Using Third Party Components for Building an Application Might be More Danger...Achim D. Brucker
Today, nearly all developers rely on third party components for building an application. Thus, for most software vendors, third
party components in general and Free/Libre and Open Source Software (FLOSS) in particular, are an integral part of their
software supply chain.
As the security of a software offering, independently of the delivery model, depends on all components, a secure software supply
chain is of utmost importance. While this is true for both proprietary and as well as FLOSS components that are consumed,
FLOSS components impose particular challenges as well as provide unique opportunities. For example, on the one hand,
FLOSS licenses contain usually a very strong “no warranty” clause and no service-level agreement. On the other hand, FLOSS
licenses allow to modify the source code and, thus, to fix issues without depending on an (external) software vendor.
This talk is based on working on integrating securely third-party components in general, and FLOSS components in particular,
into the SAP's Security Development Lifecycle (SSDL). Thus, our experience covers a wide range of products (e.g., from small
mobile applications of a few thousands lines of code to large scale enterprise applications with more than a billion lines of code),
a wide range of software development models (ranging from traditional waterfall to agile software engineering to DevOps), as
well as a multiple deployment models (e.g., on premise products, custom hosting, or software-as-a-service).
Top 5 best practice for delivering secure in-vehicle softwareRogue Wave Software
This document outlines best practices for delivering secure in-vehicle software. It discusses five practices: 1) Manage and mitigate issues through static code analysis and testing to find vulnerabilities early, 2) Build security into the development workflow by integrating security checks from the start, 3) Enforce standards and ensure compliance with tools to check for adherence to guidelines like MISRA and ISO 26262, 4) Manage open source risk through policies, inventorying, and ongoing governance, and 5) Streamline processes with continuous integration, automation, and security/compliance checks integrated into the pipeline. The presentation emphasizes finding and fixing issues early, making security everyone's responsibility, and using tools to enforce best practices.
With many automotive organizations transforming development efforts towards agile methodologies, the need to redefine and establish security, safety, and quality standards and testing methods is more important than ever. How do we fit safety and security planning and tools into the adaptive development and rapid delivery practices of agile teams?
In this second one-hour webinar you'll learn how to:
- Integrate security and compliance testing with agile development
- Provide context for fast triage and remediation
- Create policies for code management in integrated testing environments
Bridging the Security Testing Gap in Your CI/CD PipelineDevOps.com
Are you struggling with application security testing? Do you wish it was easier, faster, and better? Join us to learn more about IAST, a next-generation application security tool that provides highly accurate, real-time vulnerability results without the need for application or source code scans. Learn how this nondisruptive tool can:
Run in the background and report vulnerabilities during functional testing, CI/CD, and QA activities.
Auto verify, prioritize and triage vulnerability findings in real time with 100% confidence.
Fully automate secure app delivery and deployment, without the need for extra security scans or processes.
Free up DevOps resources to focus on strategic or mission-critical tasks and contributions.
Selecting an App Security Testing Partner: An eGuideHCLSoftware
In the age of digital transformation, global businesses leverage web application scanning tools to shape innovative employee cultures, business processes, and customer experiences. The surge in remote work, cloud computing, and online services unveils unprecedented vulnerabilities and threats.
Learn more: https://hclsw.co/ftpwvz
Procuring an Application Security Testing PartnerHCLSoftware
Procuring an Application Security Testing Partner is crucial for safeguarding digital assets. An Application Security Testing Partner specializes in conducting comprehensive assessments using keywords like vulnerability scanning, penetration testing, code review, and threat modeling. Their expertise ensures your applications are fortified against cyber threats, providing peace of mind in an increasingly interconnected digital landscape.
Learn More: https://hclsw.co/ftpwvz
Using Third Party Components for Building an Application Might be More Danger...Achim D. Brucker
Today, nearly all developers rely on third party components for building an application. Thus, for most software vendors, third
party components in general and Free/Libre and Open Source Software (FLOSS) in particular, are an integral part of their
software supply chain.
As the security of a software offering, independently of the delivery model, depends on all components, a secure software supply
chain is of utmost importance. While this is true for both proprietary and as well as FLOSS components that are consumed,
FLOSS components impose particular challenges as well as provide unique opportunities. For example, on the one hand,
FLOSS licenses contain usually a very strong “no warranty” clause and no service-level agreement. On the other hand, FLOSS
licenses allow to modify the source code and, thus, to fix issues without depending on an (external) software vendor.
This talk is based on working on integrating securely third-party components in general, and FLOSS components in particular,
into the SAP's Security Development Lifecycle (SSDL). Thus, our experience covers a wide range of products (e.g., from small
mobile applications of a few thousands lines of code to large scale enterprise applications with more than a billion lines of code),
a wide range of software development models (ranging from traditional waterfall to agile software engineering to DevOps), as
well as a multiple deployment models (e.g., on premise products, custom hosting, or software-as-a-service).
Top 5 best practice for delivering secure in-vehicle softwareRogue Wave Software
This document outlines best practices for delivering secure in-vehicle software. It discusses five practices: 1) Manage and mitigate issues through static code analysis and testing to find vulnerabilities early, 2) Build security into the development workflow by integrating security checks from the start, 3) Enforce standards and ensure compliance with tools to check for adherence to guidelines like MISRA and ISO 26262, 4) Manage open source risk through policies, inventorying, and ongoing governance, and 5) Streamline processes with continuous integration, automation, and security/compliance checks integrated into the pipeline. The presentation emphasizes finding and fixing issues early, making security everyone's responsibility, and using tools to enforce best practices.
With many automotive organizations transforming development efforts towards agile methodologies, the need to redefine and establish security, safety, and quality standards and testing methods is more important than ever. How do we fit safety and security planning and tools into the adaptive development and rapid delivery practices of agile teams?
In this second one-hour webinar you'll learn how to:
- Integrate security and compliance testing with agile development
- Provide context for fast triage and remediation
- Create policies for code management in integrated testing environments
Bridging the Security Testing Gap in Your CI/CD PipelineDevOps.com
Are you struggling with application security testing? Do you wish it was easier, faster, and better? Join us to learn more about IAST, a next-generation application security tool that provides highly accurate, real-time vulnerability results without the need for application or source code scans. Learn how this nondisruptive tool can:
Run in the background and report vulnerabilities during functional testing, CI/CD, and QA activities.
Auto verify, prioritize and triage vulnerability findings in real time with 100% confidence.
Fully automate secure app delivery and deployment, without the need for extra security scans or processes.
Free up DevOps resources to focus on strategic or mission-critical tasks and contributions.
Selecting an App Security Testing Partner: An eGuideHCLSoftware
In the age of digital transformation, global businesses leverage web application scanning tools to shape innovative employee cultures, business processes, and customer experiences. The surge in remote work, cloud computing, and online services unveils unprecedented vulnerabilities and threats.
Learn more: https://hclsw.co/ftpwvz
Procuring an Application Security Testing PartnerHCLSoftware
Procuring an Application Security Testing Partner is crucial for safeguarding digital assets. An Application Security Testing Partner specializes in conducting comprehensive assessments using keywords like vulnerability scanning, penetration testing, code review, and threat modeling. Their expertise ensures your applications are fortified against cyber threats, providing peace of mind in an increasingly interconnected digital landscape.
Learn More: https://hclsw.co/ftpwvz
04. Agile development of sustainable software - Joost Visser - #ScaBru18AgileConsortiumINT
Ventouris is a 12-year old product fully developed and maintained using agile and XP practices. Demonstrated sustainable agility, plus quality commendation from external auditors confirming compliance to regulatory requirements, very limited technical debt and high maintainability. The result of a partnership between 8 employer’s social security competitors collaborate through the scaling of agile teams.
Security Culture from Concept to Maintenance: Secure Software Development Lif...Dilum Bandara
The document discusses implementing a Secure Software Development Lifecycle (SDLC) to help organizations build more secure software. It describes the key steps in the SDL process, including requirements, design, implementation, verification, release and response. Implementing an SDL can help minimize security issues and related costs through practices like threat modeling, secure coding and security testing throughout the development cycle. The challenges of adoption and ways to build a security culture are also addressed.
Security Testing for Testing ProfessionalsTechWell
Today’s software applications are often security-critical, making security testing an essential part of a software quality program. Unfortunately, most testers have not been taught how to effectively test the security of the software applications they validate. Join Jeff Payne as he shares what you need to know to integrate effective security testing into your everyday software testing activities. Learn how software vulnerabilities are introduced into code and exploited by hackers. Discover how to define and validate security requirements. Explore effective test techniques for assuring that common security features are tested. Learn about the most common security vulnerabilities and how to identify key security risks within applications and use testing to mitigate them. Understand how to security test applications—both web- and GUI-based—during the software development process. Review examples of how common security testing tools work and assist the security testing process. Take home valuable tools and techniques for effectively testing the security of your applications going forward.
This document discusses how continuous delivery of software is putting pressure on security teams to keep up with frequent releases. It describes how leading companies are using Fortify's application security solutions to scan more applications faster, better prioritize issues, and integrate security testing throughout development. By shifting security left to earlier phases, these companies find and fix vulnerabilities sooner, reducing remediation time and allowing for faster software delivery cycles to support business needs. The document surveys software security operations at several large financial, energy, and technology companies to evaluate how Fortify helps with scan setup, performance, triaging, remediation, and scalability.
Best Coding PracticesLaDonne White, Manager, Webtrain Inc. e.docxtangyechloe
Best Coding Practices
LaDonne White, Manager, Webtrain Inc.
e-Commerce Site
August 31, 2018
-Welcome-
1
Introduction
Security attacks are nowadays focusing on productivity enhanced software.
Software development need robust security requirements to deter attacks.
Some vulnerability exist due to human error when coding.
Software development lifecycle need to apply the best coding practices.
Security attacks are evolving from targeting comprehensively protected IT network infrastructure to the productivity-enhanced software or business operations’ applications such as web-based programs that every user utilize on a daily basis.
Webtrain Inc. uses various software applications to conduct it business operations and evaluation of the entire software packages reveal that there are essential requirements that need to be implemented in order to mitigate against certain attacks. The software development lifecycle which includes the coding practices employed by the development team indicate that certain models such as adequate security testing and hardening processes are not properly outlined.
2
Objectives of best practices
To develop secure software.
Ensure robust security requirements are implemented in the software development lifecycle.
Enhance the overall security of the organization.
Mitigate against software-propagated security attacks.
Therefore, it is important that drastic measures be instituted in the software development lifecycle with all security requirements and processes being widely considered. In order to ensure that applications are designed and implemented with appropriate security requirements, the best coding practices must be used in addition to ensuring that focus on the security threats is determined and influenced by the integrated day-to-day operations and processes of the software. It is imperative to ensure that the programs that company will develop in future follow the secure coding guidelines regardless of the device or model utilized for programming.
3
Purpose
Provide a robust software development lifecycle guide.
Institute best secure coding practices that will enable building of secure software at first rather than implementing latter corrective measures.
Limit regular or daily basis security monitoring processes.
Consequently, it is vital that extreme methods be established in the software development lifecycle with all security requirements and processes being widely considered.
Note that it is less expensive to build secure software than to correct security issues after a breach the release and patch cycle of software security management amounts to lengthy security processes and regular security monitoring as well as increase in attack surface. In addition, the objectives and purpose of the company’s best secure coding practices include implementing secure software products, enhancing security level, and creating a reputable brand within the company as well as externally.
4
Resources
OWASP Secur.
This document discusses how to integrate application security practices into continuous integration (CI) workflows to make security testing and analysis easier to manage. It recommends combining CI with automated security testing and static code analysis. Integrating these tools into CI helps minimize the effort required for secure development practices while still gaining their benefits. The document provides examples of open source and commercial tools that can be used for CI servers, source control, issue tracking, unit testing, security testing, and static code analysis. It also discusses considerations for tool selection and how to structure multiple CI jobs.
Now that you’ve learned how to create code confidence for better application security, the second webinar in this series focuses on ensuring your processes are secure.
With many organizations transforming development efforts from traditional environments toward Agile development, the need to redefine and establish security standards and testing methods is more important than ever.
In this second one-hour webinar you'll learn how to:
- Integrate security and compliance testing with Agile development
- Provide context for fast triage and remediation
- Create policies for code management in integrated testing environments
Web Application Testing for Today’s Biggest and Emerging ThreatsAlan Kan
The document discusses emerging threats to web applications and strategies for testing applications to identify vulnerabilities. It finds that nearly half of all vulnerabilities are in web applications, with cross-site scripting and SQL injection being most common. Many vulnerabilities have no patches available yet. New attack types like client-side vulnerabilities are also emerging. The document advocates integrating security testing into the development process to help developers write more secure code and find issues early.
A Warrior's Journey: Building a Global AppSec Program - OWASP Global AppSec 2020Brian Levine
"Adapt what is useful, reject what is useless, and add what is specifically your own." -Bruce Lee
Full transcript is here, https://www.linkedin.com/pulse/warriors-journey-building-global-appsec-program-owasp-brian-levine
This talk covers critical foundations for building a scalable Application Security Program.
Drawing on warrior-tested strategies and assurance frameworks such as OWASP SAMM and BSIMM, this session gives actionable guidance on building and advancing a global application security program.
Whether you are starting a fledgling security journey or managing a mature SSDLC, these foundational elements are core for achieving continuous security at scale.
Brian Levine is Senior Director of Product Security for Axway, an enterprise software company, delivering product solutions and cloud services to global Fortune 500 enterprises and government customers.
If you were tasked with building a security program, imagine it's day 1 in your new role as an application security manager, which playbook would you use? There’s an Alphabet Soup of standards to choose from, you have ISO, SOC2, OWASP, NIST, BSIMM, PCI, CSA, and on and on.
Is there a script you could follow? And which set of frameworks would you use to get started in the right direction?
My talk today is going to draw on this quote and the wisdoms of the martial arts master and philosopher Bruce Lee. Adapt what is useful, reject what is useless, and add what is specifically your own. So, in that spirit I’m going to draw on my own experience with some of these frameworks and guidelines and cover the core foundational components that I feel have led to my success and I hope will help you get started.
What I’m hoping you’ll get out of this talk are some strategies and tactics that you can use to develop and improve your program.
[Slide 6] What we’re going to cover in these three core areas. We’ll focus on establishing a security Culture, we’ll look at developing and scaling security Processes and we’ll look at Governance for ensuring visibility and executive accountability
Automotive safety has been a major concern for manufacturers everywhere and now the threat of automotive hacking looms. Your team may be familiar with safety standards and defensive coding techniques but do you know how to handle security threats at the code level? What can you do next to transform your processes and development strategies?
Join automotive experts from Rogue Wave Software for the first in a three-part series on securing your code and solidifying processes to ensure safe, defect-free software. By educating teams and understanding proven techniques, you’ll be able to take the next step towards less risk and more value for your applications.
In this first one-hour webinar you'll learn:
- Techniques to protect your automotive software systems from risk
- Tools that accelerate compliance with security and safety standards
- Tips to ensure defects are eliminated as early as possible
Comparitive Analysis of Secure SDLC ModelsIRJET Journal
The document compares three secure software development lifecycle (SDLC) models: McGraw's Touchpoints, OWASP's CLASP, and Microsoft's Security Development Lifecycle (SDL). It summarizes each model, noting that Touchpoints has 7 activities, CLASP has 24 activities, and SDL has 16 core activities. The document then compares the models based on number of activities, activity dependence, nature (heavyweight vs lightweight), and suitability for organization size. Overall, it provides a high-level overview and comparison of three approaches to incorporating security practices into the SDLC.
This document provides an overview of application security challenges and trends. It discusses how attacks have moved to target applications directly rather than just infrastructure. It also notes that security is often an afterthought for developers focused on speed and that maturity varies. Key trends include shifting security left in the development process, addressing open source risks, and leveraging tools like machine learning. Stakeholders have different priorities around protecting the organization versus meeting deadlines. Primary use cases involve finding and fixing vulnerabilities throughout the development lifecycle. The Fortify platform aims to provide application security that scales with development needs.
This document provides an overview of application security and the Fortify portfolio. It discusses growing application security challenges such as attacks targeting the application layer. It also reviews key application security trends like shift left development and cloud transformation. The document outlines primary customer use cases and priorities around securing applications. Additionally, it summarizes the Fortify product offerings and how the portfolio addresses application security needs. Examples of Fortify customer success are also provided along with insights into the competitive application security market.
Download the slide and learn the following key topics:
a. App development life cycle
b. Importance of Security Practices
c. Security Scan Report
d. New security process and charges
e. How PDOs can help
Network intrusion. Information theft. Outside reprogramming of systems. These examples are just a few of the several reasons why software security is becoming increasingly more important to all industries. No system is immune, so it’s more important than ever to understand why secure code matters and how to create safer applications.
With this presentation you'll learn how to:
-Protect your systems from risk
-Comply with security standards
-Ensure the entire codebase is bulletproof
Case Study 1 Applying Theory to PracticeSocial scientists hav.docxcowinhelen
Case Study 1: Applying Theory to Practice
Social scientists have proposed a number of theories to explain juvenile delinquency. Each has its own strengths and weaknesses. For this assignment, go to the following Website, located at http://listverse.com/2011/05/14/top-10-young-killers/ and select one of the juvenile case studies.
After reading the case, select one (1) of the psychological theories discussed in Chapter 4 of the text.
Write a two to three (2-3) page paper in which you:
1. Summarize three (3) key aspects of the juvenile case study that you selected.
2. Highlight at least three (3) factors that you believe are important for one to understand the origins of the juvenile’s delinquent behavior.
3. Apply at least two (2) concepts from the theory that you chose from the text that would help explain the juvenile’s behavior.
4. Identify one (1) appropriate strategy geared toward preventing delinquency that is consistent with the theory you chose.
5. Use at least three (3) quality references. Note: Wikipedia and other Websites do not qualify as academic resources.
Discussion-
"The Changing Family System"
Using what you’ve learned this week, respond to the following prompts in your post:
· Explain at least two (2) roles that different parenting styles play in shaping the overall behavior of children. Next, indicate the significant impacts that each role has in contributing to delinquent behavior among juveniles.
· Think about the following question: Should juvenile delinquents be removed from their home and parent(s) and placed in a foster home or group home if the child continues to commit criminal acts after repeated attempts at treatment and confinement? Based on this question, discuss your thoughts on this subject. Provide support for your response.
Discussion-
"Exploring Monopolies and Oligopolies"
Watch this video, Oligopolies and Monopolistic Competition, to help you prepare for this week’s discussion.
Reply to these prompts by using the company for which you currently work, a business with which your familiar, or a dream business you want to start:
· With your selected business in mind, determine if it is competitive, monopolistic competitive, an oligopoly, or pure monopoly. Explain how you drew your conclusion about its market structure.
· How does the business/firm in this industry determine the price it will charge for the products or services it sells?
Discussion-
"Considering Tradeoffs You Make Every Day"
Let's talk about two tradeoffs we face every day: how we spend our time and money.
We can only do two things with income: spend it or save it. Time is the ultimate resource. We can choose to spend time working to earn an income or we can do other things, broadly classified as leisure. Reply to these prompts to start your discussion:
· How does a change in interest rate affect your decision to spend or save? How would a change in the interest rate affect a firm's decision to invest or save?
· How might an increas.
Case Study - Option 3 BarbaraBarbara is a 22 year old woman who h.docxcowinhelen
Case Study - Option 3: Barbara
Barbara is a 22 year old woman who has recently graduated from college with a psychology degree. She is currently working as a waitress at a popular restaurant near campus, and says she has always planned to attend law school. Barbara was born in a New Orleans, Louisiana. Her mother is an African American who is an assistant manager at a grocery store. Her father is Caucasian and works at a department store. Barbara reports that she was a shy, unattractive child, but that in general her early childhood was "pretty happy." Barbara says that during elementary school, she was constantly harassed by classmates about being of mixed race. Still, she says that she felt very close to her family during this period. She now insists that "I am not black or white, I am me."
Barbara is sexually active and engages in sexual activity with different men at least 1 time a week. Barbara indicates that she does not need protection because she is on the pill. She says she is simply too young to settle down. During her junior year of high school, Barbara had her first serious boyfriend, Morris, who was a high school classmate. She describes the relationship as warm and supportive and they became sexually active during her senior year of high school. They broke up soon after the first sexual interaction. In college, Barbara has dated and she acknowledges some bisexual experimentation. Barbara says that she prefers heterosexual relationships, however.
Although Barbara appears to be a natural athlete, she leads a relatively sedentary lifestyle. She does not exercise regularly and indicates that it is just not enjoyable.
Barbara does not like her job at the restaurant, but seems unwilling to look for other employment. She says that she feels "very jittery" whenever she gets ready for work, and she uses any excuse to take days off. She also refuses to associate with fellow employees, and reports getting very anxious when she was given a surprise birthday party. Recently, she has lost interest in cleaning her house and seldom cooks for herself. She also attends less to her personal grooming.
Diagnosis – Social Anxiety Disorder/Minor Depression
DSM-5 – Diagnostic Criteria for Social Anxiety Disorder
1. Fear or anxiety specific to social settings, in which a person feels noticed, observed, or scrutinized.
2. Typically the individual will fear that they will display their anxiety and experience social rejection,
3. Social interaction will consistently provoke distress,
4. Social interactions are either avoided, or painfully and reluctantly endured,
5. The fear and anxiety will be grossly disproportionate to the actual situation,
6. The fear, anxiety or other distress around social situations will persist for six months or longer and
7. Cause personal distress and impairment of functioning in one or more domains, such as interpersonal or occupational functioning,
8. The fear or anxiety cannot be attributed to a medical disorder, s.
More Related Content
Similar to case analysis 2.1.docxby Urusha PandeySubmission date 2.docx
04. Agile development of sustainable software - Joost Visser - #ScaBru18AgileConsortiumINT
Ventouris is a 12-year old product fully developed and maintained using agile and XP practices. Demonstrated sustainable agility, plus quality commendation from external auditors confirming compliance to regulatory requirements, very limited technical debt and high maintainability. The result of a partnership between 8 employer’s social security competitors collaborate through the scaling of agile teams.
Security Culture from Concept to Maintenance: Secure Software Development Lif...Dilum Bandara
The document discusses implementing a Secure Software Development Lifecycle (SDLC) to help organizations build more secure software. It describes the key steps in the SDL process, including requirements, design, implementation, verification, release and response. Implementing an SDL can help minimize security issues and related costs through practices like threat modeling, secure coding and security testing throughout the development cycle. The challenges of adoption and ways to build a security culture are also addressed.
Security Testing for Testing ProfessionalsTechWell
Today’s software applications are often security-critical, making security testing an essential part of a software quality program. Unfortunately, most testers have not been taught how to effectively test the security of the software applications they validate. Join Jeff Payne as he shares what you need to know to integrate effective security testing into your everyday software testing activities. Learn how software vulnerabilities are introduced into code and exploited by hackers. Discover how to define and validate security requirements. Explore effective test techniques for assuring that common security features are tested. Learn about the most common security vulnerabilities and how to identify key security risks within applications and use testing to mitigate them. Understand how to security test applications—both web- and GUI-based—during the software development process. Review examples of how common security testing tools work and assist the security testing process. Take home valuable tools and techniques for effectively testing the security of your applications going forward.
This document discusses how continuous delivery of software is putting pressure on security teams to keep up with frequent releases. It describes how leading companies are using Fortify's application security solutions to scan more applications faster, better prioritize issues, and integrate security testing throughout development. By shifting security left to earlier phases, these companies find and fix vulnerabilities sooner, reducing remediation time and allowing for faster software delivery cycles to support business needs. The document surveys software security operations at several large financial, energy, and technology companies to evaluate how Fortify helps with scan setup, performance, triaging, remediation, and scalability.
Best Coding PracticesLaDonne White, Manager, Webtrain Inc. e.docxtangyechloe
Best Coding Practices
LaDonne White, Manager, Webtrain Inc.
e-Commerce Site
August 31, 2018
-Welcome-
1
Introduction
Security attacks are nowadays focusing on productivity enhanced software.
Software development need robust security requirements to deter attacks.
Some vulnerability exist due to human error when coding.
Software development lifecycle need to apply the best coding practices.
Security attacks are evolving from targeting comprehensively protected IT network infrastructure to the productivity-enhanced software or business operations’ applications such as web-based programs that every user utilize on a daily basis.
Webtrain Inc. uses various software applications to conduct it business operations and evaluation of the entire software packages reveal that there are essential requirements that need to be implemented in order to mitigate against certain attacks. The software development lifecycle which includes the coding practices employed by the development team indicate that certain models such as adequate security testing and hardening processes are not properly outlined.
2
Objectives of best practices
To develop secure software.
Ensure robust security requirements are implemented in the software development lifecycle.
Enhance the overall security of the organization.
Mitigate against software-propagated security attacks.
Therefore, it is important that drastic measures be instituted in the software development lifecycle with all security requirements and processes being widely considered. In order to ensure that applications are designed and implemented with appropriate security requirements, the best coding practices must be used in addition to ensuring that focus on the security threats is determined and influenced by the integrated day-to-day operations and processes of the software. It is imperative to ensure that the programs that company will develop in future follow the secure coding guidelines regardless of the device or model utilized for programming.
3
Purpose
Provide a robust software development lifecycle guide.
Institute best secure coding practices that will enable building of secure software at first rather than implementing latter corrective measures.
Limit regular or daily basis security monitoring processes.
Consequently, it is vital that extreme methods be established in the software development lifecycle with all security requirements and processes being widely considered.
Note that it is less expensive to build secure software than to correct security issues after a breach the release and patch cycle of software security management amounts to lengthy security processes and regular security monitoring as well as increase in attack surface. In addition, the objectives and purpose of the company’s best secure coding practices include implementing secure software products, enhancing security level, and creating a reputable brand within the company as well as externally.
4
Resources
OWASP Secur.
This document discusses how to integrate application security practices into continuous integration (CI) workflows to make security testing and analysis easier to manage. It recommends combining CI with automated security testing and static code analysis. Integrating these tools into CI helps minimize the effort required for secure development practices while still gaining their benefits. The document provides examples of open source and commercial tools that can be used for CI servers, source control, issue tracking, unit testing, security testing, and static code analysis. It also discusses considerations for tool selection and how to structure multiple CI jobs.
Now that you’ve learned how to create code confidence for better application security, the second webinar in this series focuses on ensuring your processes are secure.
With many organizations transforming development efforts from traditional environments toward Agile development, the need to redefine and establish security standards and testing methods is more important than ever.
In this second one-hour webinar you'll learn how to:
- Integrate security and compliance testing with Agile development
- Provide context for fast triage and remediation
- Create policies for code management in integrated testing environments
Web Application Testing for Today’s Biggest and Emerging ThreatsAlan Kan
The document discusses emerging threats to web applications and strategies for testing applications to identify vulnerabilities. It finds that nearly half of all vulnerabilities are in web applications, with cross-site scripting and SQL injection being most common. Many vulnerabilities have no patches available yet. New attack types like client-side vulnerabilities are also emerging. The document advocates integrating security testing into the development process to help developers write more secure code and find issues early.
A Warrior's Journey: Building a Global AppSec Program - OWASP Global AppSec 2020Brian Levine
"Adapt what is useful, reject what is useless, and add what is specifically your own." -Bruce Lee
Full transcript is here, https://www.linkedin.com/pulse/warriors-journey-building-global-appsec-program-owasp-brian-levine
This talk covers critical foundations for building a scalable Application Security Program.
Drawing on warrior-tested strategies and assurance frameworks such as OWASP SAMM and BSIMM, this session gives actionable guidance on building and advancing a global application security program.
Whether you are starting a fledgling security journey or managing a mature SSDLC, these foundational elements are core for achieving continuous security at scale.
Brian Levine is Senior Director of Product Security for Axway, an enterprise software company, delivering product solutions and cloud services to global Fortune 500 enterprises and government customers.
If you were tasked with building a security program, imagine it's day 1 in your new role as an application security manager, which playbook would you use? There’s an Alphabet Soup of standards to choose from, you have ISO, SOC2, OWASP, NIST, BSIMM, PCI, CSA, and on and on.
Is there a script you could follow? And which set of frameworks would you use to get started in the right direction?
My talk today is going to draw on this quote and the wisdoms of the martial arts master and philosopher Bruce Lee. Adapt what is useful, reject what is useless, and add what is specifically your own. So, in that spirit I’m going to draw on my own experience with some of these frameworks and guidelines and cover the core foundational components that I feel have led to my success and I hope will help you get started.
What I’m hoping you’ll get out of this talk are some strategies and tactics that you can use to develop and improve your program.
[Slide 6] What we’re going to cover in these three core areas. We’ll focus on establishing a security Culture, we’ll look at developing and scaling security Processes and we’ll look at Governance for ensuring visibility and executive accountability
Automotive safety has been a major concern for manufacturers everywhere and now the threat of automotive hacking looms. Your team may be familiar with safety standards and defensive coding techniques but do you know how to handle security threats at the code level? What can you do next to transform your processes and development strategies?
Join automotive experts from Rogue Wave Software for the first in a three-part series on securing your code and solidifying processes to ensure safe, defect-free software. By educating teams and understanding proven techniques, you’ll be able to take the next step towards less risk and more value for your applications.
In this first one-hour webinar you'll learn:
- Techniques to protect your automotive software systems from risk
- Tools that accelerate compliance with security and safety standards
- Tips to ensure defects are eliminated as early as possible
Comparitive Analysis of Secure SDLC ModelsIRJET Journal
The document compares three secure software development lifecycle (SDLC) models: McGraw's Touchpoints, OWASP's CLASP, and Microsoft's Security Development Lifecycle (SDL). It summarizes each model, noting that Touchpoints has 7 activities, CLASP has 24 activities, and SDL has 16 core activities. The document then compares the models based on number of activities, activity dependence, nature (heavyweight vs lightweight), and suitability for organization size. Overall, it provides a high-level overview and comparison of three approaches to incorporating security practices into the SDLC.
This document provides an overview of application security challenges and trends. It discusses how attacks have moved to target applications directly rather than just infrastructure. It also notes that security is often an afterthought for developers focused on speed and that maturity varies. Key trends include shifting security left in the development process, addressing open source risks, and leveraging tools like machine learning. Stakeholders have different priorities around protecting the organization versus meeting deadlines. Primary use cases involve finding and fixing vulnerabilities throughout the development lifecycle. The Fortify platform aims to provide application security that scales with development needs.
This document provides an overview of application security and the Fortify portfolio. It discusses growing application security challenges such as attacks targeting the application layer. It also reviews key application security trends like shift left development and cloud transformation. The document outlines primary customer use cases and priorities around securing applications. Additionally, it summarizes the Fortify product offerings and how the portfolio addresses application security needs. Examples of Fortify customer success are also provided along with insights into the competitive application security market.
Download the slide and learn the following key topics:
a. App development life cycle
b. Importance of Security Practices
c. Security Scan Report
d. New security process and charges
e. How PDOs can help
Network intrusion. Information theft. Outside reprogramming of systems. These examples are just a few of the several reasons why software security is becoming increasingly more important to all industries. No system is immune, so it’s more important than ever to understand why secure code matters and how to create safer applications.
With this presentation you'll learn how to:
-Protect your systems from risk
-Comply with security standards
-Ensure the entire codebase is bulletproof
Similar to case analysis 2.1.docxby Urusha PandeySubmission date 2.docx (20)
Case Study 1 Applying Theory to PracticeSocial scientists hav.docxcowinhelen
Case Study 1: Applying Theory to Practice
Social scientists have proposed a number of theories to explain juvenile delinquency. Each has its own strengths and weaknesses. For this assignment, go to the following Website, located at http://listverse.com/2011/05/14/top-10-young-killers/ and select one of the juvenile case studies.
After reading the case, select one (1) of the psychological theories discussed in Chapter 4 of the text.
Write a two to three (2-3) page paper in which you:
1. Summarize three (3) key aspects of the juvenile case study that you selected.
2. Highlight at least three (3) factors that you believe are important for one to understand the origins of the juvenile’s delinquent behavior.
3. Apply at least two (2) concepts from the theory that you chose from the text that would help explain the juvenile’s behavior.
4. Identify one (1) appropriate strategy geared toward preventing delinquency that is consistent with the theory you chose.
5. Use at least three (3) quality references. Note: Wikipedia and other Websites do not qualify as academic resources.
Discussion-
"The Changing Family System"
Using what you’ve learned this week, respond to the following prompts in your post:
· Explain at least two (2) roles that different parenting styles play in shaping the overall behavior of children. Next, indicate the significant impacts that each role has in contributing to delinquent behavior among juveniles.
· Think about the following question: Should juvenile delinquents be removed from their home and parent(s) and placed in a foster home or group home if the child continues to commit criminal acts after repeated attempts at treatment and confinement? Based on this question, discuss your thoughts on this subject. Provide support for your response.
Discussion-
"Exploring Monopolies and Oligopolies"
Watch this video, Oligopolies and Monopolistic Competition, to help you prepare for this week’s discussion.
Reply to these prompts by using the company for which you currently work, a business with which your familiar, or a dream business you want to start:
· With your selected business in mind, determine if it is competitive, monopolistic competitive, an oligopoly, or pure monopoly. Explain how you drew your conclusion about its market structure.
· How does the business/firm in this industry determine the price it will charge for the products or services it sells?
Discussion-
"Considering Tradeoffs You Make Every Day"
Let's talk about two tradeoffs we face every day: how we spend our time and money.
We can only do two things with income: spend it or save it. Time is the ultimate resource. We can choose to spend time working to earn an income or we can do other things, broadly classified as leisure. Reply to these prompts to start your discussion:
· How does a change in interest rate affect your decision to spend or save? How would a change in the interest rate affect a firm's decision to invest or save?
· How might an increas.
Case Study - Option 3 BarbaraBarbara is a 22 year old woman who h.docxcowinhelen
Case Study - Option 3: Barbara
Barbara is a 22 year old woman who has recently graduated from college with a psychology degree. She is currently working as a waitress at a popular restaurant near campus, and says she has always planned to attend law school. Barbara was born in a New Orleans, Louisiana. Her mother is an African American who is an assistant manager at a grocery store. Her father is Caucasian and works at a department store. Barbara reports that she was a shy, unattractive child, but that in general her early childhood was "pretty happy." Barbara says that during elementary school, she was constantly harassed by classmates about being of mixed race. Still, she says that she felt very close to her family during this period. She now insists that "I am not black or white, I am me."
Barbara is sexually active and engages in sexual activity with different men at least 1 time a week. Barbara indicates that she does not need protection because she is on the pill. She says she is simply too young to settle down. During her junior year of high school, Barbara had her first serious boyfriend, Morris, who was a high school classmate. She describes the relationship as warm and supportive and they became sexually active during her senior year of high school. They broke up soon after the first sexual interaction. In college, Barbara has dated and she acknowledges some bisexual experimentation. Barbara says that she prefers heterosexual relationships, however.
Although Barbara appears to be a natural athlete, she leads a relatively sedentary lifestyle. She does not exercise regularly and indicates that it is just not enjoyable.
Barbara does not like her job at the restaurant, but seems unwilling to look for other employment. She says that she feels "very jittery" whenever she gets ready for work, and she uses any excuse to take days off. She also refuses to associate with fellow employees, and reports getting very anxious when she was given a surprise birthday party. Recently, she has lost interest in cleaning her house and seldom cooks for herself. She also attends less to her personal grooming.
Diagnosis – Social Anxiety Disorder/Minor Depression
DSM-5 – Diagnostic Criteria for Social Anxiety Disorder
1. Fear or anxiety specific to social settings, in which a person feels noticed, observed, or scrutinized.
2. Typically the individual will fear that they will display their anxiety and experience social rejection,
3. Social interaction will consistently provoke distress,
4. Social interactions are either avoided, or painfully and reluctantly endured,
5. The fear and anxiety will be grossly disproportionate to the actual situation,
6. The fear, anxiety or other distress around social situations will persist for six months or longer and
7. Cause personal distress and impairment of functioning in one or more domains, such as interpersonal or occupational functioning,
8. The fear or anxiety cannot be attributed to a medical disorder, s.
Case Study - Cyberterrorism—A New RealityWhen hackers claiming .docxcowinhelen
Case Study - Cyberterrorism—A New Reality:
When hackers claiming to support the Syrian regime of Bashar Al-Assad attacked and disabled the website of Al Jazeera, the Qatar-based satellite news channel, in September 2012, the act was another act of hacktivism, purporting to promote a specific political agenda over another. Hacktivism has become a very visible form of expressing dissent. Even though there have been numerous incidents reported by the media, the first case of hacktivism was documented in 1989 when a member of the Cult of the Dead Cow hacker collective named Omega coined the term in 1996. However, hacktivism is not the only form of cyber protest and conflict that has everyone from ICT professionals to governments scrambling for solutions. Individuals, enterprises, and governments alike rely in many instances almost completely on network computing technologies, including cloud computing. The international and ever-evolving nature of the Internet along with inadequate law enforcement and the anonymity the global architecture offers creates opportunities for hackers to attack vulnerable nodes for personal, financial, or political gain.
The Internet is also rapidly becoming the political and advocacy platform of choice, bringing with it both positive and negative consequences. Increasingly sophisticated off-the-shelf technologies and easy access to the Internet are significantly increasing incidents of cyberterrorism, netwars, and cyberwarfare. The following are a few examples.
• According to The Israel Electric Company, Israel is attacked 1,000 times a minute by cyberterrorists targeting the country’s infrastructure—water, electricity, communications, and other services.• The New York Times, quoting military officials, said there was a seventeen-fold increase in cyberattacks targeting the US critical infrastructure between 2009 and 2011.• The 2010 Data Breach Investigations Report has data recording more than 900 instances of computer hacking and other data breaches in the past seven years, resulting in some 900 million compromised records. In 2012, the same study listed 855 breaches, resulting in 174 million compromised records in 2011 alone, up from 4 million in 2010.• Another study of 49 breaches in 2011 reported that the average organizational cost of a data breach (including detection, internal response, notification, post notification cost) was $5.5 million. This number was down from $7.2 million in 2010.14 The Telegraph (London) reported that “India blamed a new ‘cyber-jihad’ by Pakistani militant groups for the exodus of thousands of people from India’s north-eastern minorities from its main southern cities in August after text messages warning them to flee went viral.”
There have been recorded instances of nations allegedly engaging in cyberwarfare. The Center for the Study of Technology and Society has identified five methods by which cyberwarfare can be used as a means of military action. These include defacing or di.
Case Study - APA paper with min 4 page content Review the Blai.docxcowinhelen
Case Study - APA paper with min 4 page content
Review the
Blaine
case on the capital structure by understanding the case well enough to help the CEO make informed analysis and decisions on the issues listed in the second paragraph.
I want you to, of course, show me that you understand the situation but then to add the
.
Case Study - Global Mobile Corporation Damn it, .docxcowinhelen
Case Study - Global Mobile Corporation
“Damn it, he's done it again!”
Charlie Newburg had to get up and walk around his office, he was so frustrated. He had been
reviewing the most recent design, parts, and assembly specifications for Global Mobile's latest
smart phone (code named: Nonphixhun) that had been released for production the previous
Thursday. The files had just come back to Charlie's engineering services department with a
caustic note that began, “This one can't be produced, either…” It was the fourth time production
had returned the design.
Newburg, director of engineering for the Global Mobile Corporation, was normally a quiet
person. But the Nonphixhun project was stretching his patience; it was beginning to appear like
several other new products that had hit delays and problems in the transition from design to
production during the eight months Charlie had worked for Global Mobile. These problems were
nothing new at Global Mobile's Asian factory; Charlie's predecessor in the engineering job had
run afoul of them, too, and had finally been fired for protesting too vehemently about the other
departments. But the Nonphixhun phone should have been different. Charlie and the firm's
president, Hannah Hoover, had video-conferenced two months earlier (on July 3, 2006) with the
factory superintendent, Tyson Wang, to smooth the way for the new phone's design. He thought
back to the meeting …
• “Now, we all know there's a tight deadline on the Nonphixhun,” Hannah Hoover said, “and
Charlie's done well to ask us to talk about its introduction. I'm counting on both of you to find
any snags in the system, and to work together to get that first production run out by October
2. Can you do it?” “We can do it in production if we get a clean design two weeks from
now, as scheduled,” answered Tyson Wang, the factory manager. “Charlie and I have already
talked about that, of course. I've spoken with our circuit board and other parts suppliers and
scheduled assembly capacity, and we'll be ready. If the design goes over schedule, though, I'll
have to fill in with other runs, and it will cost us a bundle to break in for the Nonphixhun.
How does it look in engineering, Charlie?” “I've just reviewed the design for the second
time,” Charlie replied. “If Marianne Price can keep the salespeople out of our hair, and avoid
any more last minute changes, we've got a shot. I've pulled my technical support people off of
three other overdue jobs to get this one out. But, Tyson, that means we can't spring engineers
loose to confer with your production people on other manufacturing problems.” “Well
Charlie, most of those problems are caused by the engineers, and we need them to resolve the
difficulties. We've all agreed that production problems come from both of us bowing to sales
pressure, and putting equipment into production before the designs are really ready. That's
just wh.
Case Study #3Apple Suppliers & Labor PracticesWith its h.docxcowinhelen
Case Study #3
Apple Suppliers & Labor Practices
With its highly coveted line of consumer electronics, Apple has a cult following among loyal consumers. During the 2014 holiday season, 74.5 million iPhones were sold. Demand like this meant that Apple was in line to make over $52 billion in profits in 2015, the largest annual profit ever generated from a company’s operations. Despite its consistent financial performance year over year, Apple’s robust profit margin hides a more complicated set of business ethics. Similar to many products sold in the U.S., Apple does not manufacture most its goods domestically. Most of the component sourcing and factory production is done overseas in conditions that critics have argued are dangerous to workers and harmful to the environment.
For example, tin is a major component in Apple’s products and much of it is sourced in Indonesia. Although there are mines that source tin ethically, there are also many that do not. One study found workers—many of them children—working in unsafe conditions, digging tin out by hand in mines prone to landslides that could bury workers alive. About 70% of the tin used in electronic devices such as smartphones and tablets comes from these more dangerous, small-scale mines. An investigation by the BBC revealed how perilous these working conditions can be. In interviews with miners, a 12-yearold working at the bottom of a 70-foot cliff of sand said: “I worry about landslides. The earth slipping from up there to the bottom. It could happen.”
Apple defends its practices by saying it only has so much control over monitoring and regulating its component sources. The company justifies its sourcing practices by saying that it is a complex process, with tens of thousands of miners selling tin, many of them through middle-men. In a statement to the BBC, Apple said “the simplest course of action would be for Apple to unilaterally refuse any tin from Indonesian mines. That would be easy for us to do and would certainly shield us from criticism. But that would also be the lazy and cowardly path, since it would do nothing to improve the situation. We have chosen to stay engaged and attempt to drive changes on the ground.”
In an effort for greater transparency, Apple has released annual reports detailing their work with suppliers and labor practices. While more recent investigations have shown some improvements to suppliers’ working conditions, Apple continues to face criticism as consumer demand for iPhones and other products continues to grow.
Essay directions –
Students will have to identify and analyze the above ethical dilemma. Write a 750 – 1000 word, double-spaced paper, and APA style.
Students are expected to identify the key stakeholders, discussion of the implications of the ethical dilemma, and answer the case study questions. Each paper should have the following sections: • Introduction of the case• The ethical dilemma • Stakeholders • Questions • Conclusions • References .
CASE STUDY (Individual) Scotland In terms of its physical l.docxcowinhelen
CASE STUDY (Individual): Scotland
* In terms of its physical landscape, where is the region that is experiencing a devolutionary process located and what type of climate is prevalent? (use Figure 2.5 and 2.4 of the textbook).
* According to the sources you have consulted, do these physical/natural characteristics have played any role in the historical background for this devolutionary process? How?
* How do the people that inhabit the region you are studying speak about their relationship to the land and the environment? Do they express any ideas on biodiversity conservation?
* Do they say anything about their homeland? If the region you are studying has a website (official or not), what role do maps play on their web site/s?
* Is this region located close to or far from the center of power of the country (the national capital city)?
* Does this condition have any impact on the reasons why they would like to gain at-least more autonomy to make their own decisions?
* According to the source/s you have consulted, what are the main reason/s why this population would like to break-up from the country in which they live in?
Do this/these source/s mention any explanation/s based on cultural or ethnic characteristics? For example, speaking a different language? Which one? Professing a different religion? Which one? Economic disparities
.
Case Study #2 T.D. enjoys caring for the children and young peop.docxcowinhelen
Case Study #2
T.D. enjoys caring for the children and young people in the schools where she works, but sometimes she is faced with tough situations such as suspected child abuse and neglect, teen pregnancy, and alcohol and drug use among teenagers. She works hard to ensure that the children in her schools receive the best care possible.
Question:
Several third graders reports having received no breakfast at home for more than a week. T.D. is exercising Advocacy for the students under her care. What type of actions she might be doing to exercise advocacy for the students?
Discuss this:
Moral distress is a frequent situation where health care providers should face. Please define and discuss a personal experience where you have faced Moral distress in your practice.
Discuss how health promotion relates to morality.
Discuss your insights about your own communication strengths and weaknesses. Identify situations in which it may be difficult for you to establish or terminate a therapeutic relationship.
*
formatted and cited in current APA style with support from at least 2 academic sources.
.
CASE STUDY #2 Chief Complaint I have pain in my belly”.docxcowinhelen
CASE STUDY #2
Chief Complaint:
“I have pain in my belly”
History of Present Illness (HPI):
A 25-year-old female presents to the emergency room (ER) with complaints of severe abdominal pain for 2 weeks . The pain is sharp and crampy It hurts if I run, sit down hard, or if I have sex
PMH:
Patient denies
Drug Hx:
Birth control
Allergies:
NKA
Subjective:
Nausea and vomiting, Last menstrual period 5 days ago, New sexual partner about 2 months ago, No condoms, he hates them No pain, blood or difficulty with urination
Objective Data:
PE:
B/P 138/90; temperature 99°F; (RR) 20; (HR) 110, regular; oxygen saturation (PO2) 96%; pain 5/10
General:
acute distress and severe pain
HEENT:
Atraumatic, normocephalic, PERRLA, EOMI, conjunctiva and sclera clear; nares patent, nasopharynx clear, good dentition. Piercing in her right nostril and lower lip.
Lungs:
CTA AP&L
Card:
S1S2 without rub or gallop
Abd:
INSPECTION: no masses or thrills noted; no discoloration and skin is warm to; no tattoos or piercings; abdomen is nondistended and round
• AUSCULTATION: bowel sounds (BS) are normal in all four quadrants, no bruits noted
• PALPATION: on palpation, abdomen is tender to touch in four quadrants; tenderness noted on light palpation, deep palpation reveals no masses, spleen and liver unremarkable
• PERCUSSION: tympany heard in all quadrants, no dullness noted in abdominal area
GU:
• EXTERNAL: mature hair distribution; no external lesions on labia
• INTROITUS: slight green-gray discharge, no lesions
• VAGINAL: normal rugae; moderate amount of green discharge on vaginal walls
• CERVIX: nulliparous os with small amount of purulent discharge from os with positive cervical motion tenderness (CMT)
• UTERUS: ante-flexed, normal size, shape, and position
• ADNEXA: bilateral tenderness with fullness; both ovaries without masses
• RECTAL: deferred
• VAGINAL DISCHARGE: green in color
Ext:
no cyanosis, clubbing or edema
Integument:
intact without lesions masses or rashes
Neuro:
No obvious deficits and CN grossly intact II-XII
Then answer the following questions:
What other subjective data would you obtain?
What other objective findings would you look for?
What diagnostic exams do you want to order?
Name 3 differential diagnoses based on this patient presenting symptoms?
Give rationales for your each differential diagnosis.
-
Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources.
.
Case Study #1Jennifer is a 29-year-old administrative assistan.docxcowinhelen
Case Study #1
Jennifer is a 29-year-old administrative assistant married to Antonio, an Italian engineer, whom Jennifer met four years earlier while on a business trip for her marketing company. The couple now lives in Nebraska, where Antonio works for the county's transportation department and Jennifer commutes an hour each way to her marketing office. They have been trying to start a family for over a year. Eight months ago, Jennifer miscarried in her second month of pregnancy. Antonio's parents love Jennifer and often ask her if she is expecting again, hoping to encourage her to focus on her next baby. Jennifer's mother passed away two years ago and her father's health is rapidly deteriorating. Jennifer faces the probability of placing her father in a skilled nursing care facility within the next few months, against his wishes.
At work, Jennifer runs a tight ship. She is organized and prepares lists to assure that everything is done according to schedule. Everyone counts on Jennifer and she takes pride in never letting people down.
Jennifer has visited her physician numerous times in the last six months, complaining of headaches, backaches, and indigestion. Jennifer insists that she is happy and is not feeling stressed, yet she finds herself making more mistakes at work, unable to keep up with housework, and feeling tired and overwhelmed; she has begun to question her effectiveness as an employee, wife, daughter, and potential mother. Her pains seem to be increasing, but her doctor cannot find a physical cause for her discomfort.
Case Study #2
Michael is a 40-year-old airline pilot who has recently begun to experience chest pains. The chest pains began when Michael signed his final divorce papers, ending his 15-year marriage. He fought for joint custody of his two children, ages 12 and 10, but although he wants to be with them more frequently, he only sees them every two weeks. This schedule is, in great part, a result of his employer's announcement that budget constraints would result in layoffs. Michael worries that without his job he will be unable to support his children and lose the new townhouse that he purchased. Michael's chest pains are becoming more frequent and he fears that he may be dying.
Review case studies 1 and 2.
Choose one case study.
Complete the following questions in 150 to 200 words each. Be as detailed as possible and use the information you have learned throughout this course.
• What are the causes of stress in Michael’s or Jennifer’s life? How is stress affecting Michael’s or Jennifer’s health?
• How are these stressors affecting Michael’s or Jennifer’s self-concept and self-esteem?
• How might Michael’s or Jennifer’s situation illustrate adjustment? How might this situation become an opportunity for personal growth?
• What defensive coping methods is Michael or Jennifer using? What active coping methods might be healthier for Michael or Jennifer to use? Explain why you would recom.
Case Study # 2 –Danny’s Unhappy DutyEmployee ProfilesCaro.docxcowinhelen
Case Study # 2 –Danny’s Unhappy Duty
Employee Profiles
:
Carol Brown, Danny Winthrop, Thomas Fletcher
Carol, the Department Secretary for Purchasing and General Stores, has been
working at St. Louis Memorial Hospital for sixteen years, four of which have
been for the present Manager, Dan Winthrop. Carol likes her Boss, who gives
his employees more leeway than most. Carol’s main interests are her work and
her home—traits also typical of the other people who work in the Department.
Carol feels she is part of a close, cooperative group of employees.
Dan, or Danny, as he likes to be called, arrived at St. Louis Memorial four years
ago as a replacement for a Department manager who had been at the Hospital
for a number of years. Danny’s predecessor, Bill Taylor, was very strict in
everything from insisting that employees take exactly one-half hour for lunch
breaks to not having a coffee pot in the Department. When Danny came on
board as a Department Manager, his management style was much less strict.
The result was that Danny’s employees were much happier, and began to meet
and exceed expectations in getting their work done. St. Louis Memorial’s
previous CEO was a good friend and frequently complimented Danny on his
efficient and effective staff. Now a new CEO, Thomas Fletcher, has been hired
by the Hospital’s Board of Directors. Things are about to change.
Thomas Fletcher, new CEO and a recent graduate from a superior school of
hospital management, has always believed in “doing things by the book”.
Thomas originally had wanted to become a doctor, but decided two years into
the process that it was going to take him too long, and that he would be better
off becoming an administrator. He likes the idea of being an administrator,
and wants to be a good one. He has decided to start out his career at St. Louis
Memorial, of the smaller hospitals in the St. Louis area, but hopes to progress to a
a much larger facility in about four years, once he develops a track record at
St. Louis Memorial.
The Challenge: Communication, Criticism and Discipline, Leadership, Motivation,
Rules and Policies
Danny knows his employees quite well. They are generally a happy, cohesive, and cooperative group. They joke around a lot among themselves, but get the work done more than satisfactorily. All of them seem to give a
gr.
Case Study – Multicultural ParadeRead the Case below, and answe.docxcowinhelen
This document provides a case study about a school's multicultural day celebration that resulted in confusion and exclusion. The school encouraged students to participate in a culture parade by wearing clothing representing their ethnic heritage. However, when two students - an African American girl and a white girl - brought everyday clothing, they were not allowed to participate. The teacher was worried others would be confused by their inclusion or that the girls would be ridiculed for misunderstanding the instructions. This highlighted differences between concepts like culture, ethnicity, and nationality.
Case Study THE INVISIBLE SPONSOR1BackgroundSome execut.docxcowinhelen
Case Study : THE INVISIBLE SPONSOR1
Background
Some executives prefer to micromanage projects whereas other executives
are fearful of making a decision because, if they were to make the wrong
decision, it could impact their career. In this case study, the president of the company assigned one of the vice presidents to act as the project sponsor on a project designed to build tooling for a client. The sponsor, however, was reluctant to make any decisions.
Assigning the VP
Moreland Company was well-respected as a tooling design-and-build
company. Moreland was project-driven because all of its income came
from projects. Moreland was also reasonably mature in project management.
When the previous VP for engineering retired, Moreland hired an executive from a manufacturing company to replace him. The new VP for engineering, Al Zink, had excellent engineering knowledge about tooling but had worked for companies that were not project-driven. Al had very little knowledge about project management and had never functioned as a project sponsor. Because of Al’s lack of experience as a sponsor, the president decided that Al should “get his feet wet” as quickly as possible and assigned him as the project sponsor on a mediumsized project. The project manager on this project was Fred Cutler. Fred was an engineer with more than twenty years of experience in tooling design and manufacturing. Fred reported directly to Al Zink administratively.
Fred's Dilemma
Fred understood the situation; he would have to train Al Zink on how to
function as a project sponsor. This was a new experience for Fred because subordinates usually do not train senior personnel on how to do their job. Would Al Zink be receptive?
Fred explained the role of the sponsor and how there are certain project documents that require the signatures of both the project manager and the project sponsor. Everything seemed to be going well until Fred informed Al that the project sponsor is the person that the president eventually holds accountable for the success or failure of the project. Fred could tell that Al was
quite upset over this statement.
Al realized that the failure of a project where he was the sponsor could damage his reputation and career. Al was now uncomfortable about having to act as a sponsor but knew that he might eventually be assigned as a sponsor on other projects. Al also knew that this project was somewhat of a high risk. If Al could function as an invisible sponsor, he could avoid making any critical decisions.
In the first meeting between Fred and Al where Al was the sponsor, Al asked Fred for a copy of the schedule for the project. Fred responded: I’m working on the schedule right now. I cannot finish the schedule until you tell me whether you want me to lay out the schedule based upon best time, least cost, or least risk.
Al stated that he would think about it and get back to Fred as soon as possible.
During the middle of the next week, Fred and Al m.
CASE STUDY Experiential training encourages changes in work beha.docxcowinhelen
CASE STUDY: Experiential training encourages changes in work behavior and growth in one’s abilities, which is accomplished through a multitude of methods. Experiential training has proven to be cost-effective while motivating employees as well as improving self-awareness, personal accountability, teamwork skills, and communication skills (Ritchie, 2011). Additionally, the training methods provide trainees with direct experience, the opportunity to reflect on that experience, and share models to help trainees to deduce using both present and past experience, while accommodating learning styles and strengths (Ritchie, 2011). Valkanos and Fragoulis identify several reasons why experiential training provides value:
1. Ongoing advances in technology requiring changes in knowledge, skills, and abilities
2. Divergence between theory and practice
3. Mergers and acquisitions of enterprises which tend to bring new jobs, organizational culture, and work content
4. Constant environment of change, from working conditions to processes and procedures relating to organizational issues, quality, and new products or services, and requiring new competencies, duties, or work content (Valkanos & Fragoulis, 2007, p. 22).
Method
Description
On-the-job Training
Receives instructions on the functions of their job in their assigned workplace.
Simulators
Teaches employees on how to operate equipment in a given context
Role Playing
Developing interpersonal and business skills, such as decision-making, communication, conflict resolution, and solving complex problems.
Case Study
Develops critical thinking skills to include analytical, higher-level skills, and exploring and resolving complex problems.
Games
Develops general business and organizational principles addressing application in a variety of situations.
Behavior Modeling
Used when learning goals are a rule and inflexible procedures. Provides skills and practice to modify and model behavior.
In-basket Techniques
A variety of items placed in an envelope that reflects what might be found in an inbox. This activity is used to assist trainees in developing and applying their strategic and operational skills.
(Blanchard & Thacker, 2013, pp. 222-223)
References:
· Blanchard, P. N., & Thacker, J. W. (2013). Effective training: Systems, strategies, and practices (5th ed.). Upper Saddle River, NJ: Pearson Education, Inc.
· Valkanos, E., & Fragoulis, I. (2007). Experiential learning – its place in in‐house education and training. Development and Learning in Organizations: An International Journal, 21(5), 21-23. doi:10.1108/14777280710779454
Discussion Question--Choose one perspective in which to respond.
Non-HR Perspective: Your department is not meeting performance expectations. What steps do you take to resolve the issue? Is training a possible solution; if so, which of the above training methods would be the most effective in addressing the issue? Would you, at any point, involve HR--if so, at what point and why?.
Case Study Hereditary AngioedemaAll responses must be in your .docxcowinhelen
Case Study: Hereditary Angioedema
All responses must be in your own words. Answers that have been copied and pasted will not receive credit.
1. Translate “angioedema”. [Note: I am not looking for a description of the disorder. Rather, I would like you to translate the medical term itself.]
2. The complement system is described as a ‘cascade system’. How does the system fit into this description of being a cascade? [Suggestion: Google the definition of cascade, then think about the complement system in light of the definition]
3. Is complement involved in the innate, or the adaptive immune system, or both? Please explain you answer.
4. What role does C1INH play in the complement system? Why is it so important?
5. What was the physiologic cause of Richard’s abdominal pain?
6. How can one distinguish the swelling of HAE from the swelling of allergic angioedema?
7. What is bradykinin’s role in HA?
8. Do you think Richard’s infancy colic was related to his HA? No need to research this. Just use your intuition. Explain your thinking.
9. What is typically used to treat attacks of HAE?
10. Swelling in the extremities is not dangerous. What other areas of the body are subject to swelling? What is the most dangerous location for swelling to occur and why is it the most dangerous?
2018
BUS 308 Week 2 Lecture 1
Examining Differences - overview
Expected Outcomes
After reading this lecture, the student should be familiar with:
1. The importance of random sampling.
2. The meaning of statistical significance.
3. The basic approach to determining statistical significance.
4. The meaning of the null and alternate hypothesis statements.
5. The hypothesis testing process.
6. The purpose of the F-test and the T-test.
Overview
Last week we collected clues and evidence to help us answer our case question about
males and females getting equal pay for equal work. As we looked at the clues presented by the
salary and comp-ratio measures of pay, things got a bit confusing with results that did not see to
be consistent. We found, among other things, that the male and female compa-ratios were fairly
close together with the female mean being slightly larger. The salary analysis showed a different
view; here we noticed that the averages were apparently quite different with the males, on
average, earning more. Contradictory findings such as this are not all that uncommon when
examining data in the “real world.”
One issue that we could not fully address last week was how meaningful were the
differences? That is, would a different sample have results that might be completely different, or
can we be fairly sure that the observed differences are real and show up in the population as
well? This issue, often referred to as sampling error, deals with the fact that random samples
taken from a population will generally be a bit different than the actual population parameters,
but will be “close” enough to the actual.
case studieson Gentrification and Displacement in the Sa.docxcowinhelen
case studies
on Gentrification and Displacement
in the San Francisco Bay Area
Authors:
Miriam Zuk and Karen Chapple
Chapter 3: Nicole Montojo
Chapter 4: Sydney Cespedes, Mitchell Crispell, Christina Blackston, Jonathan Plowman, and
Edward Graves
Chapter 5: Logan Rockefeller Harris, Mitchell Crispell, Fern Uennatornwaranggoon, and Hannah Clark
Chapter 6: Nicole Montojo and Beki McElvain
Chapter 7: Celina Chan, Viviana Lopez, Sydney Céspedes, and Nicole Montojo
Chapter 8: Alexander Kowalski, Julia Ehrman, Mitchell Crispell and Fern Uennatornwaranggoon
Chapter 9: Mitchell Crispell
Chapter 10: Logan Rockefeller Harris and Sydney Cespedes
Chapter 11: Mitchell Crispell
Partner Organizations:
Causa Justa :: Just Cause, Chinatown Community Development Center, Marin Grassroots, Monument
Impact, People Organizing to Demand Environmental & Economic Rights (PODER), San Francisco
Organizing Project / Peninsula Interfaith Action , Working Partnerships USA
Acknowledgements:
Research support was provided by Maura Baldiga, Julian Collins, Mitchell Crispell, Julia Ehrman, Alex
Kowalski, Jenn Liu, Beki McElvain, Carlos Recarte, Maira Sanchez, Mar Velez, David Von Stroh, and
Teo Wickland. Report layout and design was done by Somaya Abdelgany.
Additional advisory support was provided by Carlos Romero. This case study was funded in part by
the Regional Prosperity Plan1 of the Metropolitan Transportation Commission as part of the “Regional
Early Warning System for Displacement” project and from the California Air Resources Board2 as part
of the project “Developing a New Methodology for Analyzing Potential Displacement.”
The Center for Community Innovation (CCI) at UC-Berkeley nurtures effective solutions that expand
economic opportunity, diversify housing options, and strengthen connection to place. The Center
builds the capacity of nonprofits and government by convening practitioner leaders, providing techni-
cal assistance and student interns, interpreting academic research, and developing new research out
of practitioner needs.
communityinnovation.berkeley.edu
July 2015
Cover Photographs: Robert Campbell, Ricardo Sanchez, David Monniaux, sanmateorealestateonline.com/Redwood-City, marinretail-
buzz.blogspot.com, trulia.com/homes/California/Oakland , bloomingrock.com, sharks.nhl.com/club/gallery, panoramio.com
1 The work that provided the basis for this publication was supported by funding under an award with the U.S. Department of Hous-
ing and Urban Development. The substance and findings of the work are dedicated to the public. The author and publisher are solely
responsible for the accuracy of the statements and interpretations contained in this publication. Such interpretations do not neces-
sarily reflect the views of the Government.
2 The statements and conclusions in this report are those of the authors and not necessarily those of the California Air Resources
Board. The mention of commercial products, their source, or their u.
Case Studt on KFC Introduction1) Identify the type of .docxcowinhelen
Case Studt on KFC
Introduction
1) Identify the type of business organization and strategies
2) Key players
Body
1. Opportunities
2. Threats
Closing/Conclusion
1. Make recommendations
2. Offer a plan for implementation
.
Case Study Crocs Revolutionizing an Industry’s Supply Chain .docxcowinhelen
Case Study Crocs: Revolutionizing an Industry’s Supply Chain Model for
Competitive Advantage
If the products sell extremely well, we will
build more in season, and will be back on the
shelves in a few weeks. And we’ll build even
more, and even more, and even more, in that
same season. We’re not going to wait with a
hot new product until next year, when hope-
fully the same trend is alive.
—Ronald Snyder, CEO of Crocs, Inc.1
On May 3, 2007, Crocs, Inc. released its results for the
first quarter of the year. The footwear company,
which had sold its first shoes in 2003, reported reve-
nues of $142 million for the quarter, more than three
times its sales for the first quarter of 2006. Net in-
come, at $0.61 per share was more than 17 percent
of sales, nearly four times higher than the previous
year.2 These results far exceeded market expecta-
tions, which had been for earnings of $0.49 per share
on $114 million of revenue.3 As part of the earnings
release, the company announced a two-for-one stock
split. Immediately after the announcement, the stock
price jumped 15 percent.
The growth and profitability of Crocs, which made
funky, brightly colored shoes using an extremely com-
fortable plastic material, had been astounding. Much
of this growth had been made possible by a highly
flexible supply chain which enabled the company to
build additional product to fulfill new orders quickly
within the selling season, allowing it to respond to un-
expectedly high demand—a capability that was previ-
ously unheard of in the footwear industry. This ability
to fulfill the needs of retailers also made the company
a very popular supplier to shoe sellers.
This success also raised questions about how
the company should grow in the future. Should it
vertically integrate or grow through product line
extension? Should it grow organically or through ac-
quisition? Would potential growth paths exploit
Crocs’ core competencies or defocus them?
CROCS, INC.
In 2002, three friends from Boulder, Colorado went
sailing in the Caribbean. One brought a pair of foam
clog shoes that he had bought from a company in
Canada. The clogs were made from a special mate-
rial that did not slip on wet boat decks, was easy
to wash, prevented odor, and was extremely com-
fortable. The three, Lyndon “Duke” Hanson, Scott
Seamans, and George Boedecker, decided to start a
business selling these Canadian shoes to sailing en-
thusiasts out of a leased warehouse in Florida, as
Hanson said, “so we could work when we went on
sailing trips there.”4 The founders wanted to name
the shoes something that captured the amphibious
nature of the product. Since “Alligator” had already
been taken, they chose to name the shoes “Crocs.”
The shoes were an immediate success, and word
of mouth expanded the customer base to a wide
range of people who spent much of their days stand-
ing, such as doctors and gardeners. In October 2003,
as the business began to grow, th.
Case Studies Student must complete 5 case studies as instructed.docxcowinhelen
Case Studies: Student must
complete 5 case studies
as instructed by course
materials. Fill out form below for 5 different people (imaginary is okay).
Master Herbalist Questionnaire
Date: _____________________
Name: _________________________________ Age: ______ Birth date:_____________
Address: ________________________________________________________________
Home Phone: _________________________ Work Phone:________________________
Height: _________ Weight: _________ 1 year ago:__________ 5 years ago:_________
Occupation: _______________________________________ Full Time Part Time
Living situation: Alone Friends Partner Spouse Parents Children Pets
What are your major health concerns and intentions for your visit today?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please list any other health care providers or consultants you are currently working with:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please list any current health conditions diagnosed by a medical doctor:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Please use this form
as a source of
reference when
conducting your
Case-Studies.
Treat this part as information only as you are not to treat or prescribe treatment for any specific diseases
It is important to know if the client is receiving treatment from other practitioners and what these entail
Since legally you are not allowed to diagnose disease, it is helpful to get one from an MD
When was your last physical exam?
________________________________________________________________________
Please list all herbs, vitamins, and dietary supplements you are currently taking, includingdosage and frequency:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
List all medication.
Case Studies in Telehealth AdoptionThe mission of The Comm.docxcowinhelen
Case Studies in Telehealth Adoption
The mission of The Commonwealth
Fund is to promote a high performance
health care system. The Fund carries
out this mandate by supporting
independent research on health care
issues and making grants to improve
health care practice and policy. Support
for this research was provided by
The Commonwealth Fund. The views
presented here are those of the author
and not necessarily those of The
Commonwealth Fund or its directors,
officers, or staff.
For more information about this study,
please contact:
Andrew Broderick, M.A., M.B.A.
Codirector, Center for Innovation
and Technology in Public Health
Public Health Institute
[email protected]
The Veterans Health Administration:
Taking Home Telehealth Services to
Scale Nationally
Andrew Broderick
ABSTRACT: Since the 1990s, the Veterans Health Administration (VHA) has used infor-
mation and communications technologies to provide high-quality, coordinated, and com-
prehensive primary and specialist care services to its veteran population. Within the VHA,
the Office of Telehealth Services offers veterans a program called Care Coordination/
Home Telehealth (CCHT) to provide routine noninstitutional care and targeted care man-
agement and case management services to veterans with diabetes, congestive heart fail-
ure, hypertension, post-traumatic stress disorder, and other conditions. The program uses
remote monitoring devices in veterans’ homes to communicate health status and to cap-
ture and transmit biometric data that are monitored remotely by care coordinators. CCHT
has shown promising results: fewer bed days of care, reduced hospital admissions, and
high rates of patient satisfaction. This issue brief highlights factors critical to the VHA’s
success—like the organization’s leadership, culture, and existing information technology
infrastructure—as well as opportunities and challenges.
OVERVIEW
Since the 1990s, information and communications technologies—including tele-
health—have been at the core of the Veterans Health Administration’s (VHA’s)
successful system-level transformation toward providing continuous, coordinated,
and comprehensive primary and specialist care services. The VHA’s leadership
and culture; underlying health information technology infrastructure; and strong
commitment to standardized work processes, policies, and training have all con-
tributed to the home telehealth program’s success in meeting the chronic care
needs of a population of aging veterans and reducing their use of institutional
care and its associated costs. The home teleheath model also encourages patient
activation, self-management, and helps in the early detection of complications.
To learn more about new publications
when they become available, visit the
Fund's website and register to receive
Fund email alerts.
Commonwealth Fund pub. 1657
Vol. 4
January 2013
www.commonwealthfund.org
www.commonwealthfund.org
mailto:[email pro.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Gender and Mental Health - Counselling and Family Therapy Applications and In...
case analysis 2.1.docxby Urusha PandeySubmission date 2.docx
1. case analysis 2.1.docx
by Urusha Pandey
Submission date: 23-Apr-2020 04:33AM (UTC-0500)
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GRADEMARK REPORT
GENERAL COMMENTS
Instructor
PAGE 1
21. frequently), and adjust for any infrastructure changes.
Update old password policies. Consult current National Institute
of Standards and Technology (NIST) guidelines
(https://pages.nist.gov/800-63-3/) for recommendations.
Do not write down passwords. Use passwords you can
remember. When you write down passwords, they are easier for
an attacker to find and use.
Never encrypt individual files—always encrypt folders. This
keeps any sensitive data from ever being written to the disk in
plaintext.
Designate two or more recovery agent accounts per
organizational unit. Designate two or more computers for
recovery, one for each designated recovery agent account.
Avoid using print spool files in your print server architecture,
or make sure that print spool files are generated in an encrypted
folder. This keeps sensitive information from being stored in
plaintext on a print server.
Require strong passwords for all virtual private network (VPN)
connections.
Trust only certificates from certificate authorities (CAs) or
trusted sites. Train users to reject certificates from unknown or
untrusted sites.
Require two-factor authentication (2FA) for access requests to
sensitive information.
5
Review recovery plan regularly.
Update old password policies.
Do not write down passwords.
24. your applications.
Automate as many backup operations as possible. Create logs
and reports that make problems with backup operations easy to
recognize.
Verify all backup operations. A secondary copy of data with
errors may be no better than damaged primary copy data.
Export all encryption recovery keys to removable media and
store the media in a safe place. Physically store your Encrypting
File System (EFS) or BitLocker recovery information in a
separate, safe location.
7
Remove administrator rights from all normal users.
Apply software and OS security patches.
Block outbound network connections.
Automate backup operations.
Verify all backup operations.
Export encryption recovery keys to removable media.
Technical Best Practices (Cont.)
Page ‹#›
Security Strategies in Windows Platforms and Applications
37. Adopt
Define
Ensure
Validate
Create
Adopt a software development model to help define your
organization’s development activities and flow.
Define activities for each phase in your model.
Ensure all developers are trained on developing secure
applications.
Validate your software product at the end of every phase.
Create separate software projects for each related group of
programs or program changes.
42. Should customers be informed immediately? Why or why not?
To complete this assignment, you must do the following:
A) Create a new thread.
B) Select AT LEAST 3 other students' threads and post
substantive comments on those threads, evaluating the pros and
cons of that student’s recommendations.
Your comments should extend the conversation started with the
thread.
ALL original posts and comments must be substantive. (I'm
looking for about a paragraph - not just "I agree.")
NOTE: These discussions should be informal discussions, NOT
research papers. If you MUST directly quote a resource, then
cite it properly. However,
I would much rather simply read your words.
43. Smash That Like Button: Facebook’s Chris Cox Is Messing with
One of the Most Valuable Features on the Internet
Inside Facebook’s Decision to Blow Up the Like Button
The most drastic change to Facebook in years was born a year
ago during an off-site at the Four Seasons Silicon Valley, a 10-
minute drive from headquarters. Chris Cox, the social network’s
chief product officer, led the discussion, asking each of the six
executives around the conference room to list the top three
projects they were most eager to tackle in 2015. When it was
Cox’s turn, he dropped a bomb: They needed to do something
about the “like” button.
The like button is the engine of Facebook and its most
recognized symbol. A giant version of it adorns the entrance to
the company’s campus in Menlo Park, Calif. Facebook’s 1.6
billion users click on it more than 6 billion times a day—more
frequently than people conduct searches on Google—which
affects billions of advertising dollars each quarter. Brands,
publishers, and individuals constantly, and strategically, share
the things they think will get the most likes. It’s the driver of
social activity. A married couple posts perfectly posed selfies,
proving they’re in love; a news organization offers up what’s
fun and entertaining, hoping the likes will spread its content.
All those likes tell Facebook what’s popular and should be
shown most often on the News Feed. But the button is also a
blunt, clumsy tool. Someone announces her divorce on the site,
and friends grit their teeth and “like” it. There’s a devastating
earthquake in Nepal, and invariably a few overeager clickers
give it the ol’ thumbs-up.
Changing the button is like Coca-Cola messing with its secret
recipe. Cox had tried to battle the like button a few times
before, but no idea was good enough to qualify for public
testing. “This was a feature that was right in the heart of the
44. way you use Facebook, so it needed to be executed really well
in order to not detract and clutter up the experience,” he says.
“All of the other attempts had failed.” The obvious alternative,
a “dislike” button, had been rejected on the grounds that it
would sow too much negativity.
Cox told the Four Seasons gathering that the time was finally
right for a change, now that Facebook had successfully
transitioned a majority of its business to smartphones. His top
deputy, Adam Mosseri, took a deep breath. “Yes, I’m with you,”
he said solemnly.
Later that week, Cox brought up the project with his boss and
longtime friend. Mark Zuckerberg’s response showed just how
much leeway Cox has to take risks with Facebook’s most
important service. “He said something like, ‘Yes, do it.’ He was
fully supportive,” Cox says. “Good luck,” he remembers
Zuckerberg telling him. “That’s a hard one.”
The solution would eventually be named Reactions. It will
arrive soon. And it will expand the range of Facebook-
compatible human emotions from one to six.
Cox isn’t a founder, doesn’t serve on the boards of other
companies, and hasn’t written any best-selling books. He’s not a
billionaire, just a centi-millionaire. He joined Facebook in
2005, too late to be depicted in The Social Network, David
Fincher’s movie about the company’s early days. While
Zuckerberg manages an expanding portfolio of side businesses
and projects—Instagram, WhatsApp, the Oculus Rift virtual-
reality headset, a planned fleet of 737-size, carbon-fiber,
Internet-beaming drones—Cox runs “the big blue app.” That’s
Facebook’s term for the social network that we all compulsively
check a few dozen times a day. He’s also the keeper of the
company’s cultural flame, the guy who gives a rousing welcome
speech to new recruits every Monday morning at 9 a.m. It’s a
safe bet that all 12,000 Facebook employees know his name.
45. He’s probably the closest thing Internet users have to an editor-
in-chief of their digital life. Cox’s team manages the News
Feed, that endless scroll of Facebook updates. Invisible
formulas govern what stories users see as they scroll, weighing
baby pictures against political outrage. “Chris is the voice for
the user,” says Bret Taylor, Facebook’s former chief technology
officer. “He’s the guy in the room with Zuckerberg explaining
how people might react to a change.”
Cox’s ascension has been gradual and, for the past few years,
clearly visible to Facebook watchers. Many first met him during
the 2012 initial public offering roadshow, when the company
distributed a video of executives talking about its mission.
Along with Chairman and Chief Executive Officer Zuckerberg
and Chief Operating Officer Sheryl Sandberg, the film included
Cox, who gazed earnestly into the camera at close range while
employing some seriously overheated rhetoric: “We are now
changing within a generation the fabric of how humanity
communicates with itself.”
He’s frequently seen at Zuckerberg’s side. Here are Zuckerberg
and Cox running a three-legged race for a company game day,
with Cox wearing a banana suit; embracing after Facebook
started trading on the Nasdaq (Zuckerberg hugged Sandberg
first and Cox second); riding a float together during San
Francisco’s gay pride parade.
Zuckerberg says Cox is one of his closest friends and “one of
the people who makes Facebook a really special place.” He
mentions Cox’s IQ and EQ—emotional intelligence—and how
“it’s really rare to find people who are very good at both.” He’s
also cool in a way that Zuckerberg, in particular, isn’t. Cox,
who moonlights as a keyboard player in a reggae band, dresses
fashionably, usually leaving a button open on the top of his
neatly tailored work shirts. He’s also irksomely handsome and
displays the casual cheer of someone who knows it.
Look a little deeper, though, and Cox’s record isn’t quite as
46. tidy. He’s been in charge of some of Facebook’s biggest duds: a
nicely designed news-reading app for smartphones called Paper,
which no one used, and a major revamp of the News Feed that
was scrapped because it didn’t work well on small screens. If
you look at the things poised to deliver big growth opportunities
at Facebook—Instagram and WhatsApp being the biggest—
they’re mostly acquisitions, not reinventions of the big blue
app.
In Silicon Valley fashion, Cox prefers to recast past mistakes as
healthy experiments and valuable learning experiences. “I think
any good company is trying things, is forcing itself to try
things, and you need to be able to put things out there and try
and learn,” he says. “People only get in trouble if they’re not
honest about failure.”
Cox first heard of job opportunities at Facebook while pursuing
a master’s degree in computer-human interaction at Stanford. A
roommate already worked there and badgered Cox to interview,
primarily because there was a $5,000 recruiting bonus. Cox was
skeptical. Wasn’t Facebook just a glorified dating site?
The headquarters back then were on University Avenue, Palo
Alto’s main drag. When he got there, co-founder Dustin
Moskovitz described Facebook as a crowd sourced directory of
everyone. He drew circles on a whiteboard, then lines
connecting them to represent “friending” on the site. By looking
at each other’s profiles, friends could bypass the first awkward
five minutes of every conversation—those rote questions like
“where are you from?”—and move on to deeper connections.
Cox was riveted.
He dropped out of Stanford (naturally) and joined the company
when it had about 30 employees. His first job was developing
the News Feed, the feature that made Facebook a global
addiction. At the time, though, he and Zuckerberg badly
misjudged user reaction: People hated it. They felt as if their
47. private interactions were suddenly being exposed. “It wasn’t our
best product rollout,” Cox concedes. He learned that people
tend to be suspicious of well-capitalized Silicon Valley startups
preaching lofty values such as “openness” and “sharing.”
In late 2007, after Facebook hired its 100th employee,
Zuckerberg decided he needed to put someone he trusted in
charge of personnel. This became Cox’s strangest career move:
Zuckerberg asked him to become the company’s first human
resources chief. Zuckerberg now says he thought it was “an
opportunity to take a different approach than other companies
and to bring a technical spirit to defining all these different
aspects” of the company’s culture.
Cox scheduled one-on-one meetings with every employee and
became a sort of in-house therapist. “He had to endure the
slings and arrows of people’s complaints from all over the
company,” Yishan Wong, an early employee, wrote on the
community website Quora. “And he did so without becoming a
cynical, uncaring shell of a man.”
Cox says the HR job gave him a way of looking at things
through other people’s eyes. It also led him to ponder
Facebook’s mission in the world, which is when he started
reading the works of communications theorist Marshall
McLuhan. Each wave of media technology, McLuhan wrote, is
initially greeted with anger and mistrust.
That was comforting to Cox, because it explained some of the
hostility that Facebook was encountering. “We were in this
period back then where people really didn’t understand
Facebook and didn’t believe it could become anything,” he says.
“McLuhan helped tell that story in a broader context.”
Cox returned to engineering in 2008, but he’s still the
company’s cultural ambassador. He weaves McLuhan’s lesson
into his Monday morning speeches to the new recruits. The talks
usually start with a question: “What is Facebook?” He lets the
48. room hang in silence until someone is brave enough to say, “It’s
a social network.” Wrong. Facebook is a medium, Cox says,
referring to McLuhan’s famous dictum, “The medium is the
message.” In other words, how Facebook presents content and
the way in which it allows users to read, watch, comment on,
and like that content influences how all 1.6 billion members see
the world around them.
Cox spends most of his days in the new Frank Gehry-designed
Building 20 on the Menlo Park campus. The structure is a huge,
430,000-square-foot rectangle. A grassy park is on the roof,
with a hot dog stand on one side and a smoothie shop on the
other. Inside the cavernous space, full of rustic art and
chalkboard walls, Facebook employees tie silver balloons to
their movable standing desks to mark their “Faceversary,”
celebrating how long they’ve worked there. Cox had his 10th
Faceversary last fall.
On a Wednesday in November, he enters a conference room for
the second of five meetings and confesses that he’s breaking the
rules: Executives are discouraged from scheduling meetings on
Wednesdays, which is supposed to be a day engineers and
designers can work without interruption. Nevertheless, Cox and
his team need to talk about tailoring the Facebook smartphone
app for India. On a screen at the front of the room, there’s a bar
chart of Indian users on Android phones, broken down by the
estimated speed of the cellular network they use most often—
2G, 3G, and so forth.
“Can you just hang on that stat for a sec?” Cox asks, peering at
the chart with his elbows on his knees. “4G is a whopping 0.2
percent.”
“It’s just one guy hanging out there,” says a product manager,
Chris Struhar.
The team can’t afford to wait for India to speed up its mobile
networks—frustrated users will simply stop using Facebook. (Or
49. worse. The company recently faced street protests in the
country for its plan to offer Free Basics, a stripped-down, free
Internet service that includes Facebook and not much else.)
Struhar proposes to use less data in the app, in part by recycling
older stories that don’t have to be freshly downloaded. Cox
agrees. “My intuition, which we could prove wrong, is people
just want more stuff,” he says. He imagines himself as the user,
looking for any hit of digital nicotine that will stave off
boredom at, say, a bus stop. “That’s definitely what I want. I
just want more stories.” Cox then reviews a couple of other
ideas, like a spinning icon on photos that will let users know the
app is loading, potentially decreasing what the company calls
“rage quits.”
Near the end of the meeting, he wonders aloud how to get other
Facebook employees to start thinking about the particular
challenge of building features that will work on yesterday’s
mobile networks, still in use around the world. Someone
proposes switching everyone at the company to a 2G connection
once a week. Cox loves the idea. “This is our tool for empathy,”
he says. “Happy Wednesday, you’re in Delhi!” Two weeks later,
the company implements 2G Tuesdays.
“Empathy” is a word Cox throws around a lot, and which his
colleagues often use about him. Facebook blundered in the past
when it didn’t take the time to talk to and understand its users.
In the old days, product teams tested features in New Zealand,
which has the advantage of having an isolated, English-speaking
population but is hardly an accurate representation of the world.
Under Cox, Facebook’s product team is tackling more sensitive
subjects, such as designing a way for accounts to become
memorials after someone’s death, or helping users navigate the
aftermath of a breakup by selectively blocking pictures of the
ex. His goal, which he admits Facebook hasn’t reached, is to
make the News Feed so personalized that the top 10 stories a
user sees are the same they’d pick if they saw every possibility
and ranked it themselves. A side effect of making things easier
for users: happy advertisers. Under Cox, Facebook found a way
50. to make advertising work on its smartphone app, and came up
with video ads that play automatically.
Since Cox was elevated to chief product officer in 2014, his
team has consulted with an outside panel of about 1,000
Facebook users who rate every story in their feed and offer
feedback. There are also a handful of product test stations
scattered around Facebook’s offices that look a little like
interrogation rooms—tiny spaces with brightly lit desks. A
camera is attached to a test subject’s smartphone to film their
actions while Facebook employees watch through a one-way
mirror. Sessions can go on for hours. Sometimes they’re live-
streamed to a larger audience of employees.
Cox applied this testing regimen to the revamping of the like
button. He wasn’t part of the team that originally developed the
button from 2007 to 2009, but colleagues have war stories about
how hard they had to work to get Zuckerberg on board.
According to longtime executive Andrew Bosworth, there were
so many questions about the button—should likes be public or
private? would they decrease the number of comments on
stories?—many thought the feature was doomed. Even its
champions had no idea of the impact it would have on the
company’s fortunes. It was simply meant to make interactions
easier—just click like on someone’s post about their new job,
instead of being the 15th person to say congratulations.
Eventually the button became a crucial part of how Facebook’s
technology decides what to show users.
If you like beauty tips a friend shares from some Kardashian or
other, the software calculates that you should also see ads and
articles from People magazine and Sephora. “The value it has
generated for Facebook is priceless,” says Brian Blau, an
analyst at Gartner.
It’s a way of creating a connection, even if it’s superficial. If
users click like on a post about the Red Cross’s disaster relief
51. efforts, they feel as if they’ve done something to help. (In
January, Sandberg went so far as to suggest that likes could
help defeat Islamic State: By promoting the posts of survivors,
users could somehow drown out the hate.) Liking someone’s
photo is an awkwardness-free way to make contact with
someone you haven’t seen in years. Alternatives to like will let
Facebook users be a little more thoughtful, or at least seem to
be, without having to try very hard.
Facebook researchers started the project by compiling the most
frequent responses people had to posts: “haha,” “LOL,” and
“omg so funny” all went in the laughter category, for instance.
Emojis with eyes that transformed into hearts, GIF animations
with hearts beating out of chests, and “luv u” went in the love
category. Then they boiled those categories into six common
responses, which Facebook calls Reactions: angry, sad, wow,
haha, yay, and love.
The team consulted with outside sociologists about the range of
human emotion, just to be safe. Cox knows from experience that
he doesn’t have all the answers: When the company redesigned
the News Feed in 2013, it looked great on the iMacs in
Facebook’s headquarters but made the product harder to use
everywhere else. “There are a million potholes to trip over,”
Cox said.
Facebook Reactions won’t get rid of like—it will be an
extension. Within the company, there was some debate on how
to add the options without making every post look crowded with
things to click. The simpler Facebook is to use, the more people
will use it. Zuckerberg had a solution: Just display the usual
thumbs-up button under each post, but if someone on her
smartphone presses down on it a little longer, the other options
will reveal themselves. Cox’s team went with that and added
animation to clarify their meaning, making the yellow emojis
bounce and change expression. The angry one turns red, looking
downward in rage, for example. Once people click their
52. responses, the posts in News Feed show a tally of how many
wows, hahas, and loves each generated.
This update may seem trivial. All it’s doing is increasing the
number of clickable responses. People already comment on
posts with emojis or, in some cases, actual words. But the
feature will probably make Facebook even more addictive. And
it will certainly give Cox’s team a lot more information to
throw into the News Feed algorithm, thereby making the content
more relevant to users—and, of course, to advertisers.
In October the team got close enough to a final design that
Zuckerberg felt comfortable mentioning the project in a public
interview, giving no details except that there wouldn’t be a
dislike button. Cox worried it was too soon to talk about the
emotions Facebook picked. (Yay was ultimately rejected
because “it was not universally understood,” says a Facebook
spokesperson.) Cox says he spent the next morning parsing
through responses to the announcement, reading what users
thought the social network needed and preparing to start over if
necessary.
A few weeks later, the team began testing Reactions in Spain
and Ireland, then Chile, the Philippines, Portugal, and
Colombia. In early January, Cox flew to Tokyo to sell Reactions
to Japan. “You can love something, you can be sad about
something, you can laugh out loud at something,” he said to a
crowd of reporters at Facebook’s offices in the Roppongi
district. “We know on phones people don’t like to use
keyboards, and we also know that the like button does not
always let you say what you want.”
He explained Facebook’s goal: a universal vocabulary that lets
people express emotion as they scroll through their feed. In a
sense, Reactions is an adaptation of digital culture in Asia,
where messaging apps such as Line and WeChat have already
established a complex language of emojis and even more
elaborate “stickers.”
54. complete case analysis. The heart of any case analysis is the set
of recommendations made. The Problem and Issue Identification
and Analysis and Evaluation steps should be focused on
generating and defending the most effective set of
recommendations.
GUIDELINES FOR ANALYZING CASES
Problem and Issue Identification
1. What are the central facts of the case and assumptions you
are making based on these facts?
2. What is the major overriding issue in this case? (What major
question or issue does this case address that merits its study in
this course and in connection with the chapter or material you
are now covering?)
3. What subissues or related issues are present in the case that
merit consideration and discussion?
Analysis and Evaluation
4. Who are the stakeholders in the case and what are their
stakes? (Create a stakeholder map if this is helpful.) What
challenges, threats, and opportunities do these stakeholders
pose?
5. What economic, legal, ethical, and discretionary
responsibilities does the company have, and what exactly is the
nature and extent of the responsibilities?
6. If the case involves a company’s actions, evaluate what the
company did or did not do in handling the issue affecting it.
Recommendations
7. What recommendations do you have for this case? If a
company’s strategies or actions are involved, should the
company have acted the way it did? What actions should the
company take now, and why? Be as specific as possible, and
include a discussion of alternatives you have considered but
55. decided not to pursue. Mention and discuss any important
implementation considerations.