National Police IT Center would be established in Bangalore to provide uniform IT training to police officers across India. Currently, IT training for police lacks standards and varies between different vendors. The proposed center would have six departments related to data centers, networking, police applications, management studies, research and development, and administration. It would employ a director, deputy directors, department heads, professors and other staff. The center would require around 15 crores for initial infrastructure and 6 crores annually to operate. Funding would come from central and state governments as well as revenue from training programs. The goal is to modernize police forces through improved IT skills and capabilities.
Attacks on the enterprise are getting increasingly sophisticated. Current solutions available do not seem to be adequate given the innovativeness, precision and persistence of these attacks in different forms and of different dimensions. Organisations thus want to increase the sophistication of their employees and also of the solutions to be deployed given this backdrop.
Attacks on the enterprise are getting increasingly sophisticated. Current solutions available do not seem to be adequate given the innovativeness, precision and persistence of these attacks in different forms and of different dimensions. Organisations thus want to increase the sophistication of their employees and also of the solutions to be deployed given this backdrop.
My article on Smart Policing Published In Express Computer, Jan '16 Edition, where i have covered Emerging Technologies for Better Policing and Technologies for Safe Cities in depth.
Today's police departments utilize computers in almost every aspect of functioning. From extensive national databases to community service websites, computers have increased the efficiency of compiling, processing, researching and analyzing all forms of e data, which is equally applicable to the Police.
1U C I S A I T I L C A S E S T U D Y S H E F F I E L D .docxfelicidaddinwoodie
1U C I S A I T I L C A S E S T U D Y : S H E F F I E L D H A L L A M U N I V E R S I T Y
UCISA ITIL Case Study on Sheffield Hallam
University
1. Introduction
Sheffield Hallam University is a teaching led institution, supported by world class applied research, with
approximately 32,000 students, including overseas students and 5,000 staff. The University is recognised as a Centre
of Excellence for Teaching and Learning.
Information Systems and Technology is part of a Directorate, which also includes the Library and a number of other
areas: the Nursery, Chaplaincy, Student Recruitment and the Registry.
The structure of the University is divided into four Faculties with a number of Schools.
2. Using ITIL
The version of ITIL being used is v2. This has been used since 2000 within the Head of IT Infrastructure’s team (the
Head of the team has a Service Management background). ITIL started more broadly in 2004.
There has been a recent recommitment to ITIL, as other alternatives were reviewed and ITIL was still considered the
most appropriate in the University environment. ITIL is also supported by the Senior Management across IT.
There is a strong service ethos within the University, so ITIL is the most appropriate service management framework
for IT within Sheffield Hallam.
The drivers for ITIL now are:
� This is the right thing to be doing – implementing service management Best Practice
� Customer service is paramount – adding value to the student experience
� Using an existing recognised framework (not re-inventing the wheel)
� Fits with the University commitment to a service culture and increases staff awareness of service
management
� Value for money
Historical reason for ITIL: poor availability – not an issue now, with a highly resilient infrastructure.
3. The service life cycle – service strategy
Governance and strategic direction
There is a new governance structure in place – this was established after a strategic review by the National Computing
Centre.
The governance structure is made up of a number of committees. There is an overall group, which has a number of
senior staff as its members, including Pro Vice Chancellors and Directors. There are then a number of portfolio strands,
including one for Infrastructure and a number for different facets of the business. For example, there is one for
teaching and learning software, finance and HR. It is expected that these portfolios will change according to the needs
of the University, but those like Infrastructure will remain in place all the time.
There is also an Information Systems Management Board, which was established approximately four years ago. This
includes senior staff from the then newly formed four Faculties. This was set up to look at the strategy for running
services and procurement etc. There are a number of technical committees that support this Management Board,
which are all currently still in place. There is a review taking plac ...
My article on Smart Policing Published In Express Computer, Jan '16 Edition, where i have covered Emerging Technologies for Better Policing and Technologies for Safe Cities in depth.
Today's police departments utilize computers in almost every aspect of functioning. From extensive national databases to community service websites, computers have increased the efficiency of compiling, processing, researching and analyzing all forms of e data, which is equally applicable to the Police.
1U C I S A I T I L C A S E S T U D Y S H E F F I E L D .docxfelicidaddinwoodie
1U C I S A I T I L C A S E S T U D Y : S H E F F I E L D H A L L A M U N I V E R S I T Y
UCISA ITIL Case Study on Sheffield Hallam
University
1. Introduction
Sheffield Hallam University is a teaching led institution, supported by world class applied research, with
approximately 32,000 students, including overseas students and 5,000 staff. The University is recognised as a Centre
of Excellence for Teaching and Learning.
Information Systems and Technology is part of a Directorate, which also includes the Library and a number of other
areas: the Nursery, Chaplaincy, Student Recruitment and the Registry.
The structure of the University is divided into four Faculties with a number of Schools.
2. Using ITIL
The version of ITIL being used is v2. This has been used since 2000 within the Head of IT Infrastructure’s team (the
Head of the team has a Service Management background). ITIL started more broadly in 2004.
There has been a recent recommitment to ITIL, as other alternatives were reviewed and ITIL was still considered the
most appropriate in the University environment. ITIL is also supported by the Senior Management across IT.
There is a strong service ethos within the University, so ITIL is the most appropriate service management framework
for IT within Sheffield Hallam.
The drivers for ITIL now are:
� This is the right thing to be doing – implementing service management Best Practice
� Customer service is paramount – adding value to the student experience
� Using an existing recognised framework (not re-inventing the wheel)
� Fits with the University commitment to a service culture and increases staff awareness of service
management
� Value for money
Historical reason for ITIL: poor availability – not an issue now, with a highly resilient infrastructure.
3. The service life cycle – service strategy
Governance and strategic direction
There is a new governance structure in place – this was established after a strategic review by the National Computing
Centre.
The governance structure is made up of a number of committees. There is an overall group, which has a number of
senior staff as its members, including Pro Vice Chancellors and Directors. There are then a number of portfolio strands,
including one for Infrastructure and a number for different facets of the business. For example, there is one for
teaching and learning software, finance and HR. It is expected that these portfolios will change according to the needs
of the University, but those like Infrastructure will remain in place all the time.
There is also an Information Systems Management Board, which was established approximately four years ago. This
includes senior staff from the then newly formed four Faculties. This was set up to look at the strategy for running
services and procurement etc. There are a number of technical committees that support this Management Board,
which are all currently still in place. There is a review taking plac ...
This is an imporatnt topic for begineers of MLISc semester-I students of any Indian University.
paper-II; management of Library and Information system, as per the UGC curriculam.
It is prepared in a lucier manner.
Monitoring and constantly upgrading the standards of Malaysia school resource centers (SRCs) is a long and tedious process. The Ministry of Education has come up with an innovative way to monitor the progress of the SRCs using an online management information system called iQ-PPS.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
GenAISummit 2024 May 28 Sri Ambati Keynote: AGI Belongs to The Community in O...
National Police IT Center
1. 1
National Police IT Center
Concept Paper
Introduction
Training is an essential part of the computing infrastructure and the key to
establish the police in the network of relationships that make computerized
systems effective. It is only through adequate education and training, the end-
users in the police department can understand the vital link they play as they
are both consumers and suppliers of information. It is an ongoing and a
continuous process. For an effective change management initiation and
sustenance, it is very essential to plan and execute an efficient capacity building
process which would facilitate the transformation of the human resource,
Present IT training of Police Officers and men which is imparted by various
vendors, curriculum designed, training infrastructure and the quality of the
trainers are not uniform and the standards are not in sync with the industry. The
result of which is clearly reflected in the quality of the performance of the end-
users and the general quality of computerization.
The capacity building across the country should suffice to the requirement of
various domains like creation and managing the datacenter, creation and
maintenance of network, implementation and usage of various policing and
allied applications etc.
We are now in an age of standardization and uniformity and the establishment
of a National Police IT Center would cater to a long pending requirement felt by
one and all in the forces across the country. With the vast resource of IT talent
available and world class institutions and companies to assist, Bangalore
undoubtedly is the ideal location. Catering to the country’s police forces in
general and Karnataka State Police in particular, this institute aims at becoming
a center for excellence in a very short time.
Police IT, the ERP solution of Karantaka State Police with 12 modules is in final
stages of completion. Of the 12 modules 4 have been deployed and are in
different stages of usage across the state. The overall requirement of 14,000 end
users training is a mammoth task to be completed for the complete deployment
of the Police IT application. Vast multiplicity of Vendors with no certification so to
2. 2
say and each having its own business model, the overlapping of the capabilities
of the company over the requirements of the end users poses problems which
cannot be resolved by officers who generally lack the ideal combination of
domain knowledge and knowledge of capacity building skills. National Police IT
Center would provide ideal platform to build the required capabilities besides
meeting to large number of other police requirements related to IT.
Gap Analysis
The present day IT training in Karnataka is limited to computer training for
constables, Sub Inspectors and DySPs imparted during their Basic training at
academies/training colleges/schools and through courses offered by Vendors on
basic computer skills. Each of these agencies offer different training curriculum
and training is dealt in an adhoc manner, the end result is that today we don’t
have a workfoce which can switch over to the Police IT application with ease.
The training infrastructure, the human resources, the course content, training
methodology etc needs complete change
The cutting edge and middle level officers are the biggest obstacles to the
computerization process today. There is a huge gap between the present status
of IT training and what is required and hence the establishment of the IT training
center.
Objective
At the primary level the Center would, based on empirical data and field level
studies in the Police would suggest:
Induction of available IT solutions into Police
Customisation of IT technologies- adapting of successful technologies to
the requirements of the Police
To develop technologies for different specific requirements of the Police
As a national center for excellence the center would provide world class training,
certification, provide fellowships, aid research in all its dimensions and provide an
environment for grooming of Police IT professionals- Police Officers with
complete knowledge to take advantage of all available IT solutions in use. The
national centre will also emphasize on Greening Police IT. Police IT infrastructure
consumes millions of kilowatt hours every year. The Institute’s R&D activities will
3. 3
investigate and evolve methods to reduce IT energy consumption from an end to
end perspective.
Governing Body
DG & IGP would be the chairperson of the governing body and a prominent IT
expert would be the Vice Chairperson. The body would be having ten members
with equal number of official and non-official members. IGP, PCW would be the
member secretary. The Governing Body would have the same powers as in the
case of Governing bodies of similar institutes. Representation can also be
provided to few eminent citizens who are men of repute and add value to the
organization. Heads of IIIT, B and IIM, B should be permanent members on the
Governing Council.
Location
National Police IT Center can be located in any of the central areas of Bangalore
preferably Koramangla where Police land can be made available immediately.
Kormangla is centrally located and is within half an hour travelling time from
most of important locations in Bangalore. It provides the same access to BIAL,
Railway Station and Bus Stations as any other central location of Bangalore.
The total plot required for the establishment of this Center would be around 10
acres. A plot of this size would provide enough space for Administrative Building,
Classrooms, library, Auditorium, Convention Center, Staff accommodation,
trainees hostel, senior officers mess, amphitheater, Sports facilities, IT labs,
maintenance establishment and landscaped areas to provide the right ambience
and the environment so typical of reputed institutions of this nature.
The Campus
Develop an eco friendly campus where the building to common spaces would be
1:4 at the minimum. The design of the whole campus can entrusted to a good
architect on the lines of other Centers/Academies. Roads, small traffic islands,
signage, buildings, gardens, amphitheater and convention center would be the
general setting of the Campus. Buildings to be constructed are:
4. 4
Sl.No Name of Building Units Details/Floor Area Cost
Sl. No. Name of Building Units Details/Floor Area Cost
1 Administrative
Building
1 Directors Office, 2 Deputy
Directors Offices, Admin
Officer, 2 Admin Offices
2 Departmental
Offices
1
3 Training Offices/Class
Rooms
1
4 Directors Residence 1
5 Faculty Residences 1
6 Staff Residences 1
7 Convention Centre 1
8 Class4
Accommodation
1
9 Trainee Hostel 1
10 Officers Mess 1
HR
This Center would employ the best of the brains available in the field with the
commitment to do something worthwhile for the society. The overall staffing
would be combination of police officers and staff drawn from private
companies/reputed academic institutions on deputation basis. There would also
be a group of guest lecturers working on honorarium. Experts from the field
would be invited for specialized topics.
Head of each department will be assisted by four professors who are experts in
their area of specialization. Some junior professors/lecturers would also assist in
various areas of the departments functioning. This group is being termed as the
support staff. The staffing is proposed as follows:
5. 5
Sl. No. Designation No. of Posts
1 Director 1
2 Dy. Director 2
3 Heads of Depts 6
Sl. No. Designation No. of Posts…
4 Professors 20
5 Support Staff 30
6 Admin Middle Level 5
7 Administrative Officer 1
7 Ministerial Staff 20
8 Drivers 15
9 Class IV 30
The job descriptions of the staff have to be detailed with specifics so that the
gestation period of making the Center fully functional is cut down considerably.
The services of a professional HR company assisting the Center in hiring the staff
and other HR related activities would be required for the creation of the Center.
Organization
The Director would be assisted by two Deputy Director handling the Technical
and Non-Technical wings of the Center. The Center would be divided into 6
departments namely:
Data Center, Networking and IT Security
Police IT and Other Softwares
Management Studies
Training
Research and Development
Administration
Each of the departments would function under the overall control of the Head of
that particular Department. He would be having around 5 professors working
under him on a full time basis. The professors would be from different areas of
specialization. All the staff members of the Center would have training functions
as well. As the police does not have any specialized center for Management
Studies, a management department is envisaged at this Center. If it progresses
6. 6
the way it has been planned it can become a full fledged Management institute
in the days to come.
Cost Calculation and Timelines
With the nature and quantum of civil infrastructure proposed with state of art IT
facilities (inclusive of furniture etc.) at the present rate, the cost of infrastructure
would be around 15 Crores. The total recurring cost would be to the tune of Rs 6
Crores. The detailed modalities will have to be worked out. The quality of staff
decided upon would have a direct bearing on the recurring cost which the
Center would incur. Considering the time required for the approval process,
detailed plan report, sourcing of funds and taking on board the Human
Resource and civil infrastructure the entire project would require around 1 year
to start functioning and around 2 years to become fully funcitonal.
Funding
Though the Center would be located in Bangalore it would cater to the IT
requirements of all the police forces across the country. The Govt. of India can
fund the initially as grant in aid. The Ministry of IT can also be asked to assist in
providing a part of the capital cost. The recurring cost can also be shared
between MHA or any of its projects, Ministry of IT, GoI and the Government of
Karnataka.
The Center can also function on a business model where all the beneficiary states
either pay for the number of trainees who attend courses at differential rates
depending the nature of the course attended or a lump sum amount agreed
upon by the state and the National Police IT Center.
The real non-recurring expenditure per annum has to be calculated and funding
mechanism has to devised to meet those requirements. There is also a need for a
corpus fund which would take care of any exigencies.
Conclusion
Once the entire project is put to operation, the entire police force in the country
would be greatly benefitted as a detailed role description, responsibility can be
worked out based on the present day challenges and requirements. The center
would cater to all the IT requirements of the police force. It would act as a
change initiator, an active forum for discussions on information technology
7. 7
available on hand at any point of time and its adaptability to the police
environment. It will enable Research and Development on various aspects of the
police functioning with respect to IT and its overall impact and to evolve
processes and guidelines that would benefit the police. It would take critical
discussions which would have a great impact on the police functioning, making
the force modern, more efficient and ultimately impact the general public
through its services.