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The Department of Spatial Information (DSI) is a State Government department. The major function of DSI is to provide accurate and timely spatial information to other Government departments, but also to make some of this spatial information available to the public. In order to provide both the government and public services, DSI has developed a number of web services that deliver this information through a number of internally developed services and applications. This suite of web services and applications is referred to as the DSI Online Spatial Delivery System (OSDS). The OSDS is considered essential by DSI and their users, so these services must be: Readily available and accessible at all times, Capable of handling heavy loads in times of peak demand, Capable of serving downloads to users as required, Secure from attacks, Capable of providing detailed reports on usage. DSI have a number of new projects being developed that are expected to increase the demand for its spatial data dramatically. The Executive Management of DSI have looked at a number of proposals to support these new programs. The two alternatives they are investigating are: Increasing the internal DSI Data Centre capacity to host and support the new projects in the OSDS. This would probably need a 50% increase in web infrastructure and support services within the Department. This would necessitate an increase in data centre infrastructure, server numbers as well as a major increase in the bandwidth available to DSI. Migrating the OSDS to a Cloud provider. This would allow DSI to continue to develop and refine the data in its internal Maintenance systems and then move a copy of the completed data to the cloud-based Delivery system for publication. DSI Management would like to adopt Proposal 2, in order to meet their budget restrictions, but have asked you to prepare a report for the DSI Board that looks at the following aspects of the proposal: The possible delivery and deployment models that DSI should adopt for a cloud-based OSDS. This should include: The advantages and disadvantages of using either an IaaS or PaaS approach for the OSDS and The possible architecture(s) that could be used to deploy the OSDS Should the Board consider the use of an Cloud Edge solution for the OSDS? What advantages and disadvantages would the Edge give to the OSDS? The OSDS software architecture uses a monolithic approach to design, while a move to use the Edge will require many applications and web services to be redesigned as microservices. Explain the differences between monolithic and microservice architectures to the DSI Board using an example Describe the advantages and disadvantages of these two styles of software architecture Your recommended approach for delivery and deployment of the OSDS, including the reasoning for your recommendation Your r.
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TASK - 02The Department of Spatial Information (DSI) is a St.docx
TASK - 02
The Department of Spatial Information (DSI) is a State Government department. The major function of DSI is to provide accurate and timely spatial information to other Government departments, but also to make some of this spatial information available to the public. In order to provide both the government and public services, DSI has developed a number of web services that deliver this information through a number of internally developed services and applications. This suite of web services and applications is referred to as the DSI Online
Spatial Delivery System (OSDS).
The OSDS is considered essential by DSI and their users, so these services must be:
• Readily available and accessible at all times,
• Capable of handling heavy loads in times of peak demand,
• Capable of serving downloads to users as required,
• Secure from attacks,
• Capable of providing detailed reports on usage.
DSI have a number of new projects being developed that are expected to increase the demand for its spatial data dramatically. The Executive Management of DSI have looked at a number of proposals to support these new programs. The two alternatives they are investigating are:
1. Increasing the internal DSI Data Centre capacity to host and support the new projects in the OSDS. This would probably need a 50% increase in web infrastructure and support services within the Department. This would necessitate an increase in data centre infrastructure, server numbers as well as a major increase in the bandwidth available to DSI.
2. Migrating the OSDS to a Cloud provider. This would allow DSI to continue to develop and refine the data in its internal Maintenance systems and then move a copy of the completed data to the cloud-based Delivery system for publication.
DSI Management would like to adopt Proposal 2, in order to meet their budget restrictions, but have asked you to prepare a report for the DSI Board that looks at the following aspects of the proposal:
1
. The possible delivery and deployment models that DSI should adopt for a cloud-based OSDS. This should include:
a. The advantages and disadvantages of using either an IaaS or PaaS approach for the OSDS, (20 marks) and
b. The possible architecture(s) that could be used to deploy the OSDS (20
marks).
2
. Should the Board consider the use of a Cloud Edge solution for the OSDS? What advantages and disadvantages would the Edge give to the OSDS? (20 marks)
3. The OSDS software architecture uses a monolithic approach to design, while a move to use the Edge will require many applications and web services to be redesigned as micro services.
a. Explain the differences between monolithic and micro service architectures to the DSI Board using an example (20 marks).
b. Describe the advantages and disadvantages of these two styles of software architecture (20 marks)
4
. Your recommended approach for delivery and deployment of the OSDS, including the reasoning for your recommendation (20 marks).
You.
ASSESSMENT TASK – 02Value 15Due Date 10-Apr-2020T.docx
ASSESSMENT TASK – 02
Value: 15%
Due Date: 10-Apr-2020
The Department of Spatial Information (DSI) is a State Government department. The major function of DSI is to provide accurate and timely spatial information to other Government departments, but also to make some of this spatial information available to the public. In order to provide both the government and public services, DSI has developed a number of web services that deliver this information through a number of internally developed services and applications. This suite of web services and applications is referred to as the DSI Online
Spatial Delivery System (OSDS).
The OSDS is considered essential by DSI and their users, so these services must be:
• Readily available and accessible at all times,
• Capable of handling heavy loads in times of peak demand,
• Capable of serving downloads to users as required,
• Secure from attacks,
• Capable of providing detailed reports on usage.
DSI have a number of new projects being developed that are expected to increase the demand for its spatial data dramatically. The Executive Management of DSI have looked at a number of proposals to support these new programs. The two alternatives they are investigating are:
1. Increasing the internal DSI Data Centre capacity to host and support the new projects in the OSDS. This would probably need a 50% increase in web infrastructure and support services within the Department. This would necessitate an increase in data centre infrastructure, server numbers as well as a major increase in the bandwidth available to DSI.
2. Migrating the OSDS to a Cloud provider. This would allow DSI to continue to develop and refine the data in its internal Maintenance systems and then move a copy of the completed data to the cloud-based Delivery system for publication.
DSI Management would like to adopt Proposal 2, in order to meet their budget restrictions, but have asked you to prepare a report for the DSI Board that looks at the following aspects of the proposal:
1
. The possible delivery and deployment models that DSI should adopt for a cloud-based OSDS. This should include:
a. The advantages and disadvantages of using either an IaaS or PaaS approach for the OSDS, (20 marks) and
b. The possible architecture(s) that could be used to deploy the OSDS (20
marks).
2
. Should the Board consider the use of a Cloud Edge solution for the OSDS? What advantages and disadvantages would the Edge give to the OSDS? (20 marks)
3. The OSDS software architecture uses a monolithic approach to design, while a move to use the Edge will require many applications and web services to be redesigned as micro services.
a. Explain the differences between monolithic and micro service architectures to the DSI Board using an example (20 marks).
b. Describe the advantages and disadvantages of these two styles of software architecture (20 marks)
4
. Your recommended approach for delivery and deployment of the OSDS, including the reas.
TASKThe Department of Spatial Information (DSI) is a State G.docx
TASK
The Department of Spatial Information (DSI) is a State Government department. The major function of DSI is to provide accurate and timely spatial information to other Government departments, but also to make some of this spatial information available to the public. In order to provide both the government and public services, DSI has developed a number of web services that deliver this information through a number of internally developed services and applications. This suite of web services and applications is referred to as the DSI Online Spatial Delivery System (OSDS).
The OSDS is considered essential by DSI and their users, so these services must be:
· Readily available and accessible at all times,
· Capable of handling heavy loads in times of peak demand,
· Capable of serving downloads to users as required,
· Secure from attacks,
· Capable of providing detailed reports on usage.
DSI is considering the following strategic proposal:
· They plan to retain their data centre solely for archival and long-term data storage. This would entail updating their data storage infrastructure, and moving all other infrastructure into the Cloud.
· They plan to initially move all their Web Services into the Cloud in order to provide an increased level of HA (High Availability) as well as a better degree of flexibility in supplying data to their customers and employees.
o Their web services are running on the current Red Hat Enterprise Linux servers using Apache Tomcat
· They plan to change their current web software architecture to take advantage of the flexibility and scalability that can be gained by moving to a Microservices model (this would entail the use of such services as AWS Lambda or Azure Functions, Containers, Data Services, and Cloud Edge capability and monitoring).
o All Microservices are to be designed so that they can be easily moved from one cloud to another to suit requirements or to take advantage of price differentials.
· They plan to use a multi-cloud approach to provide increased reliability, access, price differentials and avoid vendor lock-in.
· They also plan to migrate their Spatial LoB (Line of Business) applications to the cloud in order to increase the application's flexibility and availability. The Spatial LoB application suite will require:
o a number of IaaS instances running Windows Server 2019
o a number of PaaS instances for Microsoft SharePoint 2019 Enterprise
· DSI are required under State Government legislation to keep spatial data sets in Australia.
The DSI Board is contemplating this strategy as a way to increase the company’s flexibility and responsiveness. The Board also expects to achieve significant savings by migrating to a Cloud based ICT infrastructure. They appreciate that this would entail retraining for:
· Their existing ICT staff so that they can manage the new Cloud based infrastructure,
· Their development staff so that they can start to develop using a Microservices model.
...
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TASK - 02The Department of Spatial Information (DSI) is a St.docx
TASK - 02
The Department of Spatial Information (DSI) is a State Government department. The major function of DSI is to provide accurate and timely spatial information to other Government departments, but also to make some of this spatial information available to the public. In order to provide both the government and public services, DSI has developed a number of web services that deliver this information through a number of internally developed services and applications. This suite of web services and applications is referred to as the DSI Online
Spatial Delivery System (OSDS).
The OSDS is considered essential by DSI and their users, so these services must be:
• Readily available and accessible at all times,
• Capable of handling heavy loads in times of peak demand,
• Capable of serving downloads to users as required,
• Secure from attacks,
• Capable of providing detailed reports on usage.
DSI have a number of new projects being developed that are expected to increase the demand for its spatial data dramatically. The Executive Management of DSI have looked at a number of proposals to support these new programs. The two alternatives they are investigating are:
1. Increasing the internal DSI Data Centre capacity to host and support the new projects in the OSDS. This would probably need a 50% increase in web infrastructure and support services within the Department. This would necessitate an increase in data centre infrastructure, server numbers as well as a major increase in the bandwidth available to DSI.
2. Migrating the OSDS to a Cloud provider. This would allow DSI to continue to develop and refine the data in its internal Maintenance systems and then move a copy of the completed data to the cloud-based Delivery system for publication.
DSI Management would like to adopt Proposal 2, in order to meet their budget restrictions, but have asked you to prepare a report for the DSI Board that looks at the following aspects of the proposal:
1
. The possible delivery and deployment models that DSI should adopt for a cloud-based OSDS. This should include:
a. The advantages and disadvantages of using either an IaaS or PaaS approach for the OSDS, (20 marks) and
b. The possible architecture(s) that could be used to deploy the OSDS (20
marks).
2
. Should the Board consider the use of a Cloud Edge solution for the OSDS? What advantages and disadvantages would the Edge give to the OSDS? (20 marks)
3. The OSDS software architecture uses a monolithic approach to design, while a move to use the Edge will require many applications and web services to be redesigned as micro services.
a. Explain the differences between monolithic and micro service architectures to the DSI Board using an example (20 marks).
b. Describe the advantages and disadvantages of these two styles of software architecture (20 marks)
4
. Your recommended approach for delivery and deployment of the OSDS, including the reasoning for your recommendation (20 marks).
You.
ASSESSMENT TASK – 02Value 15Due Date 10-Apr-2020T.docx
ASSESSMENT TASK – 02
Value: 15%
Due Date: 10-Apr-2020
The Department of Spatial Information (DSI) is a State Government department. The major function of DSI is to provide accurate and timely spatial information to other Government departments, but also to make some of this spatial information available to the public. In order to provide both the government and public services, DSI has developed a number of web services that deliver this information through a number of internally developed services and applications. This suite of web services and applications is referred to as the DSI Online
Spatial Delivery System (OSDS).
The OSDS is considered essential by DSI and their users, so these services must be:
• Readily available and accessible at all times,
• Capable of handling heavy loads in times of peak demand,
• Capable of serving downloads to users as required,
• Secure from attacks,
• Capable of providing detailed reports on usage.
DSI have a number of new projects being developed that are expected to increase the demand for its spatial data dramatically. The Executive Management of DSI have looked at a number of proposals to support these new programs. The two alternatives they are investigating are:
1. Increasing the internal DSI Data Centre capacity to host and support the new projects in the OSDS. This would probably need a 50% increase in web infrastructure and support services within the Department. This would necessitate an increase in data centre infrastructure, server numbers as well as a major increase in the bandwidth available to DSI.
2. Migrating the OSDS to a Cloud provider. This would allow DSI to continue to develop and refine the data in its internal Maintenance systems and then move a copy of the completed data to the cloud-based Delivery system for publication.
DSI Management would like to adopt Proposal 2, in order to meet their budget restrictions, but have asked you to prepare a report for the DSI Board that looks at the following aspects of the proposal:
1
. The possible delivery and deployment models that DSI should adopt for a cloud-based OSDS. This should include:
a. The advantages and disadvantages of using either an IaaS or PaaS approach for the OSDS, (20 marks) and
b. The possible architecture(s) that could be used to deploy the OSDS (20
marks).
2
. Should the Board consider the use of a Cloud Edge solution for the OSDS? What advantages and disadvantages would the Edge give to the OSDS? (20 marks)
3. The OSDS software architecture uses a monolithic approach to design, while a move to use the Edge will require many applications and web services to be redesigned as micro services.
a. Explain the differences between monolithic and micro service architectures to the DSI Board using an example (20 marks).
b. Describe the advantages and disadvantages of these two styles of software architecture (20 marks)
4
. Your recommended approach for delivery and deployment of the OSDS, including the reas.
TASKThe Department of Spatial Information (DSI) is a State G.docx
TASK
The Department of Spatial Information (DSI) is a State Government department. The major function of DSI is to provide accurate and timely spatial information to other Government departments, but also to make some of this spatial information available to the public. In order to provide both the government and public services, DSI has developed a number of web services that deliver this information through a number of internally developed services and applications. This suite of web services and applications is referred to as the DSI Online Spatial Delivery System (OSDS).
The OSDS is considered essential by DSI and their users, so these services must be:
· Readily available and accessible at all times,
· Capable of handling heavy loads in times of peak demand,
· Capable of serving downloads to users as required,
· Secure from attacks,
· Capable of providing detailed reports on usage.
DSI is considering the following strategic proposal:
· They plan to retain their data centre solely for archival and long-term data storage. This would entail updating their data storage infrastructure, and moving all other infrastructure into the Cloud.
· They plan to initially move all their Web Services into the Cloud in order to provide an increased level of HA (High Availability) as well as a better degree of flexibility in supplying data to their customers and employees.
o Their web services are running on the current Red Hat Enterprise Linux servers using Apache Tomcat
· They plan to change their current web software architecture to take advantage of the flexibility and scalability that can be gained by moving to a Microservices model (this would entail the use of such services as AWS Lambda or Azure Functions, Containers, Data Services, and Cloud Edge capability and monitoring).
o All Microservices are to be designed so that they can be easily moved from one cloud to another to suit requirements or to take advantage of price differentials.
· They plan to use a multi-cloud approach to provide increased reliability, access, price differentials and avoid vendor lock-in.
· They also plan to migrate their Spatial LoB (Line of Business) applications to the cloud in order to increase the application's flexibility and availability. The Spatial LoB application suite will require:
o a number of IaaS instances running Windows Server 2019
o a number of PaaS instances for Microsoft SharePoint 2019 Enterprise
· DSI are required under State Government legislation to keep spatial data sets in Australia.
The DSI Board is contemplating this strategy as a way to increase the company’s flexibility and responsiveness. The Board also expects to achieve significant savings by migrating to a Cloud based ICT infrastructure. They appreciate that this would entail retraining for:
· Their existing ICT staff so that they can manage the new Cloud based infrastructure,
· Their development staff so that they can start to develop using a Microservices model.
...
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This work is based on two major areas, the Multiview Service Oriented Architecture and the combination between the computing cloud and MV-SOA. Thus, it is suggested to extend firstly the service oriented architecture (SOA) into an architecture called MV-SOA by adding two components, the Multiview service generator, whose role is to transform the classic service into Multiview service, and the data base, this component seeks to stock all of consumer service information. It is also suggested to combine the computing cloud and Multiview Service Oriented Architecture MVSOA. To reach such combination, the
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RDBMS are not suitable for OLAP (Online analytical Processing). By using RDBMS, the large number of the volume have been
collected and processed in e-Governance projects. Big Data framework based processing has been implemented to study various
parameters to provide faster and better communication, retrieval of data and utilization of information to its users in e-
Governance projects. This research focuses on how we can use Big Data framework for effective implementation of e-
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Assessment item 4 - Cloud Proposal and DesignValue 20TASK.docx
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Value: 20%
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The Department of Spatial Information (DSI) is a State Government department. The major function of DSI is to provide accurate and timely spatial information to other Government departments, but also to make some of this spatial information available to the public. In order to provide both the government and public services, DSI has developed a number of web services that deliver this information through a number of internally developed services and applications. This suite of web services and applications is referred to as the DSI Online Spatial Delivery System (OSDS).
The OSDS is considered essential by DSI and their users, so these services must be:
· Readily available and accessible at all times,
· Capable of handling heavy loads in times of peak demand,
· Capable of serving downloads to users as required,
· Secure from attacks,
· Capable of providing detailed reports on usage.
DSI is considering the following strategic proposal:
· They plan to retain their data centre solely for archival and long-term data storage. This would entail updating their data storage infrastructure, and moving all other infrastructure into the Cloud.
· They plan to initially move all their Web Services into the Cloud in order to provide an increased level of HA (High Availability) as well as a better degree of flexibility in supplying data to their customers and employees.
· Their web services are running on the current Red Hat Enterprise Linux servers using Apache Tomcat
· They plan to change their current web software architecture to take advantage of the flexibility and scalability that can be gained by moving to a Microservices model (this would entail the use of such services as AWS Lambda or Azure Functions, Containers, Data Services, and Cloud Edge capability and monitoring).
· All Microservices are to be designed so that they can be easily moved from one cloud to another to suit requirements or to take advantage of price differentials.
· They plan to use a multi-cloud approach to provide increased reliability, access, price differentials and avoid vendor lock-in.
· They also plan to migrate their Spatial LoB (Line of Business) applications to the cloud in order to increase the application's flexibility and availability. The Spatial LoB application suite will require:
· a number of IaaS instances running Windows Server 2019
· a number of PaaS instances for Microsoft SharePoint 2019 Enterprise
· DSI are required under State Government legislation to keep spatial data sets in Australia.
The DSI Board is contemplating this strategy as a way to increase the company’s flexibility and responsiveness. The Board also expects to achieve significant savings by migrating to a Cloud based ICT infrastructure. They appreciate that this would entail retraining for:
· Their existing ICT staff so that they can manage the new Cloud based infrastructure,
· Their development staff so that they can start to .
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Student Number SxxxxxxxEmail Assignm.docx
Student Number: Sxxxxxxx
Email:
Assignment 3
Due Date: 2 May 2014
Lecturer:
Course Coordinator:
Executive Summary
Cloud computing promises a transformation in the provision of IT services to businesses and other organisations. Along with many advantages to the business that include easy scalability and ubiquitous access to resources, there are many risks that a business must consider before deploying a cloud solution. These risks include a loss of control over service restoration in case of failure and possible security risks due to attack via the Internet. To mitigate against those risks businesses need to have well-written contracts, develop strict and easily understood polices to ensure the appropriate storage of information and have multi-factor authentication to access sensitive information via the Internet.
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Table of Contents
1.0 Introduction 4
1.1 Organisational Context 4
1.2 Objective and Methodology 4
1.3 Report Outline 5
2.0 Definitions of Cloud Computing 5
3.0 Advantages and Issues with Cloud Computing 6
3.1 Advantages of Cloud Computing 6
3.2 Issues with Cloud Computing 7
4.0 Security Risks in Cloud Computing 7
5.0 Opportunities for growth through Cloud Services 9
6.0 Conclusions 9
7.0 Recommendations 11
8.0 Reference list 13
1.0
Introduction
1.1 Organisational Context
Cloud computing is an increasingly popular method for delivery of software services and storing data. GlobDev is a not for profit large organisation, headquartered in Melbourne, that runs aid and development programs in underdeveloped nations. The projects are organised by people from developed nations including Australians who are part of this organisations staff. National staff in each country are also employed by the organisation. There are currently 2150 people employed in Projects across 38 nations with a further 50 people employed in administration in 10 donor countries plus a further 70 staff in the head office in Melbourne. Projects and administration costs are funded through personal and corporate donations along with contributions from the foreign aid budgets of some G-20 major economies. The company has a central server located in the Melbourne H.
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The debate on the ratification of the U.S. Constitution was conducted between those who favored its passage who were known as “Federalists” and opponents to the ratification known as “Anti-Federalists”.
http://web.archive.org/web/20120312200301/http://www.utulsa.edu/law/classes/rice/constitutional/antifederalist/84.htm
Cite the name of the paper and the Author.
Identify two main points of each commentary.
Cite two or more quotes that are relevant to our modern day and explain how the quotes are relevant.
Visit the Founding Fathers Home Page index of Federalist Papers (
http://www.foundingfathers.info/federalistpapers/fedi.htm
). Choose ANY three of those papers and:
Cite the name of the paper and the Author.
Identify the two main points of each commentary.
Identify two or more quotes from each paper that identify limits on government that are currently being ignored by people in elected office and explain how elected officials are ignoring those limits.
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The debate over the Constitution is not only crucial to understanding politics in American society in this time, but it is also VERY relevant today. What brought about the drive for the Constitution? What were some of the arguments for it? Against it? (Remember to cite specific evidence from the module when talking about this.) Which would you have preferred, the Constitution or the Articles? Why?
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Contact:-8121953811,8522991105.040-65511811
cloudtechnologiesprojects@gmail.com
http://cloudstechnologies.in/
Service oriented cloud computing
IEEE format of the Service oriented cloud computing.It was research presented in different sector.If any on interested then improve the technology.
Assessment item 4 - Cloud Proposal and DesignValue 20TASK.docx
Assessment item 4 - Cloud Proposal and Design
Value: 20%
TASK
The Department of Spatial Information (DSI) is a State Government department. The major function of DSI is to provide accurate and timely spatial information to other Government departments, but also to make some of this spatial information available to the public. In order to provide both the government and public services, DSI has developed a number of web services that deliver this information through a number of internally developed services and applications. This suite of web services and applications is referred to as the DSI Online Spatial Delivery System (OSDS).
The OSDS is considered essential by DSI and their users, so these services must be:
· Readily available and accessible at all times,
· Capable of handling heavy loads in times of peak demand,
· Capable of serving downloads to users as required,
· Secure from attacks,
· Capable of providing detailed reports on usage.
DSI is considering the following strategic proposal:
· They plan to retain their data centre solely for archival and long-term data storage. This would entail updating their data storage infrastructure, and moving all other infrastructure into the Cloud.
· They plan to initially move all their Web Services into the Cloud in order to provide an increased level of HA (High Availability) as well as a better degree of flexibility in supplying data to their customers and employees.
· Their web services are running on the current Red Hat Enterprise Linux servers using Apache Tomcat
· They plan to change their current web software architecture to take advantage of the flexibility and scalability that can be gained by moving to a Microservices model (this would entail the use of such services as AWS Lambda or Azure Functions, Containers, Data Services, and Cloud Edge capability and monitoring).
· All Microservices are to be designed so that they can be easily moved from one cloud to another to suit requirements or to take advantage of price differentials.
· They plan to use a multi-cloud approach to provide increased reliability, access, price differentials and avoid vendor lock-in.
· They also plan to migrate their Spatial LoB (Line of Business) applications to the cloud in order to increase the application's flexibility and availability. The Spatial LoB application suite will require:
· a number of IaaS instances running Windows Server 2019
· a number of PaaS instances for Microsoft SharePoint 2019 Enterprise
· DSI are required under State Government legislation to keep spatial data sets in Australia.
The DSI Board is contemplating this strategy as a way to increase the company’s flexibility and responsiveness. The Board also expects to achieve significant savings by migrating to a Cloud based ICT infrastructure. They appreciate that this would entail retraining for:
· Their existing ICT staff so that they can manage the new Cloud based infrastructure,
· Their development staff so that they can start to .
Idc unified-infrastructure
Unified Infrastructure and Cloud Management:
The Future of Datacenter Operations
Student Number SxxxxxxxEmail Assignm.docx
Student Number: Sxxxxxxx
Email:
Assignment 3
Due Date: 2 May 2014
Lecturer:
Course Coordinator:
Executive Summary
Cloud computing promises a transformation in the provision of IT services to businesses and other organisations. Along with many advantages to the business that include easy scalability and ubiquitous access to resources, there are many risks that a business must consider before deploying a cloud solution. These risks include a loss of control over service restoration in case of failure and possible security risks due to attack via the Internet. To mitigate against those risks businesses need to have well-written contracts, develop strict and easily understood polices to ensure the appropriate storage of information and have multi-factor authentication to access sensitive information via the Internet.
This report considers the situation of GlobDev, who are an Aid and Development organisation headquartered in Melbourne with staff in many developing countries. Using recent research, the report analyses the advantages and disadvantages of Cloud Computing, associated security risks and mitigation, and examines using cloud services to enable secure mobile computing. The report proposes a possible path to the transformation in the delivery of IT services in GlobDev through the migration to cloud based services. The report supports the use of cloud computing through mobile devices provided to field staff. The engagement in technology through social media applications and mobile technology should improve donor engagement and expand GlobDev’s opportunity for growth by increasing its supporter base.
Table of Contents
1.0 Introduction 4
1.1 Organisational Context 4
1.2 Objective and Methodology 4
1.3 Report Outline 5
2.0 Definitions of Cloud Computing 5
3.0 Advantages and Issues with Cloud Computing 6
3.1 Advantages of Cloud Computing 6
3.2 Issues with Cloud Computing 7
4.0 Security Risks in Cloud Computing 7
5.0 Opportunities for growth through Cloud Services 9
6.0 Conclusions 9
7.0 Recommendations 11
8.0 Reference list 13
1.0
Introduction
1.1 Organisational Context
Cloud computing is an increasingly popular method for delivery of software services and storing data. GlobDev is a not for profit large organisation, headquartered in Melbourne, that runs aid and development programs in underdeveloped nations. The projects are organised by people from developed nations including Australians who are part of this organisations staff. National staff in each country are also employed by the organisation. There are currently 2150 people employed in Projects across 38 nations with a further 50 people employed in administration in 10 donor countries plus a further 70 staff in the head office in Melbourne. Projects and administration costs are funded through personal and corporate donations along with contributions from the foreign aid budgets of some G-20 major economies. The company has a central server located in the Melbourne H.
Api enablement-mainframe
API Enablement on Mainframes. How to API enable mainframe applications & services. How to integrated mainframe services and applications to mobile, cloud and external apps. This white paper covers couple of patterns to API enable mainframe based applications and services.
Bimodal / Two Speed IT and Cloud Serverless Microservice Architecture
In a Bimodal IT, the high speed or Innovative Organisational IT allows a business to respond to or create disruption their market.
Two key enablers for this Innovative Organisational IT are:
1. Cloud Services and a Cloud Architecture, and
2. Cloud Serverless Microservice Architecture.
High level view of cloud security
In this paper, we discuss security issues for cloud computing, Map Reduce and Hadoop
environment. We also discuss various possible solutions for the issues in cloud computing
security and Hadoop. Today, Cloud computing security is developing at a rapid pace which
includes computer security, network security and information security. Cloud computing plays a
very vital role in protecting data, applications and the related infrastructure with the help of
policies, technologies and controls.
Similar to The Department of Spatial Information (DSI) is a State Governmen.docx (20)
IRJET- Legacy and Privacy Issues in Cloud Computing
IRJET- Legacy and Privacy Issues in Cloud Computing
Cloud computing a services business application challenges
Cloud computing a services business application challenges
Combining efficiency, fidelity, and flexibility in resource information services
Combining efficiency, fidelity, and flexibility in resource information services
Assessment item 4 - Cloud Proposal and DesignValue 20TASK.docx
Assessment item 4 - Cloud Proposal and DesignValue 20TASK.docx
Bimodal / Two Speed IT and Cloud Serverless Microservice Architecture
Bimodal / Two Speed IT and Cloud Serverless Microservice Architecture
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http://web.archive.org/web/20120312200301/http://www.utulsa.edu/law/classes/rice/constitutional/antifederalist/84.htm
Cite the name of the paper and the Author.
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SRINIVASAN VENKATRAMAN, CHRISTY M. K. CHEUNG, ZACH
W. Y. LEE, FRED D. DAVIS, AND VISWANATH VENKATESH
SRINIVASAN VENKATRAMAN ([email protected]) is a Chief Data Scientist
and AI/Machine Learning leader for The Boeing Company. He leads teams of data
scientists in designing, developing, and deploying machine learning and artificial
intelligence algorithms ranging from regression and classification to computer
vision/deep learning models across engineering, manufacturing, supply chain,
robotics, in-flight mechanics, and a multitude of other functions in the aerospace
domain. Prior to joining Boeing, Dr. Venkatraman was on the Information Systems
faculty at Washington State University. He holds a Ph.D. in Information Systems.
CHRISTY M. K. CHEUNG ([email protected]; corresponding author) is an
Associate Professor at Hong Kong Baptist University. She earned a Ph.D. in
Information Systems from the College of Business at City University of Hong
Kong. Her research interests include technology use as related to well-being, IT
adoption and use, societal implications of IT use, and social media. She has
published over one hundred refereed articles in scholarly journals and conference
proceedings, including Journal of Information Technology, Journal of Management
Information Systems, Journal of the Association for Information Science and
Technology, and MIS Quarterly, among others. Dr. Cheung is President of the
Association for Information Systems (AIS-Hong Kong Chapter). She also serves
as Editor-in-Chief of Internet Research.
ZACH W. Y. LEE ([email protected]) is an Assistant Professor in Marketing at
Durham University Business School, United Kingdom. He holds a Ph.D. degree
from Hong Kong Baptist University. His research interests include online consumer
behaviors, organizational and societal implications of IT use, social media, and
e-commerce. He has published in such journals as Information & Management,
Journal of the Association for Information Science and Technology, Journal of
Marketing Analytics, and others. Dr. Lee serves as an Associate Editor of Internet
Research.
FRED D. DAVIS ([email protected]) is Professor and Stevenson Chair in
Information Technology at Texas Tech University. He earned his Ph.D. from
MIT’s Sloan School of Management, and he served on the Business School
faculties of University of Michigan, University of Minnesota, University of
Maryland, and University of Arkansas. Dr. Davis’s research interests include user
acceptance of information technology, technology-supported decision making, sys-
tem development practices, and NeuroIS. His research has been published in MIS
Journal of Management Information Systems / 2018, Vol. 35, No. 4, pp. 1060–1091.
Copyright © Taylor & Francis Group, LLC
ISSN 0742–1222 (print) / ISSN 1557–928X (online)
DOI: https://doi.org/10.1080/07421222.2018.1523531
mailto:[email protected]
mailto:[email protec.
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failed reflect on the lessons they’ve learned.
By Corrie Driebusch
September 15, 2008, was one of the darkest days in the
history of Wall Street. For four new college graduates,
it was also their first day of work at Lehman Brothers
Holdings Inc.
Sohil Sheth, Luvleen Sidhu, Justin Gaines and Brian
Grossman walked through the doors of Lehman just as
the venerable investment bank filed for bankruptcy
protection, an event that sent shockwaves around the
globe. The aftershocks continue to define many aspects
of American life a decade later.
The crisis provided these unlucky millennials with a
new perspective. Big institutions were no longer
infallible. Wall Street no longer offered a guaranteed
career path. Life was more fragile than they knew.
One thing was certain: Their world would never again
look the same.Sohil Sheth
Works for Boston technology firm Harding Point
Works for Boston technology firm Harding Point
My junior year at Amherst, everyone was trying to get
an internship in New York at a bank, and I got one with
Lehman’s investment management division. All we
heard from executives was that Lehman was going to
be the next Goldman Sachs.
The summer of 2008 I moved to New York for training.
I was definitely getting nervous that maybe they would
start laying people off. But the messaging at Lehman
was ‘don’t worry.’ There’s no way the government
would let anything happen to a company as big as
Lehman.
I was preparing for a licensing exam in my apartment
on Sunday, Sept. 14, and there was a new news story
every minute. I refreshed my computer browser and all
a sudden there was a headline that Lehman declares
bankruptcy. I got that feeling in the pit of my stomach.
The next day we all went in to work, but everyone was a
zombie.
I kept working there, but this cloud was hanging over
us. I worked in the fund of hedge funds group for two
and a half years, but then got super jaded. I went to
Peru and worked for a nonprofit for almost a year.
A decade ago I defended the finance industry. Looking
back, it’s tough to be socially conscious and work in it.
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more practical applications that can apply to a lot of
people than just making the rich richer.Luvleen Sidhu
Co-founded digital banking startup BankMobile
I interned at Lehman after my sophomore and junior
years at Harvard. I graduated in 2008 and started six
weeks of training, and the first day on the job was the
bankruptcy. I remember contacting HR and I asked,
should I come in? I’ve locked the response in my head
because it was so unusual. The response was, ‘please
come in, it’s business as usual.’
My first day was kind of crazy, in an eerie way that we
were ignoring reality. No one was acting panicked. No
one was acting out of line, though maybe they were
behind closed doors.
For it to happen the first day of my car.
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The data in the case are quotes taken from interviews of parents, faculty, and staff of an elementary school by request of the school’s principal, Nancy:
Organize these data to present to Nancy. Notice demographic details such as grade level, interviewee role, and tenure.
Try organizing the data a different way. Did you notice anything different from the first time you analyzed the data? Which method do you think was more effective?
How would you structure the feedback meeting with Nancy? Which themes would you present and why?
case is on page 270. Please write at least 500 words.
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“The Dark Side of the Force”
Language & Process
Risk Aversion & Risk Culture
Corruption & Unethical Behaviors
Reading
:
Please note, you have to log on to the NSU library to complete the link.
Ballante, Don & Link, Albert N. (1981). Are public sector workers more risk averse than private sector workers?
Industrial and Labor Relations Review
, 34, 3, 408-412.
http://lib.nova.edu/333 (Links to an external site.)
Baumol, W. J. (1990). Entrepreneurship: Productive, unproductive and destructive.
Journal of
Political Economy
, 98(5), 893-921.
http://lib.nova.edu/148 (Links to an external site.)
Boettke, P. J. &, Coyne, C. J. (2003). Entrepreneurship and development: Cause or
consequence?
Advances in Austrian Economics,
6
, 67-88. Retrieved from the Mercatus
Organization web site:
http://mercatus.org/uploadedFiles/Mercatus/Publications/Cause%20or%20Consequence.pdf (Links to an external site.)
Cohen, S., Eimicke, W., & Salazar, M. P. (1999, November).
Public ethics and public
entrepreneurship
. Paper presented at the Annual Research Meeting of the Association of
Public Policy Analysis and Management, Washington, D.C. Retrieved from
ResearchGate:
http://www.researchgate.net/publication/252936584_Public_Ethics_and_Public_Entreprenuership (Links to an external site.)
Schacter, H. L. (1995). Reinventing government or reinventing ourselves: Two models for
improving government performance.
Public Administration Review
,
55
(6), 530-537.
http://lib.nova.edu/138 (Links to an external site.)
Simmons, R., Yonk, R., & Thomas, D. (2011). Bootleggers, Baptists, and political entrepreneurs:
Key players in the rational game and morality play of regulatory politics.
The
Independent Review
,
15
(3), 367–381.
http://lib.nova.edu/183 (Links to an external site.)
Due
: Essay 6 Question: Entrepreneurial governance sounded like such a good idea, didn't it? What do you make of the critique against entrepreneurial governance/public management? Do you think the critique is valid, and why/why not?
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The Criminalization of American Business
What do Bank of America, Citigroup, JPMorgan Chase, and Goldman Sachs have in common? All paid hefty fines for purportedly misleading investors about mortgage-backed securities. In fact, these companies paid the government a total of $50 billion in fines. The payments were made in lieu of criminal prosecutions.
Today, several hundred thousand federal rules that apply to businesses carry some form of criminal penalty. That is in addition to more than four thousand federal laws, many of which carry criminal sanctions for their violation. From 2000 to 2019, about 3,200 corporations either were convicted or pleaded guilty to violating federal statutes or rules.
Criminal Convictions
The first successful criminal conviction in a federal court against a company—the New York Central and Hudson River Railroad—was upheld by the Supreme Court in 1909 (the violation: cutting prices). Many other successful convictions followed.
One landmark case developed the
aggregation test
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actus reus
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mens rea
out of the conduct and knowledge of several individuals.
Not all government attempts at applying criminal law to corporations survive. Courts have sometimes found insufficient evidence to show that a company acted with specific intent to commit a crime. Often, however, companies choose to reach settlement agreements with the government rather than fight criminal indictments.
Many Pay Substantial Fines in Lieu of Prosecution
More than four hundred corporations reached so-called non-prosecution agreements with the government from 2000 to the beginning of 2019. These agreements typically involve multimillion- or multibillion-dollar fines. This number does not include fines paid to the Environmental Protection Agency or to the Fish and Wildlife Service.
According to law professors Margaret Lemos and Max Minzner, “Public enforcers often seek large monetary awards for self-interested reasons divorced from the public interest and deterrents. The incentives are strongest when enforcement agencies are permitted to retain all or some of the proceeds of enforcement.”
Questions Presented
1)Why might a corporation’s managers agree to pay a large fine rather than to be indicted and proceed to trial?
2)How does a manager determine the optimal amount of legal research to undertake to prevent her or his company from violating the many thousands of federal regulations?
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The Creation of the Ocean Floor
SCI/209
Running head: THE CREATION OF THE OCEAN FLOOR
1
THE CREATION OF THE OCEAN FLOOR
5
The Creation of the Ocean Floor
One scientific speculation about the beginning of ocean water declares that as Earth developed from a gas and dust cloud more than 4.5 billion years ago, an enormous quantity of insubstantial elements such as oxygen and hydrogen became confined inside the liquefied inner part of the newly formed planet (Advameg, 2013). In the course of the first few billion years following planets formation, these basic gases emerged across thousands of miles of red-hot and liquefying rock to discharge on the Earth’s surface through fissures (long narrow cracks) and volcanoes.
Inside the earth and atop the exterior, the gas hydrogen joined oxygen developing water. Massive amounts of liquid blanketed the planet as an extraordinarily heavy atmosphere of water cloud. Close to the uppermost part of the atmosphere, where high temperature may possibly dissipate to outward reaches of the earth, water vapor concentrated to a liquid form and dropped into the stratum below, chilling the level. This atmospheric cool down procedure lasted till the initial precipitation dropped to the planet’s young exterior and flared into a misty haze. This came to pass as the creation of an astonishing downpour that through the course of time, progressively filled the ocean cavities.
There are three major classes of tectonic plate boundaries: divergent boundaries, covergent boundaries, and transform boundaries. The divergent boundaries outstanding features are fresh crust is produced as two or more plates tear away from one other. Oceans are generated and grow broader where plates deviate or pull apart. Seafloor expanding is a process in which the molten rock produces new ground underneath water. This progression takes millions of years to establish a 10 foot hill because growth fluctuates from two to 10 centimeters yearly. The convergent boundaries outstanding features are here crust is demolished and reprocessed back into the inside of the Earth as one plate descents under another. These are recognized as Subduction Zones - volcanoes and mountains are often discovered where plates come together. The kinds of volcanoes that can occur depend on the chemical composition of the molten rock that decides its fluidity. There are three kinds of convergent boundaries: Oceanic-Continental Convergence, Oceanic-Oceanic Convergence, and Continental-Continental Convergence (Platetectonics, 2010). The transform boundaries outstanding features are when two plates are skimming parallel by each other. These are additionally identified as transform boundaries or in addition normally called faults. The San Andreas Fault is the best known and considered the most lethal translational line.
One natural event that occurs as a direct result of plate boundary interactions is a tsunami. Plate tectonics are the secondary trigger of tsunamis. When a maj.
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The Dark Ages: World History Crash Course #14
1. The period between ________ and _______________ is often called the ________________________ in Europe because it came between the Roman Empire and the beginning of the modern age. And it’s sometimes called the Dark Ages because it was purportedly ________________________.
2. What is feudalism?
3. How was feudalism an economic system in addition to the political system described above?
4. Regarding Islam in the Dark Ages, the Umayyad Dynasty was overthrown in _________ and was replaced by the ______________________. They moved the capital to Baghdad and were welcoming of _________________________________ into positions of power.
5. The “golden age” of Islamic learning was centered in Baghdad. What were five accomplishments of this time-period you found to be the most interesting?
a.
b.
c.
d.
e.
6. Meanwhile, China was experiencing a golden age of its own where it ruled over _______________________________ across four million square miles.
7. What necessitated the Chinese inventing the use of paper money?
8. By the 11th century, the Chinese were writing down their recipe for a mixture of saltpeter, sulfur, and charcoal that we now know as ________________________.
Here is the link to the video ...... https://youtu.be/QV7CanyzhZg
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The Culturally Responsive Social Service Agency: The Application of an Evolving Definition to a Case Study
Julian Chun-Chung Chow PhD & Michael J. Austin PhD
To cite this article: Julian Chun-Chung Chow PhD & Michael J. Austin PhD (2008) The Culturally Responsive Social Service Agency: The Application of an Evolving Definition to a Case Study, Administration in Social Work, 32:4, 39-64, DOI: 10.1080/03643100802293832
Published online: 11 Oct 2008.
Page 39
ABSTRACT. Most of the attention in the last few decades in the human services field has been on the development of culturally competent practice with little attention to the context of this practice. This analysis and case study focuses on the organizational context of social service practitioners seeking to respond effectively to an increasingly diverse client population. Specific attention is given to the development of a working definition of a culturally responsive social service agency. This definition is used to assess a case study of a public sector county social service agency that has a substantial history in promoting culturally responsive practices. The implications for future management practices are noted in the conclusion.
Julian Chun-Chung Chow, PhD, is an Associate Professor affiliated with the School of Social Welfare, University of California, Berkeley. Michael J. Austin, PhD, is a Professor affiliated with the School of Social Welfare, University of California, Berkeley. The authors want to acknowledge the significant roles played by Zonia Sandoval Waldon, MSW, and Gil Villagran, MSW, in the development of a culturally responsive organization prior to their recent retirements in 2004 from the Santa Clara County Social Service Agency. We also want to acknowledge the contributions of the following graduate students: Tiffany Woo, MSW; Allison De Marco, MSW; Jill Nielson, MSW; Sarah Taylor, MSW; Sunshine Wu, MSW; Christine Lou, BA; and Ericka Leer, MSW. Address correspondence to: Michael J. Austin, School of Social Welfare, University of California, 120 Haviland Hall, MC 7400, Berkeley, CA 94720–7400 (E-mail: [email protected]).
Administration in Social Work, Vol. 32(4) 2008 Available online at http://www.haworthpress.com © 2008 by The Haworth Press. All rights reserved. doi:10.1080/03643100802293832
Page 40
KEYWORDS. Social services delivery, organizations, cultural responsiveness, ethnicity
INTRODUCTION
Since the War on Poverty in the 1960s, social service organizations have been searching for ways to become responsive to the cultural diversity of their client populations. Beginning in the 1970s, concerted attention was given to helping agency staff members become more culturally aware (Green, 1999), more culturally knowledgeable (Cox & Ephross, 1998; Davis & Proctor, 1989; Harrison & Wodarski, 1992), and recently more culturally competent (Devore & Schlesinger, 1999; Fong & Furuto, 2001; Leigh, 1998; Lum, 2003). With regard to training.
The cult of Machismo (masculine superiority) appeared early in Latin.docx
The cult of Machismo (masculine superiority) appeared early in Latin America (page 23 in this week’s assigned reading), yet many colonial Latin American families contradicted this stereotype. Explain the evidence the authors present that contradicts this prevailing gender image. Be sure to review the culture box “Elite Women and Economic Power” on page 24. Textbook provided
Modern Latin America, 9th Edition - 180 Day Option
.
The CultureBooksdu r ing t he f ir s t se a son of her.docx
The Culture
Books
du r ing t he f ir s t se a son of her cr i t i-
cally acclaimed HBO series, Girls, Lena
Dunham’s character Hannah Horvath,
high on opium, tells her parents, “I don’t
want to freak you out, but I think that I
may be the voice of my generation—or
at least a voice of a generation.” The line
made waves as people conflated the fic-
tional character with her creator, perhaps
not wrongly. How dare a young woman
make such a bold claim? All too often our
culture tells young women their voices
don’t matter or deserve to be heard.
In her debut essay collection, Not That
Kind of Girl: A Young Woman Tells You
What She’s “Learned,” Dunham demon-
strates her 28-year-old voice’s admirable
range. While some celebrity essay col-
lections and memoirs are lackluster,
even embarrassing to read, Not That Kind
of Girl suffers few missteps. Dunham’s
cinematic flair translates to the page
with vigor and clarity—not unlike the
late Nora Ephron, to whom she is often
compared and to whom the book is
dedicated (along with Dunham’s family
and her boyfriend Jack Antonoff of the
indie-rock band fun.). Instead of tossing
pithy, pseudo-motivational observations
at the reader, Dunham has crafted warm,
intelligent writing that is both deeply
personal and engaging, clustered in five
topical sections: “Love & Sex,” “Body,”
“Friendship,” “Work” and “Big Picture.”
Each of the 29 pieces—essays mixed
with lists, like “18 Unlikely Things I’ve
Said Flirtatiously”—is confident and
assured, sidestepping self-deprecation
and instead offering intense self-
examination. Dunham’s self-awareness
can almost overwhelm with truthiness,
as in “Barry,” her glancing, tragicomic
account of being raped by a “mustachioed
campus Republican” who, among other
nonconsensual acts, removes his condom
without her permission or knowledge.
“A sexual encounter that no one can
classify properly” sounds precisely like
a voice of her generation, one struggling
to come to terms with rape culture.
(And yet, “I feel like there are fifty ways
it’s my fault . . . But I also know that at no
moment did I consent to being handled
that way” sounds like a voice of every
generation of women.)
Unlike Hannah Horvath, Dunham in
her self-awareness does not come across
as self-obsessed. When she is absurd,
she acknowledges that absurdity. “13
Things I’ve Learned Are Not Okay to
Say to Friends” is among the most drolly
enlightened of the lists, made up of osten-
sible real-life Dunham quotes like “No,
please don’t apologize. If I had your moth-
er I’d be a nightmare, too” and “There’s
nothing about you in my book.”
She reveals her vulnerabilities in
a deadpan manner, showing us how she
loves and has been loved, how she has
wronged and been wronged. But it’s not
all laughing around the hard stuff. At
the end of “Barry” comes a teary phone
call with Antonoff, in which she tells
him what happened with the hipster
rapist; here the narrative tur.
The CultureBooksduring the first season of her criti-.docx
The Culture
Books
during the first season of her criti-
cally acclaimed HBO series, Girls, Lena
Dunham’s character Hannah Horvath,
high on opium, tells her parents, “I don’t
want to freak you out, but I think that I
may be the voice of my generation—or
at least a voice of a generation.” The line
made waves as people conflated the fic-
tional character with her creator, perhaps
not wrongly. How dare a young woman
make such a bold claim? All too often our
culture tells young women their voices
don’t matter or deserve to be heard.
In her debut essay collection, Not That
Kind of Girl: A Young Woman Tells You
What She’s “Learned,” Dunham demon-
strates her 28-year-old voice’s admirable
range. While some celebrity essay col-
lections and memoirs are lackluster,
even embarrassing to read, Not That Kind
of Girl suffers few missteps. Dunham’s
cinematic flair translates to the page
with vigor and clarity—not unlike the
late Nora Ephron, to whom she is often
compared and to whom the book is
dedicated (along with Dunham’s family
and her boyfriend Jack Antonoff of the
indie-rock band fun.). Instead of tossing
pithy, pseudo-motivational observations
at the reader, Dunham has crafted warm,
intelligent writing that is both deeply
personal and engaging, clustered in five
topical sections: “Love & Sex,” “Body,”
“Friendship,” “Work” and “Big Picture.”
Each of the 29 pieces—essays mixed
with lists, like “18 Unlikely Things I’ve
Said Flirtatiously”—is confident and
assured, sidestepping self-deprecation
and instead offering intense self-
examination. Dunham’s self-awareness
can almost overwhelm with truthiness,
as in “Barry,” her glancing, tragicomic
account of being raped by a “mustachioed
campus Republican” who, among other
nonconsensual acts, removes his condom
without her permission or knowledge.
“A sexual encounter that no one can
classify properly” sounds precisely like
a voice of her generation, one struggling
to come to terms with rape culture.
(And yet, “I feel like there are fifty ways
it’s my fault . . . But I also know that at no
moment did I consent to being handled
that way” sounds like a voice of every
generation of women.)
Unlike Hannah Horvath, Dunham in
her self-awareness does not come across
as self-obsessed. When she is absurd,
she acknowledges that absurdity. “13
Things I’ve Learned Are Not Okay to
Say to Friends” is among the most drolly
enlightened of the lists, made up of osten-
sible real-life Dunham quotes like “No,
please don’t apologize. If I had your moth-
er I’d be a nightmare, too” and “There’s
nothing about you in my book.”
She reveals her vulnerabilities in
a deadpan manner, showing us how she
loves and has been loved, how she has
wronged and been wronged. But it’s not
all laughing around the hard stuff. At
the end of “Barry” comes a teary phone
call with Antonoff, in which she tells
him what happened with the hipster
rapist; here the narrative turns deeply
.
The critique of the Musical Cats must include the following informat.docx
The critique of the Musical Cats must include the following information:
1- Who was in the play meaning the actors and the characters they played?
2- What era is the play supposed to be taking place in?
3- Where does it take place?
4- How and Why did you connect emotionally and intellectually?
5- What was it about (breif plot synopsis)?
6- Were you able to relate to a part or most of the play (what part if any?
This musical was based on Old Possum's Book of Practical Cats by TS. Eliot
.
The CSI effect at university forensic science students’ telev.docx
The CSI effect at university: forensic science students’ television viewing
and perceptions of ethical issues
Roslyn Weavera*, Yenna Salamonsona, Jane Kocha,b and Glenn Porterc
aUniversity of Western Sydney, Family and Community Health Research Group; bUniversity of
Technology, Sydney, School of Nursing, Midwifery and Health; cUniversity of Western Sydney,
School of Science and Health
(Received 3 January 2012; final version received 3 May 2012)
Although the so-called ‘CSI effect’ has received attention in the literature for the
influence of forensic science television on jurors’ expectations of evidence
admitted into trials, less research explores the influence of such television
programs on university students enrolled in forensic science degrees. This paper
describes the quantitative and qualitative results of a study of forensic science
students regarding the forensic-related television programs they watch, such as
CSI, Bones and Dexter. We asked students to share their impressions of the
accuracy, ethics, professionalism and role models in the programs. The results
show that forensic science students are almost universally disparaging about the
realism of these programs and have mixed impressions of how the programs
portray forensic science professionalism and ethics. Most students believed that
the programs gave an unrealistic representation of the profession to the public;
yet students were also able to identify positive elements for recruitment and
education purposes.
Keywords: forensic science; CSI effect; students; television; education; Australia
Introduction
Popular media have suggested that crime science television programs such as CSI
may influence how lay jurors consider forensic evidence during criminal trials1–8.
This influence has been described as the CSI effect and named after the popular
television drama. It is suggested that jurors confuse the capacity of forensic evidence
with the fictional idealisation of forensic evidence as portrayed on the television
program2. Goodman-Delahunty and Verbrugge4 suggest that, despite the popular
media claims, there is little objective evidence to support the notion that crime scene
dramas such as CSI have a negative impact on jury verdicts. Wise5 indicated that
there are two issues relating to the ‘CSI effect’ proposition, with each affecting either
the prosecution or defence position; (i) the jurors held an inflated value of the
forensic evidence producing guilty verdicts2–5,9, or (ii) in the absence of forensic
evidence or when the evidence failed to reach the juries’ idealised expectations the
juries would acquit2–3,5. Evidence of the influence of the CSI effect, as claimed in the
popular media, has been mixed1–9.
Although the so-called CSI effect has received attention in the literature for the
influence of CSI on jurors’ expectations of forensic evidence admitted into criminal
*Corresponding author. Email: [email protected]
Australian Journal of Forensic Sciences
Vol. 44.
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