) is a 100-bed Medicare and Medicaid certified facility in suburban Philadelphia, PA. The administrator recently terminated the facility’s Director of Nursing (DON), receptionist, and dietary aid for inappropriate conduct. They had all been involved in purchasing and using illegal substances on facility grounds. Facility staff, as well as many of the more lucid residents, have found out about the incident.
The charge nurse has been appointed interim DON. The human resource manager has sent a memo to all staff informing them of a mandatory staff meeting to discuss BNH’s code of ethics and to provide additional training on workplace culture. Because federal law requires that there be at least one (1) registered nurse on duty for a minimum of eight (8) hours a day, seven (7) days a week, and that the DON must be a registered nurse (RN) – which the interim DON is not – BNH is out of compliance.
Write a four to six (4-6) page paper in which you:
1. Assess the immediate staffing needs at BNH. Prioritize the order in which BNH should fill the main unstaffed position(s). Justify your selection(s).
2. Considering the reason behind the termination of the employees, formulate a human resources policy that addresses inappropriate conduct in the workplace, the process of reporting inappropriate conduct, and the consequences of violating the policy. Explain your rationale.
3. Per the text, an effective long-term care facility administrator must have both leadership and management skills. Propose at least one (1) way the administrator in this case must demonstrate quality leadership skills, and one (1) way the administrator must demonstrate quality management skills in the aftermath of this crisis so as to improve and maintain staff and resident morale.
4. Recommend a strategy for BNH to use the Quality Indicator Survey to improve administrative practices and ensure future compliance at the facility. Justify your recommendation.
5. Use at least three (3) quality academic resources. Note: Wikipedia and other similar websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
· Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
· Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
· Differentiate the administrative functions of long-term care practices from those of other healthcare administrative services.
· Identify the factors that have led to the cur.
There are at least three phrases that every business never wants to utter: “We’ve gone dark,” “We’re off-line,” and “Our network is down.” Reliable, high-speed network connectivity is the key to avoiding that trifecta of phrases that all indicate a business’s gamble on choosing a carrier has not paid off. Why is excellent network connectivity so important? What does a company stand to gain by having top-tier network connectivity? And what does a company stand to lose if its network fails to deliver? This infographic explains all that is at stake when choosing the carrier who will deliver your business’s network connectivity.
Understanding the critical role of last-mile connectivity and always available Internet access for their enterprises, savvy firms utilize redundant connections from multiple service providers. Despite the good intentions, their Internet connectivity risk may be equivalent to putting all their eggs in one basket.
HELLMANN FINANCE, INC. Hellmann Finance, Inc. (HFI) i.docxpooleavelina
HELLMANN FINANCE, INC.
Hellmann Finance, Inc. (HFI) is a financial company that manages thousands of accounts across the United States. A
public company traded on the NYSE, HFI specializes in financial management, loan application approval, wholesale
loan processing, and investment of money management for their customers.
The diagram below displays the executive management team of HFI:
Figure 1 HFI Executive Organizational Chart
BACKGROUND AND YOUR ROLE
You are the Chief Security Officer, hired by COO Matt Roche, to protect the physical and operational
security of HFI’s corporate information systems. Shortly after starting in your new position, you recognize
numerous challenges that you will be facing in this pursuit.
Your primary challenge, as is usually the case, is less technical and more of a political nature. The CEO
has been swept up in the “everything can be solved by outsourcing” movement. He believes that the IT
problem is a known quantity and feels the IT function can be almost entirely outsourced at fractions of the
cost associated with creating and maintaining an established internal IT department. In fact, the CEO’s
strategy has been to prevent IT from becoming a core competency since so many services can be obtained
from 3rd parties. Based on this vision, the CEO has already begun downsizing the IT department and
recently presented a proposal to his senior management team outlining his plan to greatly reduce the
internal IT staff in favor of outsourcing. He plans on presenting this approach to the Board of Directors as
soon as he has made a few more refinements in his presentation.
COO Roche’s act of hiring you was, in fact, an act of desperation: the increasing operational dependence
on technology services combined with a diminishing IT footprint gravely concerned Roche, and he begged
to at least bring in an Information Security expert with the experience necessary to evaluate the current
security of HFI’s infrastructure and systems. The COO’s worst nightmare is a situation where the
Confidentiality, Integrity, and Availability of HFI’s information systems were compromised – bringing the
company to its knees – then having to rely on vendors to pull him out of the mess.
COO Roche has reasons for worrying. HFI has experienced several cyber-attacks from outsiders over the
past a few years:
• In 2016, the Oracle database server was attacked and its customer database lost its confidentiality,
integrity, and availability for several days. Although the company restored the Oracle database
server back online, its lost confidentiality damaged the company reputation. HFI ended up paying
its customers a large sum of settlement for their loss of data confidentiality.
• In 2017, another security attack was carried out by a malicious virus that infected the entire
Vice President
Trey Elway
Executive
Assistant
Kim Johnson
Executive
Assistant
Julie Anderson
Executive
Assistan ...
Case Study 3 Choice Hotels International By CIS505 C.docxmoggdede
Case Study 3: Choice Hotels International
By
CIS505: Communications Technologies
Instructor:
Feb 27, 2019
Assess the two distinct networking functions.
There are two distinct networking functions in the hospitality industry. Choice Hotels
International does not own any hotels but has a network that supports the franchisees. It is one of
the most successful lodging companies in the world. For the customer, Choice Hotels have a
central reservation system. It is known as the Profit Manager and helps customers find the most
appropriate hotel based on wanted location and price range and rating. The Profit manager. For
the franchisees, they provide a service in return for royalty. The services provided by Choice’s
networks to its franchisees include marketing, quality control, and inventory management. The
networking functions for the customer is kept at a higher performance for the network.
Analyze the issues Choice is likely to experience as it expands its network to full global reach.
Provide a rationale for your answer.
In 1990 the company Choice Hotels International wanted to provide state of the art global
reservations system. That system would service hotel customers better by providing an online
booking application that allowed customers to see what was available according to their needs
and even gave them a view of the room they are requesting. In the same turn, this system
allowed for a faster process for hotels because customers could now book themselves and all
room that where available can be booked. Before the system would only allow 30 percent of the
available rooms to be available online. Once all rooms were booked online at 30 percent, no
more online reservations can be made. Even if the hotel had more rooms available, only 30
percent was allowed. This was because the synchronizations of local and online reservations
were done manually. It was at the time, a telephone-based central reservation system that
allowed managers to see and set bookings online. When they became a Web-based system, it
allowed customers to see the listing for every room available to them. Before the global
expansion, Choice had a local reservation system and a central reservation system. Choice
provided every American hotel with a permanent connection to the Central reservation system.
This now means that Choice need to have a networks were coverage and reliability is criteria.
In the United States, there were only two choices that would provide that coverage. Leased lines
is an expensive technology. It is a private bidirectional or symmetric telecommunication circuit
between locations. A leased line is also a fiber optic, and you are paying rent for the use of the
line.
The other choice was dependence on switched networks. Switched networks do not always
provide good service. This service is only on a computer network that uses only network
sw.
Assignment 2 Human Resources and Staffing Crisis at Blumberg’s Nu.docxjosephinepaterson7611
Assignment 2: Human Resources and Staffing Crisis at Blumberg’s Nursing Home
Due Week 10 and worth 250 points
Blumberg’s Nursing Home (BNH) is a 100-bed Medicare and Medicaid certified facility in suburban Philadelphia, PA. The administrator recently terminated the facility’s Director of Nursing (DON), receptionist, and dietary aid for inappropriate conduct. They had all been involved in purchasing and using illegal substances on facility grounds. Facility staff, as well as many of the more lucid residents, have found out about the incident.
The charge nurse has been appointed interim DON. The human resource manager has sent a memo to all staff informing them of a mandatory staff meeting to discuss BNH’s code of ethics and to provide additional training on workplace culture. Because federal law requires that there be at least one (1) registered nurse on duty for a minimum of eight (8) hours a day, seven (7) days a week, and that the DON must be a registered nurse (RN) – which the interim DON is not – BNH is out of compliance.
Write a four to six (4-6) page paper in which you:
1. Assess the immediate staffing needs at BNH. Prioritize the order in which BNH should fill the main unstaffed position(s). Justify your selection(s).
2. Considering the reason behind the termination of the employees, formulate a human resources policy that addresses inappropriate conduct in the workplace, the process of reporting inappropriate conduct, and the consequences of violating the policy. Explain your rationale.
3. Per the text, an effective long-term care facility administrator must have both leadership and management skills. Propose at least one (1) way the administrator in this case must demonstrate quality leadership skills, and one (1) way the administrator must demonstrate quality management skills in the aftermath of this crisis so as to improve and maintain staff and resident morale.
4. Recommend a strategy for BNH to use the Quality Indicator Survey to improve administrative practices and ensure future compliance at the facility. Justify your recommendation.
5. Use at least three (3) quality academic resources. Note: Wikipedia and other similar websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
· Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
· Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
· Differentiate the administrative functions of long-term care practices from those of other healthcare administrative services.
· Identify the factors that have led to the cur.
There are at least three phrases that every business never wants to utter: “We’ve gone dark,” “We’re off-line,” and “Our network is down.” Reliable, high-speed network connectivity is the key to avoiding that trifecta of phrases that all indicate a business’s gamble on choosing a carrier has not paid off. Why is excellent network connectivity so important? What does a company stand to gain by having top-tier network connectivity? And what does a company stand to lose if its network fails to deliver? This infographic explains all that is at stake when choosing the carrier who will deliver your business’s network connectivity.
Understanding the critical role of last-mile connectivity and always available Internet access for their enterprises, savvy firms utilize redundant connections from multiple service providers. Despite the good intentions, their Internet connectivity risk may be equivalent to putting all their eggs in one basket.
HELLMANN FINANCE, INC. Hellmann Finance, Inc. (HFI) i.docxpooleavelina
HELLMANN FINANCE, INC.
Hellmann Finance, Inc. (HFI) is a financial company that manages thousands of accounts across the United States. A
public company traded on the NYSE, HFI specializes in financial management, loan application approval, wholesale
loan processing, and investment of money management for their customers.
The diagram below displays the executive management team of HFI:
Figure 1 HFI Executive Organizational Chart
BACKGROUND AND YOUR ROLE
You are the Chief Security Officer, hired by COO Matt Roche, to protect the physical and operational
security of HFI’s corporate information systems. Shortly after starting in your new position, you recognize
numerous challenges that you will be facing in this pursuit.
Your primary challenge, as is usually the case, is less technical and more of a political nature. The CEO
has been swept up in the “everything can be solved by outsourcing” movement. He believes that the IT
problem is a known quantity and feels the IT function can be almost entirely outsourced at fractions of the
cost associated with creating and maintaining an established internal IT department. In fact, the CEO’s
strategy has been to prevent IT from becoming a core competency since so many services can be obtained
from 3rd parties. Based on this vision, the CEO has already begun downsizing the IT department and
recently presented a proposal to his senior management team outlining his plan to greatly reduce the
internal IT staff in favor of outsourcing. He plans on presenting this approach to the Board of Directors as
soon as he has made a few more refinements in his presentation.
COO Roche’s act of hiring you was, in fact, an act of desperation: the increasing operational dependence
on technology services combined with a diminishing IT footprint gravely concerned Roche, and he begged
to at least bring in an Information Security expert with the experience necessary to evaluate the current
security of HFI’s infrastructure and systems. The COO’s worst nightmare is a situation where the
Confidentiality, Integrity, and Availability of HFI’s information systems were compromised – bringing the
company to its knees – then having to rely on vendors to pull him out of the mess.
COO Roche has reasons for worrying. HFI has experienced several cyber-attacks from outsiders over the
past a few years:
• In 2016, the Oracle database server was attacked and its customer database lost its confidentiality,
integrity, and availability for several days. Although the company restored the Oracle database
server back online, its lost confidentiality damaged the company reputation. HFI ended up paying
its customers a large sum of settlement for their loss of data confidentiality.
• In 2017, another security attack was carried out by a malicious virus that infected the entire
Vice President
Trey Elway
Executive
Assistant
Kim Johnson
Executive
Assistant
Julie Anderson
Executive
Assistan ...
A telecommunications network designed for a travel company that addresses their telecommunications deficiencies at reservation centers. This network design provides the travel company with increased data capacity, a new video conferencing solution, and a voice solution that increases customer satisfaction and allows for scalability to include increases or decreases in demand by its clients for its services.
Learn about coprimary, high speed wireless internet services from one of the cutting edge, technology companies in the wireless and WI-Fi arenas.
Contact us for promotions and cost saving plans.
As one of the most famous luxurious hotel chain in Israel, Dan Hotels recognized that providing Wi-Fi was becoming a necessity rather than a luxury. How did 4ipnet address the issues?
Authentic Assessment Project (AAP) Jan 2017Background Informat.docxrock73
Authentic Assessment Project (AAP) Jan 2017
Background Information for World-Wide Trading Company
World-Wide Trading Company (WWTC) is a large online broker firm in the Hong Kong. The trading company has a staff of 9,000 who are scattered around the globe. Due to aggressive growth in business, they want to establish a regional office in New York City. They leased the entire floor of a building on Wall Street. You were selected as a contractor (your group) to build a state of the art high availability, secure network. The President of the company asked you to set up the state of the art network by end of this year. He shared with you the organizational structure and a list of the 100 employees. The current floor of the new site is solid and gigabit network can be set up on existing network wiring. Also, the existing power supply will meet the client’s current and future demand. The President has required these business goals:
Business and Technical Goals
· Increaserevenue from 10 billion to 40 billion in three to four years
· Reduce the operating cost from 30 to 15 percent in two to three years by using an automated system for buying and selling.
· Provide secure means of customer purchase and payment over Internet.
· Build a high availability, moderate confidentiality and moderate integrity unclassified network (based on The National Institute of Standards and Technology- NIST)
· Build a classified network with high confidentiality, moderate integrity, and moderate availability (based on NIST)
· Allow employee to attach their notebook computers to the WWTC network and wireless Internet services.
· Provide state of the art VoIP and Data Network
· Provide Active Directory, DNS, and DCHP services
· Provide faster Network services
· Provide fast and secure wireless services in the lobby, conference rooms (100x60), and the cubical areas.
On the basis of these business goals, your group is responsible for designing, configuring, and implementing fast, reliable and secure networks (classified and unclassified).
WWTC LAN/WLAN/VoIP
· Propose a secure network design that solves the network and security challenges, to meet business needs, and the other technical goals. You are also required to provide a modular and scalable network. Provide redundancy at building core layer, building distribution layer, and access layer to avoid single point of failure. For Building Access layer provide redundant uplinks connection.
· Select appropriate Cisco switch model for each part of your enterprise campus model design from the Cisco Products Link, and use the following assumptions in your selection process:
1. Selecting the Access layers’ switches:
0. Provide one port to each device
0. Make provision for 100% growth
1. Server farm switches
a. Assume 6 NIC cards in each server and one NIC card uses one port of switch
b. Dual processors and dual power supply
· Propose an IP addressing redesign that optimizes IP addressing and IP routing (including ...
Cologix Cloud Communications Case StudyCologix, Inc.
Ubity's ideal data centre is integral to business with redundant power and network connectivity, while requiring little attention. Cologix masterfully fits this role.
07029 Topic Final ProjectNumber of Pages 1 (Double Spaced).docxsmithhedwards48727
07029 Topic: Final Project
Number of Pages: 1 (Double Spaced)
Number of sources: 1
Writing Style: APA
Type of document: Lab Report
Academic Level:Undergraduate
Category: Engineering
Language Style: English (U.S.)
Order Instructions: ATTACHED
Description of the level of agreement between your computed traverse station coordinates and those obtained using GPS (OPUS and ORGN) and between your taped distances and those measured with the total station. Any large differences (e .g., between GPS coordinates and TRAV 2.2 output or between taped distances and those measured with the total station) should be explained.
GLOBAL FINANCE, INC. (GFI)
Global Finance, Inc. (GFI) is a financial company that manages thousands of accounts across Canada, the United
States, and Mexico. A public company traded on the NYSE, GFI specializes in financial management, loan
application approval, wholesale loan processing, and investment of money management for their customers.
The diagram below displays the executive management team of GFI:
Figure 1 GFI Executive Organizational Chart
BACKGROUND AND YOUR ROLE
You are the Chief Security Officer, hired by COO Mike Willy, to protect the physical and operational
security of GFI’s corporate information systems. Shortly after starting in your new position, you recognize
numerous challenges that you will be facing in this pursuit.
Your primary challenge, as is usually the case, is less technical and more of a political nature. CEO John
Thompson has been swept up in the “everything can be solved by outsourcing” movement. He believes
that the IT problem is a known quantity and feels the IT function can be almost entirely outsourced at
fractions of the cost associated with creating and maintaining an established internal IT department. In fact,
the CEO’s strategy has been to prevent IT from becoming a core competency since so many services can
be obtained from 3rd parties. Based on this vision, the CEO has already begun downsizing the IT
department and recently presented a proposal to his senior management team outlining his plan to greatly
reduce the internal IT staff in favor of outsourcing. He plans on presenting this approach to the Board of
Directors as soon as he has made a few more refinements in his presentation.
COO Willy’s act of hiring you was, in fact, an act of desperation: the increasing operational dependence on
technology services combined with a diminishing IT footprint gravely concerned Mike Willy, and he
begged to at least bring in an Information Security expert with the experience necessary to evaluate the
current security of GFI’s infrastructure and systems. The COO’s worst nightmare is a situation where the
Confidentiality, Integrity, and Availability of GFI’s information systems were compromised – bringing the
company to its knees – then having to rely on vendors to pull him out of the mess.
COO Willy has reasons for worrying. GFI has experienc.
Curso: Redes y comunicaciones II: 02 CaaS, NaaS.
Dictado en la Universidad Tecnológica del Perú, Lima - Perú, ciclos 2011-3 (octubre/2011) y 2012-1 (abril/2012).
Organizations are always looking to leverage better technology to reach their goals, and many have latched onto Hosted VoIP as a means to do so.
Hosted VoIP offers flexibility and mobility well suited to today’s rapidly evolving work environment. However, certain potential pitfalls—like poor quality or security concerns—have prevented some from adopting this growing technology.
Here we discuss five common concerns buyers have when considering the move to a Hosted VoIP solution. We also provide questions that should help you find a provider who can eliminate those concerns.
Background Information for World-Wide Trading CompanyWorld-Wide .docxikirkton
Background Information for World-Wide Trading Company
World-Wide Trading (WWTC) is a large online broker firm in the Hong Kong. The trading company has a staff of 9,000 who are scattered around the globe. Due to aggressive growth in business, they want to establish a regional office in New York City. They leased the entire floor of a building on Wall Street. You were hired as the director of the IT Department. The President of the company asked you to set up the state of the art network by December 15, 2013. He shared with you the organizational structure and a list of the staff. You hired a consultant to test the network infrastructure and power requirement at WWTC office space. The consultant reported that the network infrastructure is solid and gigabit network can be set up on existing network wiring. Also, the existing power supply will meet their current and future demand. The President has reiterated these business goals.
Business and Technical Goals
· Increaserevenue from 10 billion to 40 billion by the year 2015
· Reduce the operating cost from 30 to 15 percent by the year 2015 by using an automated system for buying and selling.
· Provide secure means of customer purchase and payment over Internet.
· Allow employee to attach their notebook computers to the WWTC network and Internet services.
· Provide state of the art VoIP and Data Network
· Provide faster Network services
· Provide fast and secure wireless services in the lobby and two large conference rooms (100x60)
On the basis of these business goals, you prepared a RFP to solicit a proposal for designing and implementing a fast, reliable and secure network.
The purpose of this Request for Proposal is to solicit from qualified vendors proposals for a
secure and fast network to ensure proper operation of the network.
To prepare a design for a state of the art network at the Wall Street location of World-Wide Trading.
Propose a Network design that solves the current security audit problems (see security sections), to meet business and technical goals.
Provide a modular, scalable and network.
Provide redundancy at building core layer and building distribution layer and access layer and at workstation level to avoid failure at one point. For Building Access layer provide redundant uplinks connection to Building Distribution layer.
Select appropriate Cisco switch model for each part of your enterprise campus model design from the Cisco Products Link, listed below and use the following assumptions in your selection process.
Selecting the Access layers switches:
0. Provide one port to each device
0. Make provision for 100% growth
Server farm switches
· Assume 6 NIC cards in each server and one NIC card uses one port of switch
· Dual processors and dual power supply
Propose an IP addressing redesign that optimizes IP addressing and IP routing (including the use of route summarization). Provide migration provision to IPv6 protocol in future.
Propose a High Level securi ...
Calculus Quiz 2 (Derivatives)Covers Units 9-13. This is a 10 quest.docxclairbycraft
Calculus Quiz 2 (Derivatives)
Covers Units 9-13. This is a 10 question, 10 point quiz consisting of multiple choice and calculated numeric answers.
You should complete the homework over these units before beginning the quiz.
You should complete the by
Thursday, November 12.
YOU MAY ATTEMPT THE QUIZ up to 3 timesIF YOU WISH to improve your score.
.
Calculus IDirections (10 pts. each) Answer each of the followin.docxclairbycraft
Calculus I
Directions: (10 pts. each) Answer each of the following questions below. In order to receive ANY credit for a question, you must SHOW YOUR WORK using proper notation and clear and concise logic. You're graded on both the accuracy of your answers AND your explanations that sufficiently support your answers. Unless otherwise stated, you're to give the EXAXCT VALUES of answers instead of decimal approximations. In order to receive ANY credit for any applied/word problem (i.e. Problems #29 - ), you MUST declare a variable (unless the variable(s) have already been declared in the problem) and set up and solve an appropriate mathematical expression that can be used to answer the question. Proper units must also be included in answers to applied problems. NO CREDIT WILL BE GIVEN FOR EITHER GUESSING OR CHECKING POSSIBLE ANSWERS WITHOUT SOLVING THE PROBLEM. YOU CANNOT USE CALCULUS TO SOLVE THESE PROBLEMS.
Finally, write ONLY FINAL ANSWERS ON THESE PAGES; you must show your work both according to homework guidelines and on YOUR OWN PAPER.
SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.
Multiply or divide as indicated. Write your answer in factored form.
1) x22 - 9x + 14 · xx22 -- 1618x x ++ 4877 1)
2)
x
-
12
x
+
32
Simplify the complex rational expression.
4
x
2
-
4
x
-
32
-
1
x
-
8
2)
1 + 1 x + 4
Find the difference quotient for the function and simplify it.
3) g(x) = 6x2 + 14x - 1 3)
Find the domain and range of the function. Write your answers using interval notation.
4)
g(z)
=
16
-
z
2
4)
Find a formula for the function graphed.
5) 5)
Determine if the function is even, odd, or neither. You must use algebra to justify your answer; otherwise, no full credit will be given. NO CREDIT is given for an answer without a mathematical explanation.
6) f(x) = x -+7 9 6)
State the domain of the composition.
7)
(
g
H
h)(x) with g(x)
=
x
+
5
and h(x)
=
8
x
+
7
7)
Compute
f(x
+
h)
-
f(x)
h
(h
J
0) for the given function
.
8) f(x) = 4x - 8 8)
9)
f(x)
=
5
x
2
+
6
x
9)
10)
f(x)
=
1
9
x
10)
Solve the equation by multiplying both sides by the LCD.
11) 32x - x 3+ 1 = 1 11)
12)
Solve the equation.
x
+
6
+
2
-
x
=
4
12)
13)
(
4
x
-
2
)
/
3
2
+
6
=
15
13)
14)
3
x
+
4
=
x
-
1
14)
Find the real solutions of the equation by factoring.
15) x3 + 8x2 - x - 8 = 0 15)
Solve the equation by making an appropriate substitution.
16) (x2 - 2x)2 - 11(x2 - 2x) + 24 = 0 16)
Solve the logarithmic equation.
17) log2(x + 7) + log2(x - 7) = 2 17)
Solve the exponential equation. Express the solution set in terms of natural logarithms.
18) 4x + 4 = 52x + 5 18)
Solve the inequality and express the solution in interval notation.
19) 7Ax - 1A L 2 19)
Solve the inequality. Write your answer using interval notation.
20) x 18- 5 > x 15+ 1 20)
Write the equation as f(x) = a(x - h)2 + k. Identify the vertex, range, and axis of symmetry of the function.
21) f(x) = x2 + 5x + 2 21)
23) log
F.
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Covers Units 9-13. This is a 10 question, 10 point quiz consisting of multiple choice and calculated numeric answers.
You should complete the homework over these units before beginning the quiz.
You should complete the by
Thursday, November 12.
YOU MAY ATTEMPT THE QUIZ up to 3 timesIF YOU WISH to improve your score.
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Directions: (10 pts. each) Answer each of the following questions below. In order to receive ANY credit for a question, you must SHOW YOUR WORK using proper notation and clear and concise logic. You're graded on both the accuracy of your answers AND your explanations that sufficiently support your answers. Unless otherwise stated, you're to give the EXAXCT VALUES of answers instead of decimal approximations. In order to receive ANY credit for any applied/word problem (i.e. Problems #29 - ), you MUST declare a variable (unless the variable(s) have already been declared in the problem) and set up and solve an appropriate mathematical expression that can be used to answer the question. Proper units must also be included in answers to applied problems. NO CREDIT WILL BE GIVEN FOR EITHER GUESSING OR CHECKING POSSIBLE ANSWERS WITHOUT SOLVING THE PROBLEM. YOU CANNOT USE CALCULUS TO SOLVE THESE PROBLEMS.
Finally, write ONLY FINAL ANSWERS ON THESE PAGES; you must show your work both according to homework guidelines and on YOUR OWN PAPER.
SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.
Multiply or divide as indicated. Write your answer in factored form.
1) x22 - 9x + 14 · xx22 -- 1618x x ++ 4877 1)
2)
x
-
12
x
+
32
Simplify the complex rational expression.
4
x
2
-
4
x
-
32
-
1
x
-
8
2)
1 + 1 x + 4
Find the difference quotient for the function and simplify it.
3) g(x) = 6x2 + 14x - 1 3)
Find the domain and range of the function. Write your answers using interval notation.
4)
g(z)
=
16
-
z
2
4)
Find a formula for the function graphed.
5) 5)
Determine if the function is even, odd, or neither. You must use algebra to justify your answer; otherwise, no full credit will be given. NO CREDIT is given for an answer without a mathematical explanation.
6) f(x) = x -+7 9 6)
State the domain of the composition.
7)
(
g
H
h)(x) with g(x)
=
x
+
5
and h(x)
=
8
x
+
7
7)
Compute
f(x
+
h)
-
f(x)
h
(h
J
0) for the given function
.
8) f(x) = 4x - 8 8)
9)
f(x)
=
5
x
2
+
6
x
9)
10)
f(x)
=
1
9
x
10)
Solve the equation by multiplying both sides by the LCD.
11) 32x - x 3+ 1 = 1 11)
12)
Solve the equation.
x
+
6
+
2
-
x
=
4
12)
13)
(
4
x
-
2
)
/
3
2
+
6
=
15
13)
14)
3
x
+
4
=
x
-
1
14)
Find the real solutions of the equation by factoring.
15) x3 + 8x2 - x - 8 = 0 15)
Solve the equation by making an appropriate substitution.
16) (x2 - 2x)2 - 11(x2 - 2x) + 24 = 0 16)
Solve the logarithmic equation.
17) log2(x + 7) + log2(x - 7) = 2 17)
Solve the exponential equation. Express the solution set in terms of natural logarithms.
18) 4x + 4 = 52x + 5 18)
Solve the inequality and express the solution in interval notation.
19) 7Ax - 1A L 2 19)
Solve the inequality. Write your answer using interval notation.
20) x 18- 5 > x 15+ 1 20)
Write the equation as f(x) = a(x - h)2 + k. Identify the vertex, range, and axis of symmetry of the function.
21) f(x) = x2 + 5x + 2 21)
23) log
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Cadence Publishes Comprehensive Book onMixed-Signal Method.docxclairbycraft
Cadence Publishes Comprehensive Book on
Mixed-Signal Methodology; The "Mixed-Signal
Methodology Guide" Provides Expert Direction
on How to Address Design, Verification and
Implementation Challenges of Modern Mixed-
Signal Designs
Publication info: M2 Presswire ; Coventry [Coventry]14 Aug 2012.
ProQuest document link
ABSTRACT
SAN JOSE, Calif. -- Cadence Design Systems, Inc. (NASDAQ: CDNS), a leader in global electronic design innovation,
today announced availability of the critically acclaimed and much anticipated comprehensive design methodology
book for chip designers and CAD engineers that focuses on current and future advanced mixed-signal design
challenges and solutions. The "Mixed-Signal Methodology Guide" provides an overview of the design, verification
and implementation methodologies required for advanced mixed-signal designs. The book brings together top
mixed-signal design experts from across the industry -- including authors from Boeing, Cadence(R), ClioSoft and
Qualcomm -- to address the complex problems facing the mixed-signal design community.
"Modern mixed-signal design require new methodologies to improve productivity, reduce design time and achieve
silicon success," said Hao Fang, engineering director at LSI. "The Mixed-Signal Methodology Guide is a thorough
reference book on advanced verification and implementation methodologies. It will be particularly useful to mixed-
signal verification engineers for its coverage of analog behavioral modeling, and assertion and metric driven
verification methodology as applied to analog and mixed-signal design."
FULL TEXT
M2 PRESSWIRE-August 14, 2012-Cadence Publishes Comprehensive Book on Mixed-Signal Methodology; The
"Mixed-Signal Methodology Guide" Provides Expert Direction on How to Address Design, Verification and
Implementation Challenges of Modern Mixed-Signal Designs
(C)2012 M2 COMMUNICATIONS http://www.m2.com
August 13, 2012
SAN JOSE, Calif. -- Cadence Design Systems, Inc. (NASDAQ: CDNS), a leader in global electronic design innovation,
today announced availability of the critically acclaimed and much anticipated comprehensive design methodology
book for chip designers and CAD engineers that focuses on current and future advanced mixed-signal design
challenges and solutions. The "Mixed-Signal Methodology Guide" provides an overview of the design, verification
and implementation methodologies required for advanced mixed-signal designs. The book brings together top
mixed-signal design experts from across the industry -- including authors from Boeing, Cadence(R), ClioSoft and
Qualcomm -- to address the complex problems facing the mixed-signal design community.
The growing complexity of today's mixed-signal designs requires major changes in design methodology to both
increase productivity and deliver high quality products on time. This wide-ranging compendium examines in depth
such topics as AMS behavioral modeling, mixed-signal me.
Calculate the energy in the form of heat (in kJ) required to change .docxclairbycraft
Calculate the energy in the form of heat (in kJ) required to change 75.0 g of liquid water at 27.0 °C to ice at –20.0 °C. Assume that no energy in the form of heat is transferred to the environment. (Heat of fusion = 333 J/g; heat of vaporization = 2256 J/g; specific heat capacities: ice = 2.06 J/g×K, liquid water = 4.184 J/g×K)
.
CAHIIM Competencies Assessed Subdomain VI.D. Human Resources Ma.docxclairbycraft
CAHIIM Competencies Assessed:
Subdomain VI.D. Human Resources Management
Create and implement staff orientation and training programs (Blooms 6)
Instructions:
You are an HIM Supervisor at a hospital and you have been asked to create a new staff training on data compliance rules. Assume that the new staff has a wide variety of background, with some new staff knowing nothing about data compliance at all. The training should be basic and introductory.
Create an outline for your training.
Requirements:
Include an introduction and summary within your outline
Length of outline should be 3-4 pages
It should be an annotated outline. This means that it should include citations within the outline and a reference page.
Your training should include the topics of HIPAA and The Joint Commission and other data compliance topics that affect hospital staff
.
C8-1 CASE STUDY 8 CARLSON COMPANIES STORAGE SOLUT.docxclairbycraft
C8-1
CASE STUDY 8
CARLSON COMPANIES STORAGE SOLUTIONS
Carlson Companies (www.carlson.com) is one of the largest privately held
companies in the United States, with more than 171,000 employees in more
than 150 countries. Carlson enterprises include a presence in marketing,
business and leisure travel, and hospitality industries. Its Carlson Hotels
Worldwide division owns and operates approximately 1,075 hotels located in
more than 70 countries. Radisson, Park Plaza, and Country Inn & Suites by
Carlson are some of its hotel brands. The hotel loyalty program is named
Club Carlson. The Carlson Restaurants Worldwide includes T.G.I. Friday’s
and the Pick Up Stix chains. The company registered approximately $38
billion in sales in 2011.
Carlson’s Information Technology (IT) division, Carlson Shared Services,
acts as a service provider to its internal clients and consequently must
support a spectrum of user applications and services. The IT division uses a
centralized data processing model to meet business operational
requirements. The central computing environment has traditionally included
an IBM mainframe and over 50 networked Hewlett-Packard and Sun servers
[KRAN04, CLAR02, HIGG02]. The mainframe supports a wide range of
applications, including Oracle financial database, e-mail, Microsoft Exchange,
Web, PeopleSoft, and a data warehouse application.
C8-2
In 2002, the IT division established six goals for assuring that IT
services continued to meet the needs of a growing company with heavy
reliance on data and applications:
1. Implement an enterprise data warehouse.
2. Build a global network.
3. Move to enterprise-wide architecture.
4. Establish six-sigma quality for Carlson clients.
5. Facilitate outsourcing and exchange.
6. Leverage existing technology and resources.
The key to meeting these goals was to implement a storage area
network (SAN) with a consolidated, centralized database to support
mainframe and server applications. Carlson needed a SAN and data center
approach that provided a reliable, highly scalable facility to accommodate
the increasing demands of its users.
Storage Requirements
Prior to implementing the SAN and data center approach, the central DP
shop included separate disc storage for each server, plus that of the
mainframe. This dispersed data storage scheme had the advantage of
responsiveness; that is, the access time from a server to its data was
minimal. However, the data management cost was high. There had to be
backup procedures for the storage on each server, as well as management
controls to reconcile data distributed throughout the system. The mainframe
included an efficient disaster recovery plan to preserve data in the event of
major system crashes or other incidents and to get data back online with
little or no disruption to the users. No comparable plan existed for the many
servers.
C8-3
As Ca.
Caffeine intake in children in the United States and 10-ytre.docxclairbycraft
Caffeine intake in children in the United States and 10-y
trends: 2001–20101–4
Namanjeet Ahluwalia, Kirsten Herrick, Alanna Moshfegh, and Michael Rybak
ABSTRACT
Background: Because of the increasing concern of the potential
adverse effects of caffeine intake in children, recent estimates of
caffeine consumption in a representative sample of children are
needed.
Objectives: We provide estimates of caffeine intake in children in
absolute amounts (mg) and in relation to body weight (mg/kg) to
examine the association of caffeine consumption with sociodemo-
graphic factors and describe trends in caffeine intake in children in
the United States.
Design: We analyzed caffeine intake in 3280 children aged 2–19 y
who participated in a 24-h dietary recall as part of the NHANES,
which is a nationally representative survey of the US population
with a cross-sectional design, in 2009–2010. Trends over time be-
tween 2001 and 2010 were examined in 2–19-y-old children (n =
18,530). Analyses were conducted for all children and repeated for
caffeine consumers.
Results: In 2009–2010, 71% of US children consumed caffeine on
a given day. Median caffeine intakes for 2–5-, 6–11-, and 12–19-y
olds were 1.3, 4.5, and 13.6 mg, respectively, and 4.7, 9.1, and 40.6
mg, respectively, in caffeine consumers. Non-Hispanic black chil-
dren had lower caffeine intake than that of non-Hispanic white
counterparts. Caffeine intake correlated positively with age; this
association was independent of body weight. On a given day,
10% of 12–19-y-olds exceeded the suggested maximum caffeine
intake of 2.5 mg/kg by Health Canada. A significant linear trend
of decline in caffeine intake (in mg or mg/kg) was noted overall for
children aged 2–19 y during 2001–2010. Specifically, caffeine in-
take declined by 3.0 and 4.6 mg in 2–5- and 6–11-y-old caffeine
consumers, respectively; no change was noted in 12–19-y-olds.
Conclusion: A majority of US children including preschoolers con-
sumed caffeine. Caffeine intake was highest in 12–19-y-olds and
remained stable over the 10-y study period in this age group. Am J
Clin Nutr 2014;100:1124–32.
INTRODUCTION
Caffeine is a commonly consumed stimulant present naturally
in or added to foods and beverages. Caffeine consumption in
children has received considerable interest because of the con-
cern of adverse health effects. Caffeine intake of 100–400 mg has
been associated with nervousness, jitteriness, and fidgetiness
(1, 2). Because of the continued brain development involving
myelination and pruning processes, children may be particularly
sensitive to caffeine (3, 4). There has been some evidence that
has linked caffeine intake in children to sleep dysfunction, el-
evated blood pressure, impairments in mineral absorption and
bone health, and increased alcohol use or dependence (1, 5–7).
In addition, the routine use of caffeinated sugar-sweetened
beverages may contribute to weight gain and dental cavities (8).
Caffeine toxicity in children has also.
Cabbage patch hip dance move, The running man hip hop dance move, th.docxclairbycraft
Cabbage patch hip dance move, The running man hip hop dance move, the humpty dance hip hop move and the butterfly hip hop dance move. Describe each using the attachment in the assignment which provides certain words and descriptions. each style of dance ( cabbage patch, running man, the humpty dance, butterfly) has to have description or analysis using B.A.S.T.E See the attachment
use the attachment to describe each hip hop dance move
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CA4Leading TeamsAre we a teamHi, my name is Jenny .docxclairbycraft
CA4:
Leading Teams
Are we a team?
Hi, my name is Jenny McConnell. I am the newly appointed CIO of a medium-sized technology company. Our company recruits top graduates from schools of business and engineering. Talent, intellect, creativity – it’s all there. If you lined up this crowd for a group photo, credentials in hand, the “wow” factor would be there.
Our company is spread over a dozen states, mostly in the Northwest. The talent pool is amazing across the board, both in IT and in the rest of the company. But when the CEO hired me, he said that we are performing nowhere near our potential. On the surface, the company is doing fine. But we should be a
Fortune 500
organization. With this much talent, we should be growing at a much faster rate. The CEO also said that I was inheriting “a super team with disappointing performance.” His task for me was to pull the IT stars into a cohesive team that would meet company needs for new IT systems and services much faster and more effectively.
Without making our superstars feel that they were being critiqued and second-guessed, or indicating “there’s a real problem here,” I wanted to gather as much information and feedback as possible from the 14 team members (regional CIOs and department heads) who report to me. I held one-on-one meetings in order to give a voice to each person, allowing each individual to provide an honest assessment of the team as well as areas for improvement and a vision for the future of team efforts.
I was surprised by the consistency of remarks and opinions. For example, a picture emerged of the previous CIO, who was obviously awed by the talent level of the team members. Comments such as “Bob pretty much let us do what we wanted” and “Bob would start the meeting and then just fade into the background, as if he found us intimidating” were typical. The more disturbing comment, “Bob always agree with
me
,” was expressed by most of the team members at some point in our conversation. It was as if the regional heads believed that the CIO wanted them to succeed by doing as they thought best for themselves.
I queried members about the level of cooperation during meetings and uncovered areas of concern, including the complaint that others at the table were constantly checking their iPads and smartphones during meetings. One department head told me, “You could turn off the sound while watching one of our meetings, and just by the body language and level of attention, tell who is aligned with whom and who wishes the speaker would just shup up. It would be comical if it weren’t so distressing.”
Such remarks were indicative of a lack of trust and respect and a breakdown of genuine communication. One team member told me, “I recently encountered a problem that a department head from another region had successfully solved, but the information was never shared, so here I am reinventing the wheel and wasting valuable time.” It was apparent that these so-called high performers were .
C7-1 CASE STUDY 7 DATA CENTER CONSOLIDATION AT GUARDI.docxclairbycraft
C7-1
CASE STUDY 7
DATA CENTER CONSOLIDATION AT GUARDIAN
LIFE
As one of the largest mutual life insurance firms in the United States,
Guardian Life (www.guardianlife.com) has more than 5000 employees and
over 3000 financial representatives in 80 agencies. Guardian and its
subsidiaries provide almost three million people with life and disability
income insurance, retirement services, and investment products such as
mutual funds, securities, variable life insurance, and variable annuities. The
company also supplies employee benefits programs to six million
participants, including life, health, and dental insurance, as well as qualified
pension plans. In addition to regional home offices in New York City;
Bethlehem, Pennsylvania; Spokane, Washington; and Appleton, Wisconsin,
the company has 55 remote sales offices and 80 remote agency offices.
Like other insurance companies, Guardian Life is an information
intensive organization where data processing and communications network
infrastructure have consistently been important contributors to its success.
Guardian Life’s IT organization has earned numerous accolades including
multiple CIO100 awards from CIO magazine [PRNE11]. According to Dennis
Callahan, Executive Vice President and Chief Information Officer for,
Guardian Life, "A strong partnership between IT and the businesses enables
http://www.guardianlife.com/
C7-2
Guardian to deliver cost-effective technology services that facilitate world-
class customer service, product innovation, and operational efficiency.”
Ensuring alignment between business and IT is important to Guardian Life
and provides a consistent theme for many of the insurance companies IT
projects including its data center consolidation initiatives [CIOZ12].
Data center consolidation has been an ongoing concern at Guardian for
more than a decade. Guardian’s IT governance structure is team-oriented
and the company’s data center consolidation initiatives are overseen by it
Infrastructure team. The Infrastructure team is primarily co-located in New
York, and Bethlehem, Pennsylvania but it has key support teams in Spokane,
Washington, Appleton, Wisconsin, and Pittsfield, Massachusetts.
Guardian Life began taking a serious look at data center consolidation in
2000, but in the aftermath of the September 11, 2001 terrorist attack,
Guardian also became more concerned with business continuity issues.
Guardian had four significant data centers, at its four home offices, but the
primary data center was in New York City. After 9/11, Guardian wanted
make infrastructure changes to ensure business continuity across its existing
data centers and made plans to add two more data centers to the mix.
Guardian performed an assessment of its data centers to provide a basis
for planning on the location of data processing resources. One surprising
outcome of this assessment had to do with utilization. The.
C9-1 CASE STUDY 9 ST. LUKES HEALTH CARE SYSTEM Hospitals have been .docxclairbycraft
C9-1 CASE STUDY 9 ST. LUKE'S HEALTH CARE SYSTEM Hospitals have been some of the earliest adopters of wireless local area networks (WLANs). The clinician user population is typically mobile and spread out across a number of buildings, with a need to enter and access data in real time. St. Luke's Episcopal Health System in Houston, Texas (www.stlukestexas.com) is a good example of a hospital that has made effective use wireless technologies to streamline clinical work processes. Their wireless network is distributed throughout several hospital buildings and is used in many different applications. The majority of the St. Luke’s staff uses wireless devices to access data in real-time, 24 hours a day. Examples include the following: • Diagnosing patients and charting their progress: Doctors and nurses use wireless laptops and tablet PCs to track and chart patient care data. • Prescriptions: Medications are dispensed from a cart that is wheeled from room to room. Clinician uses a wireless scanner to scan the patient's ID bracelet. If a prescription order has been changed or cancelled, the clinician will know immediately because the mobile device displays current patient data. C9-2 • Critical care units: These areas use the WLAN because running hard wires would mean moving ceiling panels. The dust and microbes that such work stirs up would pose a threat to patients. • Case management: The case managers in the Utilization Management Department use the WLAN to document patient reviews, insurance calls/authorization information, and denial information. The wireless session enables real time access to information that ensures the correct level of care for a patient and/or timely discharge. • Blood management: Blood management is a complex process that involves monitoring both patients and blood products during all stages of a treatment process. To ensure that blood products and patients are matched correctly, St. Luke’s uses a wireless bar code scanning process that involves scanning both patient and blood product bar codes during the infusion process. This enables clinicians to confirm patient and blood product identification before proceeding with treatment. • Nutrition and diet: Dietary service representatives collect patient menus at each nursing unit and enter them as they go. This allows more menus to be submitted before the cutoff time, giving more patients more choice. The dietitian can also see current patient information, such as supplement or tube feeding data, and view what the patient actually received for a certain meal. • Mobile x-ray and neurologic units: St. Luke’s has implemented the wireless network infrastructure necessary to enable doctors and clinicians to use mobile x-ray and neurologic scanning units. This makes it possible to take x-rays or to perform neurological studies in patient rooms. This minimizes the need to schedule patients for neurology or radiology lab visits. The mobile units also enable equipment to be brought to t.
C9-1 CASE STUDY 9 ST. LUKES HEALTH CARE SYSTEM .docxclairbycraft
C9-1
CASE STUDY 9
ST. LUKE'S HEALTH CARE SYSTEM
Hospitals have been some of the earliest adopters of wireless local area
networks (WLANs). The clinician user population is typically mobile and
spread out across a number of buildings, with a need to enter and access
data in real time. St. Luke's Episcopal Health System in Houston, Texas
(www.stlukestexas.com) is a good example of a hospital that has made
effective use wireless technologies to streamline clinical work processes.
Their wireless network is distributed throughout several hospital buildings
and is used in many different applications. The majority of the St. Luke’s
staff uses wireless devices to access data in real-time, 24 hours a day.
Examples include the following:
• Diagnosing patients and charting their progress: Doctors and
nurses use wireless laptops and tablet PCs to track and chart patient
care data.
• Prescriptions: Medications are dispensed from a cart that is wheeled
from room to room. Clinician uses a wireless scanner to scan the
patient's ID bracelet. If a prescription order has been changed or
cancelled, the clinician will know immediately because the mobile device
displays current patient data.
http://www.stlukestexas.com/
C9-2
• Critical care units: These areas use the WLAN because running hard
wires would mean moving ceiling panels. The dust and microbes that
such work stirs up would pose a threat to patients.
• Case management: The case managers in the Utilization Management
Department use the WLAN to document patient reviews, insurance
calls/authorization information, and denial information. The wireless
session enables real time access to information that ensures the correct
level of care for a patient and/or timely discharge.
• Blood management: Blood management is a complex process that
involves monitoring both patients and blood products during all stages of
a treatment process. To ensure that blood products and patients are
matched correctly, St. Luke’s uses a wireless bar code scanning process
that involves scanning both patient and blood product bar codes during
the infusion process. This enables clinicians to confirm patient and blood
product identification before proceeding with treatment.
• Nutrition and diet: Dietary service representatives collect patient
menus at each nursing unit and enter them as they go. This allows more
menus to be submitted before the cutoff time, giving more patients
more choice. The dietitian can also see current patient information, such
as supplement or tube feeding data, and view what the patient actually
received for a certain meal.
• Mobile x-ray and neurologic units: St. Luke’s has implemented the
wireless network infrastructure necessary to enable doctors and
clinicians to use mobile x-ray and neurologic scanning units. This makes
it possible to take x-rays or to perform neurological studies in patient
rooms. This min.
C361 TASK 2 2
C361 TASK 2 2
C361 Task 2
WGU
Evidence-Based Practice and Applied Nursing Research
C361
Eve Butler
July 28, 2019
Running head: C361 TASK 2 2
C361 Task 2
A.1 Healthcare problem
Worldwide estimates have shown that greater than 1.4 million patients have acquired nosocomial infections. Adherence to hand hygiene policies are shown to be the most effective way to help prevent these healthcare-associated infections; sadly research shows that healthcare workers have suboptimal compliance with their facilities hand hygiene policies due to lack of education and compliance monitoring. Patients in our healthcare settings are under the assumption that we are doing our best to promote their healing when in fact 7% of them will be subjected to a nosocomial infection with that rate climbing to 10% in developing countries (Finco et al., 2018).
A.2 Significance of the problem
The cost of care that is associated with nosocomial infections is estimated to be over ten billion dollars putting a burden on both patients and health organizations alike. It is estimated that 38% of all infections are caused by cross-contamination due to noncompliance with hand hygiene policies. These infections lead to approximately 99,000 deaths a year in the United States alone (Sickbert-Bennett et al., 2016).
A.3 Current healthcare practices related to the problem
Most healthcare facilities have an educational program that simply teaches how to achieve proper hand hygiene and use the WHO five moments of hand hygiene as their standard. However, this does not educate the healthcare workers on why it is important, nor does it address the far-reaching consequences for noncompliance. Along with the lack of foundational education, most facilities do not monitor for compliance.
A.4 How the problem affects the organization and patients’ cultural background
Inadequate hand hygiene leading to nosocomial infections can affect the organization's cultural background by leading to dissatisfaction in the workplace as staff becomes frustrated by their feelings of inadequacy and helplessness in dealing with patients getting sicker instead of better. The staff may also be feeling stress in the burden of caring for sicker patients. The patient's cultural background may be affected as they may be feeling despair or depression at their inability to get better, and some may feel it is punishment according to their cultural or religious beliefs.
B. Two research evidence sources and two non-research evidence sources considered
In searching for my research evidence sources, I start with the Western Governors University Library online. Once in the library, a boolean phrase was used, which allowed me to search for research articles that contain more than one topic in the same paper. Phrases I used in this search were “nosocomial infections,” “hand hygiene compliance,” and “ hand hygiene education.” With these phrases, thousands of articles were available to peruse.
One of the res.
C6-1 CASE STUDY 6 CHEVRON’S INFRASTRUCTURE EVOLUT.docxclairbycraft
C6-1
CASE STUDY 6
CHEVRON’S INFRASTRUCTURE
EVOLUTION
Chevron Corporation (www.chevron.com) is one of the world’s leading
energy companies. Chevron’s headquarters are in San Ramon, California.
The company has more than 62,000 employees and produces more than
700,000 barrels of oil per day. It has 19,500 retail sites in 84 countries. In
2012, Chevron was number three on the Fortune 500 list and had more than
$244 billion in revenue in 2011 [STAT12].
IT infrastructure is very important to Chevron and to better support all
facets of its global operations, the company is always focused on improving
its infrastructure [GALL12]. Chevron faces new challenges from increased
global demand for its traditional hydrocarbon products and the need to
develop IT support for new value chains for liquid natural gas (LNG) and the
extraction of gas and oil from shale. Huge investments are being made
around the world, particularly in Australia and Angola on massive projects of
unprecedented scale. Modeling and analytics are more important than ever
to help Chevron exploit deep water drilling and hydrocarbon extraction in
areas with challenging geographies. For example, advanced seismic imaging
tools are used by Chevron to reveal possible oil or natural gas reservoirs
beneath the earth’s surface. Chevron’s proprietary seismic imaging
http://www.chevron.com/
C6-2
technology contributed to it achieving a 69% discovery rate in
2011[CHEV12].
Supervisory Control and Data Acquisition (SCADA)
Systems
Chevron refineries are continually collecting data from sensors spread
throughout the facilities to maintain safe operations and to alert operators to
potential safety issues before they ever become safety issues. Data from the
sensors is also used to optimize the way the refineries work and to identify
opportunities of greater efficiency. IT controls 60,000 valves at Chevron’s
Pascagoula, Mississippi refinery; the efficiency and safety of its end-to-end
operations are dependent on advanced sensors, supervisory control and data
acquisition (SCADA) systems, and other digital industrial control systems
[GALL12].
SCADA systems are typically centralized systems that monitor and
control entire sites and/or complexes of systems that are spread out over
large areas such as an entire manufacturing, fabrication, power generation,
or refining facility. The key components of SCADA systems include:
Programmable logic units (PLCs) that and remote terminal units (RTUs)
connected to sensors that convert sensor signals to digital data and
send it to the supervisory system
A supervisory computer system that acquires data about the process
and sends control commands to the process
A human-machine interface (HMI) that presents process to the human
operators that monitor and control the process.
Process meters and process analysis instruments
Communication infrastructure connecting.
C125C126 FORMAL LAB REPORTFORMAL LAB REPORT, GeneralA f.docxclairbycraft
C125/C126 FORMAL LAB REPORT
FORMAL LAB REPORT, General
A formal lab report is required in conjunction with some of the experiments in each chemistry course. It is your chance to demonstrate to your professor or TA how well you understand the experiment and the chemical principles involved. A formal report is different than a term paper. It should be written in a scientific style, which is not the same style used for English or philosophy papers.
The keys to effective technical writing are organization, brevity, clarity, and an appreciation of the needs of the reader. You must write clearly and be thorough, but concise. Do not ramble. The best way to avoid rambling is to first prepare an outline of the report and stick to it. Always use complete sentences. Bulleted lists are okay in a lab notebook but are unacceptable in a formal report. Formal reports must be typed. Use 1.5 line spacing, 1-inch margins, 12 pt font and 8.5x11 inch paper. Only use third person, past tense. Also, proofread well.
The general structure of a formal lab report follows that of a scientific paper. It is:
Title and Author (s)
Introduction
Experimental Information
Data and Calculation
Results and Discussion
Conclusion
References
Results and discussion sections are combined into one single section. Different instructors may have specific formats that they want you to follow. You should always defer to the instructions given to you by your course. Presented here are general guidelines for writing formal lab reports and scientific papers.
Before writing your first report, visit the library and examine several journal articles. Pay close attention to the style of the prose and the contents of each particular section. Several common journals to investigate are:
The Journal of the American Chemical Society
The Journal of Physical Chemistry
Analytical Chemistry
Biochemistry
Initialed and dated laboratory notebook pages of the experiment must be submitted. While report sheets may be a joint effort, formal reports must be individually written. A schedule of reports and dates on which they are due is given in the course laboratory schedule. We highly recommend that reports be completed prior to the day of submission to allow time to proofread, and thus avoiding loss of points due to last minute problems. Lost data or the inability to print reports is not acceptable excuses for incomplete or missing reports. You will be informed when notebook pages will be collected before the report is due.
FORMAL LAB REPORT - Title and Author(s)
State the title of the experiment, your name, the date and your laboratory section number, if applicable. Also state the name of your lab partner(s). This information should be at the top of the first page.
FORMAL LAB REPORT – Introduction
The Introduction states the purpose of the study and introduces the reader with new ideas and topics. It also provides any background necessary to acquaint the read.
C11-1 CASE STUDY 11 CLOUD COMPUTING (IN)SECURITY .docxclairbycraft
C11-1
CASE STUDY 11
CLOUD COMPUTING (IN)SECURITY
Cloud computing is reshaping enterprise network architectures and
infrastructures. It refers to applications delivered as services over the
Internet as well as the hardware and systems software in data centers that
provide those services. The services themselves have long been referred to
as Software as a Service (SaaS) which had its roots in Software-Oriented
Architecture (SOA) concepts that began shaping enterprise network
roadmaps in the early 2000s. IaaS (Infrastructure as a Service) and PaaS
(Platform as a Service) are other types of cloud computing services that are
available to business customers.
Cloud computing fosters the notion of computing as a utility that can be
consumed by businesses on demand in a manner that is similar to other
services (e.g. electricity, municipal water) from traditional utilities. It has the
potential to reshape much of the IT industry by giving businesses the option
of running business software applications fully on-premises, fully in “the
cloud” or some combination of these two extremes. These are choices that
businesses have not had until recently and many companies are still coming
to grips with this new computing landscape.
Security is important to any computing infrastructure. Companies go to
great lengths to secure on-premises computing systems, so it is not
surprising that security looms as a major consideration when augmenting or
replacing on-premises systems with cloud services. Allaying security
C11-2
concerns is frequently a prerequisite for further discussions about migrating
part or all of an organization’s computing architecture to the cloud.
Availability is another major concern: “How will we operate if we can’t access
the Internet? What if our customers can’t access the cloud to place orders?”
are common questions [AMBR10].
Generally speaking, such questions only arise when businesses
contemplating moving core transaction processing, such as ERP systems,
and other mission critical applications to the cloud. Companies have
traditionally demonstrated less concern about migrating high maintenance
applications such as e-mail and payroll to cloud service providers even
though such applications hold sensitive information.
Security Issues and Concerns
Auditability is a concern for many organizations, especially those who must
comply with Sarbanes-Oxley and/or Health and Human Services Health
Insurance Portability and Accountability Act (HIPAA) regulations [IBM11].
The auditability of their data must be ensured whether it is stored on-
premises or moved to the cloud.
Before moving critical infrastructure to the cloud, businesses should do
diligence on security threats both from outside and inside the cloud
[BADG11]. Many of the security issues associated with protecting clouds
from outside threats are similar to those that have traditionally faced
.
C1-1 CASE STUDY 1 UNIFIED COMMUNICATIONS AT BOEING .docxclairbycraft
C1-1
CASE STUDY 1
UNIFIED COMMUNICATIONS AT BOEING
The Boeing Company (http://www.boeing.com/), headquartered in Chicago,
Illinois, is the world’s largest manufacturer of military aircraft and
commercial jetliners. Boeing has more than 159,000 employees working in
70 different countries who require effective communication to develop and
build some of the world’s most complex products using components from
more than 22,000 global suppliers.
The company’s workforce is one of the most highly educated in the
world. Most employees hold a college degree and many hold advanced
degrees. Collectively Boeing employees have very broad and deep
knowledge that can be harnessed to solve problems and design next
generation products.
Like many major corporations, Boeing has experienced an uptick in the
number of employees who work remotely or travel the majority of each work
week. Boeing’s engineers number in the thousands and are purposely
scattered worldwide to support the company’s global operations.
Boeing organizes its employees into work and project teams. Given the
company’s size and geographic footprint, many of Boeing work’s teams
include globally dispersed members. Engineers on the same team may be
separated by multiple time zones and thousands of miles. Time zone
differences and distance frequently present teams with communication
challenges when they are faced with time sensitive issues that must be
resolved quickly.
http://www.boeing.com/
C1-2
Additional communication issues are associated with the sheer breadth
and depth of Boeing’s knowledge base. When faced with questions about a
particular part included in one of Boeing’s new airliners, an engineer can be
challenged to identify the right person in the company to contact for
answers.
Collaboration Technologies
Boeing knows that continual innovation is important to its long term success.
It also recognizes that effective communication among its employees,
customers, and suppliers is an important enabler of continual innovation.
Boeing has traditionally relied on a variety of systems to facilitate
collaboration among its employees and business partners. As illustrated in
Figure C1-1a, Web conferencing, audio conferencing, desktop sharing, and
mobile voice and data services have been used by Boeing employees to
facilitate communication among geographically dispersed team members.
Historically, these capabilities have been provided by different third-party
providers who were selected on the basis of their ability to provide high-
quality communication services at competitive rates.
By the mid-2000s, Boeing had begun its migration toward unified
messaging and unified communications. At that time, instant messaging (IM)
was one of the more popular messaging services used Boeing employees. At
Boeing, IM has traditionally been supplemented by Web and audio
conferencing services as well as by de.
C09 07222011 101525 Page 88IT leader who had just been.docxclairbycraft
C09 07/22/2011 10:15:25 Page 88
IT leader who had just been hired and would be focused on developing a long-term IT
strategy for the company.
This chapter shows how to develop a strategy for your IT organization and avoid
getting overwhelmed with day-to-day issues. Many CIOs get caught up in tactical
issues and never take the time to establish a future strategy for the organization. The
process is not new or difficult, but many CIOs fail to devote the time to this area and
end up like Fred.
OVERVIEW
Developing an IT strategy is critical for IT leaders. Unless your organization has
developed an understanding of your future goals and objectives, you will not be
successful in leading it forward. In the same manner that you must first decide where
you want to live and build your dream house before engaging the architect and building
contractors, you need to develop a future strategy in order to successfully build your
IT organization.
This chapter is written for someone who has never developed an IT strategy in the
past or needs to revise an existing strategy to align with the company’s future direction.
We first review the methodology you can use to develop your strategy and then go
through the actual steps necessary to complete the strategy. It is important to note that
this is a collaborative process between the IT organization and its business partners. You
must actively engage them during the process and solicit their input during the
development of the strategy. The IT strategy should be considered a component of
an effective business strategy. Finally, we recommend that your strategy is a living
document that is updated on a regular basis to support the evolving nature of your
business. If you decide to enter a new market, offer new products or services, or change
your business model, the IT strategy must be revised to support the business.
IT STRATEGY METHODOLOGY
The methodology for creating your IT strategy consists of three steps, and development
of your improvement road map encompasses three critical elements, as shown in
Figure 9.1.
The first step is to understand the current state of the IT organization. Key questions
for determining current state include:
& Has the organization been successful in meeting the needs of the business?
& Are the relations between the IT organization and its business partners collaborative?
& Does the business feel that investments in the IT organization are providing the
desired benefits?
It is important to take an objective view of how the organization is operating today
and not assume that things are going great.
88 & Process
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C053GXML 10192012 214425 Page 131cC H A P T E R.docxclairbycraft
C053GXML 10/19/2012 21:44:25 Page 131
c
C H A P T E R
5
Privacy and Cyberspace
Of all the ethical issues associated with the use of cybertechnology, perhaps none has
received more media attention than concern about the loss of personal privacy. In this
chapter, we examine issues involving privacy and cybertechnology by asking the
following questions:
� How are privacy concerns generated by the use of cybertechnology different from
privacy issues raised by earlier technologies?
� What, exactly, is personal privacy, and why is it valued?
� How do computerized techniques used to gather and collect information, such as
Internet “cookies” and radio frequency identification (RFID) technology, raise
concerns for personal privacy?
� How do the transfer and exchange of personal information across and between
databases, carried out in computerized merging and matching operations,
threaten personal privacy?
� How do tools used to “mine” personal data exacerbate existing privacy concerns
involving cybertechnology?
� Can personal information we disclose to friends in social networking services
(SNS), such as Facebook and Twitter, be used in ways that threaten our privacy?
� How do the use of Internet search engines and the availability of online public
records contribute to the problem of protecting “privacy in public”?
� Do privacy-enhancing tools provide Internet users with adequate protection for
their online personal information?
� Are current privacy laws and data protection schemes adequate?
Concerns about privacy can affect many aspects of an individual’s life—from
commerce to healthcare to work to recreation. For example, we speak of consumer
privacy, medical and healthcare privacy, employee and workplace privacy, and so forth.
Unfortunately, we cannot examine all of these categories of privacy in a single chapter. So
we will have to postpone our analysis of certain kinds of privacy issues until later chapters
in the book. For example, we will examine some ways that medical/genetic privacy issues
are aggravated by cybertechnology in our discussion of bioinformatics in Chapter 12, and
131
C053GXML 10/19/2012 21:44:25 Page 132
we will examine some particular employee/workplace privacy issues affected by the use
of cybertechnology in our discussion of workplace surveillance and employee mon-
itoring in Chapter 10. Some cyber-related privacy concerns that conflict with cyberse-
curity issues and national security interests will be examined in Chapter 6, where
privacy-related concerns affecting “cloud computing” are also considered. In our
discussion of emerging and converging technologies in Chapter 12, we examine
some issues that affect a relatively new category of privacy called “location privacy,”
which arise because of the use of embedded chips, RFID technology, and global
positioning systems (GPS).
Although some cyber-related privacy concerns are specific to one or more spheres or
sectors—i.e., employment, healthcare, and so f.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
C10-1 CASE STUDY 10 CHOICE HOTELS INTERNATIONAL .docx
1. C10-1
CASE STUDY 10
CHOICE HOTELS INTERNATIONAL
Within the hospitality industry, there has traditionally been a
division
between networks that serve guest functions and those that
serve
operations and administration, both with respect to data
transmission and
voice transmission. In recent years, most hotel and motel chains
have
moved in the direction of consolidating multiple functions on
networks that
used to be dedicated to one use. Tighter integration of voice and
data and of
guest and operations/administration networking is a fast-
growing trend.
Choice Hotels International (www.choice.com) is a good
example of this
2. trend.
Choice Hotels International (NYSE: CHH) is one of the largest
and most
successful lodging companies in the world. It franchises more
than 6,100
hotels, representing more than 490,000 rooms, in the United
States and
more than 30 countries and territories. The company's best
known brands
include Comfort Inn, Comfort Suites, Quality, Sleep Inn,
Clarion, Cambria
Suites, MainStay Suites, Suburban Extended Stay Hotel, Econo
Lodge and
Rodeway Inn.
In-House Networking Functions
Choice supports two distinct networking functions. A central
Web site
enables customers to reserve rooms at any Choice franchise
http://www.choice.com/
C10-2
accommodation. The central reservation system, known as
Profit Manager,
3. automatically finds the most appropriate hotel based on
location, price
range, or standard. Individual hotels also take bookings, so
there needs to
be a way for hotels and the central system to remain
synchronized.
Choice networks also support its franchisees. Choice is in fact
a
relatively small company in terms of personnel (about 2000
employees) and
does not own or operate any hotels. All of the establishments
under its brand
names are independently owned and pay Choice licensing fees
and a royalty
on all sales. In return, they receive a variety of services,
including
marketing, quality control, and inventory management. Many of
these
services are offered via network, such as allowing managers to
order
supplies online and check booking status. This support network
is similar to a
corporate intranet but has a higher reliability requirement. The
6100 hotel
4. managers are, in effect, Choice's customers, not employees.
Thus, the
standards for reliability and performance of the network are
high.
In the late 1990s, Choice began to focus on providing a state-
of-the-art
global reservation system. At this point, the synchronization of
local and
online reservations was done manually. Each hotel provided
Choice with a
fixed block of inventory to sell over the central reservation
system, with an
average of 30% of capacity. Once that 30% was sold, Profit
Manager listed
the hotel as fully booked, even though there might be plenty of
rooms
available from the other 70%. The reverse problem also
occurred: If the
local reservation system had sold all available rooms except
those assigned
to Choice, the local staff had to refuse additional customers or
overbook.
Thus, the system was inherently inefficient.
5. Around this time, Choice moved from a purely telephone-based
central
reservation system to a Web-based system. Choice found, as did
many
companies, that letting customers serve themselves online saved
time and
money. Further, unlike many industries burned in the move to e-
commerce,
the travel sector is an ideal match for Web-based services. And
the benefits
C10-3
for travelers are striking. Customers can get an instant list of
every room
available with their chosen criteria. They can also view the
hotel and, in
some cases, the individual room. In addition, hotel rooms are a
typical
example of "distressed" products; like airline seats and theater
tickets, they
can't be stockpiled if left unsold. Thus, they are ideal for using
last-minute
special offers and promotions, which can be posted online or e-
mailed to
6. interested customers.
But all of these benefits require full integration between local
reservation systems and the central reservation system. Choice
decided to
implement a franchise-wide IP network that provided every
American hotel
with a permanent connection to the central Profit Manager
database. The
most important criteria for this network were coverage and
reliability. The
network needed to reach every franchise and needed to be
highly available.
Capacity was not a particular concern, because updates and
reservations use
little capacity.
To meet its needs, Choice decided to go with a satellite
network
[HARL02, DORN01, UHLA00]. Even within the United States,
reliable
universal coverage requires expensive leased lines or
dependence on
switched networks that may not always deliver. The situation is
far worse
7. internationally. Satellite networks provide the universal
coverage and are in
fact more reliable than the competition. Satellites that use fixed
dishes are a
mature, dependable technology. Downtime averages only
minutes each
year.
For its initial effort, Choice went to Hughes Network Systems,
which set
up a dedicated IP network using two geostationary satellites
based at
separate hubs (Figure C10.1). The hub is a ground-based control
center that
includes a number of switches and routers. At the hub, Hughes
separates
Choice's traffic from that of its other customers and routes it
accordingly.
The Los Angeles hub covers the entire United States via a
broad-beam
satellite service. The Germantown hub controls a number of
narrower spot
C10-4
8. beams that service Alaska and Hawaii and provides extra
capacity for major
cities. Each hotel is equipped with a VSAT (very small aperture
terminal)
dish.
The satellite system has worked well, and Choice has gradually
transitioned operational and administrative functions to the
network. For
example, data for settling accounts with travel agents and
tracking the
Choice Privilege frequent-stayer program are sent on the
satellite network.
Guest Internet Access
In 2004, Choice began implementing free high-speed Internet
access for all
guests in its Clarion Hotels and Comfort Suites, using 3Com
equipment. The
implementation uses an efficient combination of wireless and
wired access
within each hotel [3COM04, 3COM06].
9. C10-5
To be able to affordably provide Internet service, hotels have
traditionally invested in expensive and disruptive construction,
including the
installation of additional cabling and forcing the closing of
income-producing
rooms. To recover their costs, some hotels charge their guests
for Internet
access – which is exactly the situation Choice Hotels wished to
avoid. To
allow its franchises to affordably fulfill its mandate, Choice
Hotels needed a
powerful, low-cost network solution that could be installed
quickly and easily.
Access is provided in wireless and wired modes. For wireless
access,
each hotel implements Wi-Fi that serves all guest rooms. Using
the 3Com
Wi-Fi network, guests are able to check e-mail, exchange files,
and browse
the Web at speeds up to 54 Mbps. Built-in encryption and
10. support for
multiple security options help safeguard data as they travel over
the wireless
network. With each access point supporting up to 256 users,
setting up
conference room connectivity requires no additional wiring or
IT assistance
to provide ample bandwidth even to large groups.
Users without wireless capabilities can plug their laptops into
3Com
wireless LAN workgroup bridges in guest rooms and hotel data
centers for
immediate connectivity.
Free-to-Guest Television Services
In 2011, Choice International selected Bulk TV & Internet
(www.bulktv.com )
as its television services provider for franchise hotel owners of
the
company's 11 brands [PRNE11]. Bulk TV, headquartered in
Raleigh, NC
provides satellite TV, Internet services, and bulk TV
(Television plus Internet
services). The company serves hotels, nursing homes, hospitals,
11. correctional
facilities, fitness centers, and the collegiate housing market. In
addition to
television programming, the company offers high-speed Internet
access,
virus control, bandwidth throttling, VPN support, managed data
services,
http://www.bulktv.com/
C10-6
Bulk TV & Internet is the leading provider of DIRECTV
services to the
hospitality industry. DIRECTV is one of the largest satellite
television service
providers in the United States; the Dish Network is its major
competitor.
Choice International’s long-standing use of VSAT’s and
satellite-based
communication services contributed toward their choice of Bulk
TV &
Internet for free-to-guest in room television programming. The
wide range
of HD programming, a la carte programming, 4/7 technical
support,
12. competitive monthly rates were also attractive features.
Bulk TV & Internet custom builds and installs each of its
customers’
systems and uses several enterprise-grade solutions, including
fiber, T1,
DS3 and carrier Ethernet to satisfy their Internet needs. Most
of the
systems that they build include remote monitoring capabilities
that will notify
the Tech Support Department at Bulk TV & Internet about
connectivity
issues before guests or residents are aware of any problems.
Discussion Points
1. Perhaps the major drawback to a satellite-based system is
latency. The
delays can be noticeable on some online applications. Discuss
what
issues this might raise for the Choice suite of applications.
2. What issues is Choice likely to experience as it expands its
network to
full global reach?
13. 3. Do some Internet research to identify the reasons why
providers like
Bulk TV & Internet use terrestrial circuits rather than satellite
links to
support Internet access for their customers. Why are terrestrial
connections preferred?
Sources
[3COM04] 3COM Corp. Choice Hotels International Teams Up
with 3COM to
Offer Free Wireless Internet Access at Clarion Hotels and
Comfort Suites.
3COM Press Release, February 18, 2004. http://www.3com.com/
http://www.3com.com/
C10-7
[3COM06] 3COM Corp. Case Study. Choice Hotels
International, Inc. U.S.
2006. http://www.3com.com/.
[DORN01] Dornan, A. “Hotel Chain Reserves Room on Space
Network.”
Network Magazine, January, 2001.
[HARL02] Harler, C. “Bring it On!” Hospitality Technology
Magazine,
January/February 2002.
[PRNE11 PRNewswire.com. “Bulk TV Awarded Qualified
Vendor Status
14. with Choice Hotels International. October 27, 2011. Retrieved
online
from: http://www.prnewswire.com/news-releases/bulk-tv-
awarded-
qualified-vendor-status-with-choice-hotels-international-
132689763.html.
[UHLA00] Uhland, V. “The Turbo-Charged Enterprise.”
Satellite
Broadband, November 2001.
http://www.3com.com/
http://www.prnewswire.com/news-releases/bulk-tv-awarded-
qualified-vendor-status-with-choice-hotels-international-
132689763.html
http://www.prnewswire.com/news-releases/bulk-tv-awarded-
qualified-vendor-status-with-choice-hotels-international-
132689763.html
http://www.prnewswire.com/news-releases/bulk-tv-awarded-
qualified-vendor-status-with-choice-hotels-international-
132689763.htmlCASE STUDY 10In-House Networking
FunctionsGuest Internet AccessFree-to-Guest Television
ServicesDiscussion PointsSources
Case Study 3: Choice Hotels International
Read the case study titled “Choice Hotels International” found
at the end of Chapter 17 and (see attachment)
Write a fully developed paper in which you:
1. Assess the two distinct networking functions.
2. Analyze the issues Choice is likely to experience as it
expands its network to full global reach. Provide a rationale for
your answer.
3. Critique the Choice implementing free high-speed Internet
15. access for all guests in its Clarion Hotels and Comfort Suites
from the security point of view.
4. Use at least three quality resources in this assignment. Note:
Wikipedia and similar websites do not qualify as quality
resources.
Your assignment must follow these formatting requirements:
· Be typed, double-spaced, using Times New Roman font (size
12), with one-inch margins on all sides; references must follow
APA or school-specific format. Check with your professor for
any additional instructions.
· Include a cover page containing the title of the assignment, the
student’s name, the professor’s name, the course title, and the
date. The cover page and the reference page are not included in
the required page length.
· Include charts or diagrams created in Visio or Dia. The
completed diagrams/charts must be imported into the Word
document before the paper is submitted.
The specific course learning outcomes associated with this
assignment are:
· Evaluate the internal mechanisms and user-network interfaces
that have been developed to support voice, data, and multi-
media communications over long-distance networks.
Grading for this assignment will be based on answer quality,
logic/organization of the paper, and language and writing skills,
using the following rubric.