Read the article \" Security Controls that Work\" by Dwayne Melancon below write a report that
answers the following questions.
4. What metrics can an IT auditor use to assess how an organization is performing in terms of
change controls and change management? Why are those metrics particularly useful?
Security Controls That Work By Dwayne Melançon, CISA Ask the average IT or security
manager what measures his/her organization takes to secure its networks, systems, applications
and data, and the answer will most likely involve a combination of traditional perimeter
protection solutions (such as firewalls, intrusion detection, antivirus and antispyware) together
with patch management, business continuance strategies, and access control methods and
policies. All of these measures make sense at first glance, yet the deluge of intrusions, data
thefts, worms and other attacks continues unabated, with organizations losing productivity,
revenue and customers every year. There are many reasons for this gap in controls and
effectiveness. Access controls can be taken only so far before they run into legitimate resistance
from employees who find their productivity hampered by the very controls designed to protect it.
Traditional perimeter protection and access control are not as effective at blocking attacks from
inside organizations as they are at blocking external hackers, which says a lot, since the latter
manage to breach thousands of company networks every year. And, as the number and frequency
of zero-day attacks continue to grow, the effectiveness of patch management and traditional
signature-based intrusion detection, antivirus and antispyware solutions is increasingly in doubt.
All of this begs a host of questions: How is it possible to determine whether an organization’s
security controls actually work? Of all the hundreds of practices and objectives within Control
Objectives for Information and related Technology (COBIT), IT Infrastructure Library (ITIL)
and the other frameworks an organization may implement, which ones are truly the most
effective at helping the organization block and respond to attacks—and which ones merely sound
good but do not accomplish all that much in practice? Why are some organizations vastly better
than others at preventing and responding to attacks? On which controls should auditors focus to
verify that the infrastructure is genuinely protected? Come budget approval time, where should
the company concentrate its security money, and how can it be demonstrated to senior
management that those proposed investments will actually do the job? These are the types of
questions the IT Process Institute (ITPI) set out to answer when it was founded in 2000. One of
the results of ITPI’s work, the “IT Controls Performance Benchmark Study,”1 proves with
empirical evidence that not only are some organizations vastly better than the rest of the pack at
preventing and responding to attacks, but also that the difference between these.
2010 06 gartner avoiding audit fatigue in nine steps 1dGene Kim
Avoiding Audit Fatigue: Achieving Compliance In A Multi-compliance World In Nine Steps
Gartner Security/Risk Management Conference
July 2010
It's common for information security managers to be held responsible for failed audits where they had little control or influence in the rest of the organization. This presentation provides nine steps that information security managers can use to break the compliance blame cycle and build an information security program that more effectively mitigates security risk. By successfully executing these steps, the information security manager will no longer continually react to and
manage the audit preparation crisis du jour. Instead, the information security manager will institute and rely upon regular, defined activities to complete the heavy lifting of preparing for a successful audit long before the audit occurs.
This session also describes how IT security managers can achieve alignment among all stakeholders so that information security and compliance activities become integrated into daily business operations.
Completing the nine steps in this presentation requires business stakeholders, IT management, and information security management to all mutually support the same goal. This session describes how to gain this alignment and defines the various compliance roles so that information
security and compliance activities become integrated into daily
Running head AUDITING INFORMATION SYSTEMS PROCESS .docxjoellemurphey
Running head: AUDITING INFORMATION SYSTEMS PROCESS
1
AUDITING INFORMATION SYSTEMS PROCESS 2
Auditing information systems process
Student’s Name
University Affiliation
Process of Auditing information systems
Information system is the livelihood of every huge company. As it has been in the past years, computer systems don’t simply document transactions of business, rather essentially compel the main business procedures of the venture. In this kind of a situation, superior administration and company managers usually have worries concerning an information system. assessment is a methodical process in which a proficient, autonomous person impartially gets and assesses proof concerning affirmations about a financial unit or occasion with the intent to outline an outlook about and giving feedback on the extent in which the contention matches an acknowledged standards set. information systems auditing refers to the administration controls assessment inside the communications of Information Technology. The obtained proof valuation is used to decide if systems of information are defensive assets, maintenance reliability of data, and also if they are efficiently operating in order to attain organization’s goals or objectives (Hoelzer, 2009).
Auditing of Information Systems has become an essential part of business organization in both large and small business environments. This paper examines the preliminary points for carrying out and Information system audit and some of the, techniques, tools, guidelines and standards that can be employed to build, manage, and examine the review function. The Certified Information Systems Auditor (CISA) qualifications is recognized worldwide as a standard of accomplishment for those who assess, monitor, control and audit the information technology of an organization and business systems. Information Systems experts with a concern in information systems security, control and audit. At least five years of specialized information systems security, auditing and control work practice is necessary for certification. An audit contract should be present to evidently state the responsibility of the management, purpose for, in addition to designation of power to audit of Information System . The audit contract should also summarize the general right, responsibilities and scope of the purpose of audit. The uppermost level of management should endorse the contract and on one occasion it is set up, this contract is supposed to be distorted merely if the amendment is and might be meticulously defensible.
The process of auditing information systems involves;-
Audit Function Management; this process includes assessment which is systematic of policies and methods of management of the organization in managemen ...
· Processed on 09-Dec-2014 901 PM CST · ID 488406360 · Word .docxLynellBull52
· Processed on 09-Dec-2014 9:01 PM CST
· ID: 488406360
· Word Count: 1969
Similarity Index
47%
Similarity by Source
Internet Sources:
46%
Publications:
2%
Student Papers:
N/A
sources:
1
30% match (Internet from 27-Mar-2009)
http://www.isaca.org/Content/ContentGroups/Journal1/20023/The_IS_Audit_Process.htm
2
13% match (Internet from 29-Mar-2011)
http://www.scribd.com/doc/36655995/Chapter-1-the-Information-System-Audit-Process
3
2% match (publications)
Athula Ginige. "Web site auditing", Proceedings of the 14th international conference on Software engineering and knowledge engineering - SEKE 02 SEKE 02, 2002
4
1% match (Internet from 26-Feb-2012)
http://www.dc.fi.udc.es/~parapar/files/ai/The_IS_Audit_Process_isaca_sayana.pdf
5
1% match (Internet from 01-Apr-2009)
http://www.idkk.gov.tr/web/guest/it_audit_manual_isaca
paper text:
Running head: AUDITING INFORMATION SYSTEMS PROCESS Auditing information systems process Student’s Name University Affiliation Auditing information systems 2process Information systems are the livelihood of any huge business. As in past years, computer systems do not simply record transactions of business, but essentially drive the main business procedures of the enterprise. In such a situation, superior management and business managers do have worries concerning information systems. Auditing is a methodical process by which a proficient, independent person impartially obtains and assesses evidence concerning assertions about a financial entity or occasion for the reason of outlining an outlook about and reporting on the extent to which the contention matches to an acknowledged set of standards. Auditing of information systems is the administration controls assessment inside the communications of Information Technology. The obtained proof valuation is used to decide if systems of information are defensive assets, maintenance reliability of data, and also if they are efficiently operating in order to attain organization’s goals or objectives (Hoelzer, 2009). Auditing of Information Systems has become an essential part of business organization in both large and small business environments. This paper examines the preliminary points for carrying out and Information system audit and some of the, techniques, tools, guidelines and standards that can be employed to build, manage, and examine the review function. The Certified Information Systems Auditor (CISA) qualifications is recognized worldwide as a standard of accomplishment for those who assess, monitor, control and audit the information technology of an organization and business systems. Information Systems experts with a concern in information systems security, control and audit. At least five years of specialized information systems security, auditing and control work practice is necessary for certification. An audit contract should be present to evidently state the responsibility of the management, 2objectives for, and designation of authority to Information .
SANS 2013 Report on Critical Security Controls Survey: Moving From Awareness ...FireEye, Inc.
The law of unintended consequences strikes again. In an effort to address security risks in enterprise IT systems and the critical data in them, numerous security standards and requirement frameworks have emerged over the years. But most of these efforts have had the opposite effect — diverting organizations’ limited resources away from actual cyber defense toward reports and compliance.
Recognizing this serious problem, the U.S. National Security Agency (NSA) in 2008 launched Critical Security Controls (CSCs), a prioritized list of controls likely to have the greatest impact in protecting organizations from evolving real-world threats. This SANS Institute survey of nearly 700 IT professionals across a range of industries examines how well the CSCs are known in government and industry and how they are being used.
For the latest threat intelligence reports, visit https://www.fireeye.com/current-threats/threat-intelligence-reports.html.
2010 06 gartner avoiding audit fatigue in nine steps 1dGene Kim
Avoiding Audit Fatigue: Achieving Compliance In A Multi-compliance World In Nine Steps
Gartner Security/Risk Management Conference
July 2010
It's common for information security managers to be held responsible for failed audits where they had little control or influence in the rest of the organization. This presentation provides nine steps that information security managers can use to break the compliance blame cycle and build an information security program that more effectively mitigates security risk. By successfully executing these steps, the information security manager will no longer continually react to and
manage the audit preparation crisis du jour. Instead, the information security manager will institute and rely upon regular, defined activities to complete the heavy lifting of preparing for a successful audit long before the audit occurs.
This session also describes how IT security managers can achieve alignment among all stakeholders so that information security and compliance activities become integrated into daily business operations.
Completing the nine steps in this presentation requires business stakeholders, IT management, and information security management to all mutually support the same goal. This session describes how to gain this alignment and defines the various compliance roles so that information
security and compliance activities become integrated into daily
Running head AUDITING INFORMATION SYSTEMS PROCESS .docxjoellemurphey
Running head: AUDITING INFORMATION SYSTEMS PROCESS
1
AUDITING INFORMATION SYSTEMS PROCESS 2
Auditing information systems process
Student’s Name
University Affiliation
Process of Auditing information systems
Information system is the livelihood of every huge company. As it has been in the past years, computer systems don’t simply document transactions of business, rather essentially compel the main business procedures of the venture. In this kind of a situation, superior administration and company managers usually have worries concerning an information system. assessment is a methodical process in which a proficient, autonomous person impartially gets and assesses proof concerning affirmations about a financial unit or occasion with the intent to outline an outlook about and giving feedback on the extent in which the contention matches an acknowledged standards set. information systems auditing refers to the administration controls assessment inside the communications of Information Technology. The obtained proof valuation is used to decide if systems of information are defensive assets, maintenance reliability of data, and also if they are efficiently operating in order to attain organization’s goals or objectives (Hoelzer, 2009).
Auditing of Information Systems has become an essential part of business organization in both large and small business environments. This paper examines the preliminary points for carrying out and Information system audit and some of the, techniques, tools, guidelines and standards that can be employed to build, manage, and examine the review function. The Certified Information Systems Auditor (CISA) qualifications is recognized worldwide as a standard of accomplishment for those who assess, monitor, control and audit the information technology of an organization and business systems. Information Systems experts with a concern in information systems security, control and audit. At least five years of specialized information systems security, auditing and control work practice is necessary for certification. An audit contract should be present to evidently state the responsibility of the management, purpose for, in addition to designation of power to audit of Information System . The audit contract should also summarize the general right, responsibilities and scope of the purpose of audit. The uppermost level of management should endorse the contract and on one occasion it is set up, this contract is supposed to be distorted merely if the amendment is and might be meticulously defensible.
The process of auditing information systems involves;-
Audit Function Management; this process includes assessment which is systematic of policies and methods of management of the organization in managemen ...
· Processed on 09-Dec-2014 901 PM CST · ID 488406360 · Word .docxLynellBull52
· Processed on 09-Dec-2014 9:01 PM CST
· ID: 488406360
· Word Count: 1969
Similarity Index
47%
Similarity by Source
Internet Sources:
46%
Publications:
2%
Student Papers:
N/A
sources:
1
30% match (Internet from 27-Mar-2009)
http://www.isaca.org/Content/ContentGroups/Journal1/20023/The_IS_Audit_Process.htm
2
13% match (Internet from 29-Mar-2011)
http://www.scribd.com/doc/36655995/Chapter-1-the-Information-System-Audit-Process
3
2% match (publications)
Athula Ginige. "Web site auditing", Proceedings of the 14th international conference on Software engineering and knowledge engineering - SEKE 02 SEKE 02, 2002
4
1% match (Internet from 26-Feb-2012)
http://www.dc.fi.udc.es/~parapar/files/ai/The_IS_Audit_Process_isaca_sayana.pdf
5
1% match (Internet from 01-Apr-2009)
http://www.idkk.gov.tr/web/guest/it_audit_manual_isaca
paper text:
Running head: AUDITING INFORMATION SYSTEMS PROCESS Auditing information systems process Student’s Name University Affiliation Auditing information systems 2process Information systems are the livelihood of any huge business. As in past years, computer systems do not simply record transactions of business, but essentially drive the main business procedures of the enterprise. In such a situation, superior management and business managers do have worries concerning information systems. Auditing is a methodical process by which a proficient, independent person impartially obtains and assesses evidence concerning assertions about a financial entity or occasion for the reason of outlining an outlook about and reporting on the extent to which the contention matches to an acknowledged set of standards. Auditing of information systems is the administration controls assessment inside the communications of Information Technology. The obtained proof valuation is used to decide if systems of information are defensive assets, maintenance reliability of data, and also if they are efficiently operating in order to attain organization’s goals or objectives (Hoelzer, 2009). Auditing of Information Systems has become an essential part of business organization in both large and small business environments. This paper examines the preliminary points for carrying out and Information system audit and some of the, techniques, tools, guidelines and standards that can be employed to build, manage, and examine the review function. The Certified Information Systems Auditor (CISA) qualifications is recognized worldwide as a standard of accomplishment for those who assess, monitor, control and audit the information technology of an organization and business systems. Information Systems experts with a concern in information systems security, control and audit. At least five years of specialized information systems security, auditing and control work practice is necessary for certification. An audit contract should be present to evidently state the responsibility of the management, 2objectives for, and designation of authority to Information .
SANS 2013 Report on Critical Security Controls Survey: Moving From Awareness ...FireEye, Inc.
The law of unintended consequences strikes again. In an effort to address security risks in enterprise IT systems and the critical data in them, numerous security standards and requirement frameworks have emerged over the years. But most of these efforts have had the opposite effect — diverting organizations’ limited resources away from actual cyber defense toward reports and compliance.
Recognizing this serious problem, the U.S. National Security Agency (NSA) in 2008 launched Critical Security Controls (CSCs), a prioritized list of controls likely to have the greatest impact in protecting organizations from evolving real-world threats. This SANS Institute survey of nearly 700 IT professionals across a range of industries examines how well the CSCs are known in government and industry and how they are being used.
For the latest threat intelligence reports, visit https://www.fireeye.com/current-threats/threat-intelligence-reports.html.
CRITERIA DISTINGUISHED Analyze the origins and evolution of th.docxwillcoxjanay
CRITERIA
DISTINGUISHED
Analyze the origins and evolution of theories of related to problem-solving, creativity, reasoning and intelligence.
13%
Clearly, concisely, and comprehensively analyzes the origins and evolution of theories related to problem-solving, creativity, reasoning, and intelligence.
Explain how theories, principles, and evidence-based best practices of related to problem-solving, creativity, reasoning and intelligence can be applied in professional practice.
14%
Evaluates theories, principles, and evidence-based best practices related to problem-solving, creativity, reasoning, and intelligence and explains how they can be applied in professional practice.
Analyze how brain physiology or neuroscience is relevant to problem-solving, creativity, reasoning and intelligence.
13%
Makes clear assessment of what is known and what is not known about how brain physiology or neuroscience are relevant to problem-solving, creativity, reasoning, and intelligence.
Analyze how affect may impact cognitive performance in related to problem-solving, creativity, reasoning or intelligence.
14%
Analyzes how affect may impact cognitive performance in related to problem-solving, creativity, reasoning, and intelligence, and describes related best practices.
Explain one or more ethical issues might arise in application of theories and principles related to problem-solving, creativity, reasoning or intelligence.
14%
Explains and evaluates ethical issues that are likely to arise in application of theories and principles related to problem-solving, creativity, reasoning, and intelligence.
Explain how theories and principles related to problem-solving, creativity, reasoning or intelligence apply to culturally diverse populations.
14%
Explains how theories and principles, related to problem-solving, creativity, reasoning, and intelligence, apply to culturally diverse populations and describes related best practices.
Write clearly, with correct spelling, grammar, syntax, and good organization.
10%
Writes concisely with excellent clarity and organization, with no errors in spelling, grammar or syntax, and employing critical or analytical reasoning as needed.
Apply proper APA formatting and style.
8%
Applies proper APA formatting and style consistently throughout the assessment.
ISOL534-50-51 Application Security: Request for Proposal (RFP) Form
Table of Contents
ISOL534-50-51 Application Security: Request for Proposal (RFP) Form 1
Introduction 3
Access control Problem Statement 3
Purpose Statement 4
Scope Statement 4
Impact assessment 4
Budget /Financial Assessment 5
High-Level Functional Requirements 5
Business Benefits 6
Special Issues or Constraints 6
Conclusion 6
References 7
Introduction
Poor security policies in business result in disastrous impacts for both the organization and the clients. Since most businesses are dependent on technology to execute most of their func.
Another survey conducted in 2021 by the International Association of Privacy Professionals (IAPP) found that compliance with data protection laws such as GDPR and CCPA is the top privacy-related concern for organizations.
This document explains the need for information security for all organizations and also the standards to be followed for doing the same. It also gives vendor selection criteria for selecting a consultancy firm for information security. It gives guidelines as to how to stop ethical hacking of your web application, be it any critical data from getting hacked, scripts being run, without the knowledge of the owner.
Evalueserve and McAfee conducted this study in 2011 to highlight how IT decision-makers view the challenges of risk and compliance management in a highly regulated and increasingly complex global business environment. The research investigates how organizations address both risk and compliance, which are so inextricably interrelated. Research was aimed to forward looking, revealing companies’ plans for refining and automating their programs in 2011 and beyond. Significant portions of IT budgets is being spent on risk and compliance management and the spending is only expected to grow in the future.
With the increasing demand of IT auditors, the research for the IT Auditor interview questions is increasing parallelly. So, here we bring the top IT Auditor interview questions for those who are preparing for the IT Auditor interview.
https://www.infosectrain.com/courses/cissp-cisa-combo-course-training/
2010 07 BSidesLV Mobilizing The PCI Resistance 1cGene Kim
Properly Mobilizing the PCI Resistance: Lessons Learned From Fighting Prior Wars (SOX-404)"
I have noticed that there is a growing wave of discontent and disenchantment from information security and compliance practitioners around the PCI DSS. Josh Corman has been an effective voice for these concerns, providing an intellectually honest and earnest analysis in his talk “Is PCI The No Child Left Behind Act For Infosec?”
The problem are well-known and significant: too much ambiguity in the PCI DSS, Qualified Security Assessors (QSAs) and consultant using subjective interpretations, existing guidance either too prescriptive or too vague, scope missing critical systems that could risk cardholder data, overly broad scope and excessive testing costs, excessive subjectivity and inconsistency, poor use of scarce resources, no meaningful reduction in risk of data breaches, and so forth.
For years, I have been studying the PCI DSS compliance problem, as well. I have noticed many similarities to the PCI compliance challenges and the “SOX-404 Is The Biggest IT Time Waster” wars in 2005. I was part of the leadership team at the Institute of Internal Auditors (IIA) where we did something about the it. We identified inability to accurately scope the IT portions of SOX-404 as the root cause of the billions of dollars of wasted time and effort, while not reducing the risk of financial misstatements.
I propose to present the two-year success story of the IIA GAIT project and how we changed the state of the IT audit practice in support of SOX-404 financial reporting audits. We defined the four GAIT Principles, which could be used to correctly scope the IT portions of SOX-404. We mobilized over 100K internal auditors, the SEC and PCAOB regulatory and enforcement bodies, as well as the external auditors from the 8 big CPA firms (e.g, Big Four and other firms doing SOX advisory work). In short, we made a difference, in a highly political process that involved many constituencies.
I am attempting to do something similar with the PCI Security Standards Council, through my work as part one of the leaders of the PCI Scoping SIG (Special Interest Group). My personal goal is to find a “third way” to better enable correct scoping of the PCI Cardholder Data Environment, and create a risk-based approach of substantiating the effective controls to ensure that cardholder data breaches can be prevented, and quickly detected and corrected when they do occur.
My desired outcome is to find fellow travelers who also see the pile of dead bodies in PCI compliance efforts, and work with those practitioners to catalyze a similar movement to achieve the spirit and intent of PCI DSS.
Red Corporation manufactures hand tools in the United States. For th.pdfsales113
Red Blood Cell Count Let x red blood cell (RBC) count in millions per cubic millimeter of
whole blood. For healthy females, x has an approximately normal distribution with mean ? = 4. 8
and standard deviation ? = x 0.3 (based on information from Diagnostic Tests with Nursing
Implications, edited by S. Loeb, Springhouse Press). Convert each of the following x intervals to
z intervals: 4.5 < x x < 4.2 4.0 < x < 5.5
Solution
a) 4.5 < x x > 4.5 µ = 5.7 s = 0.4 standardize x to z = (x - µ) / s x > 4.5 = z > (4.5-5.7) / 0.4) = z
> -3 -3 < z c) µ = 5.7 s = 0.4 standardize x to z = (x - µ) / s 4 < x < 5.5) = ( 4 - 5.7) / 0.4 < Z < (
5.5 - 5.7) / 0.4] -4.25 < Z < -0.5 d) z < -1.44 z = (x - µ) / s -1.44 = (x-5.7)/.4 (-1.44)(.4) + 5.7 = x
-5.1 = x x < 5.1 g) µ = 5.7 s = 0.4 standardize x to z = (x - µ) / s (x > 5.9) = ( z > (5.9-5.7) / 0.4)
z > 0.5 = No. A z score of 0.50 implies that this RBC is normal. P( z > 0.5) = .3085 (not high).
Recently, there have been many incidences of natural disasters in ou.pdfsales113
Recently, the Federal Bank of NY stock exchanged loaned AGI brokers money to keep them
from going bankrupt. This is known as a
Solution
sample size 1000 u=0.46 sigma= root(0.46*0.54/1000) =0.157 CI= (µ-zs ,µ+zs )
cI=(0.46 -1.96*0.157 , 0.46+1.96*0.157 ) =(0.152 , 0.77).
More Related Content
Similar to Read the article Security Controls that Work by Dwayne Melancon.pdf
CRITERIA DISTINGUISHED Analyze the origins and evolution of th.docxwillcoxjanay
CRITERIA
DISTINGUISHED
Analyze the origins and evolution of theories of related to problem-solving, creativity, reasoning and intelligence.
13%
Clearly, concisely, and comprehensively analyzes the origins and evolution of theories related to problem-solving, creativity, reasoning, and intelligence.
Explain how theories, principles, and evidence-based best practices of related to problem-solving, creativity, reasoning and intelligence can be applied in professional practice.
14%
Evaluates theories, principles, and evidence-based best practices related to problem-solving, creativity, reasoning, and intelligence and explains how they can be applied in professional practice.
Analyze how brain physiology or neuroscience is relevant to problem-solving, creativity, reasoning and intelligence.
13%
Makes clear assessment of what is known and what is not known about how brain physiology or neuroscience are relevant to problem-solving, creativity, reasoning, and intelligence.
Analyze how affect may impact cognitive performance in related to problem-solving, creativity, reasoning or intelligence.
14%
Analyzes how affect may impact cognitive performance in related to problem-solving, creativity, reasoning, and intelligence, and describes related best practices.
Explain one or more ethical issues might arise in application of theories and principles related to problem-solving, creativity, reasoning or intelligence.
14%
Explains and evaluates ethical issues that are likely to arise in application of theories and principles related to problem-solving, creativity, reasoning, and intelligence.
Explain how theories and principles related to problem-solving, creativity, reasoning or intelligence apply to culturally diverse populations.
14%
Explains how theories and principles, related to problem-solving, creativity, reasoning, and intelligence, apply to culturally diverse populations and describes related best practices.
Write clearly, with correct spelling, grammar, syntax, and good organization.
10%
Writes concisely with excellent clarity and organization, with no errors in spelling, grammar or syntax, and employing critical or analytical reasoning as needed.
Apply proper APA formatting and style.
8%
Applies proper APA formatting and style consistently throughout the assessment.
ISOL534-50-51 Application Security: Request for Proposal (RFP) Form
Table of Contents
ISOL534-50-51 Application Security: Request for Proposal (RFP) Form 1
Introduction 3
Access control Problem Statement 3
Purpose Statement 4
Scope Statement 4
Impact assessment 4
Budget /Financial Assessment 5
High-Level Functional Requirements 5
Business Benefits 6
Special Issues or Constraints 6
Conclusion 6
References 7
Introduction
Poor security policies in business result in disastrous impacts for both the organization and the clients. Since most businesses are dependent on technology to execute most of their func.
Another survey conducted in 2021 by the International Association of Privacy Professionals (IAPP) found that compliance with data protection laws such as GDPR and CCPA is the top privacy-related concern for organizations.
This document explains the need for information security for all organizations and also the standards to be followed for doing the same. It also gives vendor selection criteria for selecting a consultancy firm for information security. It gives guidelines as to how to stop ethical hacking of your web application, be it any critical data from getting hacked, scripts being run, without the knowledge of the owner.
Evalueserve and McAfee conducted this study in 2011 to highlight how IT decision-makers view the challenges of risk and compliance management in a highly regulated and increasingly complex global business environment. The research investigates how organizations address both risk and compliance, which are so inextricably interrelated. Research was aimed to forward looking, revealing companies’ plans for refining and automating their programs in 2011 and beyond. Significant portions of IT budgets is being spent on risk and compliance management and the spending is only expected to grow in the future.
With the increasing demand of IT auditors, the research for the IT Auditor interview questions is increasing parallelly. So, here we bring the top IT Auditor interview questions for those who are preparing for the IT Auditor interview.
https://www.infosectrain.com/courses/cissp-cisa-combo-course-training/
2010 07 BSidesLV Mobilizing The PCI Resistance 1cGene Kim
Properly Mobilizing the PCI Resistance: Lessons Learned From Fighting Prior Wars (SOX-404)"
I have noticed that there is a growing wave of discontent and disenchantment from information security and compliance practitioners around the PCI DSS. Josh Corman has been an effective voice for these concerns, providing an intellectually honest and earnest analysis in his talk “Is PCI The No Child Left Behind Act For Infosec?”
The problem are well-known and significant: too much ambiguity in the PCI DSS, Qualified Security Assessors (QSAs) and consultant using subjective interpretations, existing guidance either too prescriptive or too vague, scope missing critical systems that could risk cardholder data, overly broad scope and excessive testing costs, excessive subjectivity and inconsistency, poor use of scarce resources, no meaningful reduction in risk of data breaches, and so forth.
For years, I have been studying the PCI DSS compliance problem, as well. I have noticed many similarities to the PCI compliance challenges and the “SOX-404 Is The Biggest IT Time Waster” wars in 2005. I was part of the leadership team at the Institute of Internal Auditors (IIA) where we did something about the it. We identified inability to accurately scope the IT portions of SOX-404 as the root cause of the billions of dollars of wasted time and effort, while not reducing the risk of financial misstatements.
I propose to present the two-year success story of the IIA GAIT project and how we changed the state of the IT audit practice in support of SOX-404 financial reporting audits. We defined the four GAIT Principles, which could be used to correctly scope the IT portions of SOX-404. We mobilized over 100K internal auditors, the SEC and PCAOB regulatory and enforcement bodies, as well as the external auditors from the 8 big CPA firms (e.g, Big Four and other firms doing SOX advisory work). In short, we made a difference, in a highly political process that involved many constituencies.
I am attempting to do something similar with the PCI Security Standards Council, through my work as part one of the leaders of the PCI Scoping SIG (Special Interest Group). My personal goal is to find a “third way” to better enable correct scoping of the PCI Cardholder Data Environment, and create a risk-based approach of substantiating the effective controls to ensure that cardholder data breaches can be prevented, and quickly detected and corrected when they do occur.
My desired outcome is to find fellow travelers who also see the pile of dead bodies in PCI compliance efforts, and work with those practitioners to catalyze a similar movement to achieve the spirit and intent of PCI DSS.
Red Corporation manufactures hand tools in the United States. For th.pdfsales113
Red Blood Cell Count Let x red blood cell (RBC) count in millions per cubic millimeter of
whole blood. For healthy females, x has an approximately normal distribution with mean ? = 4. 8
and standard deviation ? = x 0.3 (based on information from Diagnostic Tests with Nursing
Implications, edited by S. Loeb, Springhouse Press). Convert each of the following x intervals to
z intervals: 4.5 < x x < 4.2 4.0 < x < 5.5
Solution
a) 4.5 < x x > 4.5 µ = 5.7 s = 0.4 standardize x to z = (x - µ) / s x > 4.5 = z > (4.5-5.7) / 0.4) = z
> -3 -3 < z c) µ = 5.7 s = 0.4 standardize x to z = (x - µ) / s 4 < x < 5.5) = ( 4 - 5.7) / 0.4 < Z < (
5.5 - 5.7) / 0.4] -4.25 < Z < -0.5 d) z < -1.44 z = (x - µ) / s -1.44 = (x-5.7)/.4 (-1.44)(.4) + 5.7 = x
-5.1 = x x < 5.1 g) µ = 5.7 s = 0.4 standardize x to z = (x - µ) / s (x > 5.9) = ( z > (5.9-5.7) / 0.4)
z > 0.5 = No. A z score of 0.50 implies that this RBC is normal. P( z > 0.5) = .3085 (not high).
Recently, there have been many incidences of natural disasters in ou.pdfsales113
Recently, the Federal Bank of NY stock exchanged loaned AGI brokers money to keep them
from going bankrupt. This is known as a
Solution
sample size 1000 u=0.46 sigma= root(0.46*0.54/1000) =0.157 CI= (µ-zs ,µ+zs )
cI=(0.46 -1.96*0.157 , 0.46+1.96*0.157 ) =(0.152 , 0.77).
Recite the factors that influence price elasticitySolutionTher.pdfsales113
Recently, there have been several consolidations in the economy, the biotech industry being one.
With the creation of fewer \"Biotech giants worldwide\", will this lead to stronger monopoly
power, thus potentially contributing to rising healthcare costs (prescription drugs), or is it a
necessity of the industry to optimize R&D resources to more rapidly bring new, critical
medicines to market?
**PLEASE NOTE THE ANSWER CURRENTLY POSTED ON CHEGG IS
INCORRRECT*** IT BEGINS WITH \"Biotechnology mergers and acquisitions can help the
industrys fully integrated players to increase in size and market value, boost the emerging
companies efforts to reach full integration or allow the start-ups to survive cyclical financial
crises. M&A in the biotechnology sector (including inter-sector deals between the
pharmaceutical and biotechnology companies or intra-sector deals within the biotechnology
sectors) serves three main purposes, where one company acquires another in order to increase
pipeline productivity and innovation or aid the transition to become full integrated
biopharmaceutical company (FIBCO) or a company merges equally with another to support
product development, market expansion or sustainable profitability.\"\"\" THIS ANSWER IS
INCORRECT. IF YOU WANT FULL POINTS PLEASE ANSWER THE QUESTION
CORRECTLY! THANKS!
Solution
As it is always necessary for any industry to bring newer products into the market as per the
needs of the consumer.
Though this company has a monopoly over the market, it needs to have a research departmrment
to know the current market requirements for grabbing the opeertunities as soon as possible.
And as its a biotech company it must have R & D deparment to handle any critical situation
because they have constant watch on market..
Recite the US track record on growth, unemployment, and inflation.pdfsales113
Recite the factors that influence price elasticity
Solution
There are 9 Factors which Affects the Elasticity of Price. They are as follows.
Share in Total Expenditure:
Habits:
Number of Uses:
Income Level:
Nature of commodity:
Availability of substitutes:
Level of price:
Postponement of Consumption:
Time Period:.
Recall a time when you experienced a problem as result of poor commu.pdfsales113
Recalculate the intrinsic value of Honda using the three-stage growth model given above is the
spread sheet.Treat each of the following scenarios independently.
Required:
(a)
ROE in the constant-growth period will be 11.6%.(Round your answer to 2 decimal places.)
Price
(b)
Honda\'s actual beta is 1.31(Round your answer to 2 decimal places.)
Price
(c)
The market risk premium is 10.1%.(Round your answer to 2 decimal places.)
Price
Recalculate the intrinsic value of Honda using the three-stage growth model given above is the
spread sheet.Treat each of the following scenarios independently. Term value Investor C 07
ROE 2.01 12 Value line 803 58
Solution
aIntrinsic value= P.V of cash flows
Dividend remains the same as in the question but term value changes due to change in growth
rate (11.6%*.7)=8.12%
P.V of dividends=22.60-(74.86*.165)=10.25
Term Value=2.92(1+.0812)/(.119-.0812)=3.157/.0378=83.52
Intrinsic value= 10.25+83.52*.165=24.03
b.New Ke=3.5%+1.31*8%=13.98%
New Discounting factors
2009= .877
2010=.77
2011=.675
2012=.592
2013=.52
2014=.456
2015=.4
2016=.351
2017=.308
2018=.270
2019=.237
2020=.208
2021=.182
2022=.160
2023=.140
2024=.123
Intrinsic value=8.88+74.86*.123=18.09
(c ) ke= 3.5%+1.05*10.1%=14.105%
New Discounting factors
2009= .876
2010=.768
2011=.673
2012=.59
2013=.517
2014=.453
2015=.397
2016=.348
2017=.305
2018=.267
2019=.234
2020=.205
2021=.18
2022=.158
2023=.138
2024=.121
Intrinsic value=8.82+74.86*.121=17.88.
Recall from Example 1 that whenever Suzan sees a bag of marbles, she.pdfsales113
Recall from Cominco Part forecasting problem that Cominco used an integrated forecasting and
inventory control software package called IMPACT. Their inventory control module used EOQ-
ROP replenishment system. As an illustration, consider the same part we used in the forecasting.
Suppose that now is end of September and the next reorder point is coming up. Recall that using
Exponential Smoothing with ? = 0.2, the forecast for October is 6.7 units. The part costs
Cominco $15 per unit. Holding cost rate is 20% of unit cost per year. Ordering cost is $2 per
order. The purchase lead-time for this part is 20 days.
a) What should the EOQ be?
b) How many days is the EOQ enough for (= Time Supply)?
c) Calculate the total annual inventory control cost of using EOQ.
d) Suppose that now this part is ordered 7 at a time. How much more expensive is this (relative
to using EOQ as order size)?
e) Suppose that there is no variability in demand (or lead-time). Determine the re-order point.
Solution
Holding cost=0.2*15=3
Economic Order Quantity=(2*6.7*2/3)(1/2)= 4.47 unit
Total Inventory cost=(2*6.7/4.47)+(3*4.47/2)=9.70.
Read the following article on project oversightKhan, A. (2011, Ap.pdfsales113
Read the following 2 page article and answer the following questions:
http://theweek.com/article/index/224043/the-dangers-of-quick-thinking
Question 1) Verify the % calculations for Jack & Jill.
Question 2) What is the chance that there will be an equal number of boys and girls in a 6 child
family?
POINTS AWARDED ONLY TO CORRECT/BEST ANSWER
Solution
What are the possible out comes
M,F
0, 6
1, 5
2, 4
3, 3
4, 2
5, 1
6, 0
so 3,3 is 1 of 7 possible outcomes
p(3,3) = 1/7 = 0.142 = 14%.
Read the articles in the Concise Encyclopedia of Economics entitled .pdfsales113
Read the articles in the Concise Encyclopedia of Economics entitled “Property Rights”
(http://www.econlib.org/library/Enc/PropertyRights.html) and Law and Economics
(http://www.econlib.org/library/Enc/LawandEconomics.html)
Then summarize the main points in both articles in about one page.
Solution
Right to property assumes a center stage in a capitalistic society. Often right to property is
perceive to conflict human rights. However, the property rights themselves are a form of human
rights. Unless they\'re not properly defined, the economic agents cannot undertake judicious use
of resources and may instead result inefficient allocation of resources.The property rights need to
be defined so that people can use the resources and facilitate exchange in the market. In this
sense, the private property rights protect individual liberty. The three elements of private
property include exclusive rights to decide 1. the use of a resource, 2. the services of the
resources and 3. Exchange the resource..
Read the article Security Controls that Work by Dwayne Melancon .pdfsales113
Read the article \"Security Controls that Work\" by Dwayne Melancon in the 2007 Issue,
Volume 4 of the Information Systems Control Journal (available
http://www.isaca.org/Journal/Past-Issues/2007/Volume-4 /Pages/Security-Controls-That-
Work1.aspx). Write a report that answers the following questions:
1. What are the differences between high-performing organizations and medium- and low-
performing organizations in terms of normal operating performance? Detection of security
breaches? Percentage of budget devoted to IT?
2. Which controls were used by almost all high-performing organizations, but were not used by
any low- or medium-performers? 3. What three things do high-performing organizations never
do?
4. What metrics can an IT auditor use to assess how an organization is performing in terms of
change controls and change management? Why are those metrics particularly useful?
Security Controls That Work By Dwayne Melançon, CISA Ask the average IT or security
manager what measures his/her organization takes to secure its networks, systems, applications
and data, and the answer will most likely involve a combination of traditional perimeter
protection solutions (such as firewalls, intrusion detection, antivirus and antispyware) together
with patch management, business continuance strategies, and access control methods and
policies. All of these measures make sense at first glance, yet the deluge of intrusions, data
thefts, worms and other attacks continues unabated, with organizations losing productivity,
revenue and customers every year. There are many reasons for this gap in controls and
effectiveness. Access controls can be taken only so far before they run into legitimate resistance
from employees who find their productivity hampered by the very controls designed to protect it.
Traditional perimeter protection and access control are not as effective at blocking attacks from
inside organizations as they are at blocking external hackers, which says a lot, since the latter
manage to breach thousands of company networks every year. And, as the number and frequency
of zero-day attacks continue to grow, the effectiveness of patch management and traditional
signature-based intrusion detection, antivirus and antispyware solutions is increasingly in doubt.
All of this begs a host of questions: How is it possible to determine whether an organization’s
security controls actually work? Of all the hundreds of practices and objectives within Control
Objectives for Information and related Technology (COBIT), IT Infrastructure Library (ITIL)
and the other frameworks an organization may implement, which ones are truly the most
effective at helping the organization block and respond to attacks—and which ones merely sound
good but do not accomplish all that much in practice? Why are some organizations vastly better
than others at preventing and responding to attacks? On which controls should auditors focus to
verify that the infrastructure is genuinely protec.
Read Birkinshaw Chapter 6Briefly describe chapter 6 of Reinventing.pdfsales113
Read Birkinshaw Chapter 6
Briefly describe chapter 6 of Reinventing Management by Julian Birkinshaw....
Solution
On chapter 6 of Reinvening Manegement by Julian Birkinshaw, he explains that the recent crisis
we suffered was not completly fault of regulaitons or policies in the countries, it was a failure of
management as well.
Bankers with an incorrect sense of management were looking for opportunities with out caring
on the consequences on long term and these people put their interest ahead of the share holders.
The role of management is not being seen with good eye after reviewing surveys about this role.
ray has enrolled as a freshman at a university and the probability h.pdfsales113
ray has enrolled as a freshman at a university and the probability he receives a scholarship is
0.35. if he gets a scholarship the probability he graduates is 0.82. if he doesn\'t get a scholarship
the probability he will graduate is only 0.44. The probability he graduates is 0.573 Suppose
that ray did graduate. what is the probability he received the scholarship?
Solution
P scholarship= .35 P graduates if he gets scholarship= .82 so .35*.82/.573= .501.
RatioOptum & CMS Median Ratio Hospital Industry1-99 beds100-19.pdfsales113
Ratio
Optum & CMS Median Ratio Hospital Industry
1-99 beds
100-199 beds
200-299 beds
300-399 beds
400+ beds
Desired position
Liquidity Ratios
Current ratio
2.11
2.18
2.04
1.88
1.71
1.84
Above
Quick ratio
1.52
1.65
1.39
1.27
1.42
1.50
Above
Acid test ratio
0.30
0.35
0.18
0.20
0.20
0.38
Above
Days in account rec.
49
47
45
44
48
44
Below
Days cash on hand
86
85
81
102
76
119
Above
Average pmt period, days
50
45
51
56
53
52
Below
Revenue, expense, and profitability ratios
Operating revenue per adjusted
$7,448
$7,086
$6,407
$6,766
$7,121
$7,517
Above
Operating expense per adjusted
$7,197
$6,494
$6,112
$6,260
$6,819
$7,399
Below
Salary and benefit expense as a percentage of operating expense
40%
40%
38%
38%
38%
38%
Below
Operating Margin
0.03
0.02
0.03
0.04
0.04
0.04
Above
Nonoperating revenue
0.04
0.05
0.03
0.05
0.07
0.17
Varies
Return on total assets
0.04
0.04
0.04
0.04
0.05
0.05
Above
Return on nets assets
0.08
0.08
0.08
0.09
0.10
0.09
Above
Activity ratios
Total asset turnover ratio
1.07
1.19
1.03
0.99
1.03
1.06
Above
Net assets turnover ratio
2.12
2.17
2.03
2.11
2.04
2.21
Above
Age of plant ratio
10.31
10.41
10.12
11.97
10.93
11.19
Below
Capital structure ratios
Long-term debt to net assets ratio
0.21
0.18
0.31
0.42
0.38
0.59
Below
Net assets to total assets ratio
0.54
0.58
0.51
0.47
0.52
0.48
Above
Times interest earned ratio
3.78
3.47
3.43
3.64
4.43
5.13
Above
Debt service coverage ratio
3.18
3.51
3.63
3.50
6.36
4.24
Above
. Horizontal, vertical, and ratio analyses. Exhibits 4.29a and 4.29b show the statement of
operations and balance sheet for Resort Hospital for 20X1 and 20X0. The debt principal payment
each year for Resort is $1,300,000, and its adjusted discharges are 6,500 for 20X0 and 5,500 for
20X1.
a.Perform horizontal and vertical analyses on the balance sheet using the statement of operations.
b. Perform horizontal and vertical analyses using the balance sheet.
c. Compute all the selected ratios listed in Exhibit 4.16a.
Evaluate the financial state of Resort Hospital, a 60-bed facility, using all of the above measures.
Make the basis for the vertical analysis the year 20X0.
Resort Hospital
Statement of Operations for the Years Ended December 31, 20X1 and 20X0 (in thousands)
Particulars
20x1
20x0
Revenues
Net patient service revenue
$33,500
$30,500
Other operating revenue
2,600
2,500
Total operating revenues
36,100
33,000
Expenses
Salaries and benefits
23,500
19,600
Supplies and other expenses
11,400
10,500
Depreciation
700
700
Interest
710
710
Total operating expenses
36,310
31,510
Operating income
(210)
1,490
Nonoperating revenue
6,500
1,200
Excess of revenue over expenses
$6,290
$2,690
Exhibit 4.27b Balance Sheet for Resort Hospital
Particulars
20x1
20x0
Current assets
Cash and cash equivalents
$1,500
$2,500
Net patient A/R
6,500
4,800
Inventories
400
350
Prepaid expense
350
250
Total current assets
8,750
7,900
Plant, property, and equipment
Gross plant, property, and equipment
22,000
19,500
Less Accumulated depreciation)
(12,700.
rate of return on total assetsSolutionCalculation ofrate.pdfsales113
rate of return on total assets
Solution
Calculation ofrate of return on total assets for the year 2012:
Rate of return on total assets = Net income / Average total assets
Net income for the year 2012 = $17,900,000
Average total assets = (328,000,000 + 318,000,000) /2 = $323,000,000
Hence ,
Rate of return on total assets = 17,900,000 / 323,000,000 = 0.05541796
= 5.54%.
Ralph Murdock found himself in a small group of co-workers at Essin .pdfsales113
Ralph Murdock found himself in a small group of co-workers at Essin Ltd being asked about
working conditions at the plant and ways the company was considering to improve work
assignments and daily scheduling. This could be considered a form of:
Focus group .
Small Assembly Analysis.
OSHA research.
Time & Motion studies.
Feed Forward Planning.
Work Break-Down Structure.
Solution
Time & Motion studies..
Raleigh has $15 bilion in total assets. Its balance sheet shows $2 b.pdfsales113
Raleigh has $15 bilion in total assets. Its balance sheet shows $2 billion in current liabilities . $5
billion in long term debt, and $8 billion in common equity. It has 750 million of shares of
common stock outstanding, and its stock price is $37 per share. What is Raleigh market to book
ratio?
Solution
common equity = $8 billion
Long term debt = $ 5 billion
Current liab = $2 billion
Total liability 15 billion
Total asset 15 billion
Market to bookvalue also called price to book value = share price /share book value (Total asset -
liabilities )
37/(15-2) = 37/13 = 2.84
Total asset = $15 billion.
Railroads were big business in the mid to late 1800s in the United S.pdfsales113
Railroads were big business in the mid to late 1800s in the United States. Explain why railroads
were so important to citizens of America at this time. Be sure to include in your answer railroads
monopolies and other economic abuses of the railroads (short answer question).
Solution
Railroads were big business in the mid to late 1800s in the United States.
In the mid to late 1800s or in Beginning in the nineteenth century in the United States. Until the
late 1800s the federal government encouraged the growth of big business. By the end of the
century.A huge system of railroads was developed that to moved goods and people across great
distances, facilitated the settlement of large portions of the country, created towns and cities, and
unified a nation.
The earliest railways in the United States were short, wooden railways. The first locomotive for
use on railways was imported from England in 1829. By 1840, railroad track in the United States
had reached almost three thousand miles. There were Several other innovations helped foster the
growth of railroads between 1840 and 1860. Between 1890 and 1900 another 40,000 miles of
track were added to the railroad net; after 1900, still another 60,000 miles of line were built
railroads monopolies and other economic abuses of the railroads
Developing of railroads rapidly became huge businesses, imperative to the success of American
enterprise. The main need of the railroads helped create several other many industries like steel,
copper, glass, tools, and oil etc. The need for all of these industries to stay successful was
worrisome for railroad owners. The result was a revolution in the organization and scale of
enterprise: \"Big business reached greater markets than were ever conceived of before and could
benefit from the ability to raise vast amounts of capital that made possible the cost economies of
large-scale production\" With these huge amount of capital, the railroad companies were able to
finance the political campaigns through whatever and whomever was needed in government.
With this control in Washington, there was no way to stop the overwhelming control of this
industry over society. So we can say that the entire nation was subject to the whims of this
monopoly.
We can highlighteconomic abuses of the railroads as follow
the railroads acquired control of many facets of the new economy.
This body now had the ability to \"squeeze out competitors, force down prices
paid for labor and raw materials
the railroads companies were charged customers more
they get special favors and treatments from National and State government\" . The railroads had
all the power, because they controlled all the prices.
as we all know that citizens of the west could not survive without the use of the railroads, they
were forced to pay whatever rates the raildroad companies set.
..
Random number A is distributed exponentially with a mean of 4. Rando.pdfsales113
Random number A is distributed exponentially with a mean of 4. Random number B is also
exponential, with a mean 1. What is the probability that A is less than B? To make sure I
understand...A detailed explanation would be appreciated.
Solution
use that z = lambdaA A/(lambdaB B) = 1/4 A/B has a distribution of f= 1/(z+1)^2
we want to know if A.
Radioactive radium has a half-life of approximately 1599 years. What.pdfsales113
Radioactive radium has a half-life of approximately 1599 years. What percent of a given amount
remains after 340 years?
Solution
We know that Equation for decay is N = N0*e^(-t/t) so we have t1/2 = 1599 years
= tln2 after t = 340 years N = N0*(e^(-340/(1599/ln2)) N = N0*0.8629 t = 86.29% of intial
amount remained.
Radio Station call letters consist of four uppercase letters which m.pdfsales113
Radio Station call letters consist of four uppercase letters which may repeat but must begin with
either a W or a K. If call letters are assigned at random, what is the probability that
the second or third letter is an A but not both?
Please provide details and explain.
Solution
if 2nd letter is A we have 25 other options to fill 3rd place
if 3rd letter is A we have 25 other options to fill 2nd place .
so total ways posiible when A is 2nd or 3rd letter = 25 + 25 = 50
Total no of ways in which 2nd and 3rd places can be filled = 26 * 26 = 676
so required probability = 50 / 676 = 0.074.
Radioactive iodine , 131I which is frequently used in tracer studies.pdfsales113
Radioactive iodine , 131I which is frequently used in tracer studies involving the thyroid gland,
decays according to N= N0 (0.5) t/8 , where N0 is the initial dose and t is the time in days.
Find the half life of 131I
Solution
I-131 decays with a half-life of 8.02 days.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Introduction to AI for Nonprofits with Tapp Network
Read the article Security Controls that Work by Dwayne Melancon.pdf
1. Read the article " Security Controls that Work" by Dwayne Melancon below write a report that
answers the following questions.
4. What metrics can an IT auditor use to assess how an organization is performing in terms of
change controls and change management? Why are those metrics particularly useful?
Security Controls That Work By Dwayne Melançon, CISA Ask the average IT or security
manager what measures his/her organization takes to secure its networks, systems, applications
and data, and the answer will most likely involve a combination of traditional perimeter
protection solutions (such as firewalls, intrusion detection, antivirus and antispyware) together
with patch management, business continuance strategies, and access control methods and
policies. All of these measures make sense at first glance, yet the deluge of intrusions, data
thefts, worms and other attacks continues unabated, with organizations losing productivity,
revenue and customers every year. There are many reasons for this gap in controls and
effectiveness. Access controls can be taken only so far before they run into legitimate resistance
from employees who find their productivity hampered by the very controls designed to protect it.
Traditional perimeter protection and access control are not as effective at blocking attacks from
inside organizations as they are at blocking external hackers, which says a lot, since the latter
manage to breach thousands of company networks every year. And, as the number and frequency
of zero-day attacks continue to grow, the effectiveness of patch management and traditional
signature-based intrusion detection, antivirus and antispyware solutions is increasingly in doubt.
All of this begs a host of questions: How is it possible to determine whether an organization’s
security controls actually work? Of all the hundreds of practices and objectives within Control
Objectives for Information and related Technology (COBIT), IT Infrastructure Library (ITIL)
and the other frameworks an organization may implement, which ones are truly the most
effective at helping the organization block and respond to attacks—and which ones merely sound
good but do not accomplish all that much in practice? Why are some organizations vastly better
than others at preventing and responding to attacks? On which controls should auditors focus to
verify that the infrastructure is genuinely protected? Come budget approval time, where should
the company concentrate its security money, and how can it be demonstrated to senior
management that those proposed investments will actually do the job? These are the types of
questions the IT Process Institute (ITPI) set out to answer when it was founded in 2000. One of
the results of ITPI’s work, the “IT Controls Performance Benchmark Study,”1 proves with
empirical evidence that not only are some organizations vastly better than the rest of the pack at
preventing and responding to attacks, but also that the difference between these and other
organizations’ effectiveness boils down to just a few foundational controls. And the most
significant within these foundational controls are not rooted in access control, but in monitoring
2. and managing change. According to Gene Kim, cofounder with Kevin Behr of ITPI, “Security
executives often whine that the business does not value security controls, viewing them as
bureaucratic and burdensome. What the “IT Controls Performance Benchmark Study”
benchmarking proves is that no matter how many access controls you have, you won’t get the
performance or security breakthroughs you really want until you tackle change.” Pareto in
Practice In more than six years of research, the IT Controls Performance Study examined 98 IT
groups across multiple industries to determine whether the Pareto Principle, otherwise known as
the 80/20 rule, applies to IT controls. The Pareto Principle states that, for many phenomena, 80
percent of the consequences stem from 20 percent of the causes. As part of its research, ITPI was
able to identify a small group of very high-performing IT organizations that had the following
outstanding characteristics: • Superior service levels, measured by the mean time between
failures and low mean time to repair • The earliest and most consistent integration of security
controls into IT operational processes, measured by control location, security staff participation
in the IT operations life cycle and number of security incidents resulting in loss • The best
posture of compliance, measured by the fewest number of repeat audit findings and lowest staff
count required to stay compliant • High efficiencies, measured by high serverto-system
administrator ratios and low amounts of unplanned work (i.e., new work that is unexpectedly
introduced when a change is made) Further benchmarks and survey results led to some truly eye-
opening observations regarding security. When it came to preventing and responding to security
incidents, the high performers, which represented 13 percent of the survey respondents,
outperformed their lower-performing peers by a factor of five to 10. When these high performers
experienced a breach, they were markedly better at response than their lower-performing peers,
for example: • High performers typically detected breaches within minutes vs. hours for medium
performers and even days for low performers Why are some organizations vastly better than
others at preventing and responding to attacks? I NFORMATION S YSTEMS C ONTROL J
OURNAL , V OLUME 4, 2007 • High performers were far more likely to detect breaches using
existing automated controls. Medium performers were 60 percent less likely to detect breaches
this way, and low performers were 79 percent less likely to detect breaches with such controls. •
High performers were 29 percent less likely than companies classified as medium performers to
experience financial loss or loss of customers and reputation and 84 percent less likely than
companies classified as low performers The corresponding performance gap in operations was
similarly dramatic. Compared to medium and low performers, high performers: • Completed
eight times as many projects • Managed six times as many applications and IT services •
Authorized and implemented 15 times as many changes • Achieved server-to-system
administrator ratios 2.5 times higher than medium performers and 5.4 times higher than low
performers • Experienced one-half the change failure rate of medium performers and one-third
3. the change failure rate of low performers • Experienced 12 percent less unplanned work than
medium performers and 37 percent less than low performers Another interesting finding was that
top performers allocated three times more budget to IT as a percentage of their total operating
expenses than their lower-performing brethren. This may seem counterintuitive at first, but this
finding actually reflects higher IT satisfaction ratings in the business and, therefore, more
willingness on the part of senior management to spend a higher percentage of the budget on IT
and IT security projects. After all, these organizations have proven they deliver more predictable
results with the money they receive, so they can more easily justify funding for additional
projects. Which Controls? After identifying high-performing organizations, researchers set out to
determine whether there was some consistency in the types of controls most commonly
implemented by the high performers compared to their lower-performing counterparts. This
would, in turn, provide evidence as to which controls were actually the most effective in helping
organizations prevent and respond to security incidents. To do this, researchers identified 63
COBIT control objectives within six ISO 20000 control categories—access, change, resolution,
configuration, release and service levels— representing the places where high-performing
organizations first implement IT controls. They then conducted a survey containing 25
performance indicators spanning audit, operations and security performance measures. These
included security effectiveness, audit compliance disruption levels, IT user satisfaction and
unplanned work. By analyzing relationships between control objectives and corresponding
performance indicators, researchers were able to differentiate which controls are actually most
effective for predictable service delivery, as well as for preventing and responding to security
incidents. The study concluded that the Pareto Principle does apply. Study results showed that 20
percent of the controls provide 80 percent of the benefit. In this case, researchers found that 21
controls, three to four within each of the six control categories, had the same impact on
performance measures as the full set of 63 controls. The next question, however, was whether
using more of the 21 foundational controls actually resulted in better security and higher
performance. To answer this question, researchers employed a statistical technique called
clustering to group similar populations with similar control environments and performance. The
goal of this exercise was to find a cluster that achieved the absolute highest levels of
performance. Figure 1 shows a representation of the controls of the three clusters that emerged.
Each wedge on the polar vector indicates one of the foundational controls, and the size of each
wedge shows the percentage of the cluster members that responded “yes” to questions that
mapped to that control. What is immediately apparent is that nearly all the members of the high-
performing cluster used all of the foundational controls, while almost all the members of the low-
performing cluster used none of them, except those that applied to access and resolution. 2
Figure 1—Three Clusters: Low, Medium and High Performers Low Performers Medium
4. Performers High Performers 5: Resolution 0: Access 1: Change 4: Svdlvl 3: Release 2: Config 5:
Resolution 0: Access 1: Change 4: Svdlvl 3: Release 2: Config 5: Resolution 0: Access 1:
Change 4: Svdlvl 3: Release 2: Config F-Cluster Low F-Cluster Med F-Cluster High I
NFORMATION S YSTEMS C ONTROL J OURNAL , V OLUME 4, 2007 What does this
mean exactly? Low-performing organizations rely almost exclusively on access controls, such as
issuing and revoking passwords, and reactive resolution controls, such as trouble-ticketing
systems, to prevent and respond to security incidents. The study further found that out of the 21
foundational controls high performers used, there were two used by virtually all the high
performers and none of the low or medium performers. Both are highlighted in figure 2, which
overlays the high performers’ cluster controls with those of the medium performers, indicated by
the solid black line. Both of these controls revolve around change management: • Are systems
monitored for unauthorized changes? • Are there defined consequences for intentional
unauthorized changes? These two controls are very significant in that they are “discriminant
controls” in this study, meaning that when they are absent from an organization, that
organization is never a high performer. Rounding out the top six foundational controls were four
change and configuration management controls identified as most present in the high performers
and least present in medium and low performers: • A formal process for IT configuration
management • An automated process for configuration management • A process to track change
success rates (the percentage of changes that succeed without causing an incident, service outage
or impairment) • A process that provides relevant personnel with correct and accurate
information on current IT infrastructure configurations The study found that these top six
controls help organizations manage risks and respond to security incidents by giving them the
means to look forward, averting the riskiest changes before they happen, and look backward,
identifying definitively the source of outages or service issues. Because they have a process that
tracks and records all changes to their infrastructure and their success rates, highperforming
organizations have a more informed understanding of their production environment and can rule
out change as a cause very early in the incident response process. This means they can easily find
the changes that caused the incident and remediate them quickly. Low performers lack the means
to detect unauthorized change in their IT environments and, therefore, expose themselves to
higher security risks and a decreased ability to respond to events quickly. In fact, the study
showed that high performers have fewer security incidents, fewer audit findings and lower
compliance costs than low and medium performers. Further bolstering the observation that
change management is a major differentiator, the study found three things that all high-
performing security and IT organizations never do: • They never let developers make changes in
production. • They never let change management processes get bureaucratic. • They never let
users exceed their role in the change process. What This Means The most impressive aspect of
5. the ITPI study is just how clear and definitive the results are. The organizations that are most
successful in preventing and responding to security incidents are those that have mastered
change management. Those that are least successful focus all their security resources on access
management and reactive resolution controls, and none on change management. The
implications are best described in the Visible Ops Handbook. For an organization to be a high
performer, it must cultivate a “culture” of change management and causality throughout, with
zero tolerance for unauthorized changes. As with any organizational culture, the culture of
change management should start at the top, with leaders establishing a tone that all change must
follow an explicit change management policy and process from the highest to the lowest levels
of the organization, with zero tolerance for unauthorized change. These same executives should
establish concrete, wellpublicized consequences for violating change management procedures,
with a clear, written change management policy. Many of the study’s high performers said their
organization had instituted a policy of “warn once, discipline on second offense,” and involved
top management in the warning process. Those that do not have this culture are likely to show a
higher frequency of security incidents, longer and less-effective incident response, more
unplanned work, lower service quality, and poorer compliance. One of the components of an
effective change management policy is the establishment of a governing body, such as a change
advisory board, that reviews and evaluates all changes for risk before approving them. This
board reinforces the written policy, requiring mandatory testing for each and every change, and
an explicit rollback plan for each in the case of an unexpected result. Postincident reviews are
also crucial, so that the organization protects itself from repeating past mistakes. During these
reviews, change owners should document their findings and work to integrate lessons learned
into future operational practices. Perhaps most important for responding to changes is having
clear visibility into all change activities, not just those that are authorized. Automated controls
that can maintain a change history reduce the risk of human error in managing the 3 Figure
2—High vs. Medium Performer Clusters 5: Resolution 0: Access 1: Change 4: Svdlvl 3: Release
2: Config F-Cluster High I NFORMATION S YSTEMS C ONTROL J OURNAL , V OLUME
4, 2007 process. They also allow IT to take measures such as preimplementation testing or more
rigorous change review to improve change success rates and accurately measure the
effectiveness of those processes and policies. The Role of Auditing High-performing
organizations were able to provide proof that management audited actual practices and enforced
accountability for process and policy adherence. Auditors can play a crucial role in moving an
organization from the low- or medium-performing category to the high-performing category. By
focusing heavily on the following metrics, an IT auditor can get a good picture of how the
organization is performing: • Amount of time devoted to unplanned work—An unplanned work
rate higher than 20 to 25 percent is a sure indication of a lack of effective controls and a cultural
6. problem within IT. It usually means too much time and resources are spent on troubleshooting
and maintaining IT operations and not enough time is spent on improving the business. The
Visible Ops Handbook indicates that high performers spend less than 5 percent of their time on
unplanned work. • Volume of emergency changes—Almost by definition, “emergency” changes
are unauthorized changes that are often used as a way to circumvent the formal change
management process or avoid disciplining employees for violating those processes. If an
organization has a volume of emergency changes that exceeds 15 percent, auditors should take
that as a warning sign that it is not taking change management seriously. The highest performers
tend to have 5 percent or fewer emergency changes. Also, it is important to ensure that there is
an actual process, albeit streamlined, for emergency changes. • Number and causes of failed
changes—The ITPI study found that high performers consistently maintained successful change
rates of 95 percent or more, often as high as 99 percent. Successful changes are those that are
implemented without causing an outage or unplanned work episode. Other things to look out for,
which the study found in medium and low performers, include: • A high frequency of security
incidents, unexplained outages or other system availability events • A lot of late projects and cost
overruns due to unplanned or emergency work • High employee turnover and low morale
Auditors also should examine the automated controls used by the organization to gain visibility
into all change activities, not just authorized changes, to determine if the change management
technology successfully covers all the right foundational controls. Some of these technology
types include: • Preventive—This is usually a change management or authorization system, such
as an IT service or help desk, that can create an audit trail of authorizations, track the status of
changes and guide the overall change process. • Detective—This technology uses automated,
independent detective controls or random change audits to monitor the production environment
for changes, compare changes with authorizations, and detect undocumented changes that
circumvent the change review and authorization process or violate policy. Called “out of band”
changes, these also include extra changes hidden in an authorized work order. • Corrective—This
technology implements processes, such as provisioning or backup and restoration programs, that
can revert unauthorized or troublesome changes and restore the system to a known, authorized,
supported state. Look at the Numbers The results of the IT Controls Performance Study make a
strong case, based on empirical evidence, that most of the value of IT security controls comes
from implementing a small subset of COBIT or other controls centered around change
management. Organizations that focus on access and reactive resolution controls at the expense
of change management are guaranteed to experience more security incidents, more damage from
security incidents, and dramatically longer and less-effective resolution. Organizations that foster
a culture of disciplined change management and causality, with full support from senior
management, and have zero tolerance for unauthorized change, will have a superior security
7. posture with fewer incidents, dramatically less damage to the business from security breaches
and much faster resolution of incidents when they happen. Change management is particularly
effective at detecting internal security breaches, which many existing security strategies and
technologies, such as firewalls and access controls, fail to address adequately. A recent Deloitte
Touche Tohmatsu study found that almost half of all surveyed financial services companies had
experienced an internal breach in the past year.2 Security is not the only benefit of a culture of
change management. Organizations that foster a culture of change management also perform
dramatically better than their less change-oriented counterparts in just about every way, from less
unplanned work to more successful IT projects, higher number of successful changes and much
more efficient use of IT resources. “The security managers who are gaining responsibility and
budget are those who are tackling the harder issues around change,” said Gene Kim. “Those who
don’t will continue to shrink in responsibility or have their air cut off.” Endnotes 1 ITPI, “IT
Controls Performance Benchmark Study,” April 2006, www.itpi.org 2 Deloitte Touche
Tohmatsu, Global State of Information Security, 2005, www.deloitte.com Dwayne Melançon,
CISA is the vice president of corporate and business development at Tripwire. He is a specialist
in strategic partnerships and alliances, and developing professional services and support
organizations. Melançon is certified on both IT management and audit processes, possessing
ITIL Foundations. actually the most effective in helping organizations prevent and respond to
security incidents. High performers were far more likely to detect breaches using existing
automated controls. Medium performers were 60 percent less likely to detect breaches this way,
and low performers were 79 percent less likely to detect breaches with such controls To do this,
researchers identified 63 CoBIT control objectives within six ISO 20000 control categories-
access, change, resolution, configuration, release and service levels representing the places
where high-performing organizations first implement IT controls. They then conducted a survey
containing 25 performance indicators spanning audit, operations and security performance
measures. These included security effectiveness, audit compliance disruption levels, IT user
satisfaction and unplanned work. By analyzing relationships between control objectives and
corresponding performance indicators, researchers were able to differentiate which controls are
actually most effective for predictable service delivery, as well as for preventing and responding
to security incidents . High performers were 29 percent less likely than companies classified as
medium performers to experience financial loss or loss of customers and reputation and 84
percent less likely than companies classified as low performers The corresponding performance
gap in operations was similarly dramatic. Compared to medium and low performers, high
performers Completed eight times as many projects Managed six times as many applications and
IT services Authorized and implemented 15 times as many changes Achieved server-to-system
administrator ratios 2.5 times higher than medium performers and 5.4 times higher than low
8. performers Experienced one-half the change failure rate of medium performers and one-third the
change failure rate of low performers The study concluded that the Pareto Principle does apply.
Study results showed that 20 percent of the controls provide 80 percent of the benefit. In this
case, researchers found that 21 controls, three to four within each of the six control categories,
had the same impact on performance measures as the full set of 63 controls .Experienced 12
percent less unplanned work than mediunm performers and 37 percent less than low performers
The next question, however, was whether using more of the Another interesting finding was that
top performers allocated 21 foundational controls actually resulted in better security and three
times more budget to IT as a percentage of their total operating expenses than their lower-
performing brethren. Thisemployed a statistical technique called clustering to group may seem
counterintuitive at first, but this finding actually reflects higher IT satisfaction ratings in the
business and, therefore, more willingness on the part of senior management to that achieved the
absolute highest levels of performance. spend a higher percentage of the budget on IT and IT
security projects. After all, these organizations have proven they deliver clusters that emerged.
Each wedge on the polar vector more predictable results with the money they receive, so they
indicates one of the foundational controls, and the size of each can more easily justify funding
for additional projects. higher performance. To answer this question, researchers similar
populations with similar control environments and performance. The goal of this exercise was to
find a cluster Figure 1 shows a representation of the controls of the three wedge shows the
percentage of the cluster members that responded "yes" to questions that mapped to that
control. Which Controls? What is immediately apparent is that nearly all the members After
identifying high-performing organizations, researchers of the high-performing cluster used all of
the foundational set out to determine whether there was some consistency in the controls, while
almost all the members of the low-performing types of controls most commonly implemented by
the high performers compared to their lower-performing counterparts and resolution. This would,
in turn, provide evidence as to which controls were researchersof the high-performing cluster
used all of the foundational cluster used none of them, except those that applied to access Figure
1-Three Clusters: Low, Medium and High Performers Low Performers Medium Performers High
Performers 0: Access 5: Resolution 0: Access US 4: Svdlvl 4: Svdlvl ge Hi Ig 1: Change Ch nge
2: Config 3: Release lg 1g INFORMATION SYSTEMS CONTROL JoURNAL, VoLUME 4,
2007
Solution
Metrics Which an IT auditor uses to assess how an organization is performing in terms of change
controls and change management are:
9. These Metrics are helpful because of below mentioned parameters.
- Identifying Poor Vulnerability Management.
- Improving Vulnerability Management.
- How Vulnerability Management Drives Changes to the IT Infrastructure.
- Identification and Validation.
- Risk Assessment and Prioritization.
- Using Past Experience to Guide Future Actions.
- Achieving Efficiency through Automation.