Thursday, May 21, 2020

Marilynne Robinsons Essay Darwinism - 1340 Words

Marilynne Robinson’s Essay â€Å"Darwinism† Introduction to Christian Theology REL 103 Kaitlyn Spencer Marilynne Robinson is a Pulitzer-winning novelist who has graced us with her essays found in The Death of Adam. Robinson gives the read the feeling of being much more educated than he or she really is. These essays provide readers with different ways of discussing history, religion and society. They, although difficult to comprehend at times, are flawlessly argued and, throughout, are grounded in universal human experience. When reading them, it is hard not to be persuaded, especially if reading them with an open mind. One of her most intriguing essays is that of Darwinism. Darwinism is one of the†¦show more content†¦The controversy between the two ideologies has been around for many years and continues to exist today. Robinson, in her essay, claims that while Creationism is owned by â€Å"Religious Right†, Darwinism is owned by â€Å"Irreligious Right†2. She writes that the differences between the two are meaningless and that the people who defend religion ma ke religion seem foolish while the defenders of science attributed to objectivity. Many people believe that Creationism and Darwinism do not belong together and are about as similar as cats and dogs. Just as there are cat people and dog people, there are people who stick to one belief or the other in the creation versus evolution debate. Robinson disagrees, however, and says that Creationism is probably the best thing that has happened to Darwinism. Darwinism, she writes, is â€Å"the caricature of religion that has seemed to justify Darwinist contempt for the whole of religion†3. Robinson also wrote a novel called Gilead, which discusses the fictional memories of a pastor in Iowa. In this novel, Robinson writes, â€Å"There are two occasions when the sacred beauty of Creation becomes dazzlingly apparent, and they occur together. One is when we feel our mortal insufficiency to the world, and the other is when we feel the world’s mortal insufficiency to us†4. Rob inson is a firm believer in the Creationist approach and refutes the idea of evolution. However, she does believe that Creationism helps

Wednesday, May 6, 2020

Powder Oral Water Soluble Drugs - 1036 Words

About 70% of the new chemcial ntities are recognized as poorly water-soluble about 40% of commercially available immediate-release oral formulations are recognized as practically insoluble in water (Kawabata et al., 2001). Therefore, several potentially promising drug candidtates were rejected as pharmaceutical products due to ther poor solubilitty in GI fluid, poor dissolution in GI tract, low systemic absorption and thus poor oral bioavailability (therapeutically ineffective) (Hà ¶rter and Dressman, 2001). Therefore, enhancing the aqueous solubility and dissolution rate of poorly water-soluble drugs is one of the major challenges in pharmaceutical industry. The study was performed to improve the compactibility and the biopharmaceutical performance of xylitol by improving its physicomechanical properties to make it better suited for tableting using direct compression. To this end, antisolvent crystallization technique was employed in the presence of various additives, i.e., polyethylene glycol (PEG), polyvinylpyrrolidone (PVP) and polyvinyl alcohol with a molecular weight (PVA22000) or 16000 (PVA16000) at varying concentrations (0.06%, 0.3%, 0.6% and 1.2%, w/v). The size and morphological changes induced by crystallization the in presence of the additives were studied. The dissolution performance of crystallized xylitols formulated with a model poorly water-soluble drug, i.e. indomethacin, in comparison to commercial xylitol were also evaluated. Materials and MethodsShow MoreRelatedEssential Drug Delivery Route Is No Doubt The Oral Route1408 Words   |  6 Pages The most essential drug delivery route is no doubt the oral route. It has advantages like convenience of administration and less developed cost. Drugs administered by oral route are solid oral dosage forms particularly tablets, the preferred class of product. Today drug delivery companies are concentrating on solid oral drug delivery systems that suggestion increased patient amenability and effect. Melt in mouth tablet (MMT)Read MoreTherapeutic Response Of A Drug Depends Upon The Dissolution Rate Of Water Insoluble Drugs Essay2676 Words   |  11 PagesTherapeutic response of a drug depends upon the bioavailability which in turn depends upon the solubility and dissolution rate of drug. A solubility problem is a major challenge for the pharmaceutical industry with developments of new pharmaceutical products. There are various techniques but liquisolid compact is a new and promising method that can change the dissolution rate of water insoluble drugs. According to the concept of liqui solid systems water-insoluble drugs dissolved in suitable non-volatileRead MoreVirtual Pharmaceutical: How It Works2390 Words   |  10 PagesOur company name: Virtual Pharmaceutical Drug name: VPL874C (Market name = Betatrix) Possible indications = migraine prophylaxis, hypertension, coronary heart disease Problem – want oral dosage form. - but has short half life (3-4hr) Solution – oral dosage form with extended release which releases drug slowly so that the plasma concentrations are maintained at a therapeutic level for a prolonged period of time (usually between 8 and 12 hours). Recent extended release formulationsRead MoreThe Human Gastrointestinal Track Is A Complex Time9513 Words   |  39 Pagesmetabolizing, and excretive organ. Key of physiological factors that control absorption of drugs from the GIT include gastric, fluid and food intake, bulk fluid and luminal pH, gastric and intestinal secretions, absorptive mechanisms, enterocyte-based metabolism and secretion. Properties of a drug, such as its solubility, stability, ionization, and lipophilicity, strongly influence the rate and extent of drug absorption from GI lumen. Critical assessment of fundamental physicochemical properties andRead MoreAntiepileptic Activity And Pharmacognostical Study Of Leaves Of Sphaeranthus Indicus Linn1087 Words   |  5 Pagespharmaceutical drugs are from natural products or either derivatives of natural products. The presently available AEDs (Antiepileptic drugs )i.e., phenobarbitone, benzodiazepine, sodium valproate and ethosuximide are associated with a number of s hort comings, dose related neurotoxicity and other side effects. Though AED therapy is meant for a long duration usage , because of this , there is a risk of drug interactions and this problem is further compounded by the high protein bindings for some drugs and potentialRead MoreHow Riluzole Is A Derivative Of Benzothiazole Essay724 Words   |  3 Pagesto slight yellow powder soluble in dimethylsulfoxide, dimethylformamide and methanol, freely soluble in dichloromethane, sparingly soluble in 0.1 N HCl and very slightly soluble in water and 0.1 N NaOH. Riluzole is available as a capsule-shaped, white, film-coated tablet for oral administration. Each tablet contains 50 mg of riluzole. It is marketed by Sanofi-Aventis with the brand name Rilutek. 2.11.3 Side-effects or damaging effects Riluzole is a very good neuroprotective drug, but it has someRead MorePowder X: Ray Diffraction1726 Words   |  7 PagesPowder X–Ray Diffraction Powder X–ray diffraction (PXRD) was used to provide an insight into the polymorphic nature of xylitols. The PXRD patterns of all xylitols were collected on a Bruker D8 Advance (Siemens, D5000, Germany) powder diffractometer with Cu KÃŽ ± radiation (1.54056 Ã…) using the DIFFRACplus software. Samples were placed into a stainless steel holder and the surface of each powder was levelled manually for analysis. Each sample was scanned from 2 to 40 of 2ÃŽ ¸ with a step size of 0.019 ºRead MoreDrug Profile : Drugs And Drugs1406 Words   |  6 PagesLevel 1: Drug Profile Coursework Drug substance: Pioglitazone Name: Cheong Hung Shing Student number: 40168923 Assessor: Dr P. McCague â€Æ' ï  ¬ 1.1 Source Pioglitazone is one kind of thiazolidinediones which is a type of anti-diabetic drugs. It is a synthetic substance. It has brand names of Actos ®. [1][2] ï  ¬ 1.2 Description Pioglitazone is 5-[[4-[2-(5-ethylpyridin-2-yl)ethoxy]phenyl]methyl]-1,3-thiazolidine-2,4-dione. It has a chemical formula of C19H20N2O3S and a molecular weight of 356.4387 g/molRead MoreAcetate : A Synthetic Nonapeptide And Analogue Of Naturally Occurring Luteinizing Hormone Releasing Hormone1547 Words   |  7 Pages_ OOCCH,), has a very low octanol-water partition coefficient ( Adjei et al., 1989). Pharmacology and Clinical Use Leuprolide acetate is used in the treatment of prostate cancer, it is given subcutaneously and also a single dose per month intravenous administration (Adjei et al., 1989). Leuprolide has a poor oral bioavailability which is due to enzymatic degradation and its inability to permeate through the gut membrane. Due to limits of parenteral routes of drug administration, several researchesRead MoreRisperdal (Risperidone) Has Been Used For A Number Of Different1690 Words   |  7 Pages(Risperidone): Side Effects, Interactions, Warning, Dosage Uses, 2016). Risperdal Tablets are intended for oral administration. There are also other ways of administration available but we will be focusing mostly on the Risperdal Tablets with a few references to other administrations. Risperidone is a whitish powder which is insoluble in water, freely soluble in methylene chloride, and soluble in methanol. The inactive ingredients in Risperidone include colloidal silicon dioxide, hypromellose, lactose

The Hispanic Community Free Essays

Based on the United States (U. S. ) Census Bureau in 2011, there were roughly 52 million Hispanics living in the nation, which represented about 16. We will write a custom essay sample on The Hispanic Community or any similar topic only for you Order Now 7% of the total population (Zepeda, 2011). People of Hispanic origin are the nation’s largest ethnic minority group (Zepeda, 2011). Arizona’s Hispanic population grew faster than other groups over the past decade (Zepeda, 2011). Arizona had nearly 1. 9 million Hispanic residents as of April 2010, an increase of 46% over the previous decade (Zepeda, 2011). By tradition, the Hispanic family is dependent on one another and possesses the most important social unit (Zepeda, 2011). In the Hispanic culture, it is customary to be morally responsible for other family members and help them in their time of need when they are experiencing financial problems, unemployment, poor health conditions, and other life issues (Zedpeda, 2011). Respect for the elderly and authority is a major point of teaching as well as preserving the Spanish language within the family (Zepeda, 2011). The Hispanic population have low rates of educational attainment, family income, insurance coverage, and a higher rate of poverty compared to non-Hispanic Whites (â€Å"Summary health statistics†, 2012). Value/Belief Pattern The Hispanic community is predominately Catholic (â€Å"Transcultural nursing†, n. d. ). Hispanics consider health to be â€Å"a gift from God and should not be taken for granted† (â€Å"Transcultural nursing†, n. d. , para. 1). Illness prevention is practiced through prayer, wearing religious medals or amulets, and by keeping certain home artifacts (â€Å"Transcultural nursing†, n. d. ). They are present-oriented and thus may fail to seek preventive care (â€Å"Transcultural nursing†, n. d. ). They may arrive late or not go to appointments (â€Å"Transcultural nursing†, n. d. ). Their culture emphasizes family interdependence over independence (â€Å"Transcultural nursing†, n. d. ). In times of illness, they depend on family and friends for assistance as opposed to social workers. (â€Å"Transcultural nursing†, n. d). Health Perception/Management Pattern The Hispanic culture emphasizes wellness rather than illness and holistic ideologies pertaining to health (Young, 2001). Decisions to seek medical assistance and treatment are often based upon cost, which frequently results in utilizing a licensed physician as a last resort (Young, 2001). They mostly rely on home treatments and community healers (Young, 2001). Many barriers exist for Hispanics to obtain high quality healthcare, including lack of insurance, socioeconomic status, language, and communication challenges. The most frequent minority health issues in Tucson, Arizona are heart disease, diabetes, obesity, hypertension, and HIV/AIDS. The top three leading causes of Hispanic deaths in Arizona are from cardiovascular disease, heart disease, and cancer (ADHS, 2009). Nutrition/Metabolic Pattern The Hispanic population has a low intake of vitamins A, D, E, B2, B6, folic acid, and minerals (Ortega, Lopez, Serra, 2004). According to a 2009 report on emergency food distribution in the U. S. , Hispanic children had a higher rate of food assistance (29%) compared to Whites (11%) (Feeding America, 2010). The obesity rate among Hispanics in Arizona (33. 1%) is disproportionately high and exceeds the national Hispanic obesity average of 30. 6%. The three sources of water supply in Tucson are groundwater, Colorado River water, and recycled water . Specific foods and drinks like beverages, caffeine/energy drinks, carbonated beverages, whole fat milk, sport drinks, fried food and fruit/vegetable drinks are prohibited in school campuses. Elimination Pattern (Environmental Health Concerns) Hispanics are environmentally friendly. According to research, Latino Americans (Hispanics) â€Å"are the greenest population in the U. S. † (Arsian, 2011, para. 1) as they tend to look for greener products for their daily use. Many environmental issues affect Hispanics. Research shows that Hispanic children of low-income families are â€Å"more likely to live in unsafe areas with poor street environments† (Zhu Lee, 2008, p. 282). In 2009, Hispanics had the second highest percentage of those residing in inadequate housing (CDC, 2011). In 2006, about 25% of Hispanics resided in counties that exceeded fine particulate matter standards for air – representing the highest percentage of any ethnic group (CDC, 2011). Activity/Exercise Pattern Hispanics have a low physical activity level which has contributed to their elevated obesity rate (Lee Laffrey, 2008). In a survey, over 67% of Hispanics did not exercise at least 150 minutes per week as national guidelines recommend (Bautista, Reininger, Gay, Barroso, McCormick, 2011). More men than women and more single individuals than married individuals exercise (Lee Laffrey, 2008). The three most preferred methods of exercise are walking/running, stretching and resistance activities, and aerobics (Lee Laffrey, 2008). Sleep/Rest Pattern Research shows that Hispanics are at greater risk for reduced sleep hours and sleep disorders like apnea (Loredo et al. , 2010). Tucson’s Children’s Assessment of Sleep Apnea Study compared Hispanic and Caucasian children residing in Tucson, Arizona. Hispanics were found to have a 3% increase of sleep disorders compared to Caucasians of the same age group residing within the same geopolitical area (Quan, Goodwin, Babar, Kaemingk, Morgan, 2003). A hypothesis for differences is unclear; it is possible that socioeconomic variables with the ability to speak limited English may have had a reflection on this study (Quan, Goodwin, Babar, Kaemingk, Morgan, 2003). Cognitive/Perceptual Pattern Disparity exists among the Hispanic population in Tucson, which is growing into a majority status while lagging in educational attainment (Tucson Hispanic Chamber of Commerce, n. d. ). Low educational attainment is linked to low earning power and poverty. Educational and social deficits in perception/cognition may be based on the inability for many Hispanic residents to effectively assimilate to Western society. This is a border community in which many residents continue to reside in Mexico while maintaining a home in Tucson. This appears to decrease acculturation, education, and communication by minimizing the use of English as a second language. Self-Perception/Self-Concept Pattern Hispanics usually place a great importance on their look and appearance as it is viewed as a sense of honor, dignity, and pride (Zepeda, 2011). They prefer to dress formally for church attendance, parties, and other social gatherings, but recently jeans and tennis shoes are becoming more popular among the women (Zepeda, 2011). Another cultural habit is that they are flexible about time when attending social events – they tend to be less punctual than other populations in the nation (Zepeda, 2011). Lastly, Hispanics are shy about public speaking because of their heavy accent (Zepeda, 2011). Role/Relationship Pattern The Hispanic family usually lives as an extended family, playing an important role in the life of each family member (â€Å"Understanding the Hispanic/Latino†, n.  d. ). They place family needs ahead of their own (â€Å"Understanding the Hispanic/Latino†, n. d. ). Children are taught to be respectful of authority, the elderly, and of members of the extended family (â€Å"Understanding the Hispanic/Latino†, n. d. ). Most often the father is the head of the family and the mother has responsibilities for the home (Zepeda, 2011). They also believe in order to succeed and advance in life, a child or individual needs the whole family’s support (â€Å"Understanding the Hispanic/Latino†, n. d). Sexuality/Reproductive Pattern Hispanics have one of the highest birth rates in the United States – yet they face prenatal health care disparities that predispose them to pregnancy related complications (Jarvis, 2012). Hispanic women are not as likely to receive family planning services (Martinez, Chandra, Febo-Vazquez, Mosher, 2013). In Southern Arizona, they have the highest birth, teen pregnancy, abortion, and birth to unwed mother rates (â€Å"Abortions†, 2013; AZDHS, 2011). They were also the highest user of the state’s Medicaid program to pay for births (AZDHS, 2011). Coping/Stress Pattern Violent crime is up 16. 6% compared to 2011 and crime over all is up 15. 6% compared to the previous year. Tucson’s poverty rates remained among the nation’s highest last year, with 1 in 5 living below the poverty threshold. Between October 1, 2012 and March 31, 2013 there were 22,161 incoming communications to the Child Abuse Hotline that met the criteria for a report of abuse or neglect. Compared to one year ago there has been an 8. 3 % increase in reports received by the CPS Hotline. Statistics have shown that there are approximately 25,043 marijuana users, 10,967 prescription drug and 4,103 cocaine addicts, 1,862 abusing hallucinogens, 1,046 people that use inhalants, and 232 heroin addicts. About 145 people will die from alcohol and 29 lives will be lost to illicit drug use. Conclusion The Hispanic population of Southwestern Arizona has increased exponentially in the last decade. Hispanics in the Tucson area take great pride in their cultural heritage. They are family and spiritually oriented. They take pride in their appearance and honor family by caring for one another in time of need. Several factors facilitating unhealthy lifestyle habits were identified for this community. One hypothesis is relative to the geographical area of Tucson, Arizona. Being a border community could cause resistance to acculturation and assimilation of mainstream society. â€Å"Hispanics residing in U. S border communities tend to be less acculturated and have higher poverty rates† (Ghaddar, Brown, Paggan, Diaz, 2010, p. 191). Poverty rates in the Tucson area remained among the highest in the nation for 2012. Socioeconomic disparities, lack of educational attainment, and communication challenges compounded by lack of access to affordable health care have left this community with many opportunities for community intervention and health care promotion. Specific areas of concern are unplanned pregnancies, nutritional deficiencies with a disproportionately high rate of obesity, diabetes, and heart disease. Additional health care preventative programs assimilated to the unique needs of this population will assist to provide improved health outcomes for a community in need. How to cite The Hispanic Community, Papers

Friday, April 24, 2020

Internet Security free essay sample

| IT Security Consultants, Inc. 555 East 1000 South, Salt Lake City, UtahPhone Number: (801) 555-0100 Fax: (801) 555-0110 | 2/23/2009| | | FTD Enterprises| Request for Proposal| | Brandon Moore Justin JoosBrandon LittleMark PetersonJason Kilgore| | **This document meets a request for proposal from FTD Enterprises to implement a security infrastructure and other tasks stated in the proposal. | Table of Contents Company Overview3 Project Team Staffing4 Executive Summary7 Scope, Approach, and Methodology8 Risk Assessment8 Problems and Solutions8 Assumptions13 Project Management14 Resources14 Task List15 Network Topology24 Deliverables29 Budget30 Appendix: Detailed Budget33 Appendix: Risk Assessment35 Appendix: Continuity Plan37 Appendix: Backup/Disaster Recovery Plan45 Appendix: Business References51 Appendix: References52 1. Company Overview IT Security Consultants, Inc. was founded in 2001. We are a consulting and networking solutions provider. Our staff consists of experienced architects, project managers, analysts, and application developers to help organizations make the most effective use of their systems, people and processes. IT Security Consultants, Inc. is lead by a highly qualified group of business and technology professionals whose collective backgrounds consist of years of experience. We will write a custom essay sample on Internet Security or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This in-depth experience is well-rounded in business procedures and networking techniques. We have managed projects throughout the IT spectrum: from strategic network planning, device selection to installation, application development, conversion, training, and support. Our success is predicated on high calibre, experienced professionals who build positive, lasting relationships with our clients. We work closely with our clients to understand their goals so that our projects can meet their needs and expectations. Careful planning is the key to preventing expensive surprises and disappointments. We ensure that the recommendations we put forward are implementable within a reasonable time-frame and reasonable cost-range, based on your operational needs. Our Mission: To exceed client-expectations at every stage of the process by providing exceptional service and assuring, through innovation and industry best practices, the most effective solutions. . Project Team Staffing Brandon Moore IT Security Consultants, Inc. CEO Brandon Moore is the CEO and co-founder of IT Security Consultants, Inc. , a unique computer network consulting firm. Since 2004, IT Security Consultants, Inc. has been recognized as a leading consulting company. Brandon currently maintains a Bachelor’s of Computer Science and a Master’s of Business Administration. Brandon Moore began his career in in formation security five years ago with a large web development company. Later, Brandon was a consultant for emerging technical companies, before beginning his own. He began IT Security Consultants, Inc. in 2001 with the desire to bring answers for security and reliability concerns to other businesses currently without the resources or knowledge to do so. The projects IT Security Consultants, Inc. takes on are typically very large and often costly. As CEO of IT Security Consultants, Inc. , Brandon takes a genuine interest in all his customers, and involves himself in the design and planning of most projects. He has built IT Security Consultants, Inc. o not only be an information security power house, but to also provide excellent maintenance and customer service to customers. Justin JoosPresident As President and co-founder of IT Security Consultants, Inc. , Justin manages all major aspects of the  company, including: Sales, Marketing, Customer Service, Accounting, Human Resources, and Recruiting. Previously, he held top management positions at Vitronix , a $75 million systems integrator and training organization. Vitronix had the first and largest Microsoft and Novell authorized training centers in the Northeast and operated 7 training centers. Before Vitronix, Justin was a Department Manager at Federated Stores in Boston, MA where he completed their Executive Training Program. Justin has his Bachelor’s Degree in Computer Science, and an MBA in Business Administration. Project Team Staffing Jason Kilgore — Sales Director Jason Kilgore joined IT Security Consultants, Inc. in 2005 and began a successful sales career culminating in his role as Sales Director. Jason recruits, develops, and manages the sales team and is responsible for the overall coordination and leadership of all sales activities to meet the needs of IT Security Consultants, Inc. ustomers and the objectives of IT Security Consultants, Inc . ’s business plans and strategies. Jason also provides expert advice on Linux solutions to the company infrastructure. Prior to working at IT Security Consultants, Inc . , Jason was a General Manager and a corporate trainer with The Discovery Zone. Jim Halgren — Information Systems Manager Jim joi ned Capstone Securities in 2003 and has grown in various positions to his present position which he has held since 2005. He is responsible for the company’s advanced IT infrastructure including: system and application software, computers and servers, and communications. His education includes an Associate’s Degree in networking, a Bachelors Degree in Information Security and a Masters Degree in Computer Science. Jim is no stranger to network security and implementation of networks, having spent 7 years as a security consultant and a network engineer, which taught him the importance of proper network security and the importance of security policies. Jim has more than 10 years of networking and security experience, varying from very large to very small networks. His knowledge and methodologies have developed through years of fundamental network communications work. His experience culminates in a rich set of credentials for his concentration in information security. Project Team Staffing Mark Peterson — Business/Financial Manager Mark Peterson joined IT Security Consultants, Inc. in 2002, after returning from working in China. Mark has a Bachelor’s Degree in Information Security, a minor in Chinese, and a Master’s in Business. Mark also has university teaching experience and has made many presentations in front of conference audiences, and corporate senior management. Mark is a motivator who keeps people focused on the goal; he is a mediator who finds common ground among both parties and a listener. With experience in computers, many suppose that he should be clueless about what others are trying to communicate, but his attention to non-verbal cues and interest in reaching consensus makes that a poor assumption. Mark is a consultant with eyes that see the whole picture and not just a narrow sliver. Mark has designed and programmed computer systems for a variety of clients and handled the finances for two successful companies as an entrepreneur. As a result, he can talk bits and bytes to the technical staff and debits and credits with the CFO. He can consider a request for new software or hardware and judge a redesign of a current business process is sufficient because of his expertise in optimization. Experience has equipped Mark to recognize that the core issue at the base of almost any information technology problem is usually a people issue, not a technology one. Unless people are motivated to change, unless they are involved in finding solutions to the problems at hand, and unless they communicate with each other, the best technology is bound to disappoint. 3. Executive Summary For several months employees and executives of FTD Enterprises have complained of bandwidth and connectivity issues within its network; there have also been problems with theft and concerns over the integrity of intellectual property. Moreover, FTD Enterprises has expressed concern for overall network security and the high turnover rate of IT staff. An RFP was issued on December 1st 2008, requesting an assessment and solutions to the multiple problems occurring within FTD Enterprises. During the last few weeks, we at IT Security Consultants, Inc. have reviewed the RFP and case studies provided by FTD Enterprises in reference to its security and network concerns; we have found several vulnerabilities that we will be addressing in detail. The main categories of concern are: * Business Continuity * Building/Perimeter Security * System Access * Physical Access * Data Center and Communication Closets Network Security Given these areas of concern, we recommend the following actions: * Backup and disaster recovery procedures * Personnel checkpoints and video surveillance * Implementation and enforcement of security policies and procedures * Server and networking equipment hardening * Improvement of WAN/LAN connections In addition to these afore mentioned categories, we will be addressing other concerns regarding the confiden tiality, integrity, and availability of FTD Enterprises’ systems. At IT Security Consultants, Inc. we have a professional team of experts that combine skill, knowledge, experience, and industry certifications to give you the best premiere service possible at an affordable price. We will make your business processes more efficient and lower your overall costs. 4. Scope, Approach, and Methodology IT Security Consultants, Inc. is a business dedicated to providing excellent service and recommendations in reference to networking needs. This document is designed to give a more detailed outline of how IT Security Consultants, Inc. an improve upon the network infrastructure of FTD Enterprises. 4. 1 Risk Assessment The following table illustrates FTD Enterprises’ areas of concern in regards to security, availability, and integrity. The higher the total impact is the more we have focused our resources into resolving. Vulnerabilities| Criticality| Impact Cost| Probability| Total Impact| Buildings| High (3)| Medium (2)| High (3)| High (8)| System Access| High (3)| High (3)| Medium (2)| High (8)| Physical Access| Medium (2)| High (3)| Medium (2)| High (7)| Data Center and Communications Closets| High (3)| High (3)| Low (1)| High (7)| Network Security| High (3)| High (3)| Low (1)| High (7)| Business Continuity and Disaster Recovery| High (3)| High (3)| Low (1)| High (7)| Perimeter of Complex| Medium (2)| Low (1)| High (3)| Medium (6)| Administration and Policies| Medium (2)| Low (1)| High (3)| Medium (6)| Bandwidth Issues| High (3)| Low (1)| Low (1)| Medium (5)| Server Architecture| Medium (2)| Medium (2)| Low (1)| Medium (5)| Network Issues| Medium (2)| Low (1)| Low (1)| Low (4)| Figure 1 Risk Assessment (See Appendix) 4. 2 Problems and Solutions Based on FTD Enterprises’ RFP we have concluded the following problems and needs for improvement. We guarantee that these solutions will not only fix the company’s current problems, but prepare you for future growth. 4. 2. 1 Buildings There is a total lack of internal and external video surveillance. Thickets of large plants and trees around the buildings obstruct the view of surveillance. There are four entrances to the building, none of which have security checks. There is poor lighting inside the building after hours. We propose adding video surveillance in and around the buildings, along with employing a security staff. Only allow for one entrance to buildings, and log all visitors. Increase lighting after hours, and reduce the size of trees and plants. Problems and Solutions 4. 2. 2 System Access The network has poor password and account lockout policies. Employees currently have local administrator access to machines that needs to be abolished. Access is based solely on username and passwords to authenticate. The domain server is not being utilized to its full capability in regards to access control. We plan to implement domain level organizational units based on roles within the company with strict account policies. We will remove local administrative access for non-essential employees. For stronger authentication, add smart cards or USB tokens to computer logon authentication. Do not allow administrator or root accounts to logon to servers. Allow account logons only during designated work hours for standard employees. Overall, implement the least access needed to perform job. 4. 2. 3 Physical Access Employees are granted access to the building during all hours. There is no security personnel. There is a lack of identification badges for visitors and employees. There is a potential for social engineering due to a lack of employee training. Buildings need to be locked after hours; a card lock will allow designated employees to access the building. As mentioned earlier, a full-time security staff will be implemented. Require card access for higher security areas (i. e. communication closets, data center, etc. ) Implement company-wide training on security, social engineering, and the dangers of physical access. Add a badge system for visitors, who will be required to check in and out of the building; visitors are required to have an escort during their stay. 4. 2. Data Center and Communication Closets There is a lack of physical security to the data center. There is also insufficient environmental controls and monitoring for temperature, fire suppression, or flood protection. The site also lacks a central UPS and generator system. Problems and Solutions Data center and communication closets require key card for entry. Anyone accessing the dat a center must log themselves as entering and leaving, as well as documenting any visitors. These facilities need a fire suppression system, and placement of servers and equipment must be mindful of potential flood dangers. The data center should be placed on a raised floor and have temperature monitoring inside the racks. Server racks need to be lockable and kept locked. All servers and networking equipment should be on a UPS system with an automatic transfer switch, and designed for a minimum of two hours of power. Install an outdoor generator system to power the data center for a minimum of 3 days without refuelling. Upgrade all servers to their respective current releases or patches. 4. 2. 5 Network Security There is a lack of port security, and the servers are not in a separate subnet. The wireless network is not implemented via the most recommended security and manageability practices. The company uses outdated protocol to allow remote access. The network also lacks MAC filtering. Require MAC authentication to the network for all wireless devices. In the data center, require MAC authentication to switches and port security. Port security should be implemented via RADIUS. The data center servers and other equipment need to be in their own subnet. Install two Cisco firewalls; one in the data center and the other for the office network. All switches will be replaced for Cisco devices and wireless bridges for Cisco devices as well. Firewall configurations should be set to deny all and allow only as needed. The Cisco VPN client will be used to replace the PPTP and L2TP VPNs with an SSL VPN. Disable remote access connections to the domain controller. 4. 2. 6 Business Continuity The company does not have a system to manage IT and product inventory. There is a lack of frequency of backups, testing of those backups, and off-site storage of backups. There is no redundancy with the domain controller. Problems and Solutions We recommend using a third-party ‘inventory management’ company. Implement a SAN server where all servers will boot from and backups maintained. One of the off-site locations will maintain a backup SAN that will be backed up each weekend. The SAN will be configured to alert for any problems during backups. The same off-site location will also house a redundant domain controller. 4. 2. 7 Perimeter of the Complex There is no fence around the complex, and there are no security checks for vehicles entering the property. There is no video surveillance of the perimeter. There is also a lack of parking lot lighting. Build a fence around the perimeter of all locations. All vehicles will enter and exit through one point, monitored by security. Install tire spikes. Video surveillance will also be extended to the perimeter. Increase the lighting of the parking lot. 4. 2. 8 Administration and Policies There are major human resources issues in regards to post termination processes, policies for temporary and janitorial employees, and IT and Security personnel. Overall, there is a lack of security policies and a method of enforcing and auditing them. There also appears to be poor inter-departmental communication and cooperation. There is the use of personal hardware and software on company machines. Company computers also lack uniformity and disk encryption for mobile devices. Develop policies in the hiring, firing, or temporary disabling of employees. Develop policies for IT, security personnel, janitors and other temp workers, and other departments. Recommend giving ownership to an employee(s) for maintaining the policy. Each department should have a director or manager to report to, who then reports to the manager of managers to help improve departmental communication. Ban the use of all personal hardware and software on company machines. Company laptops need to be purchased with whole disk encryption and Problems and Solutions built to uniformity. Each departmental manager should have the responsibility of enforcing the security policy. 4. 2. 9 Bandwidth Issues Research and Development has many issues regarding bandwidth, both internally and externally. The main WAN connection is using an outdated frame-relay connection and each satellite location has only a fractional T-1. There exists an inadequate main office network between buildings. Each department is not separated by VLANs. There is no system performing bandwidth throttling to each department. Each department will be on a separate VLAN, which will have a throttled Internet connection. For WAN connections, we recommend the minimum of a 20 Meg WAN connection at the NY and backup facility; for the other facilities, we recommend a 5 Meg WAN connection. Each remote site will have an IPSec connection to the main site in Albany, NY for any internal communications. Fiber connections will be ran between buildings and wireless links for redundancy. These links will be managed via OSPF for automatic failover. All networking equipment will be Gigabit ready for future network upgrades. 4. 2. 0 Server Architecture There is no central server for the updating of operating systems, anti-virus programs, or network equipment firmware. The mail server lacks server-side spam filtering. Logs are not stored in a central location to ease analysis. The web server is running on an outdated server with outdated methods of manageability. There is not a use of a file server for employees to maintain t heir work on. All Windows servers will be patched to current release. The MS Exchange server will be upgraded to 64-bit 2003 Server and Exchange 2007 for OWA. Server-side spam filtering will be implemented. Each Windows Server will be installed with a client to reformat logs and push over to a central log server to increase manageability. DFS will be implemented for storage of Problems and Solutions employee work. We will install a new web server to IIS 6. 0 and move management to internal staff. We will install a new server for WSUS, anti-virus, and firmware patches. 4. 2. 11 Network Issues The network is designed under inconsistent and outdated hardware/firmware. The network devices communicate routes via RIP. It is not uncommon for employees to use the Internet for personal use. There is a lack of monitoring of switches, routers, and other services. The network lacks proper documentation. As stated before, all switches, wireless bridges, and routers will be upgraded to Cisco hardware and be standard company-wide. A network monitoring tool (‘What’s Up’ Gold) will be added where SNMP data will be collected. To prohibit personal use of the Internet, we will implement a software solution that blocks unauthorized Internet use. All the upgrades and changes made by IT Security Consultants, Inc. will be thoroughly documented and handed over to FTD Enterprises. 4. 3 Assumptions The following statements are assumptions that we are expecting FTD Enterprises to handle outside the scope of this project: * RFP provided was formed as a result of a complete audit. * Maintenance and other recurring costs associated with specific hardware vendors or services will be funded by FTD Enterprises. * FTD Enterprises is responsible for any ISP services required. * FTD Enterprises will not have adequate ISP service at time of installation; therefore, services such as SAN replication and IPSec tunnelling will be configured, but disabled until proper WAN connections are implemented. There will be no changes to the telecommunication systems, and is under the jurisdiction of FTD Enterprises to manage. * FTD Enterprises will maintain responsibility for physical security. * FTD Enterprises already has adequate cooling in their data center. 5. Project Management 5. 1 Resources Resource Name| Type| Initials| Std. Rate| SC Justin| Work| S| $75. 00/hr| SC Brandon M| Work| S| $75. 00/hr| SC Brandon L| Work| S| $75. 00/hr| SC Mark| Work| S| $75. 00/hr| SC Jason| Work| S| $75. 00/hr| SC Server Team 1 (Albany)| Work| S| $225. 00/hr| SC Server Team 2 (Phoenix)| Work| S| $225. 00/hr| SC Server Team 3 (San Diego)| Work| S| $225. 0/hr| SC Server Team 4 (Miami)| Work| S| $225. 00/hr| SC Server Team 5 (Houston)| Work| S| $225. 00/hr| SC Hardware Team 1 (Albany)| Work| S| $150. 00/hr| SC Hardware Team 2 (Phoenix)| Work| S| $150. 00/hr| SC Hardware Team 3 (San Diego)| Work| S| $150. 00/hr| SC Hardware Team 4 (Miami)| Work| S| $150. 00/hr| SC Hardware Team 5 (Houston)| Work| S| $150. 00/hr| SC Network Team 1 (Albany)| Work| S| $300. 00/hr| SC Network Team 2 (Phoenix)| Work| S| $300. 00/hr| SC Network Team 3 (San Diego)| Work| S| $300. 00/hr| SC Network Team 4 (Miami)| Work| S| $300. 00/hr| SC Network Team 5 (Houston)| Work| S| $300. 00/hr| SC Administration Team 1 (Albany)| Work| S| $300. 00/hr| SC Administration Team 2 (San Diego)| Work| S| $300. 00/hr| Albany Fire Suppression| Work| A| $0. 00| San Diego Fire Suppression| Work| S| $0. 00| Albany Fencing| Work| A| $70. 00/hr| San Diego Fencing| Work| S| $70. 00/hr| Albany Security| Work| A| $110. 00/hr| Phoenix Security| Work| P| $110. 00/hr| San Diego Security| Work| S| $110. 00/hr| Miami Security| Work| M| $110. 00/hr| Houston Security| Work| H| $110. 00/hr| Albany Wiring| Work| A| $100. 00/hr| Phoenix Wiring| Work| P| $100. 00/hr| San Diego Wiring| Work| S| $100. 00/hr| Miami Wiring| Work| M| $100. 00/hr| Houston Wiring| Work| H| $100. 00/hr| Albany Maintenance Co. | Work| A| $80. 00/hr| San Diego Maintenance Co. | Work| S| $80. 00/hr| Albany Generator| Work| A| $0. 00| San Diego Generator| Work| A| $0. 00| FTD Administration| Work| F| $0. 00| FTD Information Systems| Work| F| $0. 00| Project Management 5. 2 Task List | Task Name| Duration| Start| Finish| Predecessors| Resources| 1| Project| 55 days| Wed 4/1/09| Tue 6/16/09| | SC Justin, SC Brandon M, SC Brandon L, SC Mark, SC Jason| 2| | | | | | | 3| Systems Audit| 5 days| Mon 4/13/09| Fri 4/17/09| | | 4| Audit All Systems| 5 days| Mon 4/13/09| Fri 4/17/09| | | 5| | | | | | | | Administration and Policies| 22 days| Mon 4/20/09| Tue 5/19/09| | | 7| Recommend Hiring or Outsourcing of Security Personnel| 1 day| Mon 4/27/09| Mon 4/27/09| | SC Administration Team 1 (Albany)| 8| Train Personnel: Physical Access| 5 days| Tue 4/28/09| Mon 5/4/09| 7| SC Administration Team 1 (Albany)| 9| Recommend Hiring of A dequate IT Staff| 1 day| Tue 5/5/09| Tue 5/5/09| 8| SC Administration Team 1 (Albany)| 10| Develop Physical Security Policy| 1 day| Wed 5/6/09| Wed 5/6/09| 9| SC Administration Team 1 (Albany)| 11| Develop Access Control and Group Policy| 1 day| Thu 5/7/09| Thu 5/7/09| 10| SC Administration Team 1 (Albany)| 12| Develop Network Security Policy| 1 day| Fri 5/8/09| Fri 5/8/09| 11| SC Administration Team 1 (Albany)| 13| Develop Auditing Policies| 1 day| Mon 5/11/09| Mon 5/11/09| 12| SC Administration Team 1 (Albany)| 14| Develop Encryption Policy| 1 day| Tue 5/12/09| Tue 5/12/09| 13| SC Administration Team 1 (Albany)| 15| Train Personnel: Policies| 5 days| Wed 5/13/09| Tue 5/13/09| 14| SC Administration Team 1 (Albany)| 16| Train IT Staff| 11 days| Mon 4/20/09| Mon 5/4/09| | | 17| Training: Policies and Procedures| 2 days| Mon 4/20/09| Tue 4/21/09| | FTD Administration, SC Administration Team 1 (Albany)| 18| Training: Hardware| 2 days| Wed 4/22/09| Thu 4/23/09| 17| SC Hardware Team 1 (Albany)| 19| Training: Network| 3 days| Fri 4/24/09| Tue 4/28/09| 18| SC network Team 1 (Albany)| 20| Training: Server Configuration| 3 days| Wed 4/29/09| Fri 5/1/09| 19| SC Server Team 1 (Albany)| 21| Training: Security| 1 day| Mon 5/4/09| Mon 5/4/09| 20| Albany Security| 23| Train Personnel: Computer Access| 1 day| Wed 4/2/09| Wed 4/22/09| | SC Administration Team 1 (Albany)| Project Management 24| Replace Existing Laptops for Administration and Sales| 2 days| Mon 5/11/09| Tue 5/12/09| | FTD Information Systems| 25| | | | | | | 26| Albany| 50 days| Wed 4/1/09| Tue 6/9/09| | | 0| Buildings and Perimeter| 11 days| Mon 5/4/09| Mon 5/18/09| | | 44| System Access| 11 days| Thu 5/7/09| Thu 5/21/09| | | 52| Datacenter and Communication Closet| 9 days| Fri 5/8/09| Wed 5/20/09| 10, 11| | 61| Network Security| 8 days| Mon 5/4/09| Wed 5/13/09| | | 81| Bandwidth and Network Issues| 1 day| Mon 5/4/09| Mon 5/4/09| | | 82| Network Cabling| 5 days| Mon 5/4/09| Fri 5/8/09| | | 83| Upgrade Internal Cabling to CAT5e| 5 days| Mon 5/4/09| Fri 5/8/09| | Albany Wiring| 84| Wide Area Network Connection| 50 days| Wed 4/1/09| Tue 6/9/09| | | 91| | | | | | | 92| Phoenix| 45 days| Wed 4/1/09| Tue 6/2/09| | | 3| Buildings and Perimeter| 9 days| Mon 5/4/09| Thu 5/14/09| | | 94| Video Surveillance| 4 days| Mon 5/4/09| Thu 5/7/09| | | 95| Install Video Camera| 2 days| Mon 5/4/09| Tue 5/5/09| | Phoenix Security| 96| Install Monitors and Recording Systems| 2 days| Wed 5/6/09| Thu 5/7/09| 95| Phoenix Security| 97| Install Alarm System| 3 days| Fri 5/8/09| Tue 5/12/09| 96| Phoenix Security| 98| Badge System| 5 days| Fri 5/8/09| Thu 5/14/09| | | 99| Install Badge Readers| 2 days| Wed 5/13/09| Thu 5/14/09| | Phoenix Security| 100| Rack Server| 1 day| Fri 5/8/09| Fri 5/8/09| 107| SC Server Team 2 (Phoenix)| 101| Install Card Access Software| 2 days| Mon 5/11/09| Tue 5/12/09| 100| SC Server Team 2 (Phoenix)| 102| System Access| 1 day| Mon 5/4/09| Mon 5/4/09| | | 103| Setup Smart Cards/USB Tokens| 1day| Mon 5/4/09| Mon 5/4/09| | SC Hardware Team 2 (Phoenix)| 104| Datacenter and Communication Closets| 3 days| Tue 5/5/09| Thu 5/7/09| | | Project Management 05| Install Server Racks| 1 day| Tue 5/5/09| Tue 5/5/09| 103| SC Hardware Team 2 (Phoenix)| 106| Install UPS in Isolated Area (Not Datacenter)| 1 day| Wed 5/6/09| Wed 5/6/09| 105| SC Hardware Team 2 (Phoenix)| 107| Install Communication Closet Racks| 1 day| Thu 5/7/09| Thu 5/7/09| 106| SC hardware Team 2 (Phoenix)| 108| Network Security| 6 days| Mon 5/4 /09| Mon 5/11/09| | | 109| Install Cisco Aironet 1250’s Wireless Access Points| 1 day| Mon 5/4/09| Mon 5/4/09| | SC Network Team 2 (Phoenix)| 110| Install Cisco Catalyst 3750e’s Switches| 1 day| Wed 5/6/09| Wed 5/6/09| 109| SC Network Team 2 (Phoenix)| 111| Install ASA 5510 Firewall| 1 day| Wed 5/6/09| Wed 5/6/09| 110| SC Network Team 2 (Phoenix)| 112| Install Cisco 2821 Router| 1 day| Thu 5/7/09| Thu 5/7/09| 111| SC Network Team 2 (Phoenix)| 113| Implement VLAN’s and Network Segmentation| 1 day| Fri 5/8/09| Fri 5/8/09| 112| SC Network Team 2 (Phoenix)| 114| Implement IPSec Tunnel to Satellite Sites| 1 day| Mon 5/11/09| Mon 5/11/09| 113| SC Network Team 2 (Phoenix)| 115| Datacenter and Server Architecture| 4 days| Wed 5/13/09| Mon 5/18/09| | | 116| Install Domain Controller| 1 day| Wed 5/13/09| Wed 5/13/09| 101| SC Server Team 2 (Phoenix)| 117| Setup Print Server| 1 day| Thu 5/14/09| Thu 5/14/09| 116| SC Server Team 2 (Phoenix)| 118| Setup DHCP Server| 1 day| Fri 5/15/09| Fri 5/15/09| 117| SC Server Team 2 (Phoenix)| 119| Setup DNS Server| 1 day| Mon 5/18/09| Mon 5/18/09| 118| SC Server Team 2 (Phoenix)| 120| Bandwidth and Network Issues| 45 days| Wed 4/1/09| Tue 6/2/09| | | 121| Network Cabling| 2 days| Mon 5/4/09| Tue 5/5/09| | | 122| Upgrade Internal Cabling to CAT5e| 2 days| Mon 5/4/09| Tue 5/5/09| | Phoenix Wiring| 123| Wide Area Network Connection| 45 days| Wed 4/1/09| Tue 6/2/09| | | 124| Implement Larger WAN Connection| 45 days| Wed 4/1/09| Tue 6/2/09| | | 125| Configure Squid| 1 day| Tue 5/12/09| Tue 5/12/09| | SC Network Team 2 (Phoenix)| 126| Configure Network Throttling per VLAN| 1 day| Wed 5/13/09| Wed 5/13/09| | SC Network Team 2 (Phoenix)| 127| | | | | | | 128| San Diego| 45 days| Wed 4/1/09| Tue 6/2/09| | | 129| Buildings and Perimeter| 11 days| Mon 5/4/09| Mon 5/18/09| | | Project Management 30| Video Surveillance| 4 days| Mon 5/4/09| Thu 5/7/09| | | 131| Install Video Camera| 2 days| Mon 5/4/09| Tue 5/5/09| | San Diego Security | 132| Install Monitors and Recording System| 2 days| Wed 5/6/09| Thu 5/7/09| 131| San Diego Security| 133| Install Alarm System| 3 days| Fri 5/8/09| Tue 5/12/09| 132| San Diego Security| 134| Badge System| 9 days| Mon 5/4/09| Thu 5/14/09| | | 135| Install Badge Readers| 2 days| Wed 5/13/09| Thu 5/14/09| 133| San Diego Security| 136| Rack Server| 1 day| Mon 5/4/09| Mon 5/4/09| | SC Server Team 3 (San Diego)| 137| Install Card Access Software| 2 days| Tue 5/5/09| Wed 5/6/09| 136| SC Server Team 3 (San Diego)| 138| Upgrade Existing Indoor and Outdoor Lighting| 2 days| Mon 5/4/09| Tue 5/5/09| | San Diego Maintenance Co. | 139| Trim Thickets and Hedges from Around Building| 2 days| Wed 5/6/09| Thu 5/7/09| 138| San Diego Maintenance Co. | 140| Install Perimeter Fence| 11 days| Mon 5/4/09| Mon 5/18/09| | | 141| Install Fe nce| 4 days| Mon 5/4/09| Thu 5/7/09| | San Diego Fencing| 142| Install Gate/Security Checkpoint| 2 days| Fri 5/15/09| Mon 5/18/09| 141, 135| San Diego Fencing, San Diego Security| 143| System Access| 1 ay| Mon 5/4/09| Mon 5/4/09| | | 144| Setup Smart Cards/USB Tokens| 1 day| Mon 5/4/09| Mon 5/4/09| | SC hardware Team 3 (San Diego)| 145| Datacenter and Communication Closets| 10 days| Mon 5/4/09| Fri 5/15/09| | | 146| Install Raised Floor in Datacenter| 5 days| Tue 5/5/09| Mon 5/11/09| 144| SC Hardware Team 3 (San Diego)| 147| Install Fire Suppression| 3 days| Mon 5/4/09| Wed 5/6/09| | | 148| Install Server Racks| 1 day| Tue 5/12/09| Tue 5/12/09| 146| SC Hardware Team 3 (San Diego)| 149| Install Automatic Transfer Switch| 1 day| Wed 5/13/09| Wed 5/13/09| 148| SC Hardware Team 3 (San Diego)| 150| Install UPS in Isolated Area (Not in Datacenter)| 1 day| Thu 5/14/09| Thu 5/14/09| 149| S C Hardware Team 3 (San Diego)| 151| Install Communication Closet Racks| 1 day| Fri 5/15/09| Fri 5/15/09| 150| SC hardware Team 3 (San Diego)| 152| Install Generator System| 5 days| Mon 5/4/09| Fri 5/8/09| | | 153| Network Security| 8 days| Mon 5/18/09| Wed 5/27/09| | | 154| Install Cisco 4402 Wireless LAN Controllers| 1 day| Mon 5/18/09| Mon 5/18/09| 145| | Project Management 55| Install Cisco Aironet 1250 Wireless Access Points| 1 day| Tue 5/19/09| Tue 5/19/09| 154| SC Network Team 3 (San Diego)| 156| Install Cisco Catalyst 6509-E Switches| 1 day| Thu 5/21/09| Thu 5/21/09| 156| SC Network Team 3 (San Diego)| 157| Install ASA 5510 Firewall| 1 day| Thu 5/21/09| Thu 5/21/09| 156| SC Network Team 3 (San Diego)| 158| Install Cisco 2821 Router| 1 day| Fri 5/22/09| Fri 5/22/09| 157| SC Network Team 3 (San Diego)| 159| Implement VLAN and Network Segmentation| 1 day| Mon 5/25/09| Mon 5/25/09| 158| SC Network Team 3 (San Diego)| 160| Implement SSL Connectivity| 1 day| Tue 5/26/09| Tue 5/26/09| 159| SC Network Team 3 (San Diego)| 161| Implement IPSec Tunnel to Satellite Sites| 1 day| Wed 5/27/09| Wed 5/27/09| 160| SC Network Team 3 (San Diego)| 162| Datacenter and Server Architecture| 18 days| Thu 5/7/09| Mon 6/1/09| | | 163| Install Fiber Channel Switch| 1 day| Thu 5/7/09| Thu 5/7/09| 137| SC Server Team 3 (San Diego)| 164| Install SANs| 1 day| Fri 5/8/09| Fri 5/8/09| 163| SC Server Team 3 (San Diego)| 165| Install Rack Servers| 1 day| Wed 5/13/09| Wed 5/13/09| 148| SC Server Team 3 (San Diego)| 166| Install Domain Controller| 1 day| Fri 5/22/09| Fri 5/22/09| 165| SC Server Team 3 (San Diego)| 167| Setup Print Server| 1 day| Tue 5/26/09| Tue 5/26/09| 166| SC Server Team 3 (San Diego)| 168| Setup DHCP Server| 1 day| Thu 5/28/09| Thu 5/28/09| 167| SC Server Team 3 (San Diego)| 169| Setup DNS Server| 1 day| Fri 5/29/09| Fri 5/29/09| 168| SC Server Team 3 (San Diego)| 170| Install Microsoft Windows 2003 Server x64 w/Exchange| 3 days| Thu 5/14/09| Mon 5/18/09| | | 171| Install Hardware for Content Filtering| 1 day| Mon 5/18/09| Mon 5/18/09| 148, 165| SC Hardware Team 3 (San Diego)| 172| Setup Server Side E-mail Filter| 1 day| Thu 5/14/09| Thu 5/ 14/09| 165| SC Server Team 3 (San Diego)| 173| Implement RADIUS| 1 day| Fri 5/15/09| Fri 5/15/09| 172| SC Server Team 3 (San Diego)| 174| Setup SQL Server| 1 day| Mon 5/18/09| Mon 5/18/09| 173| SC Server Team 3 (San Diego)| 175| Install Monitoring Server| 1 day| Tue 5/19/09| Tue 5/19/09| 174| SC Server Team 3 (San Diego)| 176| Install Squid Server| 1 day| Wed 5/20/09| Wed 5/20/09| 175| SC Server Team 3 (San Diego)| 177| Install Microsoft Windows 2003 Web Server w/IIS 6. 0| 1 day| Thu 5/21/09| Thu 5/21/09| 176| SC Server Team 3 (San Diego)| 178| Install Software Distribution Server| 1 day| Mon 5/25/09| Mon 5/25/09| 177| SC Server Team 3 (San Diego)| 179| Setup DFS| 1 day| Wed 5/27/09| Wed 5/27/09| 178| SC Server Team 3 (San Diego)| Project Management 80| Setup Syslog Server| 1 day| Mon 6/1/09| Mon 6/1/09| | | 181| Install Syslog Clients on Servers| 1 day| Mon 6/1/09| Mon 6 /1/09| 179| SC Server Team 3 (San Diego)| 182| Bandwidth and Network Issues| 45 days| Wed 4/1/09| Tue 6/2/09| | | 183| Network Cabling| 3 days| Mon 5/4/09| Wed 5/6/09| | | 184| Upgrade Internal Cabling to CAT5e| 3 days| Mon 5/4/09| Wed 5/6/09| | San Diego Wiring| 185| Wide Area network Connection| 45 days| Wed 4/1/09| Tue 6/2/09| | | 186| Implement Larger WAN Connection| 45 days| Wed 4/1/09| Tue 6/2/09| | | 187| Configure Squid| 1 day| Thu 5/28/09| Thu 5/28/09| 161| SC Network Team 3 (San Diego )| 188| Configure Network Throttling per VLAN| 1 day| Tue 6/2/09| Tue 6/2/09| 162| SC Network Team 3 (San Diego)| 189| | | | | | | 190| Miami| 45 days| Wed 4/1/09| Tue 6/2/09| | | 91| Buildings and Perimeter| 9 days| Mon 5/4/09| Thu 5/14/09| | | 192| Video Surveillance| 4 days| Mon 5/4/09| Thu 5/7/09| | | 193| Install Video Camera| 2 days| Mon 5/4/09| Tue 5/5/09| | Miami Security| 194| Install Monitors and Recording Systems| 2 days| Wed 5/6/09| Thu 5/7/09| 193| Miami Security| 195| Install Alarm System| 3 days| Fri 5/8/09| Tue 5/12/09| 194| Miami Security| 196| Badge System| 9 days| Mon 5/4/09| Thu 5/14/09| | | 197| Install Badge Readers| 2 days| Wed 5/13/09| Thu 5/14/09| 195| Miami Security| 198| Rack Server| 1 day| Mon 5/4/09| Mon 5/4/09| | SC Server Team 4 (Miami)| 199| Install Card Access Software| 2 days| Tue 5/5/09| Wed 5/6/09| 198| SC Server Team (Miami)| 200| System Access| 1 day| Mon 5/4/09| Mon 5/4/09| | | 201| Setup Smart Cards/USB Tokens| 1 day| Mon 5/4/09| Mon 5/4/09| | SC Hardware Team 4 (Miami)| 202| Datacenter and Communication Closets| 3 days| Tue 5/5/09| Thu 5/7/09| | | 203| Install Server Racks| 1 day| Tue 5/5/09| Tue 5/5/09| 201| SC Hardware Team 4 (Miami)| 204| Install UPS in Isolated Area (Not in Datacenter)| 1 day| Wed 5/6/09| Wed 5/6/09| 203| SC Hardware Team 4 (Miami)| Project Management 205| Install Communication Closet Racks| 1 day| Thu 5/7/09| Thu 5/7/09| 204| SC Hardware Team 4 (Miami)| 206| Network Security| 6 days| Mon 5/4/09| Mon 5/11/09| | | 207| Install Cisco Aironet 1250 Wireless Access Points| 1 day| Mon 5/4/09| Mon 5/4/09| | SC Network Team 4 (Miami)| 208| Install Cisco Catalyst 3750e Switches| 1 day| Tue 5/5/09| Tue 5/5/09| 207| SC Network Team 4 (Miami)| 209| Install ASA 5510 Firewall| 1 day| Wed 5/6/09| Wed 5/6/09| 208| SC Network Team 4 (Miami)| 210| Install Cisco 2821 Router| 1 day| Thu 5/7/09| Thu 5/7/09| 209| SC Network Team 4 (Miami)| 211| Implement VLAN and Network Segmentation| 1 day| Fri 5/8/09| Fri 5/8/09| 210| SC Network Team 4 (Miami)| 212| Implement IPSec Tunnel to Satellite Sites| 1 day| Mon 5/11/09| Mon 5/11/09| 211| SC Network Team 4 (Miami)| 213| Install Domain Controller| 4 days| Thu 5/7/09| Tue 5/12/09| | | 214| Install Domain Controller| 1 day| Thu 5/7/09| Thu 5/7/09| 199| SC Server Team 4 (Miami)| 215| Setup Print Server| 1 day| Fri 5/8/09| Fri 5/8/09| 214| SC Server Team 4 (Miami)| 216| Setup DHCP Server| 1 day| Mon 5/11/09| Mon 5/11/09| 215| SC Server Team 4 (Miami)| 217| Setup DNS Server| 1 day| Tu e 5/12/09| Tue 5/12/09| 216| SC Server Team 4 (Miami)| 218| Bandwidth and Network Issues| 45 days| Wed 4/1/09| Tue 6/2/09| | | 219| Network Cabling| 3 days| Mon 5/4/09| Wed 5/6/09| | | 220| Upgrade Internal Cabling to CAT5e| 3 days| Mon 5/4/09| Wed 5/6/09| | Miami Wiring| 221| Wide Area Network Connection| 45 days| Wed 4/1/09| Tue 6/2/09| | | 222| Implement Larger WAN Connection| 45 days| Wed 4/1/09| Tue 6/2/09| | | 223| Configure Squid| 1 day| Wed 5/13/09| Wed 5/13/09| 199| SC Server Team 4 (Miami)| 224| Configure Network Throttling per VLAN| 1 day| Tue 5/12/09| Tue 5/12/09| 212| SC Network Team 4 (Miami)| 225| | | | | | | 226| Houston| 9 days| Mon 5/4/09| Thu 5/14/09| | | 227| Buildings and Perimeter| 9 days| Mon 5/4/09| Thu 5/14/09| | | 228| Video Surveillance| 4 days| Mon 5/4/09| Thu 5/7/09| | | 229| Install Video Camera| 2 days| Mon 5/4/09| Tue 5/5/0 9| | Houston Security| Project Management 230| Install Monitors and Recording Systems| days| Wed 5/6/09| Thu 5/7/09| 229| Houston Security| 231| Install Alarm System| 3 days| Fri 5/8/09| Tue 5/12/09| 230| Houston Security| 232| Badge System| 9 days| Mon 5/4/09| Thu 5/14/09| | | 233| Install Badge Readers| 2 days| Wed 5/13/09| Thu 5/14/09| 231| Houston Security| 234| Rack Server| 1 day| Mon 5/4/09| Mon 5/4/09| | SC Server Team 5 (Houston)| 235| Install Card Access Software| 2 days| Tue 5/5/09| Wed 5/6/09| 234| SC Server Team 5 (Houston)| 236| System Access| 1 day| Mon 5/4/09| Mon 5/4/09| | | 237| Setup Smart Cards/USB Tokens| 1 day| Mon 5/4/09| Mon 5/4/09| | SC Hardware Team 5 (Houston)| 238| Datacenter and Communication Closets| 2 days| Tue 5/5/09| Wed 5/6/09| | | 239| Install UPS in Isolated Area (Not in Datacenter)| 1 day| Tue 5/5/09| Tue 5/5/09| 237| SC Hardware Team 5 (Houston)| 240| Install Communication Closet Racks| 1 day| Wed 5/6/09| Wed 5/6/09| 239| SC Hardware Team 5 (Houston)| 241| Network Security| 7 days| Mon 5/4/09| Tue 5/12/09| | | 242| Install Cisco Aironet 1250 Wireless Access Points| 1 day| Mon 5/4/09| Mon 5/4/09| | SC Network Team 5 (Houston)| 243| Install Cisco Catalyst 3750e Switches| 1 day| Tue 5/5/09| Tue 5/5/09| 242| SC Network Team 5 (Houston)| 244| Install ASA 5510 Firewall| 1 day| Wed 5/6/09| Wed 5/6/09| 243| SC Network Team 5 (Houston)| 245| Install Cisco 2821 Router| 1 day| Thu 5/7/09| Thu 5/7/09| 244| SC Network Team 5 (Houston)| 246| Implement VLAN and Network Segmentation| 1 day| Fri 5/8/09| Fri 5/8/09| 245| SC Network Team 5 (Houston)| 247| Implement IPSec Tunnel to Satellite Sites| 1 day| Mon 5/11/09| Mon 5/11/09| 246| SC Network Team 5 (Houston)| 248| Install Domain C ontroller| 4 days| Thu 5/7/09| Tue 5/12/09| | | 249| Install Domain Controller| 1 day| Thu 5/7/09| Thu 5/7/09| 235| SC Server Team 5 (Houston)| 250| Setup Print Server| 1 day| Fri 5/8/09| Fri 5/8/09| 249| SC Server Team 5 (Houston)| 251| Setup DHCP Server| 1 day| Mon 5/11/09| Mon 5/11/09| 250| SC Server Team 5 (Houston)| 252| Setup DNS Server| 1 day| Tue 5/12/09| Tue 5/12/09| 251| SC Server Team 5 (Houston)| 253| Bandwidth and Network Issues| 8 days| Mon 5/4/09| Wed 5/13/09| | | 254| Network Cabling| 3 days| Mon 5/4/09| Wed 5/6/09| | | Project Management 255| Upgrade Internal Cabling to CAT5e| 3 days| Mon 5/4/09| Wed 5/6/09| | Houston Wiring| 256| Wide Area Network Connection| 1 day| Mon 5/4/09| Mon 5/4/09| | | 257| Implement Larger WAN Connection| 1 day| Mon 5/4/09| Mon 5/4/09| | | 258| Configure Squid| 1 day| Wed 5/13/09| Wed 5/13/09| 235| SC Server Team 5 (Housto n)| 259| Configure Network Throttling per VLAN| 1 day| Tue 5/12/09| Tue 5/12/09| 247| SC Network Team 5 (Houston)| 260| | | | | | | 61| Business Continuity and Disaster Recovery| 14 days| Wed 5/20/09| Mon 6/8/09| | | 262| Develop Disaster Recovery Plan| 3 days| Wed 5/20/09| Fri 5/22/09| 15| SC Administration Team 1 (Albany)| 263| Test Disaster Recovery Plan| 2 days| Mon 5/25/09| Tue 5/26/09| 262| SC Administration Team 1 (Albany), SC Administration Team 3 (San Diego)| 264| Develop Business Continuity Plan| 2 days| Wed 5/27/09| Thu 5/28/09| 263| SC Administration Team 1 (Albany)| 265| Test Business Continuity Plan| 1 day| Fri 5/29/09| Fri 5/29/09| 264| SC Administration Team 1 (Albany)| 266| Implement SAN Replication for Backup| 1 day| Mon 6/8/09| Mon 6/8/09| | | 267| Install OSSV Clients on Servers| 1 day| Mon 6/8/09| Mon 6/8/09| 61| SC Server Team 1 (Albany), SC Server Team 3 (San Diego)| 268| Configure Backup Alerting | 1 day| Mon 6/8/09| Mon 6/8/09| 267| SC Server Team 1 (Albany), SC Server Team 3 (San Diego)| 269| Recommend Inventory Management System| 1 day| Mon 6/1/09| Mon 6/1/09| 265| SC Administration Team 1 (Albany)| 270| | | | | | | 271| Systems Audit| 5 days| Wed 6/10/09| Tue 6/16/09| | | 272| Audit Systems| 5 days| Wed 6/10/09| Tue 6/16/09| 3, 6, 25, 92, 128| | 5. 3 Network Topology Logical View Network Topology Logical View Network Topology Logical View Network Topology WAN Redundancy Network Topology VPN Network 6. Deliverables Based on information provided and assessments previously defined, we will be providing the following deliverables upon project initiation, during implementation, and upon completion: 1) IT Security Consultants, Inc. ill provide a project schedule and implementation timeline to clarify each phase of the project. 2) IT Security Consultants, Inc. will identify the network topology, security infrastructure, and layout. Our main highlights will include the following: * Installation of two SAN Servers for server booting and backup services. These will be at the Albany, NY and San Diego, CA sites only. * Installation of SCCM which will manage pushing patches and software updates to computers. These will be at the Albany, NY and San Diego, CA sites only. * Installation of TinyDNS server for management of FTD Enterprises’ domain and ARIN IP addresses. These will be at the Albany, NY and San Diego, CA sites only. Installation of generator, automatic transfer switches, and dual UPS systems at the Albany, NY and San Diego, CA sites only. At the other facilities a dual UPS system will be used to maintain power for servers and network components. * Purchase of 256 ARIN IP addresses. * Security policies, backup policy, and business continuity plan will be provided at the beginning of installation. FTD Enterprises will have the power to review these policies and plans, update them, and make submissions for any change s that need to take place. 3) IT Security Consultants, Inc. will propose hardware and costs which will include installation and maintenance costs. Maintenance costs associated with specific hardware vendors will be funded by FTD Enterprises. 4) IT Security Consultants, Inc. will provide a business continuity plan. 5) IT Security Consultants, Inc. will provide a comprehensive backup/disaster recovery plan. 7. Budget Hardware| Quantity| Price| Price Extended| Installation Hours| Hourly Rate| Total Price Extended| Hp Laptop| 99| $2,003. 00| $198,297. 00| 198| $100. 00| $218,097. 00| HP Proliant DL385 G5 Server| 26| $3,179. 00| $82,654. 00| 52| $100. 00| $87,854. 00| Cisco MDS 9509 Multilayer Director Switch| 4| $59,045. 00| $236,180. 00| 80| $100. 00| $244,180. 00| Cisco Catalyst 6509-E| 5| $58,978. 00| $294,890. 00| 40| $100. 00| $298,890. 0| Cisco Catalyst 3750E-48TD| 5| $9,989. 00| $49,945. 00| 20| $100. 00| $51,945. 00| Cisco ASA 5500| 10| $9,014. 03| $90,140. 30| 65| $100. 00| $96,640. 30| Cisco 2821 Router| 10| $8,801. 50| $88,015. 00| 35| $100. 00| $91,515. 00| Cisco Systems AIR-LAP1252G-A-K9| 33| $871. 87| $28,771 . 71| 66| $100. 00| $35,371. 71| Cisco Wireless Controler 4402| 4| $6,274. 00| $25,096. 00| 16| $100. 00| $26,696. 00| RB433AH w/XR5 Card| 8| $485. 00| $3,880. 00| 32| $100. 00| $7,080. 00| NetApp R150| 2| $24,995. 00| $49,990. 00| 80| $100. 00| $57,990. 00| APC Smart-UPS VT 10KVA 400V w/4 Batt Mod Exp to 4, Int Maint Bypass, Parallel Capable| 4| $15,790. 00| $63,160. 00| 80| $100. 00| $71,160. 0| APC Symmetra RM 2kVA Scalable to 6kVA N+1 208/240V w/ 208 to 120V Step-Down Transformer (4) L5-20R| 3| $3,411. 00| $10,233. 00| 30| $100. 00| $13,233. 00| APC Smart-UPS APC Smart-UPS 2200VA USB Serial RM 2U 120V| 3| $1,075. 00| $3,225. 00| 6| $100. 00| $3,825. 00| RACK ATS, 120V, 20A, L5-20 IN, (10) 5-20R OUT| 8| $769. 00| $6,152. 00| 8| $100. 00| $6,952. 00| Security Gate and Checkpoint| 2| $12,451. 00| $24,902. 00| 120| $100. 00| $36,902. 00| Budget Guardian Quiet Source 36 kW Standy Power Generator| 2| $9,689. 00| $19,378. 00| 40| $100. 00| $23,378. 00| Rack PDU, Switched, Zer o U, 30A, 200/208V, (21)C13 (3)C19| 8| $879. 00| $7,032. 00| 8| $100. 0| $7,832. 00| NetShelter VX Seismic 42U Enclosure w/Sides Black| 4| $2,350. 00| $9,400. 00| 20| $100. 00| $11,400. 00| SAFENET USB Token Authenticator| 200| $32. 00| $6,400. 00| 10| $100. 00| 7,400. 00| Software| Quantity| Price| Price Extended| Installation Hours| Hourly Rate| Total Price Extended| Server 2003 Std| 18| $999. 00| $17,982. 00| 36| $100. 00| $21,582. 00| Server 2003 Std x64| 4| $999. 00| $3,996. 00| 24| $100. 00| $6,396. 00| Exchange 2007| 4| $699. 00| $2,796. 00| 32| $100. 00| $5,996. 00| Server 2003 CALs (20 Pack)| 10| $799. 00| $7,990. 00| 0| $100. 00| $7,990. 00| Exchange CALs| 325| $67. 00| $21,775. 00| 0| $100. 0| $21,775. 00| SQL 2005| 2| $1,849. 00| $3,698. 00| 0| $100. 00| $3,698. 00| Squid| 5| $ -| $ -| 25| $100. 00| $2,500. 00| Trend Micro Office Scan| 350| $41. 42| $14,497. 00| 0| $100. 00| $14,497. 00| SCCM| 2| $579. 00| $ 1,158. 00| 160| $100. 00| $17,158. 00| SCCM Enterprise License| 2| $430. 00| $860. 00| 4| $100. 00| $1,260. 00| WhatsUpGold| 2| $2,595. 00| $5,190. 00| 20| $100. 00| $7,190. 00| ARIN Block AS Registration| 1| $500. 00| $500. 00| 0| | $500. 00| Budget Yearly Maintenance| Quantity| Price| Price Extended| | | Total Price Extended| HP Server Maintenance| 26| $600. 00| $15,600. 0| | | $15,600. 00| Cisco Maintenance| 72| $157. 00| $11,304. 00| | | $11,304. 00| SAN Maintenance| 2| $38,000. 00| $76,000. 00| | | $76,000. 00| Power System| 2| $14,045. 00| $28,090. 00| | | $28,090. 00| ARIN /24 Block of IPs| 1| $1,250. 00| $1,250. 00| | | $1,250. 00| Contractors| Quantity| Price| Price Extended| | | Total Price Extended| Fencing Installed (Units in feet)| 3200| $14. 00| $44,800. 00| | | $44,800. 00| Security Contractor| | | $120,000. 00| | | $120,000. 00| Maintenance Contractor| | | $10,000. 00| | | $10,000. 00| Wiring Contractor| | | $75,000. 00| | | $75,000. 00| Total| | 1297 Ho urs| $1,890,927. 01| Appendix: Detailed Budget The following is an explanation of items listed on the budget that we are requesting to be purchased by FTD Enterprises for network reconstruction: * HP Laptops will be for sales teams that utilize wireless, instead of having employees use their own laptops, which can cause problems with the network security. * HP Proliant DL385 G5 Server; these are the servers that will be replacing all existing servers. We are replacing all servers with equipment that is more efficient with today. These HP Servers come with an AMD Quad-Core processor with 2MB Level 2 cache and 2MB Level 3 cache. Each server also has 8 DIMM slots that can support up to 64GB of RAM. * Cisco MDS 9509 Multilayer Director Switch; used for the fiber-channel network, for booting the servers and provides 2 4g redundant links to the closet switches. Cisco Catalyst 6509-E; these Cisco Catalysts will be the main switches for the Albany NY and San Diego CA sites. Because we are pushing updates and SAN backups between these two locations, they needed a switch that could handle high bandwidth. Features include software modularity to deliver fault containment, memory protection, and hardware redundancy for fans, power supplies, fabrics, and clocks for nonstop operation; Nonstop Forwarding (NSF) and Stateful SwitchOver (SSO) help ensure minimal traffic loss. * Cisco Catalyst 3750E-48TD; Enterprise class switches that will be installed at Miami FL, Houston TX, and Phoenix AZ. * Cisco ASA 5510 Series SSL/IPSec VPN; the ASA 5510 will be the firewall and VPN connection for each location. The ASA 5510 extends the appropriate SSL VPN technology, either clientless or full-network access, on a per-session basis, depending on the user group or endpoint accessing the network; it also provides comprehensive network access and optimized network performance. * Cisco 2821 Router; main routers at each location; 2 routers will be installed at each location for redundant connections. * Cisco Systems AIR-LAP1252G-A-K9; installed at each location to provide wireless coverage. Detailed Budget * Cisco Wireless Controller 4402; used for the Cisco WAPs, they connect to the controller for firmware (IOS) updates and provide central management for all the WAPs. * RB433AH w/XR5 Card; these are for the wireless links between buildings at Albany. * NetApp R150; SAN servers for Albany NY and San Diego CA. * APC Smart-UPS; power supply, in case of power failure, for data centers at each location. APC Symmetra; power supply, in case of power failure, for buildings located in Albany NY. * RACK ATS, 120V, 20A, L5-20 IN, (10) 5-20R OUT; Automatic Transfer Switches to maintain constant power at each location. * Guardian Quiet Source 36 kW Standby Power Generator; these two generators are for long-term power outages beyond the range of the UPS equipment; installed at Albany NY and San Diego CA. * Squid is the open-source proxy server that will be used at each location. * Trent Micro is the Antivirus that will be installed on all servers, laptops, and desktops. * SCCM, which stands for System Center Configuration Manager, will be used to deploy software updates and patches across the network. ‘WhatsUpGold’ is the program that will monitor the network and record SNMP stats. Appendix: Risk Assessment Vulnerabilities| Description| Criticality| Impact Cost| Probability| Total Impact| Buildings| Total lack of internal and external video surveillance. Thickets of large plants and trees around buildings. There are four entrances to the building with no security checks. There is poor lighting inside the building after hours. | High (3)| Medium (2)| High (3)| High (8)| System Access| The network has a poor password and account lockout policies. Employees have local administrator access to machines that needs to be abolished. Access is based solely on username and passwords to authenticate. The domain server is not being utilized to its full capability in regards to access control. | High (3)| High (3)| Medium (2)| High (8)| Physical Access| Employees are granted access to the building during all hours. There is no security personnel. Lack of badges for visitors and employees. There is a potential for social engineering due to a lack of employee training. | Medium (2)| High (3)| Medium (2)| High (7)| Data Center and Communications Closets| There is a lack of physical security to the data center. Insufficient environmental controls and monitoring for temperature, fire suppression, or flood protection. The site also lacks a central UPS and generator system. High (3)| High (3)| Low (1)| High (7)| Network Security| There is also a lack port security and the servers are not in a separate subnet. The wireless network is not implemented via most recommended security and manageability practices. There is a lack or unknown status of a firewall. The company uses PPTP and L2TP VPNs to allow remote access in. The domain controller allows for RAS connections to be made to it. The network also lacks MAC filtering. | High (3)| High (3)| Low (1)| High (7)| Business Continuity| The company needs a system to manage IT and product inventory. There is a lack of frequency of backups, testing of those backups, and off-site storage of backups. There is no redundancy with the domain controller. High (3)| High (3)| Low (1)| High (7)| Perimeter of Complex| No fence around complex and there are no security checks for vehicles entering the property. There is also no video surveillance of the perimeter. There is a lack of parking lot lighting. | Medium (2)| Low (1)| High (3)| Medium (6)| Administration and Policies| Major human resources issues in regards to processes post termination, policies for temp and janitorial employees, and IT and Security personnel. Overall lack of security policies and a method of enforcing and auditing them. There may also be poor inter-dep artmental communication and cooperation. There is the use of personal hardware and software on company machines. Company computers also lack uniformity and disk encryption for mobile devices. | Medium (2)| Low (1)| High (3)| Medium (6)| Bandwidth Issues| Research and Development has many issues regarding bandwidth both internally and externally. The main WAN connection is a frame relay connection and each satellite location has a fractional T-1. Inadequate main office network between buildings. Each department is not separated by VLANs. There is no system performing bandwidth throttling to each department. | High (3)| Low (1)| Low (1)| Medium (5)| Server Architecture| There is no central server for updates for operating systems, anti-virus, or network equipment firmware. The mail server lacks server-side spam filtering. Logs are not stored in a central location to ease analysis. The web server is running on an outdated server with outdated methods of manageability. There is not a use of a file server for employees to maintain their work on. | Medium (2)| Medium (2)| Low (1)| Medium (5)| Network Issues| The network is designed under inconsistent and outdated hardware/firmware. The network devices communicate routes via RIP. Employees are common to use the internet for personal use. Lack of monitoring of switches, routers, and other services via SNMP. The network lacks proper documentation. | Medium (2)| Low (1)| Low (1)| Low (4)| Risk Assessment Appendix: Continuity Plan Contingency Planning Policy Statement FTD Enterprises shall develop contingency plans for each major application or general support system to meet the needs of critical IT operations in the event of a disruption extending beyond 24 hours. As the contingency planning is developed communication with the CTO and other upper level management shall be maintained. Any future changes to any contingency plan or policy will be properly and formally documented. The procedures must account for nightly backups to be conducted and sent to the backup server array. This plan will assign specific responsibilities to designated staff or positions to facilitate the recovery and/or continuity of essential IT functions. Resources necessary to ensure viability of the procedures shall be acquired and maintained. Personnel responsible for target systems shall be trained to execute contingency procedures. Critical Components * Off-site Backup Servers. These should be servers that replicate the on-site servers. For example, if there is an on-site email server, then there is also an off-site email server. All emails that come to the main server should also be replicated to the backup server as well as any user creation and deletion. For other servers, like web and file, the replication can take place after hours of operation. * Temporary switches, routers, and cabling. All switches and routers should have a backup in the event of failure to maintain business. Extra cabling should be available to replace damaged cabling. * Backup internet connection. This backup connection should not have the same upstream provider as the main internet connection if at all possible. * Off-site VPN access. The off-site server room should be configured for people to VPN into the network for when the on-site services go down. * Generators. The main site and off-site should be equipped with generators to mitigate any power failures. Continuity Plan Business Impact Analysis Identify Critical IT Resources A key step in contingency planning is identifying critical IT resources. Below you will find tables comparing business critical tasks and the resources needed for the respective task. Critical Business Process| Critical Resource| Accounting and HR| * Accounting / HR server * Email * Internet connectivity| Customer Service| * File server * Email * Internet connectivity * Telephone| Client Side Web Applications| * Internet connectivity * WWW/FTP server| Table 1 – Critical IT Resources Identify Disruption Impacts and Allowable Outage Times Disruptions reach their most critical level when the Cost of Disruption is greater than the Cost to Recover. The Maximum Allowable Outage is critical to the success of the IT Contingency Plan. Critical Resource| Maximum Allowable Outage| Impact| Accounting / HR server| 4 hours| * Slowed productivity * Necessary documents are unavailable * Payroll can’t be processed * A/R and A/P can’t be processed| File server/DC| 2 hours| * Slowed productivity * Necessary documents are unavailable * Workstations must use cached credentials * Shared Resources must redirected away from server | WWW/FTP server| 1 hour| * Clients can’t connect to Web server for account inquiries or support * Level of customer service is dramatically reduced| Email| 1 hour| * Communication is disrupted * Lost opportunities| Internet connectivity| 2 hours| * Clients can’t connect to Web server for account inquiries or support * Critical communication is disrupted| Telephone| 2 hours| * Clients can’t speak to representatives * Critical communication is disrupted| Table 2 – Disruption Impacts and Allowable Outage Times Continuity Plan Develop Recovery Priorities Recovery priorities layout the foundation for what FTD Enterprises will need to focus on first. These range from a low priority to critical priority. Plans will need to be in place, fully understood, and ready for immediate action. Critical Resource| Recovery Priority| Accounting / HR server| Medium| File server/DC| High| WWW/FTP server| High| Email| Low| Internet connectivity| Critical| Telephone| High| Table 3 – Recovery Priorities Identify Preventative Controls Based on the information provided, all necessary preventative controls are currently in place and fully operational. Common natural disasters include fire, earthquake, flood, landslide, liquefaction, lightning, volcano, avalanche, hurricane or tropical storm, tornado, and tsunami. Intentional actions of disruption may include arson, theft, vandalism, network/server hack, and malicious software. Unintentional means of disruption are loss of power, hardware failure, faulty patch/upgrade, and user error. Develop Recovery Strategies Backup Methods The SAN system at the Albany, or main, sight will backup data to the San Diego, or off-site, SAN nightly. The system will be setup by doing an initial full backup. From this point snapshots will be taken and uploaded as files are changed and pushed to the off-site nightly. In the event of any service or all services at the primary Albany site going down, the San Diego site will act as failover. Alternate Sites Due to FTD Enterprises currently having many sites across the country, we recommend that if one site becomes unusable for whatever reason then FTD considers moving critical employees to alternate sites Continuity Plan until the site they worked from becomes usable. Therefore, these sites must be ready to handle a migration of several employees in the event of crisis. Equipment Replacement In the event that all hardware and equipment has been permanently lost, workstation hardware can be temporarily leased until permanent hardware can be replaced. For employees that must work on unknown internet connections there will be the use of the SSL VPN to connect in. Work must not be saved under any conditions on the drives of any leased machines. Before a leased machine is returned to its owner, FTD Enterprises shall have the drive formatted to further protect important data from being leaked. Roles and Responsibilities Upper level management will orchestrate the execution of this plan with departmental leads to ensure this contingency plan is uninterrupted and maintains the safety of all personnel. FTD Enterprises’ CTO will designate the appropriate tasks to the IT department in order to restore functionality to IT assets. Departmental management will carry out plans relating to their respective departments per the CTO and this contingency plan. Common Scenarios * No workstation should undergo repairs for longer than one week. * Any segment of the internal network is not to be down for longer than one day. * If a server is to be under repair, the maximum time allotted is three days. After those three days the server is to be completely reinstalled and data restored to it from the off-site backup. * Employees should not work from home under serious building conditions for longer than one week. Continuity Plan Single Day Downtimes Scenario| Action| Power failures. | Turn on generators. | Workstation failure. | Issue laptop to employee and repair workstation. Internal Network Problem| Determine the problem and replace the equipment. Restock backup supply. No internal network problem should last longer than one day. | Internet Failure| Swap over to backup internet connection. | Server Failure| Immediat ely bring off-site backup server into production and make repairs to the main server. Do so simply by changing the DNS resolution look for the off-site server rather than the main server that is down. | Single Week Downtimes Scenario| Action| Power failures. | Turn on and maintain fuel to the generators. | Workstation failure. | Issue lapt

Tuesday, March 17, 2020

Human Resources Knowledge of Relevant Legislation

Human Resources Knowledge of Relevant Legislation Introduction Different countries have different legislations, which define rights and relationship between employees and employers. They are contained in human rights as well as terms and conditions set by different companies regarding their employments contracts. Knowledge of these rights and legislation is important to employee, employer and third parties who have an interest in an employment contract.Advertising We will write a custom report sample on Human Resources: Knowledge of Relevant Legislation specifically for you for only $16.05 $11/page Learn More External and internal laws should be in harmony at any one time; this is the only way that the company can develop an efficient team. Internal legislations and guiding principles are shaped by legal legislations; they must follow a legally accepted approach. Procter Gamble is a multinational company with headquarters in Downtown Cincinnati, Ohio, it manufactures a range of products which generally in three sectors; beauty, household care goods and some medicaments. This paper will be guided by headings to discuss various legislation issues. It will focus on processes that take place in Proter $Gamble. The role of probation period in recruitment process After initial recruitment procedure, a successful candidate in Proter $Gamble is deployed under probationary terms. The terms of the period are well defined in a probationary contract agreement. Proter $Gamble human resource department head should witness the signing of the agreement. It is a transition period where an employee is oriented to process and organizational culture of Proter $Gamble. For employees who have been recruited from other companies, they get a chance to translate from functions, belief and culture of their former employer into those of Proter $Gamble. It is in this period that intensive training on the area of future specialization takes place. When working alongside other employees, the employee is given mor e attention by the supervisor to ensure that his practical capabilities and weakness are understood for better blending in the company. In some circumstances, an employer may feel that the capabilities of the new employee does not fit the requirement of the company and thus recommend for dismissal. The employee on the other hand gets a chance to gauge his potential and make decision whether to terminate the contract or not. Recommendation Proter $Gamble, should have a recruitment process organized in such a way that the new entrant gets a chance to learn all the process of the company not his area of future engagement only, However more emphasis should be in the prospective area that he will work in (Anthony, Kalmar Perrewà ©, 2002).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Outsourcing concept in Human resources In modern days of globalization human resources outsourcing has increased. This involves contracting a company which offers some outsourcing services in certain areas, required by the company to offer the service instead of human employees managed internally. Proter $Gamble has outsourced catering, cleaning and security among others. Jones Lang LaSalle is one of the companies contracted by the company for managing office affairs like water and security. It offers a chance to Proter $Gamble, to concentrate on its core business and at the same time get quality services from specialists managed from outside the firm. Operational costs involved in managing human resources internally are reduced. Recommendations When choosing a company to outsource for certain services, Proter $Gamble should vet it to ensure that it has proficiency in the area of contracting. Choosing the areas to outsource and areas to manage internally is of essence. Management of Proter $Gamble should work closely with the outsourced company to enhance control and efficiency. Diversity, equal employment, anti-discrimination legislation Proter $Gamble, respects the right of employees. Human rights demand that there should be no discrimination on bases or race, color, nationality, disability or gender. Everyone should be given equal opportunity in the recruitment procedure. This is the way that human rights will be respected and the company gets a diversified team. A team made of people from different gender, tribes, color and races are more likely to respect each other and have an increased production. In Ohio, Title XLI Labor Industry of Ohio employment and Labor rights laws (chapters 1401-1473) defines the right of employees. They recognize the right that there should be equal treatment and access to employment to any capable person. Recommendation A company should ensure that it operates according to the law. It should not discriminate unless justified by condition and accepted by the law. Employees contracts In Ohio employment labor law, mandates an employer to give terms of service before the employment contract is signed. The contract should give the terms and conditions of work and explain issue concerning the welfare of the staff like wages, working hours, dismissal, medical schemes and leave among others.Advertising We will write a custom report sample on Human Resources: Knowledge of Relevant Legislation specifically for you for only $16.05 $11/page Learn More The employee should read and understand the terms set since they determine the relationship that he has will the employer. Other than written contracts terms there are psychological contracts that employer should engage with his employees. Recommendation Terms and conditions of an employment contract should be clear and should not contradict the laws of a country. They should explain point by point to an employee so as he can understand implications of each. Industrial relations Industrial relations define the relationship that exists be tween an employer, his employees, and third parties like trade unions and the government. Proter $Gamble engages its employees in activities that encourage better terms with its employees. For example it has a policy called â€Å"take the R for next step or action item†. It is an employees developed initiative that creates a close link between Proter $Gamble and its employee. It aims at aligning them to the same goal (P$Q Official Website, 2010). The terms of service and conditions of work that an employee works within should be well defined. In case of disputes, a framework of solving the dispute should be put in place. Psychological contracts that an employer has with his employee determine the level of motivation that the employee will have. A well defined career path, appraisal and training system improves the performance of an employee. Ohio Labor Code Chapter 4121, Establishes a right to employees to fight for their rights as far as compensation is concerned. Chapter 63 01.06 empowers employees to have an internal workforce board (MeganLaw.com, 2010). Recommendations Industrial relations goes far than just the internal relationship to those of outsiders. Proter $Gamble, should aim at having well defined industrial relations; he should ensure that he has aligned his company to fit in the prevailing condition and employers act recommendations. It should give a clear guideline to its employees on the kind unions that it has ratified for them to be members (Lester Kickul, 2001). Recruitment and selection method Proter $Gamble, plans its recruitment process from reports that they get from departments, and depending on factors that lead to a reduced workforce like death, retirements, voluntary and compulsory resignation. After planning an employment process the first step is to advertise for posts.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Advertising may be internal or to the external market. When advertising the role that a successful candidate will play if deployed should be well given; minimum qualifications are given in the advert and duration for application. After the application has been received, they are sorted and short listed. Successful candidates are contacted. Proter $Gamble has a written interview as well as an oral interview. Recommendation Proter $Gamble, should start undertaking a psychometric tests before interviews in all posts. The process should be transparent and aim at meeting the current requirements of the company. Conversing should be avoided at all expense and only those candidates who attain minimum qualification should be contracted. Relevant terms and conditions of employment Alongside national terms of employment, Proter $Gamble has terms of employments. They are explained in the employment contract. They define the relationship between the Proter $Gamble and the employee and give righ ts of either party. The terms defined are; wages and enumerations, contract terms and conditions like expected outcome, benefits accruing to the employee, retirement, individual target, suspension from service and dismissal. Recommendations Proter $Gamble, employment contract should be discussed with the employee. Both should ensure that they understand the implications of every clause. It should not be left to the employee to read the terms alone (Swamson, 2009). Psychometric and skill testing In the recruitment process, testing the capabilities of a potential employee is important; this is done by psychometric and skill testing. They test the inner self of an individual like attitude, personality and intelligence among others. When Proter $Gamble human resource department understands the kind of a person they are recruiting, they are able to blend their teams to attain harmony and creativity in the teams. These tests include aptitude tests, personality test and problem solving tes ts. Recommendations When developing the tests to be undertaken by an employee, the employer should make them according to the position that the employee will fill. They should be of good standard, reliable and responsive to the position advertised. In Proter $Gamble has a number of departments, to ensure that it has tapped appropriate staffs, it should ensure that each departmental head participates in this process and advises recruiting team on the attributes that they want (Renckly Renckly, 2003). Conclusion Different countries have different legislations aimed at protecting the rights of employee and his employer. They define the relationship between them. on the other hand there are administrative legislations maintained by individual employer but be in line with the national legislations. Proter $Gamble has a recruitment process that aims at developing a rich team in expertise. After initial interviewing, an employee is employed on probationary term. In the recruitment process , human resources department should put measures to ensure that they get the right employee for the right job. Some services can be outsourced and others internally managed. Getting the right employee for the right job increases motivation and efficiency in the organization. Bibliography Ahlan, W. S. Employees Handbook. Web. Anon. (2010). Saudi Arabia: Basic Law of Government. Web. Anthony, W. P., Kalmar, K. M., Perrewà ©, P. L. (2002). Human Resource Management, A Strategic Approach, (4th ed). South-Western, Thomson Learning. U.S.A. Lester, W. and Kickul, J.(2001). Psychological contracts in the 21st century: What employees’ value most and how well organizations are responding to these expectations. Human Resource Planning, 24(1): 10. MeganLaw.com.(2010). OHIO EMPLOYMENT LABOR LAW. Web. P$Q Official Website.(2010). Web. Renckly, B. R Renckly, G. R. (2003). Human Resources. New York: Barrons Educational Series. Swamson, R. (2009). Foundations of Human Resource Development: Easy read Large Edition. San Francisco: ReadHowYouWant.com.

Sunday, March 1, 2020

11 Six Figure Jobs Beyond Doctor or Lawyer

11 Six Figure Jobs Beyond Doctor or Lawyer You don’t have to become a doctor or a lawyer to make $100k a year or more. Take a look at these 11 six figure jobs you may not have thought of as quite so high-paying. Keep in mind that compensation can come in many more forms than just your annual salary. And remember to keep your options open! 1. Special AgentLet alone the fact that the job title is super cool, you can make over $120k per year as an FBI agent. Or an agent for similar companies or law enforcement. To get hired, you’ll probably want a bachelor’s degree in criminal justice, plus some military or law enforcement experience. These jobs can be action packed or desk-oriented, but most will likely require some extra non-standard or on-call work hours.2. Airline PilotAgain, you’ll want either military flight experience or a degree in aviation, physics, or some other related field. In addition to your flying skill, good quick-thinking and savvy leadership is required. Nonstandard schedule again, but also routinely $120k and above.3. Regional Sales ExecutiveA college degree may or may not be necessary here. You’ll have to work your way up and through the company a bit, getting to know the product backwards and forwards, but if you have what it takes and you have excellent communication skills, you could easily hit the executive level, and your total compensation could easily breach $100k per year.4. Nurse PractitionerNPs are required to have a Master’s degree in nursing, plus whatever state level qualifications and certifications apply. But they can also build their own private practices, have some control over their schedules, and make $100k or more per year.5. Reservoir EngineerIdentify and go after gas reserves underground. All you’ll need is a degree in chemical engineering, and the determination to get the necessary experience in a very technical and nuanced field. But the compensation is usually over $125k, sometimes as high as $143k.6. DentistOkay so this is kind of like being a doctor or lawyer, and you’ll need all the schooling that entails. Four year degree, doctorate in dentistry, qualifying and licensing exams†¦but most dentists run their own practices and make between $125k and $130k per year.7. Equity Research AssociateIf you’re good with numbers and can acquire a bachelor’s degree in finance or economics, this might be the right field for you. You’ll analyze financial trends and do all the fun stuff of investment banking without the ulcers. Typical total median pay, with commissions and other compensation: $100k per year.8. GeophysicistIf you love rocks, and the Earth in general, then get yourself a degree in Geology, then another one. There is a surprising range of positions out there for geophysicists. And you could make nearly $120k per year.9. Physician AssistantPAs are like NPs. They also require a master’s degree, but you go through different programs. The only difference is PAs have to work more closely with MDs and so have less flexibility and autonomy, but they still break $100k per year.10. Drilling EngineerDrill baby, drill. If you have a bachelor’s degree in mechanical engineering, or another relevant field, and you are confident and comfortable managing a team where safety is of the utmost importance, than this field could be for you. Expect to make around or over $110k.11. Software ArchitectIf you’re more the indoor type, and love technology, then get yourself a degree in math, computer science, software engineering†¦ or just show your coding mettle in other ways. You might need to put in some long hours, and you’ll have to have Batman-esque skills in order to provide company’s with the tools they need to operate at their best, but you can make over $130k per year.