At the end of the lab, you will be asked to respond to the following in a 2- to 2.5-page response at the end of your Microsoft Word document:

Describe what information was contained in the logs and what value they might have in a security investigation.

Address the following in your response:

• Think about the challenges of getting all the Active Directory audit policy settings right. For an infrastructure administrator, how important are these types of settings?
• What are the risks associated with logging too little data or not auditing the correct events?
• What are the risks associated with logging too many events?
• When the default configuration is to create audit logs, what impact can this have on security incident investigations?
• This was just a single domain with 2 systems on a local LAN. How much more complicated would auditing and log management be for 100 computers? What about an enterprise with 10,000 computers in several domains on their LAN/WAN?
• Considera cloud-hosted Infrastructure as a Service (IaaS) environment with many new, Internet-accessible systems regularly being built and brought online. What challenges might there be managing audit policies and logs in such an environment?

Finally, conclude this week's assignment with a page explaining how the tools and processes demonstrated in the labs might be used by an infrastructure administrator to help secure an environment.

1. There are many ways to say what Systems Analysis and Design (SAD) is, but one way is to describe it as?
   1. A method to solve problems and deliver solution sets
   2. Four phases of thought to include planning, Analysis, Design and Implementation
   3. How to transform an idea into reality
   4. A step by step process of solution-based thinking
   5. There is no one way to describe it
   6. Problem solving by solving problems
   7. All of the above
   8. None of the above
   9. I have no clue
2. What questions does the analysis phase answer?
   1. Who, what, and when?
   2. Why and where
   3. Actually, all of the above; however, there is much more to it
   4. Being curious and seeking answers
3. The Implementation phase of the SDLC is?
   1. Exactly how it should be used
   2. How the systems are built
   3. How it should be installed
   4. How it should be installed
   5. It is never as easy as the textbook says it is.
4. Your professor (me) is on favor of one particular method of process design known as?
   1. Prototyping
   2. Throw away prototyping
   3. Early stage prototyping
   4. Date and time stamped prototyping
   5. Any and all of the above because they are all the sam (and not all in the book)
5. Most students think of and believe that SAD is driven primarily by software. One type of development was originally planned only for software. What was it?
   1. Tradition design methodologies
   2. AGILE development methodologies
   3. Extreme development methodologies
   4. Guesstimation methodologies

A manager is trying to decide whether to build a small, medium, or large facility. Demand can be low, average, or high, with the estimated probabilities being 0.25, 0.40, and 0.35, respectively.

A small facility is expected to earn an after-tax net present value of just $18,000 if demand is low. If demand is average, the small facility is expected to earn $75,000; it can be increased to medium size to earn a net present value of $60,000. If demand is high, the small facility is expected to earn $75,000 and can be expanded to medium size to earn $60,000 or to large size to earn $125,000.

A medium-sized facility is expected to lose an estimated $25,000 if demand is low and earn $140,000 if demand is average. If demand is high, the medium-sized facility is expected to earn a net present value of $150,000; it can be expanded to a large size for a net payoff of $145,000.

If a large facility is built and demand is high, earnings are expected to be $220,000. If demand is average for the large facility, the present value is expected to be $125,000; if demand is low, the facility is expected to lost $60,000.

Which alternative is best, according to each of the following decision criterion?

a) Maximin

b) Maximax

c) Minimax regret

D)Draw a decision tree for the three options described in the question. What should management do to achieve the highest expected payoff?

IN JAVA 1.Write a class Item with these following requirements

ØHas two properties: itemName (text) and MSRP (decimal)

ØHas a getTax() method that has no implementation. This method returns a decimal value

ØHas a finalPrice() method that returns the price after tax

ØThis class cannot be instantiated

ØThis class is encapsulated

2.Write a class Electronics that inherits Item with these following requirements

ØHas two properties: manufacturer (text) and tax (decimal). tax value is shared among all electronic items

ØHas a constructor that initializes all attributes

ØProvide an implementation for getTax()

ØThis class is encapsulated

3.Write a class Shop that sells electronic items with these following requirements

ØHas two properties: shopName (text) and itemSold (collection). itemSold stores all the items that the shop sold. You can choose any Java built-in collection type that you like

ØHas a constructor (you can decide which input to have)

ØHas a method sellItem() that add a sold item to itemSold

ØHas a method getSoldList() that returns the names of all items sold in an array. This method shows an error when the collection is empty

ØThis class is encapsulated

4.Write a class Test that creates a Shop, sells a few items, then test getSoldList() and sortSoldList()

ØAssuming tax rate is 7%

Easecom Company is a manufacturer of highly specialized products for networking video-conferencing equipment. Production of specialized units is, to a large extent, performed under contract, with standard units manufactured to marketing projections. Maintenance of customer equipment is an important area of customer satisfaction. With the recent downturn in the computer industry, the video-conferencing equipment segment has suffered, causing a slide in Easecom’s performance. Easecom’s income statement for the fiscal year ended October 31, Year 1, is presented below.

Easecom Company
Income Statement
For the Year Ended October 31, Year 1
($000 Omitted)

Easecom’s return on sales before interest and taxes was 9% in Fiscal Year 1, while the industry average was 12%. Easecom’s total asset turnover was three times, and its return on average assets before interest and taxes was 27%, both well below the industry average. In order to improve performance and raise these ratios near to, or above, industry averages, Bill Hunt, Easecom’s president, established the following goals for Fiscal Year 2:

• Return on sales before interest and taxes 11%
• Total asset turnover 4 times
• Return on average assets before interest and taxes 35%

To achieve Hunt’s goals, Easecom’s management team took into consideration the rowing international video-conferencing market and proposed the following actions for Fiscal Year 2:

• Increase equipment sales by 10%.
• Increase the cost of each unit sold by 3% for needed technology and quality improvements, and increased variable costs.
• Increase maintenance inventory by $250,000 at the beginning of the year and add 2 maintenance technicians at a total cost of $130,000 to cover wages and related travel expenses. These revisions are intended to improve customer service and response time. The increased inventory will be financed at an annual interest rate of 12%; no other borrowings or loan reductions are contemplated during Fiscal Year 2. All other assets will be held to Fiscal Year 1 levels.
• Increase selling expenses by $250,000 but hold administrative expenses at Year 1 levels.
• The effective rate for Year 2 federal and state taxes is expected to be 40%, the same as Year 1.

Questions:

1) Prepare a pro forma income statement for Easecom Company for the fiscal year ending October 31, Year 2, on the assumption that the proposed actions are implemented as planned and that the increased sales objectives will be met. (All numbers should be rounded to the nearest thousand, i.e., $000 omitted.)

2) Calculate the following ratios for Easecom Company for Fiscal Year 2 and determine whether Bill Hunt’s goals will be achieved:

a. Return on sales before interest and taxes

b. Total asset turnover.

c. Return on average assets before interest and taxes.

3) Discuss the limitations and difficulties that can be encountered in using ratio analysis, particularly when making comparisons to industry averages.

JMJ Corp. is an Indiana based U.S. manufacturer of soap products. The firm has a subsidiary in Croydon, England, JMJ Ltd, that makes luxury soap for the UK market. The Croydon plant manufactures and sells 3,000,000 units of the product per year at a price of GBP 20 each. The unit variable cost is GBP 10.

ABC Corp. is considering a four-year medium-term expansion project. This would involve JMJ Ltd. opening a separate facility near Birmingham. The new plant would manufacture a similar product but to be marketed in Scotland and the north of England. It would also use more efficient technology, bringing the unit variable cost down to GBP 8.

Market analysts for JMJ Corp. have estimated that sales of the new product, at a price of GBP 21 each, would be as follows:

Year 1                    400,000 units

Year 2                    600,000 units

Year 3                    800,000 units

Year 4                    500,000 units

However, they also estimate that these sales estimates of the new product include the cannibalization of 5% of the sales of the existing product made by the Croydon facility in each of the four years of the project. The lower Croydon sales would, however, allow the Croydon operation to reduce its investment in working capital by GBP 150,000 for the duration of the project.

The opening of the new Birmingham facility would require an initial cash investment in plant and equipment of GBP 8.0 million.   This would have a residual value of about GBP 4.0 million at the end of the four-year project life. Insurance, maintenance and other fixed charges associated with the new facility are estimated to be GBP 1.0 million per year.

JMJ Corp. owns the site upon which the new facility would be located. Birmingham Council recently made an offer of GBP 3.0 million for the site for the location of a conference center. In the event that JMJ decided not to proceed with the proposed project, the company would probably take this offer.

The project would require no initial investment in working capital. However beginning in the first year, the balance sheet amount of working capital would need to be 10% of the total annual sales of the Birmingham plant in each of the four years.

The U.K. tax depreciation “capital allowances” on the GBP 8 million investment are estimated as follows:

Year                1                    2             3               4                

Amount                1,440,000 1,180,000 968,256                793,970

As in the U.S., there is either a tax benefit or tax liability on the difference between the tax basis and the residual sale value of an asset at disposal.

The effective U.K. tax rate for JMJ Ltd. is 19%. The cost of capital used by JMJ Corp. for domestic projects is 16%. However, due to the higher degree of uncertainly of non-U.S. projects, JMJ Corp. adjusts this rate by 2% as a risk adjustment. The short-term “risk-free” borrowing rate in the U.S. is currently 1% p.a. The equivalent rate in the UK is 4% p.a. The spot exchange rate is $1.25 = GBP 1.00.

Required:

Prepare a full analysis of this project for the executive management of ABC Corp. This will entail the completion of seven schedules. Conclude with a recommendation supported by your analysis.

Comprehensive Master (Operating) Budget

Bee Gee Distributors, a wholesale company, is considering whether to open a new distribution center near Bowling Green, Ohio. The center would open January 1, 2020. The economic outlook is reasonable, but extensive advance planning is required if such a commitment is to be made. As a part of the planning process, The Board of Directors requires a Master (i.e. Operating) Budgetfor the center’s first quarter of operations(i.e. January, February & March of 2020).  In order to prepare anybudget, management must make reasonable assumptions about expected sales, inventory levels and cash flows.  

SALES BUDGET: “What is the Profit Plan?”

        ** It all starts with a sales forecast **

a.     January sales are estimated to be $400,000 of which $100,000 (25%) will be cash and $300,000 will be on credit.  Management expects the above sales pattern to continue with an overall grow rate of 10% per month.  Prepare a sales budget.

b.     The company expects to collect 100% of the accounts receivable in the month following the month of the sale.  Prepare a schedule of expected cash receipts.

c.     Use the information developed above in requirements a and bto determine the amount of accounts receivable on the March 31 pro forma balance sheet and the amount of sales on the first quarter pro forma income statement.

_____________________________________________________________________

PURCHASES BUDGET: “What are our total needs, less what do we have”?

d.     Cost of goods sold will be 60% of sales.  Company policy is to budget an ending inventory balance equal to 25% of the next month’s projected cost of goods sold.  Prepare an inventory purchases budget.

Note: For March analysis needs, Aprilcost of goods sold is expected to be $314,000.

e.     All inventory purchases are on account.  The company pays 70% of accounts payable in the month of purchase. It pays the remaining 30% in the following month.  Prepare a schedule of expected cash payments for inventory purchases.

f.     Use the information developed above in requirements d and eto determine the amount of cost of goods sold on the first quarter pro forma income statement and the amounts of ending inventory and accounts payable on the March 31 pro forma balance sheet.

ADMINISTRATIVE & SALES EXPENSE BUDGET:

g.     Budgeted monthly selling and administrative expenses are:

         *The capital expenditures budget shows that Bee Gee must purchase $100,000 of equipment on January 1 to establish the new center.  Since the equipment supplier allows a thirty-day trial period, assume Bee Gee will pay for the equipment in January (i.e. by 1/31).  Using Straight-line depreciation, the equipment is expected to have a 10-year useful life and a $10,000 salvage value.  

            SELLING AND ADMINISTRATIVE EXPENSE BUDGET:

h.     Sales commissions and utilities are paid in the month after the month in which they are incurred.  All other expenses are paid in the month in which they are incurred.  Prepare a schedule of cash payments for selling and administrative expenses.

Please do E,F,G,H

Please read the case and answer the question at the end of the case.

Title: Last-chance saloon GM prepares to close five factories, attracting Donald Trump’s ire Mary Barra is responding to customers’ soaring appetite for SUVs and pickups

By: Print edition | Business, The Economist.Nov 29th 2018 | NEW YORK

THE CAR industry’s changing fortunes have left a deep mark on Detroit’s urban landscape. Once-bustling factories such as the Fisher body plant, Ford’s Highland Park and the Packard plant became vast, abandoned graphitized shells—a sad reminder of the former might of America’s “motor city”. Now General Motors’s Hamtramck assembly plant looks likely to join the list of closed facilities. On November 26th GM announced that Hamtramck, along with four other factories in North America, and two more unspecified plants elsewhere, would not be assigned new vehicles or components to put together after next year.

News of the cost-cutting initially sent GM’s shares soaring. In total it will trim its North American workforce by a substantial 15%. Another Michigan plant is among those to be idled, as well as facilities in Ohio and Maryland, and in Ontario, Canada. The day after the announcement, however, criticism from President Donald Trump sent shares the other way. Mr Trump tweeted that he was “very disappointed” in Mary Barra, GM’s chief executive, noting that she was not shutting down plants in Mexico or China: “The US saved General Motors, and this is the THANKS we get!” He threatened to cut off GM’s access to federal subsidies for electric cars (although industry-watchers noted that this is not a concern, since GM has mostly used up its permit. Mr Trump is not the only disgruntled politician. Justin Trudeau, Canada’s prime minister, tried to reassure workers about the proposed closure of the plant at Oshawa, on the shores of Lake Ontario, where GM started making cars over half a century ago. After trade liberalisation led to tighter integration of the North American car market, cars became Oshawa’s lifeblood. When the financial crisis pushed GM towards bankruptcy, Canada joined America in bailing out the company to save local jobs.

QUESTION:

The swirl of forces upending the industry means GM probably had little choice but to take some action. As an independent economist, do you agree with the action taken by Ms Mary Barra, GM’s chief executive? Your answer must be supported by the appropriate data and information; and discussed using the appropriate concepts, theories and tools you have learned in Managerial Economics.