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TSA Searches Phones and Laptops
Headlines: DIGITAL INTERROGATION? TRAVELERS' PHONES, SOCIALS SCANNED AT AIRPORTS...
Takeaway:
Personal electronic devices are subject to searches by the TSA and CBP agents -travelers beware. U.S. Agents may request full access to smart phones, tablets and laptops. Special emphasis is placed on search history, text history, and social media (e.g., Facebook). TSA/ CBP may temporarily confiscate the device, up to thirty days, or copy the contents of the entire disk for further investigation.
News about digital frisking is en vogue because of recent political events. However, this specific policy has been in effect before 2011 -during both Bush and Obama administrations. (Schneier, 2008). The less told story, however, is that data is at greatest risk when traveling to other countries.
It may come as a surprise to learn that most Western governments do not respect individual privacy rights -digital or otherwise. For example, authorities at Paris Charles de Gaulle Airport are known to scan laptops (BBC, 1998). Devices are also subject to search when traveling through Canada, Australia, or the U.K -no warrants needed. (Hughes, 2014).
Encryption to the rescue? Encryption may protect your data but it's not fail-proof. For starters, there are different types of encryption. Some types of encryption are considered strong and nearly impossible to break. However, encryption uses cryptographic algorithms that become obsolete within months or years. Implementing secure encryption can be a complicated process.
What's more, encryption may protect your data, but it will not stop a frustrated border patrol agent from taking your device or arresting you. (Hughes, 2014).
Why the Fuss?
There are two sides to every coin. Governments have legitimate national security issues to contend with. Digital search and seizure policies are a simple means to identify terrorists, child pornographers, and other criminal activity.
On the other hand, the majority of international travelers are not criminals. At least in the U.S., and with exceptions, the right to privacy is a constitutional civil right. There are legitimate reasons to keep trade secrets, health records, or financial information secret.
Data at Risk
Not all inspections are invasive. Some agents may simply ask you to turn the device on. Others may causally browse its contents. However, there are situations that compromise data integrity:
If you provide a key code or password.
If the device is removed from your line of sight.
If the device is physically connected to another machine (e.g., scanned).
If the device connects to an agent's network (Ethernet or WiFi).
If a device is compromised it can no longer be trusted:
Your data is no longer confidential (e.g., pictures, credit cards, etc.)
Your data may have been altered or deleted.
The device may contain a viruses or malware.
All of your passwords may be compromised.
Your network accounts may be vulnerable (e.g., Exchange, VPN, RDP)
In most situations, digital searches by the TSA/ CBP are probably harmless. However, it's prudent to take extra precautions when traveling outside the United States.
http://www.vocativ.com/397897/travelers-affected-by-trump-ban-forced-to-unlock-phones-computers/
https://www.eff.org/wp/defending-privacy-us-border-guide-travelers-carrying-digital-devices
http://www.stevenjordan.net/2014/08/network-security-international-and.html
http://www.stevenjordan.net/2016/09/ipsec-security-levels.html
http://www.stevenjordan.net/2016/09/secure-ikev2-win-10.html
https://www.theguardian.com/profile/bruceschneier
http://news.bbc.co.uk/2/hi/science/nature/150465.stm
FYI, data snooping occurs at most other international airports (e.g., British Russian , & Chinese).https://t.co/lfOjvbCS6W
— Steven Jordan (@stevenuwm) January 31, 2017
https://www.theguardian.com/technology/2008/may/15/computing.security
Review: IT Savvy by Peter Weill
Book Review: IT Savvy: What Top Executives Must Know to Go from Pain to Gain by Peter Weill.
Peter Weill offers a simple digest on a complex topic: Best practices and methodology for organizational information and communication. Weill recognizes most organizations are IT challenged. However, the right strategy can transform IT from a liability to an asset.
According to Weill, organizations that consistently use IT to elevate performance are IT Savvy. His research suggests that organizations that invest in IT savvy strategies have margins 20% higher than industry average. Organizations without an IT savvy strategy have margins 32% lower.
The IT Savvy model:
Define your Operating Model.
Revamp your IT funding model. IT will support your operating model.
Build a digitized platform of business processes. Standardize process that are not going to change. Concentrate on elements that do change.
Exploit the digitized platform for growth. Use IT to drive value and extract business.
Case studies include situations from Aetna, Pfizer, Seven-Eleven Japan (SEJ), and UPS. For example, Weill demonstrates how SEJ transformed their IT services from strategic liability into an asset. Examples also include IT funding models, outcome-oriented business cases, and transparency innovations.
IT Savvy is an easy to read and informative book about IT execution. This is a great book for executives, management, and IT professionals. Weill provides practical strategies on how to implement IT process improvement throughout the organization.
Company Travel Policy Outline
Executive Summary: Companies of all sizes benefit from a well designed International and Domestic Travel (IDT) security policy. This article helps to outline corporate travel strategy and protect company data from compromise.
Public Charging Station at
Mayfair Mall, Milwaukee, WI
Working remotely requires special precautions. Smartphones, tablets, and laptops are at high risk of compromise whenever they connect to untrusted networks. The likelihood of compromises from malware and hackers is greatest when traveling. Designing a company travel policy helps mitigate many of these risks.
Target Audience: Network Administrators and IT Managers responsible for securing network resources.
Network administrators configure all managed laptops.
Minimum precautions are short-term strategies that can be immediately implemented.
Advanced precautions are long-term recommendations that require additional planning. For example, multi-factor authentication (MFA) is a development process.
Minimum Precautions:
1. Personal Devices. Staff are discouraged from using personal devices to connect to corporate resources when traveling. Do not store sensitive company data on personal devices.
2. Managed Laptops. Specially configured corporate laptops and tablets are available for travel. These devices are configured according to IDT policy guidelines. Additionally, store all sensitive data on corporate servers whenever possible.
3. Encryption. Encryption protects corporate data when devices are not in close proximity. Managed resources require self-encrypting drives (SEDs) or Microsoft BitLocker; configured with a minimum AES 256-bit hardware encryption. Laptops and tablets must use Trusted Platform Modules (TPMs) to secure cryptographic keys.
4. Windows Firewall Configuration. Third party networks are not secure mediums. Untrusted physical Ethernet or Wi-Fi hotspots risks the integrity and confidentiality of corporate data.
Client firewalls must be configured with two basic rules: (a) permit outbound secure tunnel to connect with a corporate virtual private network (VPN) or remote desktop (RDP) gateway; and (b) deny all other inbound and outbound traffic.
5. Internet and Remote Access. Secure Socket Tunnel Protocol (SSTP) VPN or Secure RDP communication is mandatory for all external communications. All network traffic, including WWW and Email, forwards through secure TLS tunnels. This process ensures data integrity and confidentiality. N.B., Do not ignore certificate warnings!
Additionally, SSTP and RDP uses TLS over TCP port 443 which passes through virtually all firewalls and proxy servers. In other words, this solution should work at hotels and coffee shops throughout the world.
Advanced Precautions:
1. Preferred Travel Network: MiFi. MiFi is a portable broadband router that extends 4G and 3G mobile broadband Internet to laptops, tablets, and smartphones. MiFi is the preferred Internet service when traveling because it reduces risk of man-in-the-middle attacks (MITM).
a. MITM attacks are less likely to occur on MiFi networks because hackers require expensive (e.g.. ten thousand dollars) base transceiver stations (BTS) to impersonate telecom wireless networks. However, costly BTS equipment does not deter professional criminals nor foreign government espionage.
b. MiFi Password. Change the default MiFi password to a randomly generated complex password.
c. Mifi WAN Mitigation. Protect WAN communication so that the MiFi router configuration is set to automatically connect to an external IPSec VPN. Edit the MiFi firewall to only permit external traffic between itself and the corporate VPN server.
d. MiFi LAN Mitigation. Local devices should connect to the MiFi router via Ethernet or USB cables whenever possible. Physical connections from local devices to the MiFi are secure mediums; whereas the internal MiFi wireless access point (WAP) uses vulnerable wireless encryption protocols (e.g., WEP, WPA, and WPA2).
Enterprise WPA2 is considered secure wireless protocol, however it requires RADIUS authentication. WPA2 (i.e., non-Enterprise) can also be used as long as its password is configured with maximum complexity. Consider changing the WPA2 password at regular intervals to discourage brute-force attacks.
e. Domestic and International MiFi: Domestic MiFi service is available throughout the United States from AT&T, Sprint, and Verizon. Monthly service is between $50 to $100 per month.
XCOM Global provides international MiFi in over 175 countries. XCOM service costs $395 per month and provides access from all serviceable countries. Verizon also offers international phone and data coverage. Their Global Travel program recommends equipment and provides service plans based on destination.
2. Travel Firewall: The travel firewall is for situations when MiFi is unavailable. It protects smart devices and laptops that connect to untrusted networks. The travel firewall has three functions: (a) It connects to an external LAN (e.g., hotel Ethernet wall plate) or wireless LAN; (b) it automatically establishes an IPSEC VPN; and (c) it only permits VPN traffic to local devices (i.e., managed laptops). Travel routers have similar vulnerabilities as MiFi routers. Windows firewall and SSTP VPNs, further reinforce device security.
Recommended travel firewall:
Tiny Hardware Firewall (THF) offers portable firewalls that are ideal for remote workers. THF offers multiple models, all of which are highly portable (i.e., tiny) and are battery and USB powered. The connection process is very user friendly because of its "bare-bones" GUI. These firewalls require a public facing OpenVPN server.
3. Multi-factor authentication. Multi-factor authentication (MFA) protects against malware, key-loggers, and MITM attacks. Local logons and network communications (i.e., RDP and SSTP VPNs) are more secure with MFA because corporate systems require at least two separate types of authentication. If thieves intercept a user password in transit (e.g., Wi-Fi) the authentication integrity remains secure.
MFA hardens the authentication process, however compromised systems may be vulnerable to NTLM harvesting attacks. Essentially, Windows stores a password hash for all its user accounts; this includes MFA tokens. In certain situations, thieves can collect this password hash and use it to access corporate systems (i.e., pass-the-hash).
4. Application whitelisting. AppLocker uses an application whitelist to prevent the execution of unwanted and unknown applications -including malware. AppLocker is only available on Microsoft Windows 7 Enterprise, and Windows 8.1 Enterprise editions.
5. Certificate Pinning. Microsoft's Enhanced Mitigation Experience Toolkit (EMET) uses SSL certificate pinning to defend against MITM. Certificate pinning validates the authenticity of VPN and RDP servers by verifying certificate thumbprints.
6. Secure DNS. Harden client DNS resources to prevent DNS poisoning and spoofing. Remote client traffic can be redirected if public facing DNS servers are compromised or impersonated. It's essential that client traffic only traverses the corporate VPN. Securing DNS mitigates risk from DNS related threats.
Use a Name Resolution Policy Table (NRPT) policy or edit client host files to prevent changes for all corporate fully qualified domain names (FQDNs). Consider implementing DNSSec (i.e., DNS integrity checks) to further protect domain integrity.
7. Persistent States. Operating systems that boot from read-only media protects clients from compromise. Examples of read-only media includes CDs or USB flash drives with hardware write protection. Persistent state clients are less vulnerable to malware because changes are never saved. Persistent states also prevent hackers from obtaining domain-based password hashes from the local Security Account Manager (SAM). N.B., This assumes domain credentials were not used to create the original system state.
ZuessGard is an example of a Linux distributions designed "to eliminate malware-borne corporate account takeover attack vectors". ZuessGard is sold as a bootable read-only USB flash drive which sells for $25 per device.
Windows may be more appropriate that Linux for corporate solution. TechNet explains how to create a bootable Windows 7 steady state from a differencing VHD disk. This solution can boot from USB and should work with Windows 8.
8. Windows to Go. Windows 8.1 Enterprise includes a portable operating system called Windows to Go. This is a fully managed operating system that can be run from any PC or laptop. This provides employees with an encrypted, local workstation using to work from their personal devices, and provides them local access to Corporate resources; and provides a secure environment.
Smart Phone Precautions:
Corporate Travel Policy Template
Domestic:
• Treat smart phones as a computers.
• Avoid using public Wi-Fi.
• Disable Wi-Fi, Bluetooth, and GPS when not in use.
• Public USB charging stations are not safe –they can install malware.
• Be wary of text messages from unknown sources– they can install malware.
• Do not jailbreak or root smart phones.
• Enforce VPNs.
• Manage and enforce a strategic Smart Device Policy.
• Use the same precautions per domestic recommendations.
• Remove the smart phone battery when not in use. Foreign governments and criminals can track your movements using your smart phone.
• Smart phones are not as secure as managed computers. Consider using a non-smart phone for all voice communications.
• If smart phones are necessary, consider using a phone that is FIPS 140-2 certified. The phone should be treated as a computer – use encryption, VPN, etc…
• Consider secure VOIP and IM app (e.g., Microsoft Lync) that only connects to corporate servers.
• Verizon's Global Travel program recommends equipment and provides service plans based on destination.
All electronic communication can be intercepted. Wireless devices are especially vulnerable. Hotel business centers and phone networks are regularly monitored. Do not use public computers to connect to any company resources. Assume all shared computers have key loggers or other malware that collect account credentials. In some countries, hotel rooms are regularly searched. Corporate and government officials are most at risk, but don't assume you're too insignificant to be targeted.
Foreign security services and criminals are adept at "phishing" – that is, pretending to be someone you trust in order to obtain personal or sensitive information.
Store any hardware tokens, battery and subscriber identity module (SIM) card in a separate location from the mobile device. If traveling in a high-threat location, you must assume that hotel rooms have been selected to facilitate electronic or visual monitoring.
www.onguardonline.gov
www.us-cert.gov/cas/tips
http://www.verizonwireless.com/wcms/global.html
http://www.xcomglobal.com/
Validation: Assessment Model of BYOD
Demonstrate the value of ICT.
This artifact demonstrates the value of ICT research process and methodology.
ICT research explores the dissemination of innovations throughout the workplace. For example, the employee practice of bring your own device (BYOD) is innovative because it changes the way people work.
This research covers a wide scope of material relating to BYOD. The literature review explores the origins of BYOD, and is defined by four significant events:
Moore's Law, as it relates to workplace technology. Perpetual innovation of computer systems has changed the way people work.
Moore's Law for Power Consumption. Traditional models do not scale well for mobility becuse computers have an insatiable appetite for power.
Koomey's Law, as it relates to mobile efficiency. Efficiency gains are revolutionary for battery powered mobile devices.
Grove's Law, as it relates to bandwidth influences. Grove's Law transcends bandwidth innovation from cables to the airwaves. The broadband revolution has begun to take shape and current designs favor mobility.
UW-Stout incorporates research methodology throughout the entire ICT curriculum. This research topic is about personal technology in the workplace. It closely relates to the advanced switching and routing concepts in the emphasis curriculum.
Employees connect their personal devices to the company network. Consequently, network threats may manifest as smart devices connect to the corporate network.Unfounded assumptions, "can lead to broken, misconfigured, or bypassed security mechanisms" (Cisco Press, 2010). An effective network assessment allows companies to make informed decisions. Managers and network administrators may use it as reference to support decisions on whether to implement, or reject BYOD policy.
Cisco. (2010). 6.4.3 Wireless Security Solutions. In Cisco, CCNA Security Course Booklet (p. 180). Indianapolis, IN: Cisco Press.
ICT Validation: Ethics
Ethical principles relating to ICT and IT Management.
Ethics is a synthesis of three elements, (a) law, (b) morals, (c) and personal conduct:
A) Is it legal? For example, it is illegal to download and install pirated software. Maintaining good licensing and documentation protects an organization from potential litigation.
B) Is it moral? Society shapes issues of right and wrong; and people are expected to uphold common values. For example, it is unacceptable to abuse administrative authority to look up co-workers' salaries.
C) Is it something you would do? There are circumstances when an action may be both legal, and immoral. Conversely, a moral remedy may be unlawful. The controversy surrounding systems administrator, Eric Snowden, serves as a relevant example for ICT ethics and personal conduct.
Snowden is accused of stealing and publishing classified government information. Reuters reports that Eric Snowden used his role as a systems administrator to persuade co-workers to collect passwords (McNamara, 2013).
However, Snowden maintains his innocence as a whistle blower. Snowden argues that the National Security Agency (NSA) illegally collects phone records of millions of Americans (Wiebe, 2013). Snowden's motivation may be moral, but his actions were illegal.
In a quasi-related case, U.S. Federal District Court Judge, Richard Leon, ruled that the the NSA phone program is likely unconstitutional (Gerstien, 2013). The Department of Justice is expected to appeal the decision. The NSA actions are legally unethical if upper courts uphold Leon's decision. The director of the NSA, Gen. Keith Alexander had previously stated, "I think what we're doing to protect American citizens here is the right thing" (Michaels, J., 2013).
Some view Snowden as a hero, and other's view him as a traitor. In regard to ICT, Snowden was an unethical system administrator. Snowden lacks integrity because he abused his administrative privileges by trolling confidential data.
ICT is an institutional process that contributes value to organizations (Brynjolfsson, 2003). Information Technology (IT) is responsible for an organizations' systems, services, and support. Typical responsibilities include:
ICT related purchasing.
Maintaining sensitive data on file servers, databases, and backups.
Ensuring the electronic privacy for all individuals within the organization.
Intellectual property and software licensing.
Preventing digital fraud.
Network administrators have the "digital" keys to everything on the network. Network administration requires ethical conduct to ensure standards of integrity, confidentiality, and availability.
Why did you create this artifact?
This artifact demonstrates the ethical principles of ICT. I chose to review The Adventures of an IT Leader, by Robert Austin, Richard Nolan, and Shannon O'Donnell, for a class project. The story examines typical ICT challenges and presents examples of effective leadership skills to overcome them. In each situation, the IT leader had to navigate through a variety of ethical issues.
Brynjolfsson, E. (2003, July). The IT Productivity Gap. Optimize Magazine (21). Retrieved from http://ebusiness.mit.edu/erik/Optimize/pr_roi.html
Gerstein, J., (2013, December 16th). Retrieved from: http://www.politico.com/story/2013/12/national-security-agency-phones-judge-101203.html
McNamara, J. (2013, November 8th) Retrieved from: http://www.networkworld.com/community/blog/snowden-used-sys-admin-role-collect-passwords-reuters
Michaels, J. (2013, June 13th). Retrieved from: http://www.usatoday.com/story/news/politics/2013/06/12/alexander-nsa-cyber-snowden/2415217/
Wiebe, K., (2013, December 17th). Retrieved from: http://www.cnn.com/2013/12/17/opinion/wiebe-snowden-amnesty/
Assessment Model of BYOD: Adoption of Personal Devices at the Workplace
Brief History of Mobile Technology; BYOD Methodology
by Steven Jordan, on December 16th 2013.
Chapter II: Literature Review
BYOD refers to personal devices that connect to corporate networks. BYOD may risk concomitant threats to vulnerable corporate systems. BYOD policy is a network strategy that manages employees' personal devices. Companies without BYOD policy may be unprepared as employees overwhelm network resources with smart phones, tablets, and laptops.
This literature review contributes to the adoption process of BYOD policy. The adoption process is an initiation phase that consists of "gathering information, outlining and planning" (Bouman, et al., 2005). Managers and network administrators may use it as reference to support decisions on whether to implement, or reject BYOD policy.
This literature review explores the state of BYOD technology in three areas: (a) historical influences of workplace technologies; (b) qualitative risk and benefit analysis for personal technology at the workplace; and (c) exploration on the selection of BYOD methodology.
This literature review explores the origins of BYOD in chronological order, and is defined by four significant events: (a) Moore's Law, as it relates to workplace technology; (b) Moore's Law for Power Consumption; (c) Koomey's Law, as it relates to mobile efficiency; and (d) Grove's Law, as it relates to bandwidth controls.
Moore's Law. Gordon Moore established the Intel Corporation in 1968 (Intel, 2013). Moore's Law is based on his prediction that states, "The number of transistors incorporated in a chip will approximately double every 24 months" (Intel, 2013). More's Law is specific to chip complexity, but it is an approximation for all components within a computer system (Koomey, Berard, & Sanchez, 2011, p. 47). Perpetual innovation of computer systems has changed the way people work.
Moore's Law has influenced corporate computing for nearly a half century. The first punch card tabulator was invented in the late 1880s and was used to automate U.S. census data (Carr, 2008, p. 45). Punch cards were common by the 1930s (Carr, 2008, p. 47). In the 1970s employees worked with terminals and datacenter mainframes (Carr, 2008, p. 52). In the 1980s employees transitioned to desktop PCs (Carr, 2008, p. 55). Modern workstations have become standard office technology.
Moore's law for power consumption. The popularity of the workstation has created an imbalance between consumption and efficiency. Workstations use an average 25% of their processing potential; storage capacities average under 50% utilization (Carr, 2008, p. 56). Electricity is wasted when resources remain idle. The workstation model is inefficient because it wastes scarce resources.
Wu-Chen Feng introduced, "Moore's law for power consumption – that is, the power consumption of computer nodes doubles every 18 months" (Feng, 2003). Each generation of computer chips consumes more energy and generates more heat (Carr, 2008, p. 57). Heat reduces computer component reliability as failure rates double with every 18°F increase in temperature (Koomey, Berard, & Sanchez, 2011, p. 49) (Feng, 2003). Heat is especially harmful to lithium-ion powered gadgets (i.e., smartphones) (Herman, 2011). Heat causes the average smart phone to lose 35% of its battery capacity per year (Herman, 2011).
Moore's law for power consumption presents an obstacle to mobile computing: (a) computers have an insatiable appetite for power consumption; and (b) heat has a negative impact on mobile efficiency. The amount of energy required to operate PCs does not scale for mobile computing. As a result, demand for power exceeds the available supply. Functional scalability for mobile devices requires innovations in efficiency.
Koomey's Law. Consumption and efficiency are important distinctions. Koomey's Law states that electrical efficiency of computations "doubled about every 1.5 years (Koomey, Berard, & Sanchez, 2011, p. 52). Alternatively, the ratio of power per computation decreases 50% every 1.5 years (Koomey, Berard, & Sanchez, 2011, p. 52). Koomey's Law outlines two potential outcomes in regard to computational innovation: (a) computational capability increases with no change in power consumption; or (b) no change in computational capability with decreases of power consumption.
Simultaneous increases for power consumption and efficiency are ostensibly at odds. Both models scale well because each variance has different implications. Consumption is insignificant for workstations because electric outlets supply power. Efficiency gains are never realized while workstations consume power as their resources remain idle. On the other hand, mobile devices are battery operated. Efficiency benefits mobile devices because of their limited supply of power. Efficiency gains are revolutionary for battery powered mobile devices (Koomey, Berard, & Sanchez, 2011, p. 50). For example, assume a smart phone manufactured in 2013 will operate for 10 hours. According to Koomey's Law, a smart phone manufactured in 2016, with a similar CPU, will operate for 20 hours. Smart devices are available because of efficiency innovations.
Grove's Law. Mobile devices require efficient power to operate. Mobile devices also require sufficient bandwidth to be useful. Grove's Law says, "Telecommunications bandwidth doubles only every century" (Carr, 2008, p. 58). Claude Shannon's Information Theory developed the concept of bandwidth. Shannon's information formula calculates the maximum rate that data can be sent without error (Hardesty, 2010).
Shannon's Information Theory was developed in 1948 (Shannon, 1948). It took nearly a half a century until large volumes of information (i.e., bandwidth) could be transferred over long distances. Communication infrastructure was built upon copper cables (Carr, 2008, p. 57). Data travels across copper cables in the form of alternating current. Sign waves graph the positive and negative oscilations associated with alternting current (Odom, 2006, p.170). Freaquency is a sign wave measurement that counts the number of contiguous oscilation cycles per second (i.e. alternating currnet) (Odom, 2006, p.22). For example, 3400 cycles per second, indicates a frequency of 3400 Hetrz (Hz). Incidentally, analog traffic uses the frequency range of 300 to 3400 Hz (Cisco, 2012). The 3400 Hz frequency correlates with the 33.6 Kilobits per second (Kbps) analog modem; and demonstrates bandwidth is proportionate to frequency. Copper cable restricted most commercial data transmission to the 300 to 3400 Hz frequency range until the 1990s (Cisco, 2012).
Modern telecommunication infrastructure has "repealed Grove's Law" (Carr, 2008, p. 60). Internet fueled growth provides an abundance of fiber optic cable throughout the country (Carr, 2008, p. 59). Fiber optic cable is an alternative to copper cable for data transport. Copper cables use alternating currents to transport data. Fiber optic cables use pulses of light to transport binary (i.e., digital) data (Odem, 2006, p. 149).
Fiber optic cables differ from copper cables because they operate at higher frequencies (i.e., higher bandwidth capacity). Long-haul copper cables have a maximum frequency of 100 MHz per km (Gambling, 2000, p. 1091). The bandwidth of long-haul copper cable is nearly 10 Megabits per second (Mbps). Until 1992, fiber optic cables had a maximum frequency of 1000 GHz per km (Gambling, 2000, p. 1089). The bandwidth of long-haul fiber optic cable is nearly 20 Gigabits per second (Gbps). There is a 10,000 improvement factor from the introduction of fiber optic cable. The invention of the erbium fiber amplifier (EDFA) in 1987, significantly increased existing fiber optic bandwidth capacity (Gambling, 2000, p. 1089). Fiber optic cables, when amplified with EDFA, has a frequency of 5000 GHz per km. Information pulses at 100 Gbps "over 1,000,000 km with zero error" (Gambling, 2000, p. 1089).
Grove's Law transcends bandwidth innovation from cables to the airwaves. Copper and fiber optics transmit data using electrons and light (Odem, 2006, p. 152). Wireless media uses complex analog radio waves to transmit data (Odem, 2006, p. 153). Wireless frequencies encompass a wide scope of services: (a) LANs, (b) metropolitan-area networks (MANs), and (c) wide-area networks (WANs) (Froom, Sivaasubramanian, & Frahim, 2010, p. 425).
Wireless LAN, MAN, and WAN services operate within the 2.4 GHz to 5 GHz range (Froom, et al., 2010, p. 424). Wireless network technology was first introduced to the public in 2001 (Standage, 2004). The Institute of Electrical and Electronic Engineers (IEEE) publish standards that outline wireless technologies (Table 1) (IEEE, 2013). IEEE standards document substantial increases of wireless bandwidth. The broadband revolution has begun to take shape and current designs favor mobility.
Risk-Benefit Comparison
The literature review examines two potential effects of BYOD on an organization: (a) advantages, and (b) disadvantages.
Advantages. ICT departments can be viewed as an institutional process that contributes value to organizations (Brynjolfsson, 2003). The Alcohol and Tobacco Tax and Trade Bureau (TTB) reduced costs and increased security with their remote access thin client solution (Hughes, 2012). The TTB policy prevents employees from storing sensitive data on personal property (Hughes, 2012). TBB's remote terminal solution reduced legal and compliance complexities (Hughes, 2012).
Quantifying the value of ICT (e.g., BYOD) is difficult, but not impossible (Brynjolfsson, 2003). Colgate-Palmolive estimates their BYOD policy saved over $1 million per year by eliminating BlackBerry corporate licenses (Hof, 2011, p. 2). The savings were realized after BYOD policy allowed personal devices access to corporate email (Hof, 2011, p. 1).
Organizations can also benefit from with returns on productivity and competitiveness (Brynjolfsson, 2003). For example, Hyundai incorporates smart phones as part of their manufacturing process (BusinessKorea, 2013). Workers share multimedia message service (MMS) text messages when defects are discovered on the production line (BusinessKorea, 2013). Hyundai's smartphone innovation increased overall production output (BusinessKorea, 2013).
Disadvantages. Wireless access points with weak encryption can expose organizations to external hacking attempts (Cisco, 2010, p. 180). Risk is also introduced when an employee unknowingly connects a compromised device to the corporate network. Smart devices can introduce malware that targets network equipment and servers (Donohue & Stewart, 2010).
There was a 155% increase in mobile malware across all smartphone platforms from 2010 to 2011 (Juniper, 2012, p. 6). There was an additional 614% increase in mobile malware from 2012 to 2013 (Juniper, 2013, p. 15). Similarly, organizations are at risk when employees copy sensitive corporate data to their personal devices (Juniper, 2013, p. 18). Statistics based on remote management applications indicate that 17% of mobile devices are lost or stolen on an annual basis (Juniper, 2013, p. 18).
There are circumstances when BYOD policy exposes the privacy of its employees (Barnes, 2013). Employees may unknowingly provide their employers with administrative control of personal devices (Barnes, 2013). Employers gain control when employees use their personal devices to check corporate email (Barnes, 2013). In theory, employers can read private emails (e.g., Gmail) and view personal pictures (Barnes, 2013). Furthermore, employers have the ability to remotely wipe any smartphone that synchronizes with corporate email services (Juniper, 2013, p. 18). There are inherent risks for both employers and employees.
Methodology Models
Methodology provides the processes, assessments, and analysis necessary to determine if technology management facilitates company goals. The literature review examines three ICT principles of (a) innovation diffusion, (b) general risk management, and (c) organizational design.
ICT Diffusion. ICT is the science of organizations and technology. ICT research explores the dissemination of innovations throughout the workplace. The employee practice of BYOD is innovative because it changes the way people work. Each step of the diffusion process is identified and documented. There are four steps to innovation diffusion:
1. The adoption process identifies the need for innovation or change (Bouman, et al., 2005, p. 58). Adoption includes information gathering and team building.
2. The implementation process puts a plan into action. The broad approach identifies the whole diffusion process, adoption through effects, as a single implementation process (Bouman, et al., 2005, p. 92).
3. The users process identifies stakeholders. Users can include individuals, groups, and organizations (Bouman, et al., 2005, p. 94). For example, individuals use personal devices, and the organization uses BYOD policy.
4. The effects process examines the complete diffusion process. Analysis provides aggregated results based on process observations. Results can be expressed as qualitative generalizations or quantitative statistics (Bouman, et al., 2005, p. 117).
General Risk Management. Network risk management is a loss control process. Risk management is designed to assist decision makers:
1. Identify company assets (White, 2011, pp. 482). Assets are company resources that are vulnerable from threats (White, 2011, p. 482).
2. Identify network threats (White, 2011, p. 482). Threats are anything that causes harm to a company asset (White, 2011, p. 482). NIST publishes a comprehensive list of threat events (NIST, 2012).
3. Identify system vulnerabilities (White, 2011, p. 482). Vulnerabilities, are root conditions that exposes assets to harm (White, 2011, p. 482). NIST publishes a comprehensive list of vulnerabilities (NIST, 2012).
4. Estimate the likelihood of an exploit (White, 2011, p. 482). Likelihood estimates the probability that a threat will exploit a vulnerability (i.e., compromise the production servers) (White, 2011, p. 483). Likelihood is determined with a risk assessment matrix.
5. Estimate the impact from a harmful event (White, 2011, p. 483). Impact estimates the loss experienced from a vulnerability that is exploited by a threat (White, 2011, p. 483). NIST publishes a comprehensive list of adverse impacts (NIST, 2012).
6. Estimate risk through a qualitative risk management matrix.
Risk is estimated by multiplying vulnerability, impact, and likelihood: R = V x I x L (Brock, 1999). The assessment formula is calculated with the risk assessment matrix (Table 2). The assessment team determines the risk matrix likelihood values. Choosing the likelihood values requires majority quorum. The assessment team assigns one risk value to each vulnerability: (a) high risk, (b) medium risk, (c) or low risk.
Organizational Design.
The Star Model for Decision Making is an organizational design. The Star Model outlines the problem in common language, forces designs based on long-term goals, and provides decision makers a series of understandable choices (Kates & Gakbraith, 2007, p. 2). The approach begins by identifying the strategic goal. Proceeding steps outline the goal's structure, processes, incentives, and people. The Star Model asks five main questions: (a) What is being done? (b) Who is doing it? (c) Why are they doing it? (d) How are they doing it? And, (d) should it be done? (Figure 1) (Malone, Laubacher, & Dellarocas, 2010).
Figure 1. Star Methodology outline.
This literature review concludes organizations will benefit from a network risk assessment process. The recommendation is based on (a) the historical developments in technology; (b) examination of potential benefits and risks; and (c) BYOD methodology processes.
History. The use of personal technology in the workplace is a modern phenomenon. Personal devices are possible because of recent innovations of power efficiencies and bandwidth. BYOD is prevalent as a results from technology influencing use.
Benefits and risks. Mobile personal devices are common tools. Analysis indicates that organizations can benefit from financial, efficiency, and productivity gains. On the other hand, personal devices can introduce threats to vulnerable system resources.
Methodology Processes. There are various methodology processes that can assist organizations assess the potential benefits and risks introduced from mobile personal devices.
Chapter III: Methodology
The infrastructure goal states that production servers must be available to customers. The network has a successful record for continuous operations. To date, customers have not experienced major disruptions of services. Previous successes may be attributed to the collective knowledge and experience of the organization's ICT staff. In any case, conjectural mitigation is not a prudent strategy. New security controls are required because employees connect their personal devices to the company network. Consequently, network threats may manifest as smart devices connect to the corporate network.
The organization employs a sophisticated network but its mitigation resources are mostly undocumented. Existing network security processes are unproven propositions because they are based on incomplete information. Unfounded assumptions, "can lead to broken, misconfigured, or bypassed security mechanisms" (Cisco Press, 2010). An effective network assessment allows companies to make informed decisions.
This study seeks to align the use of employee personal technology with business strategy. Methodology provides the processes, assessments, and analysis necessary to determine if technology management facilitates company goals. It proposes a synthesized methodology, the ICT Risk Assessment Model (IRAM) which provides an in-depth understanding of BYOD policy through a process of systematic planning. The IRAM model is based on three ICT principles of (a) innovation diffusion, (b) general risk management, and (c) organizational design (Figure 2). Each principle uniquely contributes to the IRAM methodology goal. Innovation diffusion provides IRAM with a framework through four diffusion phases. Risk management identifies risk conditions and uses a qualitative assessment for evaluation. Organizational design introduces a logical and straightforward interpretation. Decision makers will benefit from a pithy interpretation.
ICT Diffusion
Innovation diffusion is the first phase of the IRAM methodology process. Each step of the innovation diffusion process, (i.e., adoption, implementation, use, and effects) is documented:
1. This study identifies BYOD policy as the candidate for change within the organization. Team participants will include those most familiar with network operations; system administrators and management.
2. This study uses a narrow interpretation of implementation and emphasizes the design and development. The focal point for this implementation phase centers on the risk management assessment.
3. This study identifies users as stakeholders.
4. This study takes a narrow interpretation of effects and defers specific analysis to the IRAM organizational design process. The completed analysis will determine if BYOD policy aligns with company goals.
Risk management is the second phase of the IRAM methodology process. Data attributes are identified and applied to the risk assessment. Likelihood and impact are calculated by proxy of risk assessment:
1. This study identifies the production servers as the primary assets.
2. This study uses a broad interpretation of threats, and identifies four potential events: (a) changing data, (b) deleting data, (c) stealing data, and (d) disruption of services. Future research may include a narrow scope for threat identification: For example, viruses, Trojan Horses, worms, and Denial of Service (DoS) attacks.
3. This study uses a broad interpretation of vulnerabilities, and identifies four potential conditions: (a) infrastructure design, (b) applications, (c) operations, and (d) people. Future research may include a narrow scope of vulnerabilities: For example, firewalls, custom macros, policies and procedures, and accidents.
4. Likelihood is expressed in qualitative format during the risk assessment.
5. This study uses a broad interpretation of impact and identifies three potential conditions: (a) data confidentiality, (b) data integrity, and (c) data availability. Future research may include a narrow scope of impact: financial losses, customer losses, etc…
6. The Network assessment team identifies risk using the risk assessment matrix (Table 2).
The Star Model for Decision Making encapsulates IRAM methodology within a simple framework. Star Model questions are framed according to the project scope. The results formalize the IRAM methodology into two formats: (a) pithy report, and (b) tabular reference (Table 3).
IRAM Methodology
1. What is the goal? Data integrity, confidently, and reliability are at risk from the combination of vulnerabilities and threats. The goal is to reduce or prevent the likelihood of production server exploitations. The IRAM goal aligns with the adoption process of diffusion because an innovation has been identified.
2. Who is at risk? The organization stakeholders are at risk from vulnerabilities and threats. The stakeholders are the production processes, data, and systems. Stakeholders are participants in the usage process of diffusion.
3. Why are the production systems at risk? Production servers are vulnerable from a wide scope of interactions with infrastructure, applications, operations, and people. Vulnerabilities are risk conditions that source from the implementation process of diffusion.
4. How are the production servers at risk? Circumstances and events can harm production servers with threats of data changes, data theft, data disruption, and data destruction. Threats are closely related to vulnerabilities, and both components align with the implementation phase of the diffusion process.
5. Should the risk be mitigated? The IRAM risk assessment matrix estimates the effects and likelihood for vulnerabilities. Network operators will use the assessment to determine whether controls are needed to mitigate the potential impact from risks. Risk assessments align with the diffusion process of effects.
Decision makers can use the IRAM methodology process to help determine if BYOD is appropriate for their organization. System areas that denote high risk require mitigation. Medium risk deserves substantial consideration. Mitigation may be optional for low risk areas.
This study recommends a detailed qualitative mitigation assessment for systems that require mitigation. Qualitative mitigation assessments assign monetary values for assets (i.e., production servers) and mitigation processes (i.e., firewalls, anti-virus software, etc…). Ultimately, organizations must decide if the benefits of BYOD is worth the potential risks.
Barnes, N. M. (2013, September 26). BYOD: balancing employee privacy concerns against employer security needs. Retrieved from Association of Corporate Counsel: http://www.lexology.com/library/detail.aspx?g=1109490a-6895-40f0-a7a3-afc714316165
Bouwman, H., Dijk, J. van, Hooff, B. van den, and Wijngaert, L. van de (2005). Information & Communication Technology in Organizations. London: SAGE Publications.
BusinessKorea. (2013, November 22). Reason for Increasing Recalls. Seoul, Korea. Retrieved from http://www.businesskorea.co.kr/article/2238/reason-increasing-recalls-use-smartphones-during-work-hours-emerging-significant
Carr, N. (2008). The Big Switch. New York: W. W. Norton & Company, Inc.
Chen, B. X. (2013, May 1st). Cellphone Thefts Grow, but the Industry Looks the Other Way. New York Times, p. A1. Retrieved from http://www.nytimes.com/2013/05/02/technology/cellphone-thefts-grow-but-the-industry-looks-the-other-way.html?_r=0
Cisco. (2012). BYOD and Virtualization Survey Report. Indianapolis: Cisco IBSG. Retrieved from http://www.cisco.com/web/about/ac79/docs/BYOD.pdf
Cisco. (2012, October 16). Digital Subscriber Lines. Retrieved from Cisco Systems, Inc.: http://docwiki.cisco.com/wiki/Digital_Subscriber_Line
Craig-Wood, K. (2012, April 26). Energy-efficient cloud computing: Jevons Paradox vs. Moore's Law. Retrieved from Mesmet Blog: http://www.katescomment.com/
Donohue, D., & Stewart, B. (2010). Campus Network Security. In CCNP Routing and Switching Quick Reference (p. 191). Indianapolis, IN.: Cisco Press.
Feng, W.-c. (2003, October 1). Making a Case for Efficient Supercomputing. Queue - Power Management, 1(7), p. 54. doi:http://dl.acm.org/citation.cfm?doid=957717.957772
File, T. (2013). Computer and Internet Use in the United States. Washington DC: U.S. Census P20-569. Retrieved from http://www.census.gov/prod/2013pubs/p20-569.pdf
Fortinet. (2013, October). Fortinet Internet Security Census 2013. Retrieved from http://www.fortinet.com/sites/default/files/surveyreports/Fortinet-Internet-Security-Census-2013.pdf
Froom, R., Sivaasubramanian, B., & Frahim, E. (2010). Implementing Cisco IP Switched Networks (SWITCH). Indianapolis: Cisco Press.
Gambling, W. A. (2000, Nov-Dec). The Rise and Rise of Optical Fibers. IEEE Journal on Selected Topics in Quantum Electronics, 6(6), 1077-1093. doi: 10.1109/2944.902157
Glanz, J. (2012, September 22). The Cloud Factories: Power, Pollution and the Internet. Retrieved from The New York Times: http://www.nytimes.com/2012/09/23/technology/data-centers-waste-vast-amounts-of-energy-belying-industry-image.html?pagewanted=1&_r=1
Hardesty, L. (2010, January 19). Explained: The Shannon limit. Retrieved from Massachusetts Institute of Technology News: http://web.mit.edu/newsoffice/2010/explained-shannon-0115.html
Herman, J. (2011, September 21). Why is My Phone So Hot? Popular Mechanics. Retrieved from http://www.popularmechanics.com/technology/how-to/tips/why-does-my-phone-get-so-hot
Hof, R. (2011, August 15). Bring Your Own Device. Retrieved from MIT Technology Review: http://www.technologyreview.com/news/425009/bring-your-own-device/
Hughes, R. (2012, August 13). Allowing Bring Your Own Device with Minimal Policy or Legal Implications. Retrieved from The White House: http://www.whitehouse.gov/digitalgov/bring-your-own-device#ttb
IEEE. (2013, December). IEEE Std 802.11. Retrieved from IEEE Standards Association: http://standards.ieee.org/findstds/standard/802.11-2012.html
Intel. (2013, October 5). More's Law and Intel Innovation. Retrieved from Intel: http://www.intel.com/content/www/us/en/history/museum-gordon-moore-law.html
Juniper Networks. (2012, February). 2011 Mobile Threats Report. Retrieved from Juniper Networks: http://www.juniper.net/us/en/local/pdf/additional-resources/jnpr-2011-mobile-threats-report.pdf
Juniper Networks. (2013). Juniper Networks Third Annual Mobile Threats Report. Retrieved from Juniper Networks: http://www.juniper.net/us/en/local/pdf/additional-resources/jnpr-2012-mobile-threats-report.pdf
Koomey, J. (2011, February 13). A fascinating encounter with advocates of large rebound effects. Retrieved from Jonathan G. Koomey, PHD.: http://www.koomey.com/post/3286897788
Koomey, J., Berard, S., & Sanchez, M. (2011, July-September). Implications of Historical Trends in the Electrical Efficiency of Computing. 33(3), pp. 46-53. doi:http://doi.ieeecomputersociety.org/10.1109/MAHC.2010.28
Odom, W. (2006). Networking Basics. Indianapolis: Cisco Press.
Owen, D. (2010, December 20). Annals of Environmentalism the Efficiency Dilemma. The New Yorker, 78-79. Retrieved from http://www.newyorker.com/reporting/2010/12/20/101220fa_fact_owen
Pew Internet. (2013, October 18). Pew Internet and American Life Project. Retrieved from Tablet and E-reader Ownership Update: http://pewinternet.org/Reports/2013/Tablets-and-ereaders/Findings.aspx
Shannon, C. E. (1948, July, October). A Mathematical Theory of Communication. The Bell System Technical Journal, 27, 379-423, 623-656. Retrieved from http://web.mit.edu/persci/classes/papers/Shannon48.pdf
Standage, T. (2004, June 12). A brief history of Wi-Fi. The Economist. Retrieved from http://www.economist.com/node/2724397/print
Troianovski, A. (2012, April 3). Optical Delusion? Fiber Booms Again, Despite Bust. Retrieved from The Wall Street Journal: http://online.wsj.com/news/articles/SB10001424052702303863404577285260615058538
White, G. (2011). Security+ Certification. In G. White, Security+ Certification (pp. 477-4994). Emeryville: McGraw-Hill.
SMB2 PowerPoint Artifact
Artifact: Evaluate and use ICTs appropriate to one's own career.
CCNP Artifact Validation
Demonstrate command of advanced routing and switching.
This artifact demonstrates proficiency of advanced routing and switching skills.
Cisco Certified Network Professional (CCNP) certification validates the ability to design, implement, verify and troubleshoot local and wide-area enterprise networks (Cisco, 2013).
Disciplines include:
Routing protocols.
Switching architecture.
Inter-VLAN routing.
Spanning Tree.
High availability (e.g., HSRP, VRRP, GLBP).
Load balancing (e.g., EtherChannel).
Cisco offers multiple levels of network certification:
Cisco Certified Entry Network Technician (CCENT).
Cisco Certified Network Associate (CCNA).
Cisco Certified Network Professional (CCNP).
Cisco Certified Internetwork Expert (CCIE).
CCNA certification is as a prerequisite for the CCNP certification.
The CCNP certification process consists of three proctored exams:
642-902: Implementing Cisco IP Routing (ROUTE)
642-813: Implementing Cisco IP Switched Network (SWITCH)
642-832: Troubleshooting and Maintaining Cisco IP Networks (TSHOOT).
The entire certification process took one year to complete. I achieved the CCNP certification through a series of lectures, discussions, course materials and extensive lab work.
Every systems administrator should understand routing and switching. Networking fundamentals provide the foundations for all other network systems Cisco Certified Network Professional skill-sets are applicable to the entire infrastructure (e.g., Microsoft, Linux, etc..). Additionally, network administrators with Cisco backgrounds should be capable of working with most other brands of networking equipment (e.g., Juniper, Fortinet, etc..).
Cisco, 2013. CCNP Overview. Retrieved December, 2013, from Cisco Systems, Inc. : http://www.cisco.com/web/learning/certifications/professional/ccnp/index.html
CCNA Security Artifact Validation
Promote Enterprise Network Security Strategies.
This artifact acknowledges that I have met the training standard for Information Systems Security Professionals, set forth by the National Secuirty Agency (NSA) and the Committee on National Security Systems (CNSS).
The Cisco Certified Network Associate Security (CCNA Security) validates my knowledge and ability to secure enterprise networks.
CCNA Security curriculum outlines infrastructure security, as follows: firewall installation, monitoring and troubleshooting; integrity, confidentiality and data availability.
UW-Stout participates with the Cisco Networking Academy. I achieved the CCNA Security certification through a series of lectures, discussions, course manuals, and extensive lab work.
Cryptography and encryption technologies are integrated with every infrastructure system at my workplace, including:
Internal certificate authority (CA) servers distributes certificates to internal systems.
Workstations use certificates to authenticate with a process similar to user authentication.
Secure socket tunneling protocol (SSTP) virtual private networks (VPNs) allows remote access.
Microsoft Direct Access and Terminal Services Gateway use public key infrastructure (PKI) certificates to support remote access.
BranchCache uses hashes to ensure data integrity.
WAN File Services Artifact
Interpret and conduct research to improve the body of knowledge relating to ICT.
This artifact investigates a network file service problem. End users complained of slow file browsing, slow file enumeration, and a random inability to save Microsoft Word files from a branch office. ICT methodology determined that the problem resulted from server message block (SMB) network protocol limitations. Recommendations were made to resolve the issues.
This artifact explores advanced SMB protocols and ICT methodology. Additionally, it explores numerous WAN technologies: wide area file systems (WAFS); distributed file services (DFS); DFS replication (DFSR); and Microsoft BranchCache.
Legacy SMB protocol was singled out from a series of network tests. Data statistics were gathered with network latency, bandwidth, and performance tests.
SMB2 was considered the enhanced protocol at the time the research was conducted. SMB2 was followed by SMB 2.1 and SMB 3.0. Microsoft released SMB 3.1, along with Windows 8.1 on October 17th, 2013.
SMB 3.1 provides file service innovations to any organization. SMB advancements help organizations as follows: reduceds CPU workloads; reduces disruptions to shared resources; protocol encryption prevents eavesdropping; improved response times to branch offices, etc... (Microsoft, 2013).
SMB protocol is only one of the many innovations introduced by Windows 8.1 and Windows 2012R2. ICT methodology ensures systems are ready for upgrades through careful analysis of the adoption, implementation, development and use phases.
Microsoft, 2012. Server Message Block Overview. Retrieved from TechNet: http://technet.microsoft.com/en-us/library/hh831795.aspx.
Review and System Analysis Validation
Analyze the philosophy and principles underlying the organization and operation of ICT enterprises.
This artifact explores ICT philosophy and principles through an interview conducted with Tim Hapeman, IT Director at Oconomowoc Residential Programs (ORP).
ORP provides group homes, work opportunities, and educational services for people with mental disabilities. They are a $100 Million dollar company and have locations across the Midwest. The IT department services over 100 locations and provides network services for over 2000 employees
Hapeman has been with ORP for ywo years. He previously worked for Goodwill Industries, as the Manager of Information Technology, and Leprino Foods, as their System and Security Supervisor. Hapeman has a bachelor in Mathematics from Michigan State University, as well as a graduate degree in Computer Information Technology from Regis University in Denver, Colorado.
Peter A. High's, World Class IT, argued that businesses need successful IT departments in order to succeed. High outlined five principles that align IT with business strategy:
Talent. Recruit, train, and retain talented staff.
Infrastructure. Build and maintain robust IT systems.
Project Management. Systematic planning and implementation ensure success.
IT and Business Partnerships. Develop teamwork and communication between departments.
External Partnerships. Collaboration with vendors, customers, and consultants.
ICT diffusion principles are applied throughout the interview process. The adoption phase consists of information gathering, design, and development. The process begins with an analysis of High's World Class IT. The interview questions are designed from modeling High's sub-principles of IT and business partnerships.
Artifact: Presentation on the Use of ICT
Evaluate and use ICT appropriate to IT Management.
The validation examines Microsoft server message block network protocol (SMB2). It represents relationships between technology, organizations, and staff.
This validation uses an ICT innovation process called diffusion. The four principles of innovation diffusion are adoption, implementation, use, and effect. This validation uses the diffusion process through the research project.
This artifact documents an organizational problem with server message block protocol (SMB). ICT provides a scientific approach to identify and resolve this problem. As such, it introduces SMB2 protocol innovations.
ADDIE Validation.
Plan, evaluate, and revise ICT systems.
The artifact presents the full process management for the adoption, implementation, effects and use for computer based training modules (CBT). The design introduces a web-based tour on the planning process for CBT modules. The CBT project was designed using the ADDIE Process Model.
ADDIE is short for:
ADDIE was the primary process management model used to design this computer based training module.
ADDIE methodology is a combination of academic research and project implementation.
ICT-710 requires a wide scope of research. In depth reading and discussions provide working knowledge of the ADDIE process model
This example of a CBT module focuses on network security.
The web-based tour documents the ADDIE process model.
The UW-Stout ICT program introduces its students to a number of business process improvement models. Examples include ADDIE and Innovation Diffusion. Cisco's Prepare, Plan, Design, Implement, Operate and Optimize (PPDIOO) methodology reinforces process improvement for routing and multi-layered switching projects.
Back-up and Authenticate StartSSL Personal Certificates, Part 2 of 4
Setup StartSSL Certificates: Personal Certificate Authentication, Part 2 of 4. Last updated March 1st, 2014 by Steven Jordan Take...


text:
The Boman Fine Arts Center is a state-of-the-art fine arts facility.
The center includes a 630-seat theatre. The theatre hosts a 36'x 80' stage with orchestra pit, green room, dressing rooms, staging and set production area, full fly area and rigging, along with state of the art electronics, lighting and audio visual equipment. The theater can host weddings, special occasions, theatrical performances, art displays, regional and national touring groups, speaker engagements, and the Waldorf University Artist Series.
The complex also features a main floor lobby and art gallery offering approximately 2,000 square feet with available seating for up to 120 people and an overall capacity of 250. This area includes ample adjacent restroom facilities, parking and access to the outdoor patio area.
The upper level mezzanine with approximately 3250 square feet has available seating for 200 people with an overall capacity of 325 and features large, glass windows with a dynamic view of the surrounding community.
The grounds feature a 6,000 square-foot plaza, green space totaling 32,000 square feet, sidewalks and a parking lot.
The Boman Fine Arts Center seeks to engage and inspire the community through works created by local and traveling artists of varying artistic disciplines in an effort to further the understanding and appreciation of the role art plays in our society.
The vision of the Boman Fine Arts Center is to be the bedrock of a strong, artistically enhanced community.

redpajama_set_name: RedPajamaCommonCrawl


I love the fact that I can make our home smell so amazing and full Christmas spirit without putting myself or my family in harm's way with chemical loaded candles and plugins. If you've never research all that is in them, be sure to check out this post. Its scary.
But don't worry, your home can still smells welcoming. All you need is an beautiful diffuser and some Young Living essential oils.
Here are a few of my favorite combos to put in my diffuser at Christmas.
I hope you enjoy these combos and be sure to comment below a d share you favorites combos that you use during Christmas.
Don't have Young Living oils? No need to worry, I can help you get your oils.
Become a wholesale member and get an Premuim Starter Kit and you will be ready to start a journey into health and wellness with my oily tribe. We supposed and educate you so you know how to use these oils in a safe way. Don't wait to take control of your health.


text:
Dark Avengers/Uncanny X-Men: Utopia #1
Dark Avengers/Uncanny X-Men: Utopia
UTOPIA PART 1 When mutant riots break out in San Francisco, Norman Osborn declares martial law and sends the Dark Avengers in to quell the riots and take down the X-Men!
Matt Fraction
Uncanny X-Men: The Complete Collection by Matt Fraction
Avengers/X-Men: Utopia
Dark Avengers/Uncanny X-Men: Exodus (2009)
UTOPIA PART 6 The final battle between the X-Men and the Dark Avengers is here! Will Emma Frost's betrayal cost the X-Men their victory over Osborn's team of Avengers?
Norman Osborn is now in control of the most powerful "super hero" team in the world. Does the former Green-Goblin have the capacity to do good with the Avengers fighting for him or is the man rotten to the core?
X-Men: Second Coming
CHAPTER ONE Cyclops' faith pays off when Cable returns to the present with Hope, the girl he believes to be the mutant messiah. But will she be the savior or destroyer of mutantkind?
X-Men: Age of X
Collects Age of X Alpha, X-Men Legacy #245-247, New Mutants #22-24 & Age of X Universe #1-2. In a world where the X-Men never existed and mutantkind has been hunted to extinction, the few remaining mutants have banded together to make their last stand. What has led Magneto and these warped X-Men to these dire circumstances - and who can save them all?


IISD Reporting Services (IISD RS) is producing daily web coverage and daily reports from selected side events. To download our report, click the HTML or PDF icons below.
Protesters trying to push their way through the COP 17 negotiations.
Márcia Soares, Fundo Vale, emphasized that it is entirely possible to bolster REDD mechanisms.
Renato Farias, Center of Life Institute (ICV), discussed the five components of approaching degradation and deforestation.
Elaine Corsini, Mato Grosso Environmental Agency, commended the decline in deforestation activities in the Mato Grosso region since 2004.
Laurent Micol, ICV, reflected on how to make REDD happen on the ground in the first nation frontier of the Amazon region. He quoted three priorities from Ban Ki-moon on sustainable forestry: effective commitments from governments; policy and decision advancement in REDD; and construction of practical solutions based on private-public partnerships.
Renato Farias, ICV, shared preliminary results and lessons learned from the Cotriguaçu Sempre Verde project and its approach to reduce deforestation and forest degradation. He spoke of the "always green" municipality plan that established five components to: provide the municipality with capacity and basic information infrastructure; foster good forestry practices through voluntary engagement of forestry companies and monitoring; encourage responsible practices in cattle ranching; establish sound natural resource management in rural settlements; and devise territorial management plans for indigenous lands.
Damião Carlos de Lima, Cotriguaçu Mayor, talked about challenges of municipalities located in critical deforestation areas in addressing changes on the ground. He explained his municipality's vision: total compliance with environmental legislation; forest cover of 80%; application of best agricultural practices in its one million cattle-ranching sector; and implementation of forest management plans of 380,000 hectares.
Márcia Soares, Fundo Vale, told of experiences in green municipality initiatives to support sustainable development agreements on deforestation frontier areas and said their mission is to promote sustainable development while combining preservation and conservation of the environment.
Elaine Corsini, Mato Grosso Environmental Agency, talked about the Mato Grosso State policies to reduce deforestation and to set a legal framework for REDD+ initiatives. She showed how the curve of deforestation of Mato Grosso in the Amazon basin has reduced dramatically since it peaked in 2004, and looked forward to further development and implementation of the proposed findings.
Fernanda Carvalho, The Nature Conservancy, shared her views on the federal Brazilian efforts to contain deforestation and their initiatives at state and local level. She applauded the large reduction in deforestation, and stressed the future focus will be at the municipality level.
During ensuing discussions, participants questioned: development of REDD's financial mechanisms in Brazil; land tenure solutions at municipal level; and rights-based approaches at ground level.
L-R: Laurent Micol, Center of Life Institute, Moderator; Damião Carlos de Lima, Cotriguaçu Mayor; Renato Farias, Center of Life Institute; Márcia Soares, Fundo Vale; Elaine Corsini, Mato Grosso Environmental Agency; and Fernanda Carvalho, The Nature Conservancy, applauded the successes of REDD at ground level in Brazil.
West African Coastline: Who Bears the Brunt?
Victor Fodeke, African Union Commission, Nigeria, asked participants to wake up to opportunities and turn crisis to opportunity.
Arigbabu Sulaimon, HEDA, lamented the "blame game" occurring, while affected communities suffer.
Arigbabu Sulaimon, HEDA, explained the need to bring global attention to abandoned ships and shipwrecks, identifying the implications on livelihoods, and the environment across West Africa. He shared a video made by the Lagos State Ministry of Waterfront Infrastructure Development, documenting the ecological challenges of abandoned vessels and direct impact to the economy such as: destruction to flora and fauna from corrosion; devaluation of tourism from degraded beaches; and responsibility of costs for removal. Highlighting impacts on coastal communities, he detailed the increased: potential for accident; effect on livelihoods; and challenge to engage in mitigation. He pointed to the failed restrictions from federal authorities to restrict ship abandonment, counting over 70 shipwrecks in Lagos. He explained that it has become common for ship owners to return to the country of registration and claim insurance rather than dispose of ships properly.
He articulated the urgency to remove shipwrecks to further protect coastal communities, especially in facing climate change, a risk multiplier. Sulaimon posited that due to the international dimension of these challenges, the best way to regulate is through international mechanisms. He expressed disappointment that IMO did not join the event after they agreed to be on the panel, illustrating the challenge in collaboration.
Victor Fodeke, African Union Commission, Nigeria, warned that shipwrecks potentiate disaster by causing accidents. He called for proactive actions to: map shipwrecks by marine archaeologists; improve communications along coastlines; and develop packages at local level to create bottom up strategies. He encouraged a shift in the paradigm regarding waste, referencing the Chinese character for waste is the same character used for opportunity. He suggested that the shipwreck challenge be brought into investment forums to direct dialogue toward opportunities that make money out of the crisis and improve poverty in coastal areas.
Ensuing discussions reviewed issues such as: responsibilities for removal of shipwrecks to include owners of the ships; mobilization of voices and actions to increase awareness of dangers; development of strategies to get the government to act appropriately; integration with IMO; and opportunity for recycling abandoned ship metals.
Okibe Richards, Ministry of Environment, Nigeria, assured the concern and interest of government as well as the willingness to assist. He suggested NGOs to develop programmes to apply for financing through the Africa Adaptation Fund that is now available.
Panelists engaged with participants in discussing strategies to address the challenge of abandoned ships in West Africa.
Aaron Leopold, Global Governance Institute (GGI), highlighted the importance of building a realistic partnership potential for new technologies.
Jason Blackstock, CIGI, pointed out the need to integrate new technologies in addressing social needs.
Velma McColl, Canadian Clean Technology Coalition, described the process of building next generation innovative technologies to low-carbon electricity.
Jason Blackstock, Centre for International Governance Innovation (CIGI), talked about the 2011 WGSI Equinox Summit that took place in Waterloo, Canada, that mobilized an International, intergeneration and interdisciplinary group to explore technology pathways to a low carbon future. He outlined the core Summit ideas for low carbon electricity: long-term vision; mobilization of innovator networks; production and maintenance of a living blueprint for action; and all based on robust scientific knowledge.
Velma McColl, Canadian Clean Technology Coalition, commended the WGSI Equinox Summit and the importance of integrating 2030 climate and energy policy frameworks to promote new low-carbon pathways. She said the Summit was an opportunity to discuss: baseload, rural electrification; electrified transport; and smart urbanization. She noted the importance of looking at a holistic approach involving: transforming technologies; implementation strategies and innovation in both policy and funding approaches. Technologies needed to be scalable and replicable.
Tom Rand, Cleantech Venture Capitals, MaRS, joining by video, underscored the importance of creating 10 pilot scale enhanced geothermal projects around the globe for baseload electricity. He noted the obstacles to develop such technology and the need to de-risk the technology to foster private sector investments.
Aaron Leopold, Global Governance Institute (GGI), highlighted 2.5 billion energy-poor people and noted that poor African consumers have a higher willingness to pay for having access to energy – however they lack access to reasonable options. He underscored the benefits of organic photovoltaic energy coupled with light-weight batteries. He also talked about how to create markets to create a technology pull and bring down the price point for the energy poor. He imagined these energy technologies leapfrogging old approaches the way cell phones have had rapid and mass adoption in developing countries.
Panelists discussed the need to create technology solutions that are scalable and replicable.
UNFCCC COP 17 youth participants from South Africa protesting at the conference center.
Final tally of the Fossil of the day.


In order to be a successful photographer, one must master the understanding of light. I captured this incredible image while most of Zion National Park was experiencing "poor" direct light. Focussing on a diversity of detail ranging from desert varnish on sandstone cliffs, maple trees adorned in Fall colors and moss and lichen on my foreground rock, I put together an image that epitomizes the subtle details and beauty of this park. While the sun was rising above the cliff in my photo, the sun was shining directly onto the far canyon wall to my right, causing warm light to reflect into my scene, making the image glow. Light is everything in this image, and this light in unique to this location.


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Graphics Software Engineer III
This position is no longer open.
Position Title: Software Engineer III
Rendering Engineer - Skate
"This position is open to qualified individuals anywhere in the Americas where EA operates as an employer"
At EA, we exist to Inspire the World to Play. We create amazing experiences for our players everywhere and we consider our players' experiences first in everything we do.
Nowhere is this more evident than with our Skate franchise where we're bringing a contemporary Skate experience to our new and future fans.
Now that we can tell you what we're up to, Deran and Cuz would like to invite you to apply to our positions if this is the game and team that are right for you:
We started something special back in 2007, it's time to see where we can take it. We're looking for people that want to join the family and harness the boundless potential of skating, gaming, and community to create something that respects Skate's legacy while pushing us into a fun filled future. Simply put, if you're interested in building an amazing place to skate…and have fun…let us know
We are looking for an experienced and experienced Rendering Software Engineer to join our Skate team. This is an opportunity to join us in the early stages of development working on GPU architecture, deferred lighting, global illumination, shadows, and anti-aliasing. You will report to the project technical director and work with content creators to implement features, tools, and debugging workflows.
You will work with Artists to collaborate on bringing the vision of the Art Director to life.
Work with a Lead Rendering SE to create rendering technologies.
Optimize GPU performance on consoles and PC.
You will support Artists & Technical Artists using tools and workflows with debugging tools, documentation & usability.
Required Technical Experience
5+ years of experience working on AAA products in a related role with multiple shipped titles.
Experience on current consoles - PS4, Xbox One and PC with other platform experience a bonus.
Proficient with modern rendering techniques such as Photogrammetry, PBR, Compute Shaders.
Experience with a large data-driven engine, such as a commercial engine or a large internal one.
Strong expertise with C++ and experience in object-oriented design and implementation.
Strong mathematics skills especially with Linear Algebra & Calculus.
Understanding of multithreaded architectures and synchronization principles.
Strong ability to work with internal and externally developed code in a collaborative fashion.
Excellent debugging experience using tools to help debug.
In-depth understanding of performance bottlenecks of rendering features.
Experience with a variety of performance analysis tools such as PIX, and GPAD
Bonus Skills
Experience working with off-site developed technology and driving collaboration process.
Experience with C# for tool development.
Experience working with Technical Artists as partners in feature production.
Team-first mentality.
Remote?:
Community / Marketing Title: Graphics Software Engineer III
Electronic Arts Inc. is a leading global interactive entertainment software company. EA delivers games, content and online services for Internet-connected consoles, personal computers, mobile phones and tablets.
EEOText: About EA At Electronic Arts, we exist to Inspire the World to Play. We create extraordinary new game experiences for our millions of players everywhere by bringing together talented people that combine creativity, innovation, and passion. We know that our strength lies in the diversity of our people. We immerse our employees into an inclusive culture, and provide opportunities for learning and leading that allow them to do the most impactful and rewarding work of their careers. We put our people first. We provide comprehensive benefit packages with a focus on health and wellbeing to support your needs and help you balance your career and personal life. We provide access to dynamic and collaborative work environments, opportunities to connect and contribute through our Employee Resource Groups, and support for a balanced life with paid time off and new parent leave, plus free video games and so much more! Electronic Arts is an equal opportunity employer. All employment decisions are made without regard to race, color, national origin, ancestry, sex, gender, gender identity or expression, sexual orientation, age, genetic information, religion, disability, medical condition, pregnancy, marital status, family status, veteran status, or any other characteristic protected by law. Electronic Arts also makes workplace accommodations for qualified individuals with disabilities as required by applicable law.
About EA
We exist to inspire the world to play. Through innovative technology and immersive storytelling, we deliver new ways of experiencing worlds of interactive entertainment for our millions of players worldwide. Our strength lies in the diversity of our people, combining creativity, innovation and passion. We fully champion inclusive culture, and provide opportunities for growing, learning, and leading that allows for the most impactful and rewarding work of our teams' careers.
We put our people first, and we make sure they're taken care of both in and out of the office. As we reflect on our learnings and successes from remote work, we aim to provide dynamic, collaborative and flexible work environments for our teams. Our employees connect through our Employee Resource Groups, which are actively involved in driving business decisions every step of the way. But our support doesn't end at the workplace—we also encourage a balanced lifestyle with paid time off and new parent leave, free video games, fitness reimbursement and more.
Our goal is to provide a safe, respectful and inspiring workplace for all of our employees. Through our diversity, equity, inclusion and social responsibility programs, we're doing the work to give everyone the space to be their full selves while giving back to our community. We're looking for problem-solvers, game-changers, innovators, dreamers, doers—people that are ready to move the needle and build on our success. As our industry accelerates, we aren't just keeping up—we're staying ahead of the game.
Electronic Arts is an equal opportunity employer. All employment decisions are made without regard to race, color, national origin, ancestry, sex, gender, gender identity or expression, sexual orientation, age, genetic information, religion, disability, medical condition, pregnancy, marital status, family status, veteran status, or any other characteristic protected by law. Electronic Arts also makes workplace accommodations for qualified individuals with disabilities as required by applicable law.
Sr. Server Engineer
Pasadena, California, United States + 3 more
UI Engineer - Battlefield Mobile!
DevOps Engineer- College Football
Orlando, Florida, United States + 2 more
AI Scientist Intern
Redwood City, California, United States
Tools Software Engineer - Metalhead
Victoria, British Columbia, Canada


The job is often demanding, but challenging, as the pilot is expected to fly in all kinds of flyable weather into many unfamiliar airports. The aircraft may be a light twin-engine plane, a small executive jet, or even an airline type. The pilot is at the call of company executives so he or she is subject to irregular hours. Often the pilot may be away from home overnight. (Studies show that a significant percentage of round trips are over 1,000 miles.) If the company owns a fleet of planes, pilots may fly a regular schedule. Compared with the airline pilot, corporate pilot flying assignments are far from routine.
Flight ratings will vary depending on the aircraft.
A corporate pilot can acquire enough flight experience and skill on the job to qualify as an airline co-pilot. If the pilot prefers to remain in general aviation and the firm has a fleet of aircraft, she or he may eventually move up to the position of Chief pilot, directing all the aircraft operations of the firm.
Studies of the growth of the business aircraft fleet indicate an accelerating interest in corporations owning aircraft in the years ahead. Over 500 of the top 1,000 companies in the USA have active flight departments. The advantages offered to business executives in time saving, privacy, and flexibility of schedules, plus improved aircraft especially designed for business use, are two important factors in the utilization of 50,000 plus company-owned planes in 1983. In 1983, business aircraft represented about 23 percent of all general aviation; however, they did approximately 75 percent of the general flying. General aviation activity amounted to 76 percent of the total aircraft operations at airports with FAA airport traffic control towers. To operate this expanding fleet will require about 1,500 new pilots each year, not including additional pilots to replace those who retire, transfer, or who are removed for other reasons. Companies are expected to be in competition with the airlines in the hiring of qualified pilots, most of whom will be instrument rated.


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Top 10 Best Fashion Photographers in the World
01/10/2016 Written By - nbc
Creating a top 10 best fashion photographers in the world list is not as easy as you would think. There are hundreds of thousands of photographers in the world today, and there are some absolutely amazing photographers out there. Some of them are very famous, and others you might never have heard of, but they are nonetheless amazing photographers in their own right.
Below is a list of my top 10 fashion photographers in the world today, in no particular order.
Vincent Peters
Born in Germany in 1969, he began his photographic career taking snaps whilst travelling around Thailand in the 1980's. After moving to New York in 1989, Peters has concentrated on fashion, beauty and celebrity photography, contributing to nearly every major fashion magazine including French, Italian, British, German, Japanese and Spanish Vogue, Numero, Arena, GQ, Dazed & Confused, Ten and The Face. His clients have included Celine, Bottega Veneta, Dunhill, Hermes, Diesel, Philips, Nike, Addidas, Plein Sud, Armani, Joop, Miu Miu, Samsonite, Yves Saint Laurent, Louis Vuitton, Guerlain, Lancome, Sonja Rykiel, Rochas, La Perla and many more.
Kristian Schuller
Kristian Schuller (born 24 December 1970 in Halchiu, Romania) is a German fashion photographer. Schuller is known for his large staged and supremely colourful photographs.
Schuller has worked with many fashion magazines and designers and has a very unique taste in photography. His dad was a theatre dramaturge and director, and Kristian's photography can be seen to be inspired from his experiences during his childhood.
Mert and Marcus is the working name of two fashion photographers (Mert Alaş and Marcus Piggott) who work together on a collaborative basis. Mert (from Turkey) and Marcus (Welsh from the UK) both born in 1971 are one of the premier photographer duos in the world.
Mert and Marcus met in England in 1994 after having worked for a brief period in different areas, Mert in classical music and Marcus in graphic design. Marcus was an assistant photographer and Mert was a fashion photo model. After working together in the photography business, they decided to create a team. When they showed their first photos to Dazed and Confused, the London fashion magazine, they immediately made the cover. The team has since then worked for such magazines as Vogue USA, Vogue Paris, Vogue Italia, Interview Magazine, The Love Magazine, W Magazine, Pop Magazine, Numéro and Arena Homme Plus. Some of their major clients are fashion labels such as Dior, Louis Vuitton, Missoni, Giorgio Armani, Roberto Cavalli, Fendi, Kenzo and Miu Miu. They have also created images for perfume houses such as Gucci, Yves St Laurent, Givenchy and Lancôme.
Nick Knight OBE was born in 1958, he is a British fashion photographer, documentary photographer, and web publisher (as director of SHOWstudio.com).
Knight has won awards for his editorial work for Vogue, W Magazine, Dazed & Confused, i-D, Another Magazine, The Face, BLITZ, Arena Homme + and Visionaire, as well as for fashion and advertising projects such as the 2004 edition of the Pirelli Calendar.
Knight's work has been exhibited at the Victoria & Albert Museum, Saatchi Gallery, the Photographers' Gallery and Hayward Gallery.
Giampaolo Sgura
Giampaulo Sgura was born in Apulia, Italy in 1975. He is internationally renowned for his fashion photography, which is invariably injected with the romance and passion of his native country. After studying architecture in Milan, where he now lives permanently, Giampaolo changed paths to begin a career in photography. French Vogue describes the photographer's vision of women as "a balance between sensuality, femininity, and glamour."
Sgura has shot campaigns for Dolce & Gabbana, Roberto Cavalli, Ermenegildo Zegna, Moschino, Emporio Armani and La Perla. He has contributed editorially to Vogue Italia, Italian Glamour, GQ, Vogue Portugal, Vogue Japan and Vogue Paris.
Sorrenti was born in Naples, Italy in 1971 and moved to New York City at the age of ten where he is still based. Mario Sorrenti exploded on to the fashion scene in the 1990s, largely due to his sexually charged editorial work, published in American and Italian Vogue and Harper's Bazaar.
The photographer told Interview "I'm pretty open. I'm not afraid of men. I'm not afraid of women. I'm not afraid of sex and sexuality. It's part of me, and it comes out in the photograph. It's as if at that moment when I'm taking pictures, I'm not a man and I'm not a woman. If I see a moment that seems true to me, that seems honest, whether it's female or male, it's part of me as well."
Sorrenti cemented his place at the top of the industry by shooting Kate Moss in Calvin Klein's iconic Obsession campaign. In 2012 alone, Sorrenti shot for Vanity Fair, Vogue Hommes, W, The New York Times T, W, Self Service and the French, Italian and Japanese editions of Vogue. Sorrenti's commercial work is equally popular with advertising clients including Chanel, Hugo Boss, Max Mara, Kenzo and Barneys New York.
Mario Testino OBE was born in 1954 and is widely regarded as one of the most influential fashion and portrait photographers of our times. The Peruvian photographer has had his photographs published internationally in magazines such as Vogue, V Magazine and Vanity Fair. He has contributed to the success of leading fashion and beauty houses, creating emblematic images for brands such as Gucci, Burberry, Versace and Michael Kors, Chanel, Estée Lauder and Lancôme.
Aaron Hicklin of The Observer described him as "the world's most prolific magazine and fashion trade photographer".
Mikael Jansson
Mikael Jansson, born in 1958, is a Swedish fashion and celebrity photographer. He has shot campaigns for clients such as DKNY, Dior and Calvin Klein. He has also shot fashion editorials for Vogue and Interview magazine. Celebrities such as Rihanna, Ryan Gosling and Eva Mendes have appeared in front of his camera.
Chen Man
Born in Beijing in 1980, Chen Man grew up after the Cultural Revolution and was part of the generation of the Chinese one-child policy. Chen attended Beijing's Central Academy of Fine Arts and graduated in 2005, where she studied graphic design. At the age of 23, she published her self-styled photography as covers for Chinese art magazine VISION, bringing her immediate prominence for the first time as a student.
Man has since shot covers for China's Harper's Bazaar and Vogue, Hong Kong's Harper's Bazaar, Elle, Muse, and i-D. Mans's photography for i-D's 'Whatever the Weather' issue, for which she shot 12 covers, was widely hailed as some of most creative, progressive and beautifully composed photography of 2012.
Man is known for her skill at digital postproduction, and she regularly exhibits her work around the world. She has contributed to exhibitions in Paris, Moscow, Tokyo, London and Hong Kong, as well as her native Beijing.
Man's commercial clients include Adidas, Motorola, Gucci and MAC cosmetics.
Born in 1954, Meisel is an American fashion photographer, who obtained popularity and critical acclaim with his work in US and Italian Vogue and his photographs of friend Madonna in her 1992 book Sex. He is now considered one of the most successful fashion photographers in the industry, shooting regularly for both US and Italian Vogue, Interview and lately W (also published by Condé Nast).
Meisel has shot campaigns for Versace, Valentino, Dolce & Gabbana, Louis Vuitton, Balenciaga and Calvin Klein amongst others. Meisel also shoots Prada campaigns each season — having done so since 2004. In April 2008 he shot friend Madonna for Vanity Fair, and later in the year he shot her for the 2009 spring campaign by Louis Vuitton.
He is a close friend of designer Anna Sui for whom he also shot several campaigns, even though Sui rarely uses advertising to promote her clothing.
Agree or disagree with this list? Who would be in your top 10 list of fashion photographers?
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hey Nick wonderful work !
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Cultural Competence - Aboriginal Sydney
Gabrielle Russell-Mundine
4,154 recent views
This course explores some of the key themes and capabilities of cultural competence by exploring Aboriginal experiences and narratives of Sydney.
Australia was 'claimed' for the British Crown in 1770, by Captain James Cook, but the invasion began in earnest when the First Fleet of British arrived in 1788 and established a penal colony in Sydney. As a consequence Sydney is a city rich in diverse pre-colonial, colonial and contemporary sites of significance to Aboriginal peoples. Too often though our perceptions about Aboriginal peoples consign them to an ancient past or perpetuates stereotypical imaginations that Aboriginal peoples live in remote communities (Hinkson, 2010). At the heart of this MOOC is the theme that Sovereignty was never ceded and Sydney always was and always will be Aboriginal Land. Despite this the Aboriginal presence in the city is often invisible to non-Aboriginal eyes. This course aims to bring to light marginalised narratives of Aboriginal presence in this space. To understand hidden and marginalised narratives and experiences it is necessary to develop cultural competence capabilities. Key elements of practicing cultural competence include being able to understand and interrogate context, which in the case of Sydney includes not only learning about the peoples, places and histories of Aboriginal Sydney but to also understand issues about how knowledge is created and how dominant narratives can exclude diverse knowledges and experiences. Course learning outcomes 1. Develop knowledge about cultural competence capabilities. 2. Develop a deeper and multi-layered knowledge and understanding about Aboriginal peoples, cultures and places in Sydney. 3. Develop a greater understanding of how history, cultures and places are represented, contested and interpreted and how that relates to their own context. Acknowledgement of Country We acknowledge that this course was developed on the land of the Gadigal Peoples of the Eora nation. We pay our respect to the Traditional Owners of this land and acknowledge that the land that the University of Sydney was built on has been a place of learning for many thousands of years.
Earn a Certificate upon completion
Subtitles: French, Portuguese (European), Russian, English, Spanish
4.75/5 (80 Ratings)
Assistant Director and Education Lead
National Centre for Cultural Competence
Our excellence in research and teaching makes the University of Sydney one of the top universities in Australia and highly ranked among the best universities in the world. In 2020, we were ranked second in the Times Higher Education (THE) University Impact Rankings, and first in Australia in the QS Graduate Employability Rankings.
1 hour to complete
Welcome to the Cultural Competence - Aboriginal Sydney MOOC.
2 videos (Total 6 min), 3 readings
Welcome to Country1m
Introduction4m
Reading3 readings
The National Centre for Cultural Competence (NCCC) at the University of Sydney10m
Terminology used in this course10m
Additional resources10m
Representation and visibility in Aboriginal Sydney
This week highlights how Aboriginal peoples are represented and made invisible. We will look at how museums and anthropologists collected and studied Aboriginal peoples and their artefacts. We will also look at how Aboriginal peoples engaged with the colonisers and continue to do so.
5 videos (Total 40 min), 1 reading
Representation and visibility3m
Studying and collecting Aboriginal artefacts9m
Multicultural Sydney11m
Written in stone8m
Truths, silences and visibility6m
Reading1 reading
Module 2 - Readings10m
Sovereignty and self-determination in a colonised place
Aboriginal sovereignty has never been ceded. This means that Aboriginal peoples never came to any agreement which conceded their lands. One of the myths of colonisation was that Aboriginal people didn't resist. But they did resist, and they continue to fight for their sovereign rights in a myriad of different ways: from the overtly political to the revitalisation of cultures and languages, to expression through artistic endeavours. This week's lectures and activities highlight the many different perspectives about how people claim and embody sovereignty.
5 videos (Total 38 min), 1 reading, 1 quiz
Sovereignty1m
Language, colonisation and revitalisation8m
Experiencing and embodying landscapes9m
Tribal Warrior11m
Repatriation6m
People, past and present
This week, we will show the diversity of Aboriginal peoples and hear some stories and experiences which show the continued absence of Aboriginal peoples in Sydney.
Resistance and resilience2m
Living on Country: an Elder's perspective8m
Living off Country12m
Keeping story and language alive7m
Visibility in place
This week's lectures and activities aim to draw our attention to Aboriginal presence in the city. All around us - even in a developed city like Sydney - there are significant sites, but we often don't notice them. From ancient rock engravings to contemporary public art projects, significant sites serve as a reminder of the ongoing presence and occupation of the Sydney area by Aboriginal people for thousands of years. In this Module, we will be shown some sites by the CEO and Cultural Officer of the Metropolitan Local Aboriginal Land Council. We will also be introduced to the work of the City of Sydney council who are working on raising awareness and understanding about Aboriginal people in Sydney.
Significant places4m
Preservation of sites in urban areas7m
Manly Dam: Sacred site11m
Living cultures in the city7m
This week we will focus on stories and experiences of resistance and activism, many of which were fostered in Sydney's inner city areas. For many years, Aboriginal people from around the country came to Sydney and settled near the industrial areas, finding work there and making their home in Sydney's inner city suburbs. In particular, the suburb of Redfern is the birthplace of contemporary Aboriginal political consciousness, where the fight for self-determination became tangible. The people we hear from this week share their stories on how they have negotiated their identities and made sense of their own experiences within this context.
The contemporary heart of Aboriginal political consciousness2m
A history of activism12m
Activism in the arts6m
Redfern: the crucible of self-determination16m
Resistance, rights and resilience12m
Past, present and future8m
MOOC Summary1m
TOP REVIEWS FROM CULTURAL COMPETENCE - ABORIGINAL SYDNEY
by EBJul 20, 2020
good course with many interesting fact and history i really enjoyed .
by DLJun 23, 2019
Great course! I learned so much! So interactive and easy to work through.
by KLJan 25, 2021
Very thought provoking and enlightening. I learnt so much. This is just the start of my journey.
by DBMay 28, 2020
Thank you. I thought I had a good grasp of the decolonisation process. I had no idea. Thank you for offering this
What will I get if I purchase the Certificate?
When you purchase a Certificate you get access to all course materials, including graded assignments. Upon completing the course, your electronic Certificate will be added to your Accomplishments page - from there, you can print your Certificate or add it to your LinkedIn profile. If you only want to read and view the course content, you can audit the course for free.
Yes. In select learning programs, you can apply for financial aid or a scholarship if you can't afford the enrollment fee. If fin aid or scholarship is available for your learning program selection, you'll find a link to apply on the description page.
Students can take this course for free or elect to purchase a certificate for $64 AUD.
Learners who pre-enroll in an upcoming session can immediately access unlocked course resources, including:
· videos
· slideshows
· readings
· all assessments except peer review assignments
They can't access peer review assignments before the session begins (every 4 weeks) because there needs to be enough learners enrolled in the session to grade the assignments in a timely manner. Once a session is active, learners gain access to all assessments and resources.
Who can enrol in the course?
As this is an open online course, anyone in the world can enrol!
How will I know when my session starts?
The Enrol Now button on the left hand side of the course page indicates when the next session will begin. Once students have enrolled and are engaging with the course on a weekly basis, they will receive regular email updates about the progression of the course.