Your firm “Technology Commandos Inc. (TCI)” is a new progressive training and
consulting firm that has been hired by the US Department of Defense to conduct a new
federal in-service training requirement for the DoD technology personnel, as part of a
federal information security team mandate.
Your supervisor has tasked you to develop a14 slide PowerPoint presentation, (it is okay to
go over) dedicated to in-service training for New Information Management Team members
that that will help these new IT Team members understand some basic security
principles that help hardened and secure their infrastructure.
Specific Training Tasks
• Describe the CNSS security model
• Describe the difference between a threat of vulnerability and exploit
• List five different types of hackers and how they will attempt to infiltrate the company.
• List five different types of malware and their countermeasures
• Explain five of 10 Commandments of computer ethics and explain why each is important
to understand in terms of harm to individuals or organizations.
• Describe the differences between risk identification, risk assessment and risk control.
• Describe five categories of risk management components and explain why they are
important in terms of risk management identification.
• Describe residual risk give an example.
• Explain risk control, elaborate on how a team can determining which risk control options
are cost effective for the organization.
• Name three risk controls and explain why they might be important to understand.
• Highlight the need for database security.
• Describe a relational database
• Describe different database cyber-attacks and their countermeasures.
• Describe database access control methods.
• Describe cloud security as a service.
• Describe cloud computing and some of the risk associated including countermeasures
separate the request crosswise over five production lines in Thailand. Successfully we are tweaking the esteem chain to best address the client's issues. Five weeks after we got the request, 10,000 articles of clothing touch base on the racks in Europe, all appearing as though they originated from one factory.5 Li and Fung customers profited in a few different ways: production network customization could abbreviate request satisfaction from a quarter of a year to five weeks, and this quicker turnaround enabled customers to decrease stock expenses. Besides, in its job as a mediator, Li and Fung diminished coordinating and credit dangers, and furthermore offered quality affirmation to its clients. Moreover, with a worldwide sourcing system and economies of scale, Li and Fung could offer lower cost and more adaptable sourcing than its rivals. Also, through acquisitions and worldwide extension, Li and Fung was stretching out this learning base to sub-Saharan Africa, Eastern Europe, and the Caribbean. At long last, Li and Fung gave state-of-the-art design and market pattern data to customers. Because of its Camberley obtaining in 1999, it began offering customers virtual assembling or item configuration administrations. As indicated by Victor, "Li and Fung does not claim any of the cases in the production network, rather we oversee and coordinate it from above. The making of significant worth depends on a comprehensive origination of the esteem chain." as of late, be that as it may, Li and Fung had started to improve tasks by controlling or owning key connections in the chain. Now and again, Li and Fung offered crude material sourcing. In the past when customers put in a request, Li and Fung would decide the producer most appropriate to supply the merchandise, and that processing plant would source its very own crude materials. Yet, Li and Fung comprehended its customers' needs superior to anything its assembling plants did, so by offering crude materials to its providers, the organization both guaranteed more prominent quality control and purchased bigger and subsequently more practical measures of crude materials, along these lines delivering cost reserve funds for every producer. In such cases, Li and Fung additionally earned income by charging its manufacturing plants a commission on every crude material buy they made. By mid-2000, about 15 percent of Group deals included Li and Fung's crude material sourcing administration. Joan Magretta, "Quick, Global, and Entrepreneurial: Supply Chain Management, Hong Kong Style, A meeting with Victor Fung," Harvard Business Review, September-October 1998, p. 106. Corporate Culture and Compensation From the 1992 privatization on, the division of work between the Fung siblings was obvious: as Group administrator, Victor was principally worried about the Group's key issues and long haul arranging; as Group overseeing executive, William took care of ordinary tasks of the freely recorded exchanging arm, or as he clowned in an ongoing meeting, "Victor is the profound mastermind, and I simply make the money."6 In another meeting, Victor kidded that "William considers me the visionary, implying that I don't generally recognize what's going on."7 But the two siblings lived in a similar condo working as their mom and sisters and talked each day to stay up to date with improvements at Li and Fung. The pair made a solid collaboration that was depicted by the CEO of the Group's online business adventure as A mix of bo>GET ANSWER