Must answer both bulletsInformation Security and Digital Crime .docx
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Must answer both bullets "Information Security and Digital Crime and Terrorism" Please respond to the following: From the first e-Activity, identify one to two (1-2) potential ethical challenges that security professionals may face as technology advances, applications become more mobile, and computer criminals become more innovative. Speculate on one (1) solution that security professional could take in order to mitigate the challenge(s) in question. Justify your response. From the second e-Activity, among the three (3) definitions of cyber terrorism, give your opinion as to the one (1) definition that is the most accurate with regard to information security and infrastructure protection. Next, describe the impact that digital crimes and digital terrorism are likely to have in the future. Provide a rationale for your response. ...
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the reading for question #2 is attached1) The battle between cyb.docx
the reading for question #2 is attached
1) The battle between cyber criminals and law enforcement (and information security professionals) the world over is a constant tug-of-war. From most perspectives, law enforcement and INFOSEC personnel are at a significant disadvantage, but occasionally we find ourselves ahead of the curve, having developed a new countermeasure or technique for prevention, detection, or investigation. When such an innovation is developed, should it be widely publicized and shared with others, or is the risk of informing the "bad guys" and allowing them to adapt or evolve their tools and techniques in response too great? How should we balance the need to collaborate and cooperate for the benefit of all with the need to maintain maximum advantage (if however slight) over our cybercrime adversaries? Discuss thoroughly.
2) On page 12 of "
Understanding cybercrime: Phenomena, challenges and legal response,
" section 2.3 provided some discussion about the development of computer and cybercrime in recent history. After reading that section, which decade do you think was the most significant in the development of cybercrime and the cybercriminals we are dealing with today, and why? Discuss thoroughly
.
Cyber security: challenges for society- literature review
http://www.iosrjournals.org/iosr-jce/pages/v12i2.html
A Review of Information Security Issues and Techniques.pdf
Assignment Writing Service
http://StudyHub.vip/A-Review-Of-Information-Security--Issue
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the reading for question #2 is attached1) The battle between cyb.docx
the reading for question #2 is attached
1) The battle between cyber criminals and law enforcement (and information security professionals) the world over is a constant tug-of-war. From most perspectives, law enforcement and INFOSEC personnel are at a significant disadvantage, but occasionally we find ourselves ahead of the curve, having developed a new countermeasure or technique for prevention, detection, or investigation. When such an innovation is developed, should it be widely publicized and shared with others, or is the risk of informing the "bad guys" and allowing them to adapt or evolve their tools and techniques in response too great? How should we balance the need to collaborate and cooperate for the benefit of all with the need to maintain maximum advantage (if however slight) over our cybercrime adversaries? Discuss thoroughly.
2) On page 12 of "
Understanding cybercrime: Phenomena, challenges and legal response,
" section 2.3 provided some discussion about the development of computer and cybercrime in recent history. After reading that section, which decade do you think was the most significant in the development of cybercrime and the cybercriminals we are dealing with today, and why? Discuss thoroughly
.
Cyber security: challenges for society- literature review
http://www.iosrjournals.org/iosr-jce/pages/v12i2.html
A Review of Information Security Issues and Techniques.pdf
Assignment Writing Service
http://StudyHub.vip/A-Review-Of-Information-Security--Issue
SECURITY VIGILANCE SYSTEM THROUGH LEVEL DRIVEN SECURITY MATURITY MODEL
Success of any software system largely looms upon its vigilance efficiency that prompts organizations to
meet the set of objectives in the arena of networks. In the highly competitive world, everything appears to
be vulnerable; information system is also not an exception to this fact. The security of information system
has become a cause of great concern. On the contrary, till time the software security engineers are trying
hard to develop fully protected and highly secured information systems but all these developments are at
nascent stages. It is quite revelling that in the earlier research studies, little attention is paid to highlight an
accurate status of the security alertness for developed software. Hence, keeping all these factors at the
backdrop, this paper is an attempt to propose a holistic Security Maturity Model (SMM), in which five
levels/stars have been developed, driven on the strength of the security vigilance occurring at the various
stages for any software. SMM is in its conceptual stage; the detailed steps will certainly require time to be
developed so that every software system can reap out the benefits of this model. To categorize/discriminate
the level of potency, SMM will be highlighted through appropriate ranking/star system. It is hoped that if
SMM will be followed in its true letter and sprit; undoubtedly, this will restore the clients’ trust and
confidence on the software as well as their corresponding vendors. Moreover, this will also enable software
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Top Cyber News Magazine Daniel Ehrenreich
Daniel Ehrenreich, BSc. is a leading Industrial Control System (ICS) expert and acting as consultant and lecturer at Secure Communications and Control Experts (SCCE) consulting entity, based in Israel.
Periodically conducting workshop sessions via Internet and in person for educating international participants on ICS cyber security risks and defense measures for a broad range of ICS verticals.
Studied CISSP in 2014 and is certified as a Lead Auditor for the ISO 27001-2013 standard by the Israeli Institute of Standards.
Daniel has over 30 years of engineering experience with ICS for: electricity, water, oil and gas and power plants as part of his activities at: Tadiran Electronics, Motorola Solutions, Siemens and Waterfall Security.
Reselected as the Chairman for the 6th ICS Cybersec AI&ML 2021 hybrid conference, organized by People and Computers.
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Laureate Online Education Information Security Engineering .docx
Laureate Online Education
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© All rights reserved 2000-2009. The Information Security Engineering module, in all its parts: syllabus, guidelines,
lectures, discussion questions, technical notes, images, projects and any additional material is copyrighted by Laureate
Online Education.
Information Security Engineering Seminar for Week 1
Introduction, Security Models and Security Protocols
WELCOME to this module on Information Security Engineering. Over the next few weeks
we will be exploring, thinking about and discussing ideas on the principles and practice of
building secure distributed systems. In particular, we will be covering topics including:
- basic cryptology such as encryption and authentication
- security models and security protocols
- password protection, authentication and access control
- secure networking and internetworking
- digital content protection
- hardware security
- intrusion detection
- security projects management and security evaluation
- practical considerations
We will become familiar with state-of-the-art techniques in Information Security
Engineering.
In our first seminar, we will learn about security engineering problems through examples.
We will look at several application areas and identify particular security-critical problems.
We will then move on to the unifying theme of security engineering: security protocols,
basic security models and related standard frameworks.
What does security mean in general?
Word “security” is overloaded and different people and specialists may mean different
things when using this word in different subject specific context. In our course we will
mostly deal with the following areas: computer systems security, network and
telecommunication systems security, computer and networking applications security, and
Information security in general.
Security in general means a set of principles, models, rules, and mechanisms to ensure
correct and reliable system or application operation and to achieve the following generic
security properties (of the secure system operation, subject or entity):
• Confidentiality
• Authenticity
Page 1 of 17
• Integrity
• Access control
• Availability
Such widely discussed and used security characteristic as privacy is actually a
combination of the few basic security properties and a privacy policy that may be different
in different environment and for different applications. These security properties are
applicable for both physical security, computer security, and human security. It may be an
interesting topic for discussion in the classroom how these generic security properties are
applied in different areas and to different entities. We will learn how to achieve these
security properties or characteristics in system operations and how to design secure
systems by applying security principles, models, mechanisms, and s ...
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Cultivating Proactive Cybersecurity Culture among IT Professional to Combat E...
In the current digital landscape, cybercriminals continually evolve their techniques to execute successful attacks on businesses, thus posing a great challenge to information technology (IT) professionals. While traditional cybersecurity approaches like layered defense and reactive security have helped IT professionals cope with traditional threats, they are ineffective in dealing with evolving cyberattacks. This paper focuses on the need for a proactive cybersecurity culture among IT professionals to enable them combat evolving threats. The paper emphasis that building a proactive security approach and culture can help among IT professionals anticipate, identify, and mitigate latent threats prior to them exploiting existing vulnerabilities. This paper also points out that as IT professionals use reactive security when dealing with traditional attacks, they can use it collaboratively with proactive security to effectively protect their networks, data, and systems and avoid heavy costs of dealing with cyberattack’s aftermaths and business recovery.
Cyber security for Developers
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Finally, write ONLY FINAL ANSWERS ON THESE PAGES; you must show your work both according to homework guidelines and on YOUR OWN PAPER.
SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.
Multiply or divide as indicated. Write your answer in factored form.
1) x22 - 9x + 14 · xx22 -- 1618x x ++ 4877 1)
2)
x
-
12
x
+
32
Simplify the complex rational expression.
4
x
2
-
4
x
-
32
-
1
x
-
8
2)
1 + 1 x + 4
Find the difference quotient for the function and simplify it.
3) g(x) = 6x2 + 14x - 1 3)
Find the domain and range of the function. Write your answers using interval notation.
4)
g(z)
=
16
-
z
2
4)
Find a formula for the function graphed.
5) 5)
Determine if the function is even, odd, or neither. You must use algebra to justify your answer; otherwise, no full credit will be given. NO CREDIT is given for an answer without a mathematical explanation.
6) f(x) = x -+7 9 6)
State the domain of the composition.
7)
(
g
H
h)(x) with g(x)
=
x
+
5
and h(x)
=
8
x
+
7
7)
Compute
f(x
+
h)
-
f(x)
h
(h
J
0) for the given function
.
8) f(x) = 4x - 8 8)
9)
f(x)
=
5
x
2
+
6
x
9)
10)
f(x)
=
1
9
x
10)
Solve the equation by multiplying both sides by the LCD.
11) 32x - x 3+ 1 = 1 11)
12)
Solve the equation.
x
+
6
+
2
-
x
=
4
12)
13)
(
4
x
-
2
)
/
3
2
+
6
=
15
13)
14)
3
x
+
4
=
x
-
1
14)
Find the real solutions of the equation by factoring.
15) x3 + 8x2 - x - 8 = 0 15)
Solve the equation by making an appropriate substitution.
16) (x2 - 2x)2 - 11(x2 - 2x) + 24 = 0 16)
Solve the logarithmic equation.
17) log2(x + 7) + log2(x - 7) = 2 17)
Solve the exponential equation. Express the solution set in terms of natural logarithms.
18) 4x + 4 = 52x + 5 18)
Solve the inequality and express the solution in interval notation.
19) 7Ax - 1A L 2 19)
Solve the inequality. Write your answer using interval notation.
20) x 18- 5 > x 15+ 1 20)
Write the equation as f(x) = a(x - h)2 + k. Identify the vertex, range, and axis of symmetry of the function.
21) f(x) = x2 + 5x + 2 21)
23) log
F.
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be vulnerable; information system is also not an exception to this fact. The security of information system
has become a cause of great concern. On the contrary, till time the software security engineers are trying
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Periodically conducting workshop sessions via Internet and in person for educating international participants on ICS cyber security risks and defense measures for a broad range of ICS verticals.
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© All rights reserved 2000-2009. The Information Security Engineering module, in all its parts: syllabus, guidelines,
lectures, discussion questions, technical notes, images, projects and any additional material is copyrighted by Laureate
Online Education.
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WELCOME to this module on Information Security Engineering. Over the next few weeks
we will be exploring, thinking about and discussing ideas on the principles and practice of
building secure distributed systems. In particular, we will be covering topics including:
- basic cryptology such as encryption and authentication
- security models and security protocols
- password protection, authentication and access control
- secure networking and internetworking
- digital content protection
- hardware security
- intrusion detection
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- practical considerations
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In our first seminar, we will learn about security engineering problems through examples.
We will look at several application areas and identify particular security-critical problems.
We will then move on to the unifying theme of security engineering: security protocols,
basic security models and related standard frameworks.
What does security mean in general?
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mostly deal with the following areas: computer systems security, network and
telecommunication systems security, computer and networking applications security, and
Information security in general.
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correct and reliable system or application operation and to achieve the following generic
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combination of the few basic security properties and a privacy policy that may be different
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applicable for both physical security, computer security, and human security. It may be an
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Create an outline for your training.
Requirements:
Include an introduction and summary within your outline
Length of outline should be 3-4 pages
It should be an annotated outline. This means that it should include citations within the outline and a reference page.
Your training should include the topics of HIPAA and The Joint Commission and other data compliance topics that affect hospital staff
.
C8-1 CASE STUDY 8 CARLSON COMPANIES STORAGE SOLUT.docx
C8-1
CASE STUDY 8
CARLSON COMPANIES STORAGE SOLUTIONS
Carlson Companies (www.carlson.com) is one of the largest privately held
companies in the United States, with more than 171,000 employees in more
than 150 countries. Carlson enterprises include a presence in marketing,
business and leisure travel, and hospitality industries. Its Carlson Hotels
Worldwide division owns and operates approximately 1,075 hotels located in
more than 70 countries. Radisson, Park Plaza, and Country Inn & Suites by
Carlson are some of its hotel brands. The hotel loyalty program is named
Club Carlson. The Carlson Restaurants Worldwide includes T.G.I. Friday’s
and the Pick Up Stix chains. The company registered approximately $38
billion in sales in 2011.
Carlson’s Information Technology (IT) division, Carlson Shared Services,
acts as a service provider to its internal clients and consequently must
support a spectrum of user applications and services. The IT division uses a
centralized data processing model to meet business operational
requirements. The central computing environment has traditionally included
an IBM mainframe and over 50 networked Hewlett-Packard and Sun servers
[KRAN04, CLAR02, HIGG02]. The mainframe supports a wide range of
applications, including Oracle financial database, e-mail, Microsoft Exchange,
Web, PeopleSoft, and a data warehouse application.
C8-2
In 2002, the IT division established six goals for assuring that IT
services continued to meet the needs of a growing company with heavy
reliance on data and applications:
1. Implement an enterprise data warehouse.
2. Build a global network.
3. Move to enterprise-wide architecture.
4. Establish six-sigma quality for Carlson clients.
5. Facilitate outsourcing and exchange.
6. Leverage existing technology and resources.
The key to meeting these goals was to implement a storage area
network (SAN) with a consolidated, centralized database to support
mainframe and server applications. Carlson needed a SAN and data center
approach that provided a reliable, highly scalable facility to accommodate
the increasing demands of its users.
Storage Requirements
Prior to implementing the SAN and data center approach, the central DP
shop included separate disc storage for each server, plus that of the
mainframe. This dispersed data storage scheme had the advantage of
responsiveness; that is, the access time from a server to its data was
minimal. However, the data management cost was high. There had to be
backup procedures for the storage on each server, as well as management
controls to reconcile data distributed throughout the system. The mainframe
included an efficient disaster recovery plan to preserve data in the event of
major system crashes or other incidents and to get data back online with
little or no disruption to the users. No comparable plan existed for the many
servers.
C8-3
As Ca.
Caffeine intake in children in the United States and 10-ytre.docx
Caffeine intake in children in the United States and 10-y
trends: 2001–20101–4
Namanjeet Ahluwalia, Kirsten Herrick, Alanna Moshfegh, and Michael Rybak
ABSTRACT
Background: Because of the increasing concern of the potential
adverse effects of caffeine intake in children, recent estimates of
caffeine consumption in a representative sample of children are
needed.
Objectives: We provide estimates of caffeine intake in children in
absolute amounts (mg) and in relation to body weight (mg/kg) to
examine the association of caffeine consumption with sociodemo-
graphic factors and describe trends in caffeine intake in children in
the United States.
Design: We analyzed caffeine intake in 3280 children aged 2–19 y
who participated in a 24-h dietary recall as part of the NHANES,
which is a nationally representative survey of the US population
with a cross-sectional design, in 2009–2010. Trends over time be-
tween 2001 and 2010 were examined in 2–19-y-old children (n =
18,530). Analyses were conducted for all children and repeated for
caffeine consumers.
Results: In 2009–2010, 71% of US children consumed caffeine on
a given day. Median caffeine intakes for 2–5-, 6–11-, and 12–19-y
olds were 1.3, 4.5, and 13.6 mg, respectively, and 4.7, 9.1, and 40.6
mg, respectively, in caffeine consumers. Non-Hispanic black chil-
dren had lower caffeine intake than that of non-Hispanic white
counterparts. Caffeine intake correlated positively with age; this
association was independent of body weight. On a given day,
10% of 12–19-y-olds exceeded the suggested maximum caffeine
intake of 2.5 mg/kg by Health Canada. A significant linear trend
of decline in caffeine intake (in mg or mg/kg) was noted overall for
children aged 2–19 y during 2001–2010. Specifically, caffeine in-
take declined by 3.0 and 4.6 mg in 2–5- and 6–11-y-old caffeine
consumers, respectively; no change was noted in 12–19-y-olds.
Conclusion: A majority of US children including preschoolers con-
sumed caffeine. Caffeine intake was highest in 12–19-y-olds and
remained stable over the 10-y study period in this age group. Am J
Clin Nutr 2014;100:1124–32.
INTRODUCTION
Caffeine is a commonly consumed stimulant present naturally
in or added to foods and beverages. Caffeine consumption in
children has received considerable interest because of the con-
cern of adverse health effects. Caffeine intake of 100–400 mg has
been associated with nervousness, jitteriness, and fidgetiness
(1, 2). Because of the continued brain development involving
myelination and pruning processes, children may be particularly
sensitive to caffeine (3, 4). There has been some evidence that
has linked caffeine intake in children to sleep dysfunction, el-
evated blood pressure, impairments in mineral absorption and
bone health, and increased alcohol use or dependence (1, 5–7).
In addition, the routine use of caffeinated sugar-sweetened
beverages may contribute to weight gain and dental cavities (8).
Caffeine toxicity in children has also.
Cabbage patch hip dance move, The running man hip hop dance move, th.docx
Cabbage patch hip dance move, The running man hip hop dance move, the humpty dance hip hop move and the butterfly hip hop dance move. Describe each using the attachment in the assignment which provides certain words and descriptions. each style of dance ( cabbage patch, running man, the humpty dance, butterfly) has to have description or analysis using B.A.S.T.E See the attachment
use the attachment to describe each hip hop dance move
.
CA4Leading TeamsAre we a teamHi, my name is Jenny .docx
CA4:
Leading Teams
Are we a team?
Hi, my name is Jenny McConnell. I am the newly appointed CIO of a medium-sized technology company. Our company recruits top graduates from schools of business and engineering. Talent, intellect, creativity – it’s all there. If you lined up this crowd for a group photo, credentials in hand, the “wow” factor would be there.
Our company is spread over a dozen states, mostly in the Northwest. The talent pool is amazing across the board, both in IT and in the rest of the company. But when the CEO hired me, he said that we are performing nowhere near our potential. On the surface, the company is doing fine. But we should be a
Fortune 500
organization. With this much talent, we should be growing at a much faster rate. The CEO also said that I was inheriting “a super team with disappointing performance.” His task for me was to pull the IT stars into a cohesive team that would meet company needs for new IT systems and services much faster and more effectively.
Without making our superstars feel that they were being critiqued and second-guessed, or indicating “there’s a real problem here,” I wanted to gather as much information and feedback as possible from the 14 team members (regional CIOs and department heads) who report to me. I held one-on-one meetings in order to give a voice to each person, allowing each individual to provide an honest assessment of the team as well as areas for improvement and a vision for the future of team efforts.
I was surprised by the consistency of remarks and opinions. For example, a picture emerged of the previous CIO, who was obviously awed by the talent level of the team members. Comments such as “Bob pretty much let us do what we wanted” and “Bob would start the meeting and then just fade into the background, as if he found us intimidating” were typical. The more disturbing comment, “Bob always agree with
me
,” was expressed by most of the team members at some point in our conversation. It was as if the regional heads believed that the CIO wanted them to succeed by doing as they thought best for themselves.
I queried members about the level of cooperation during meetings and uncovered areas of concern, including the complaint that others at the table were constantly checking their iPads and smartphones during meetings. One department head told me, “You could turn off the sound while watching one of our meetings, and just by the body language and level of attention, tell who is aligned with whom and who wishes the speaker would just shup up. It would be comical if it weren’t so distressing.”
Such remarks were indicative of a lack of trust and respect and a breakdown of genuine communication. One team member told me, “I recently encountered a problem that a department head from another region had successfully solved, but the information was never shared, so here I am reinventing the wheel and wasting valuable time.” It was apparent that these so-called high performers were .
C7-1 CASE STUDY 7 DATA CENTER CONSOLIDATION AT GUARDI.docx
C7-1
CASE STUDY 7
DATA CENTER CONSOLIDATION AT GUARDIAN
LIFE
As one of the largest mutual life insurance firms in the United States,
Guardian Life (www.guardianlife.com) has more than 5000 employees and
over 3000 financial representatives in 80 agencies. Guardian and its
subsidiaries provide almost three million people with life and disability
income insurance, retirement services, and investment products such as
mutual funds, securities, variable life insurance, and variable annuities. The
company also supplies employee benefits programs to six million
participants, including life, health, and dental insurance, as well as qualified
pension plans. In addition to regional home offices in New York City;
Bethlehem, Pennsylvania; Spokane, Washington; and Appleton, Wisconsin,
the company has 55 remote sales offices and 80 remote agency offices.
Like other insurance companies, Guardian Life is an information
intensive organization where data processing and communications network
infrastructure have consistently been important contributors to its success.
Guardian Life’s IT organization has earned numerous accolades including
multiple CIO100 awards from CIO magazine [PRNE11]. According to Dennis
Callahan, Executive Vice President and Chief Information Officer for,
Guardian Life, "A strong partnership between IT and the businesses enables
http://www.guardianlife.com/
C7-2
Guardian to deliver cost-effective technology services that facilitate world-
class customer service, product innovation, and operational efficiency.”
Ensuring alignment between business and IT is important to Guardian Life
and provides a consistent theme for many of the insurance companies IT
projects including its data center consolidation initiatives [CIOZ12].
Data center consolidation has been an ongoing concern at Guardian for
more than a decade. Guardian’s IT governance structure is team-oriented
and the company’s data center consolidation initiatives are overseen by it
Infrastructure team. The Infrastructure team is primarily co-located in New
York, and Bethlehem, Pennsylvania but it has key support teams in Spokane,
Washington, Appleton, Wisconsin, and Pittsfield, Massachusetts.
Guardian Life began taking a serious look at data center consolidation in
2000, but in the aftermath of the September 11, 2001 terrorist attack,
Guardian also became more concerned with business continuity issues.
Guardian had four significant data centers, at its four home offices, but the
primary data center was in New York City. After 9/11, Guardian wanted
make infrastructure changes to ensure business continuity across its existing
data centers and made plans to add two more data centers to the mix.
Guardian performed an assessment of its data centers to provide a basis
for planning on the location of data processing resources. One surprising
outcome of this assessment had to do with utilization. The.
C9-1 CASE STUDY 9 ST. LUKES HEALTH CARE SYSTEM Hospitals have been .docx
C9-1 CASE STUDY 9 ST. LUKE'S HEALTH CARE SYSTEM Hospitals have been some of the earliest adopters of wireless local area networks (WLANs). The clinician user population is typically mobile and spread out across a number of buildings, with a need to enter and access data in real time. St. Luke's Episcopal Health System in Houston, Texas (www.stlukestexas.com) is a good example of a hospital that has made effective use wireless technologies to streamline clinical work processes. Their wireless network is distributed throughout several hospital buildings and is used in many different applications. The majority of the St. Luke’s staff uses wireless devices to access data in real-time, 24 hours a day. Examples include the following: • Diagnosing patients and charting their progress: Doctors and nurses use wireless laptops and tablet PCs to track and chart patient care data. • Prescriptions: Medications are dispensed from a cart that is wheeled from room to room. Clinician uses a wireless scanner to scan the patient's ID bracelet. If a prescription order has been changed or cancelled, the clinician will know immediately because the mobile device displays current patient data. C9-2 • Critical care units: These areas use the WLAN because running hard wires would mean moving ceiling panels. The dust and microbes that such work stirs up would pose a threat to patients. • Case management: The case managers in the Utilization Management Department use the WLAN to document patient reviews, insurance calls/authorization information, and denial information. The wireless session enables real time access to information that ensures the correct level of care for a patient and/or timely discharge. • Blood management: Blood management is a complex process that involves monitoring both patients and blood products during all stages of a treatment process. To ensure that blood products and patients are matched correctly, St. Luke’s uses a wireless bar code scanning process that involves scanning both patient and blood product bar codes during the infusion process. This enables clinicians to confirm patient and blood product identification before proceeding with treatment. • Nutrition and diet: Dietary service representatives collect patient menus at each nursing unit and enter them as they go. This allows more menus to be submitted before the cutoff time, giving more patients more choice. The dietitian can also see current patient information, such as supplement or tube feeding data, and view what the patient actually received for a certain meal. • Mobile x-ray and neurologic units: St. Luke’s has implemented the wireless network infrastructure necessary to enable doctors and clinicians to use mobile x-ray and neurologic scanning units. This makes it possible to take x-rays or to perform neurological studies in patient rooms. This minimizes the need to schedule patients for neurology or radiology lab visits. The mobile units also enable equipment to be brought to t.
C9-1 CASE STUDY 9 ST. LUKES HEALTH CARE SYSTEM .docx
C9-1
CASE STUDY 9
ST. LUKE'S HEALTH CARE SYSTEM
Hospitals have been some of the earliest adopters of wireless local area
networks (WLANs). The clinician user population is typically mobile and
spread out across a number of buildings, with a need to enter and access
data in real time. St. Luke's Episcopal Health System in Houston, Texas
(www.stlukestexas.com) is a good example of a hospital that has made
effective use wireless technologies to streamline clinical work processes.
Their wireless network is distributed throughout several hospital buildings
and is used in many different applications. The majority of the St. Luke’s
staff uses wireless devices to access data in real-time, 24 hours a day.
Examples include the following:
• Diagnosing patients and charting their progress: Doctors and
nurses use wireless laptops and tablet PCs to track and chart patient
care data.
• Prescriptions: Medications are dispensed from a cart that is wheeled
from room to room. Clinician uses a wireless scanner to scan the
patient's ID bracelet. If a prescription order has been changed or
cancelled, the clinician will know immediately because the mobile device
displays current patient data.
http://www.stlukestexas.com/
C9-2
• Critical care units: These areas use the WLAN because running hard
wires would mean moving ceiling panels. The dust and microbes that
such work stirs up would pose a threat to patients.
• Case management: The case managers in the Utilization Management
Department use the WLAN to document patient reviews, insurance
calls/authorization information, and denial information. The wireless
session enables real time access to information that ensures the correct
level of care for a patient and/or timely discharge.
• Blood management: Blood management is a complex process that
involves monitoring both patients and blood products during all stages of
a treatment process. To ensure that blood products and patients are
matched correctly, St. Luke’s uses a wireless bar code scanning process
that involves scanning both patient and blood product bar codes during
the infusion process. This enables clinicians to confirm patient and blood
product identification before proceeding with treatment.
• Nutrition and diet: Dietary service representatives collect patient
menus at each nursing unit and enter them as they go. This allows more
menus to be submitted before the cutoff time, giving more patients
more choice. The dietitian can also see current patient information, such
as supplement or tube feeding data, and view what the patient actually
received for a certain meal.
• Mobile x-ray and neurologic units: St. Luke’s has implemented the
wireless network infrastructure necessary to enable doctors and
clinicians to use mobile x-ray and neurologic scanning units. This makes
it possible to take x-rays or to perform neurological studies in patient
rooms. This min.
C361 TASK 22C361 TASK 22C361 Task 2WGUEv.docx
C361 TASK 2 2
C361 TASK 2 2
C361 Task 2
WGU
Evidence-Based Practice and Applied Nursing Research
C361
Eve Butler
July 28, 2019
Running head: C361 TASK 2 2
C361 Task 2
A.1 Healthcare problem
Worldwide estimates have shown that greater than 1.4 million patients have acquired nosocomial infections. Adherence to hand hygiene policies are shown to be the most effective way to help prevent these healthcare-associated infections; sadly research shows that healthcare workers have suboptimal compliance with their facilities hand hygiene policies due to lack of education and compliance monitoring. Patients in our healthcare settings are under the assumption that we are doing our best to promote their healing when in fact 7% of them will be subjected to a nosocomial infection with that rate climbing to 10% in developing countries (Finco et al., 2018).
A.2 Significance of the problem
The cost of care that is associated with nosocomial infections is estimated to be over ten billion dollars putting a burden on both patients and health organizations alike. It is estimated that 38% of all infections are caused by cross-contamination due to noncompliance with hand hygiene policies. These infections lead to approximately 99,000 deaths a year in the United States alone (Sickbert-Bennett et al., 2016).
A.3 Current healthcare practices related to the problem
Most healthcare facilities have an educational program that simply teaches how to achieve proper hand hygiene and use the WHO five moments of hand hygiene as their standard. However, this does not educate the healthcare workers on why it is important, nor does it address the far-reaching consequences for noncompliance. Along with the lack of foundational education, most facilities do not monitor for compliance.
A.4 How the problem affects the organization and patients’ cultural background
Inadequate hand hygiene leading to nosocomial infections can affect the organization's cultural background by leading to dissatisfaction in the workplace as staff becomes frustrated by their feelings of inadequacy and helplessness in dealing with patients getting sicker instead of better. The staff may also be feeling stress in the burden of caring for sicker patients. The patient's cultural background may be affected as they may be feeling despair or depression at their inability to get better, and some may feel it is punishment according to their cultural or religious beliefs.
B. Two research evidence sources and two non-research evidence sources considered
In searching for my research evidence sources, I start with the Western Governors University Library online. Once in the library, a boolean phrase was used, which allowed me to search for research articles that contain more than one topic in the same paper. Phrases I used in this search were “nosocomial infections,” “hand hygiene compliance,” and “ hand hygiene education.” With these phrases, thousands of articles were available to peruse.
One of the res.
C6-1 CASE STUDY 6 CHEVRON’S INFRASTRUCTURE EVOLUT.docx
C6-1
CASE STUDY 6
CHEVRON’S INFRASTRUCTURE
EVOLUTION
Chevron Corporation (www.chevron.com) is one of the world’s leading
energy companies. Chevron’s headquarters are in San Ramon, California.
The company has more than 62,000 employees and produces more than
700,000 barrels of oil per day. It has 19,500 retail sites in 84 countries. In
2012, Chevron was number three on the Fortune 500 list and had more than
$244 billion in revenue in 2011 [STAT12].
IT infrastructure is very important to Chevron and to better support all
facets of its global operations, the company is always focused on improving
its infrastructure [GALL12]. Chevron faces new challenges from increased
global demand for its traditional hydrocarbon products and the need to
develop IT support for new value chains for liquid natural gas (LNG) and the
extraction of gas and oil from shale. Huge investments are being made
around the world, particularly in Australia and Angola on massive projects of
unprecedented scale. Modeling and analytics are more important than ever
to help Chevron exploit deep water drilling and hydrocarbon extraction in
areas with challenging geographies. For example, advanced seismic imaging
tools are used by Chevron to reveal possible oil or natural gas reservoirs
beneath the earth’s surface. Chevron’s proprietary seismic imaging
http://www.chevron.com/
C6-2
technology contributed to it achieving a 69% discovery rate in
2011[CHEV12].
Supervisory Control and Data Acquisition (SCADA)
Systems
Chevron refineries are continually collecting data from sensors spread
throughout the facilities to maintain safe operations and to alert operators to
potential safety issues before they ever become safety issues. Data from the
sensors is also used to optimize the way the refineries work and to identify
opportunities of greater efficiency. IT controls 60,000 valves at Chevron’s
Pascagoula, Mississippi refinery; the efficiency and safety of its end-to-end
operations are dependent on advanced sensors, supervisory control and data
acquisition (SCADA) systems, and other digital industrial control systems
[GALL12].
SCADA systems are typically centralized systems that monitor and
control entire sites and/or complexes of systems that are spread out over
large areas such as an entire manufacturing, fabrication, power generation,
or refining facility. The key components of SCADA systems include:
Programmable logic units (PLCs) that and remote terminal units (RTUs)
connected to sensors that convert sensor signals to digital data and
send it to the supervisory system
A supervisory computer system that acquires data about the process
and sends control commands to the process
A human-machine interface (HMI) that presents process to the human
operators that monitor and control the process.
Process meters and process analysis instruments
Communication infrastructure connecting.
C125C126 FORMAL LAB REPORTFORMAL LAB REPORT, GeneralA f.docx
C125/C126 FORMAL LAB REPORT
FORMAL LAB REPORT, General
A formal lab report is required in conjunction with some of the experiments in each chemistry course. It is your chance to demonstrate to your professor or TA how well you understand the experiment and the chemical principles involved. A formal report is different than a term paper. It should be written in a scientific style, which is not the same style used for English or philosophy papers.
The keys to effective technical writing are organization, brevity, clarity, and an appreciation of the needs of the reader. You must write clearly and be thorough, but concise. Do not ramble. The best way to avoid rambling is to first prepare an outline of the report and stick to it. Always use complete sentences. Bulleted lists are okay in a lab notebook but are unacceptable in a formal report. Formal reports must be typed. Use 1.5 line spacing, 1-inch margins, 12 pt font and 8.5x11 inch paper. Only use third person, past tense. Also, proofread well.
The general structure of a formal lab report follows that of a scientific paper. It is:
Title and Author (s)
Introduction
Experimental Information
Data and Calculation
Results and Discussion
Conclusion
References
Results and discussion sections are combined into one single section. Different instructors may have specific formats that they want you to follow. You should always defer to the instructions given to you by your course. Presented here are general guidelines for writing formal lab reports and scientific papers.
Before writing your first report, visit the library and examine several journal articles. Pay close attention to the style of the prose and the contents of each particular section. Several common journals to investigate are:
The Journal of the American Chemical Society
The Journal of Physical Chemistry
Analytical Chemistry
Biochemistry
Initialed and dated laboratory notebook pages of the experiment must be submitted. While report sheets may be a joint effort, formal reports must be individually written. A schedule of reports and dates on which they are due is given in the course laboratory schedule. We highly recommend that reports be completed prior to the day of submission to allow time to proofread, and thus avoiding loss of points due to last minute problems. Lost data or the inability to print reports is not acceptable excuses for incomplete or missing reports. You will be informed when notebook pages will be collected before the report is due.
FORMAL LAB REPORT - Title and Author(s)
State the title of the experiment, your name, the date and your laboratory section number, if applicable. Also state the name of your lab partner(s). This information should be at the top of the first page.
FORMAL LAB REPORT – Introduction
The Introduction states the purpose of the study and introduces the reader with new ideas and topics. It also provides any background necessary to acquaint the read.
C10-1 CASE STUDY 10 CHOICE HOTELS INTERNATIONAL .docx
C10-1
CASE STUDY 10
CHOICE HOTELS INTERNATIONAL
Within the hospitality industry, there has traditionally been a division
between networks that serve guest functions and those that serve
operations and administration, both with respect to data transmission and
voice transmission. In recent years, most hotel and motel chains have
moved in the direction of consolidating multiple functions on networks that
used to be dedicated to one use. Tighter integration of voice and data and of
guest and operations/administration networking is a fast-growing trend.
Choice Hotels International (www.choice.com) is a good example of this
trend.
Choice Hotels International (NYSE: CHH) is one of the largest and most
successful lodging companies in the world. It franchises more than 6,100
hotels, representing more than 490,000 rooms, in the United States and
more than 30 countries and territories. The company's best known brands
include Comfort Inn, Comfort Suites, Quality, Sleep Inn, Clarion, Cambria
Suites, MainStay Suites, Suburban Extended Stay Hotel, Econo Lodge and
Rodeway Inn.
In-House Networking Functions
Choice supports two distinct networking functions. A central Web site
enables customers to reserve rooms at any Choice franchise
http://www.choice.com/
C10-2
accommodation. The central reservation system, known as Profit Manager,
automatically finds the most appropriate hotel based on location, price
range, or standard. Individual hotels also take bookings, so there needs to
be a way for hotels and the central system to remain synchronized.
Choice networks also support its franchisees. Choice is in fact a
relatively small company in terms of personnel (about 2000 employees) and
does not own or operate any hotels. All of the establishments under its brand
names are independently owned and pay Choice licensing fees and a royalty
on all sales. In return, they receive a variety of services, including
marketing, quality control, and inventory management. Many of these
services are offered via network, such as allowing managers to order
supplies online and check booking status. This support network is similar to a
corporate intranet but has a higher reliability requirement. The 6100 hotel
managers are, in effect, Choice's customers, not employees. Thus, the
standards for reliability and performance of the network are high.
In the late 1990s, Choice began to focus on providing a state-of-the-art
global reservation system. At this point, the synchronization of local and
online reservations was done manually. Each hotel provided Choice with a
fixed block of inventory to sell over the central reservation system, with an
average of 30% of capacity. Once that 30% was sold, Profit Manager listed
the hotel as fully booked, even though there might be plenty of rooms
available from the other 70%. The reverse problem also occurred: If the
local reservation system had so.
C11-1 CASE STUDY 11 CLOUD COMPUTING (IN)SECURITY .docx
C11-1
CASE STUDY 11
CLOUD COMPUTING (IN)SECURITY
Cloud computing is reshaping enterprise network architectures and
infrastructures. It refers to applications delivered as services over the
Internet as well as the hardware and systems software in data centers that
provide those services. The services themselves have long been referred to
as Software as a Service (SaaS) which had its roots in Software-Oriented
Architecture (SOA) concepts that began shaping enterprise network
roadmaps in the early 2000s. IaaS (Infrastructure as a Service) and PaaS
(Platform as a Service) are other types of cloud computing services that are
available to business customers.
Cloud computing fosters the notion of computing as a utility that can be
consumed by businesses on demand in a manner that is similar to other
services (e.g. electricity, municipal water) from traditional utilities. It has the
potential to reshape much of the IT industry by giving businesses the option
of running business software applications fully on-premises, fully in “the
cloud” or some combination of these two extremes. These are choices that
businesses have not had until recently and many companies are still coming
to grips with this new computing landscape.
Security is important to any computing infrastructure. Companies go to
great lengths to secure on-premises computing systems, so it is not
surprising that security looms as a major consideration when augmenting or
replacing on-premises systems with cloud services. Allaying security
C11-2
concerns is frequently a prerequisite for further discussions about migrating
part or all of an organization’s computing architecture to the cloud.
Availability is another major concern: “How will we operate if we can’t access
the Internet? What if our customers can’t access the cloud to place orders?”
are common questions [AMBR10].
Generally speaking, such questions only arise when businesses
contemplating moving core transaction processing, such as ERP systems,
and other mission critical applications to the cloud. Companies have
traditionally demonstrated less concern about migrating high maintenance
applications such as e-mail and payroll to cloud service providers even
though such applications hold sensitive information.
Security Issues and Concerns
Auditability is a concern for many organizations, especially those who must
comply with Sarbanes-Oxley and/or Health and Human Services Health
Insurance Portability and Accountability Act (HIPAA) regulations [IBM11].
The auditability of their data must be ensured whether it is stored on-
premises or moved to the cloud.
Before moving critical infrastructure to the cloud, businesses should do
diligence on security threats both from outside and inside the cloud
[BADG11]. Many of the security issues associated with protecting clouds
from outside threats are similar to those that have traditionally faced
.
C1-1 CASE STUDY 1 UNIFIED COMMUNICATIONS AT BOEING .docx
C1-1
CASE STUDY 1
UNIFIED COMMUNICATIONS AT BOEING
The Boeing Company (http://www.boeing.com/), headquartered in Chicago,
Illinois, is the world’s largest manufacturer of military aircraft and
commercial jetliners. Boeing has more than 159,000 employees working in
70 different countries who require effective communication to develop and
build some of the world’s most complex products using components from
more than 22,000 global suppliers.
The company’s workforce is one of the most highly educated in the
world. Most employees hold a college degree and many hold advanced
degrees. Collectively Boeing employees have very broad and deep
knowledge that can be harnessed to solve problems and design next
generation products.
Like many major corporations, Boeing has experienced an uptick in the
number of employees who work remotely or travel the majority of each work
week. Boeing’s engineers number in the thousands and are purposely
scattered worldwide to support the company’s global operations.
Boeing organizes its employees into work and project teams. Given the
company’s size and geographic footprint, many of Boeing work’s teams
include globally dispersed members. Engineers on the same team may be
separated by multiple time zones and thousands of miles. Time zone
differences and distance frequently present teams with communication
challenges when they are faced with time sensitive issues that must be
resolved quickly.
http://www.boeing.com/
C1-2
Additional communication issues are associated with the sheer breadth
and depth of Boeing’s knowledge base. When faced with questions about a
particular part included in one of Boeing’s new airliners, an engineer can be
challenged to identify the right person in the company to contact for
answers.
Collaboration Technologies
Boeing knows that continual innovation is important to its long term success.
It also recognizes that effective communication among its employees,
customers, and suppliers is an important enabler of continual innovation.
Boeing has traditionally relied on a variety of systems to facilitate
collaboration among its employees and business partners. As illustrated in
Figure C1-1a, Web conferencing, audio conferencing, desktop sharing, and
mobile voice and data services have been used by Boeing employees to
facilitate communication among geographically dispersed team members.
Historically, these capabilities have been provided by different third-party
providers who were selected on the basis of their ability to provide high-
quality communication services at competitive rates.
By the mid-2000s, Boeing had begun its migration toward unified
messaging and unified communications. At that time, instant messaging (IM)
was one of the more popular messaging services used Boeing employees. At
Boeing, IM has traditionally been supplemented by Web and audio
conferencing services as well as by de.
C09 07222011 101525 Page 88IT leader who had just been.docx
C09 07/22/2011 10:15:25 Page 88
IT leader who had just been hired and would be focused on developing a long-term IT
strategy for the company.
This chapter shows how to develop a strategy for your IT organization and avoid
getting overwhelmed with day-to-day issues. Many CIOs get caught up in tactical
issues and never take the time to establish a future strategy for the organization. The
process is not new or difficult, but many CIOs fail to devote the time to this area and
end up like Fred.
OVERVIEW
Developing an IT strategy is critical for IT leaders. Unless your organization has
developed an understanding of your future goals and objectives, you will not be
successful in leading it forward. In the same manner that you must first decide where
you want to live and build your dream house before engaging the architect and building
contractors, you need to develop a future strategy in order to successfully build your
IT organization.
This chapter is written for someone who has never developed an IT strategy in the
past or needs to revise an existing strategy to align with the company’s future direction.
We first review the methodology you can use to develop your strategy and then go
through the actual steps necessary to complete the strategy. It is important to note that
this is a collaborative process between the IT organization and its business partners. You
must actively engage them during the process and solicit their input during the
development of the strategy. The IT strategy should be considered a component of
an effective business strategy. Finally, we recommend that your strategy is a living
document that is updated on a regular basis to support the evolving nature of your
business. If you decide to enter a new market, offer new products or services, or change
your business model, the IT strategy must be revised to support the business.
IT STRATEGY METHODOLOGY
The methodology for creating your IT strategy consists of three steps, and development
of your improvement road map encompasses three critical elements, as shown in
Figure 9.1.
The first step is to understand the current state of the IT organization. Key questions
for determining current state include:
& Has the organization been successful in meeting the needs of the business?
& Are the relations between the IT organization and its business partners collaborative?
& Does the business feel that investments in the IT organization are providing the
desired benefits?
It is important to take an objective view of how the organization is operating today
and not assume that things are going great.
88 & Process
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C053GXML 10192012 214425 Page 131cC H A P T E R.docx
C053GXML 10/19/2012 21:44:25 Page 131
c
C H A P T E R
5
Privacy and Cyberspace
Of all the ethical issues associated with the use of cybertechnology, perhaps none has
received more media attention than concern about the loss of personal privacy. In this
chapter, we examine issues involving privacy and cybertechnology by asking the
following questions:
� How are privacy concerns generated by the use of cybertechnology different from
privacy issues raised by earlier technologies?
� What, exactly, is personal privacy, and why is it valued?
� How do computerized techniques used to gather and collect information, such as
Internet “cookies” and radio frequency identification (RFID) technology, raise
concerns for personal privacy?
� How do the transfer and exchange of personal information across and between
databases, carried out in computerized merging and matching operations,
threaten personal privacy?
� How do tools used to “mine” personal data exacerbate existing privacy concerns
involving cybertechnology?
� Can personal information we disclose to friends in social networking services
(SNS), such as Facebook and Twitter, be used in ways that threaten our privacy?
� How do the use of Internet search engines and the availability of online public
records contribute to the problem of protecting “privacy in public”?
� Do privacy-enhancing tools provide Internet users with adequate protection for
their online personal information?
� Are current privacy laws and data protection schemes adequate?
Concerns about privacy can affect many aspects of an individual’s life—from
commerce to healthcare to work to recreation. For example, we speak of consumer
privacy, medical and healthcare privacy, employee and workplace privacy, and so forth.
Unfortunately, we cannot examine all of these categories of privacy in a single chapter. So
we will have to postpone our analysis of certain kinds of privacy issues until later chapters
in the book. For example, we will examine some ways that medical/genetic privacy issues
are aggravated by cybertechnology in our discussion of bioinformatics in Chapter 12, and
131
C053GXML 10/19/2012 21:44:25 Page 132
we will examine some particular employee/workplace privacy issues affected by the use
of cybertechnology in our discussion of workplace surveillance and employee mon-
itoring in Chapter 10. Some cyber-related privacy concerns that conflict with cyberse-
curity issues and national security interests will be examined in Chapter 6, where
privacy-related concerns affecting “cloud computing” are also considered. In our
discussion of emerging and converging technologies in Chapter 12, we examine
some issues that affect a relatively new category of privacy called “location privacy,”
which arise because of the use of embedded chips, RFID technology, and global
positioning systems (GPS).
Although some cyber-related privacy concerns are specific to one or more spheres or
sectors—i.e., employment, healthcare, and so f.
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