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%

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.

Med City’s Diabetes Management Care Group

The prevalence of diabetes in populations throughout the world is increasing, and its management is a challenge. The incidence of diabetes in a population is directly correlated with obesity, although many other risk factors are at play, including genetics. Health departments and health ministries engage in ongoing debates about the effectiveness and practicality of reducing risk by aggressively managing diet and exercise, managing risk more effectively by training more health professionals, and establishing specialized diabetes clinics, among other interventions. As a chronic condition, diabetes requires patients to have regular visits to primary care physicians and consultations with specialists. Furthermore, diabetes puts patients with other diseases at higher risk for hospitalization for any acute condition.

Med City Hospital is a well-recognized institution that has been deliv- ering care in Med City for many years. The hospital uses an electronic healthrecord (EHR) system developed by HRecord, one of the largest vendors in the market. Some patients with diabetes visit the hospital’s emergency department (ED) when their diabetes is not properly managed and causes complications. The hospital is reimbursed by insurance plans for patients who are admitted through the ED or by Medicare or Medicaid for the specific ED visit. ED visits have been on the rise, and so have repeat visits, which sometimes tax the already busy department. The ED staff have been calling for an expansion. The hospital’s leadership is focused on finding a solution.

Most primary care physicians in the Med City region practice in groups, although some practice independently. They have built their practices on the strength of access, reputation for quality, and patient loyalty. They are reimbursed primarily on a per-visit basis through a range of insurance plans, including Medicare. An ACO has been initiated, which gives physicians incen- tives to base treatment on value—but only for a defined population. These physicians have built long-lasting relationships with their patients and pro- vide some of the diabetes care; they also refer patients to endocrinologists and other specialists. Some physicians fear their patients will retain the specialists for treatment using their treatment protocols. Some physicians have access to the hospital EHR, whereas others are developing informa- tion systems that link through a health information exchange (HIE) system.

Med City forms a study group to give guidance on providing person- alized, integrated, quality care for patients who have diabetes and other chronic care needs. A number of physicians are invited to join the study, but, after an initial meeting, mostly young generalists attend. A few of them point out the benefits of involving other health professionals in developing care plans, such as dietitians and nurses. These discussions generate consider- able debate about the merits of hiring registered dietitians, nutritionists, nurse educators, diabetes nurse practitioners, and physician assistants. These discussions are spirited and consistent with the culture of the inno- vation institute at the hospital, whose motto is “Everyone comes to the ‘commons’ and is heard.” Everyone agrees that allied health professionals bring knowledge that is important for treating this patient population. The chief objection is that these professionals are expensive, and reimbursement rates do not factor them into the payment scheme. The primary care clinics in the area do employ nurses, most of whom left the hospital because of its long and irregular hours.

Because they will be part of a developing ACO in the region, some physi- cians point out that they will have access to EHRs that enable them to obtain patient information. Others argue that they cannot effectively manage chronic cases through the current HIE system. There is considerable discussion on what reimbursement rates will be and how services can be optimized and financially rewarded. Despite the challenges ahead, the hospital is interested in forming a care network; it is working on identifying key outcomes and negotiating a bundled-payment scheme based on the cost of providing evidence-based, effective, and coordinated care. Through such a care network, the hospital hopes to coordinate diabetes care management and be rewarded for it.

Question that needs to be answered

1. How should medical information and knowledge of care management be shared among the stakeholders?