Memory Retention Of The Presentation Information And Those...

We found that there was no significant difference between the memory scores of those who thought they had to teach the information and those who were told nothing. Yet, a consistent trend was found with both dependent variables. Although the trend does not fall within the confidence band, it can be considered a consistent trend because it is constant for all four different conditions. Refer to Figure 2, the memory scores were consistently lower when white noise was present, regardless of which condition the participants were in. In addition, the anxiety levels were slightly higher when white noise was present regardless of active or passive condition, refer to Figure 3. Our null hypothesis states that there will be no significant difference in memory retention of the presentation information between those who are told they must teach the presentation right after and those who are not told anything, and there will be no difference in anxiety levels when noise is introduced into the cl assroom. However, our study tested the hypothesis that the potential of having to speak publicly would enhance memory retention. Yet, our results proved otherwise. Opposite to what we hypothesized, the memory for all four groups remained relatively consistent with one another with respect to the active and passive conditions. Anxiety did not have a major impact in boosting memory performance, even when white noise was in the background. 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The effect that these interactionsRead MoreManaging Information Technology (7th Edition)239873 Words   |  960 PagesCONTENTS: CASE STUDIES CASE STUDY 1 Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems CASE STUDY I-1 IMT Custom Machine Company, Inc.: Selection of an Information Technology Platform CASE STUDY I-2 VoIP2.biz, Inc.: Deciding on the Next Steps for a VoIP Supplier CASE STUDY I-3 The VoIP Adoption at Butler University CASE STUDY I-4 Supporting Mobile Health Clinics: The Children’s Health Fund of New York City CASE STUDY I-5 Read MoreOcd - Symptoms, Causes, Treatment131367 Words   |  526 Pagesto advances in the treatment of depression and other anxiety disorders, such as panic, had little impact on the research and treatment of OCD. 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Bae Assignment Free Essays

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BAE Business Case Study Submitted by: Susan Pacheco April 17, 2013 Table of Contents Part 1: Executive Summary3 Part 2: Main Issue4 Part 3: Systemic Issues4 Leadership Project Management issues4 Political Pressure to Fast-Track Project5 Design Issues5 Communication Breakdowns6 City Involvement (Delays)6 BAE Conditions on Contract Signing (April 1992)6 Part 4: Environmental Root cause Analysis7 Qualitative Analysis:7 Project Management7 People (Unqualified):8 Build-Design8 Economic Political Considerations8 Success with United Airlines9 Part 5: Alternatives and/or Options:9 Alternative A9 Alternative B11 Part 6: Recommendations and Implementation11 Recommendation:11 Recommendations Implementation Plan:12 Part 7: Monitor and Control:13 Part 8: Conclusion:13 Part 9: References, Exhibits and Appendixes13 Part 1: Executive Summary In order to address the immediate issue of the letter received by the City Mayor holding us responsible for the delay of the new baggage system by charging BAE a penalty of $12k/day backdated to October 29, 1993 and also requesting a charge back for the $50M tug-and-cart baggage backup system, immediate action and priority needs to be given to address this accusation. A prompt analysis of our project plan and missed milestones with reasons and factual data is critical in defending our position. We need to prove where certain milestones outside our control were missed and the domino effect it created and where dependencies to our commitments were broken and by whom. We will write a custom essay sample on Bae Assignment or any similar topic only for you Order Now There were many points at which we voiced our concerns on the project delays and access issues that further hindered our ability to perform but no one took responsibility or acknowledged the delay. In addition, the Build-Design approach has in itself created many hurdles and time delays outside our control as well as created unfavourable working conditions that were unsustainable for our teams. Our current situation is a mere symptom of a lack of a proper project management structure and qualified personnel at DIA. Also lack of sponsorship by the city Mayor has created silos and a negative effect on the project flow. The build-design approach is one of the biggest issues but with proper management it can be overcome. Based on BAE’s experience and successful past projects, we can confidently recommend a new structure that has worked in past projects. Given that history I feel we need to propose a drastic change to DIA’s Project Management team and propose a new structure which includes a new Project Manager to oversee the entire project team, appointment of additional team members (see Appendix 1) and new hires with the right skill sets. See Appendix 2 to see RACI Matrix proposal. The proposal is to continue with the new airport wide baggage system implementation only under the condition that DIA restructure their project management team and obtains sponsorship from the City Mayor and Aviation Director. A team approach must be understood by all parties involved as there are too many moving parts and it is impossible to expect BAE to independently manage all moving parts for what is out of our control especially with a Build-Design plan. This new platform will allow BAE and DIA’s members to educate, make timely critical decisions, identify risks and critical milestones and hold members accountable for their respective roles. Assuming our proposal is accepted, the overall expected timing from initial contact to identifying risks under the new team structure is 9 weeks. With this plan, a backup system would not be required, thereby avoiding this $50M additional cost. The seriousness of this accusation would put BAE at permanent financial risk if not bankruptcy. Promptness and priority in handling this situation is critical. Beyond the financial impact, there is also the reputation BAE has always enjoyed as being a leader in the marketplace worldwide can also have a negative effect on current and future projects with other institutions. Part 2: Main Issue City of Denver issued a penalty request of $12k/day backdated to original start-up completion date of October 29, 1993 including a $50 M charge back for a tug-and-cart baggage backup system. This main issue is a result of the systemic issues which are listed below. Part 3: Systemic Issues Leadership Project Management issues Shared leadership between city of Denver Consultant team created many inefficiencies, duplicate work and lack of real ownership. Additionally no organizational structure change at DIA was ever made to accommodate this new baggage system project. Further complicating the matter was the communication channels and roles between city, PMT and consultants were not defined or controlled. All were working in silos. Engineers are inefficiently creating piles of change documentation that are not really managed or communicated. Waste of time just to cover their tracks. There is NO real qualified Project Manager to oversee the entire project and bridge the gap between DIA and their top Carriers United Continental, City Council and BAE. We have been expected to manage the project with everyone working in their silos with no real support or team goal or management as a whole. In order to keep things moving along, we need a DIA counterpart to produce engineering alternatives and make quick decisions on cost, alternatives, scheduling etc. Currently there are too many chefs in the kitchen with no real one person in charge. They had to balance project administration political and social responsibilities. The Working Area 4 Managers that was assigned to us have no experience in airport construction, baggage system technologies or new technologies, their main experience is in construction project control management. As such they don’t know how to properly support our requests and needs to keep the project going forward. In addition to this since there is no project manager in charge and lack of proper structure we have to liaise with and to obtain feedback from each Concourse Senior manager and Main terminal manager. It is apparent that they each operate independently making any agreement difficult as we need to transcend the decisions and get agreement across all four managers. It is apparent that they each are making independant decisions and trying to tie them all together is very difficult. You read "Bae Assignment" in category "Papers" This creates further bottlenecks for us. Lack of a designated project manager to oversee and manage inputs/outputs from the City, DIA and BAE created a painful process, hurt relationships and lack of accountability and control. Head of DIA project resigned and death of Chief Airport Engineer Walter Slinger (Oct. 1992), a strong proponent of the baggage system and closely involved in negotiations with us had a significant impact on the project. He was a decisive, empowered decision maker who knew how to address problems and get them resolved promptly. His successor Gail Edmond was not successful in carrying ut the same duties as she was much less experienced and lacked the autonomy, experience and guts to make much needed quick decisions. Her hands were tied with red tape and took much longer to make any decisions. Overall we had a poor relationship with the management team who had no prior baggage handling competence or experience. The project was mainly treated as a major public works project resulting in a lack of support when we needed it for any of our complaints on timing, access etc†¦ Political Pressure to Fast-Track Project There were many factors that influenced and pressured this project to a fast-track pace which had some resulting serious consequences both in delays and cost. This pushed the project into a Build-Design project which had created some major delays and cost increases. Some of the other influencing factors are as follows: * DBO Date of Beneficial Occupancy payback date of January 1, 1994 * Project Management Team pressured to push project ahead at all cost due to long periods of assessment, negotiation and final approvals. Political pressure from Mayor to force project through a fast-track for their own political stature gain and public optics Design Issues The decision to install a new large scale airport-wide baggage system came after the building design was already determined and we were faced with fully defined project specs which underplayed the importance and significance of some important requirements of a baggage system (space, electrical power needs, building structure requirem ents, ventilation and air conditioning to dissipate) These issues created further bottlenecks and delays in our implementation. Further delays and changes resulted from DIA’s lack of consulting with and conducting a needs assessment with their two top carriers United Continental which accounted for more than 70% of passenger traffic prior to project start. Their needs were never incorporated into the initial design and program, as a result further changes were requested to design and software just 6 months prior to the needed opening date. We had to deal with this even though the mechanical and software designs were supposed to be frozen. Communication Breakdowns We communicated to United we would need 1 more year to get system up and running but no one listened nor was the message passed along to DIA or the City. We also at many points tried to engage DIA about the delays, access issues and construction bottlenecks that was causing direct delays in our work and we were not given precedent or access when needed. Infact the attitude was that these construction workers were not reporting to BAE to have to listen. City Involvement (Delays) Law restrictions forcing 30% of minority-owned firms and 6% women. This law forced us to forgo our original proposal of using our own qualified employees in lieu of external outside contractors which estimated an increased cost of approximately 60%. Some of our expertise was lost due to this fact in addition to causing further delays to our project. In Sept. 1993 we went into maintenance negotiations which lead to a 2 day strike of 300 millwrights that was joined by 200 electricians over a $8/hr delta pay dispute. We lost the maintenance contract as well as a 2 day delay. BAE Conditions on Contract Signing (April 1992) The conditions and milestones we placed upon accepting the job was not respected by the city or adhered to, nor was there any provisions made to address issues along the way. ( i. e. freeze dates for mechanical design, software design, power requirements and the like, all around access, timely completion of certain areas, provision of permanent power, computer rooms†¦ these were all set as milestones in our project plan. The city had agreed to these conditions with unrestricted access with priority for BAE equipment yet we didn’t even have reasonable access. For example: * Electricians had to leave work where concrete grinders were creating clouds of dust, * Fumes from chemical sealants forced others to flea * Trucks blocking and restricting * Design Freeze dates not adhered to: Airlines requested changes to system designing even though mechanical/software designs were frozen. (6 months prior to opening airport, still moving equipment around, changing controls and software design! * Energy issues – City unable to supply â€Å"clean† electricity to the baggage system. Motors and circuitry used in system extremely sensitive to power surges and fluctuations. Filters were purchased to correct the problem and a City Worker cancelled a contract without realising that the filters were part of it. Filters arrived several months later in March 1994. 1. Construction already begun on terminal and concourses with substantial changes needed on construction to accommodate expanded system. We wrote a letter to city (Jan, 29, 1995) to request prompt action advising of inability to complete project under these conditions with no response or support. Part 4: Environmental Root cause Analysis Qualitative Analysis: BAE is a highly qualified with a revered reputation, experienced in projects across the US, Europe and Australia in the development, design, manufacture and install and support of every project it undertook from start to finish. We established a strong position in the US accounting for about 90% of U. S. baggage sorting equipment sales. Since 1972 – 1994 we had successfully designed, manufactured and installed nearly 70 automated baggage handling systems worth almost $50M at major airports in the US, New York, Dallas-Fort Worth, Chicago, San Francisco, Miami, Newark and Pittsburgh. We also consulted in the installation of a $550M terminal for the New Seoul Metropolitan Airport in South Korea. Given our successful history and past accomplishments, it is without a doubt that our management capabilities and expertise in handling various types of projects, with various types of people and countries, proves our commitment, capabilities and expertise in handling complex variables and situations for every project we undertake. Knowing the strategic importance and complexity of this particular project, we had agreed to take on the project only upon acceptance of certain conditions which was accepted by the City. Many of these conditions were not honored throughout the process causing unnecessary delays, additional costs, strained relationships both with the City and DIA management and hurt our reputation Project Management Lack of communication, ownership and project management both at DIA the City of Denver was the source of this pivotal problem. Since the contract was awarded by the City, they were responsible to enforce the compliance of the agreed upon conditions and communicate and enforce these conditions to DIA and their employees. In turn DIA did not have a specific Project manager to oversee the entire project as a whole and to act as a liaison between us, the City and their Carriers. Instead we were forced to deal with their respective â€Å"Area† managers one on one which was counterproductive, time consuming and ineffective. We also had to deal with direct changes from the Carriers themselves which further haulted our project. We were setup for failure given the lack of direction and control at DIA’s side and the City’s dogmatic approach to making decisions. For a project of this magnitude, there was no consideration made to employ either Key Managers or Project Manager to oversee, manage and liaise between the three concourse areas. This created some major gaps and no one was there to keep the pulse on the project itself. This was not implemented thus creating a gap in communication, a silo-type attitude amongst decision makers creating no support-system for the major role we played in this implementation. It was apparent that roles between the City, PMT at DIA and Consultants were not defined or controlled. Everyone was working in silos. People (Unqualified): In addition to the management issues, our Assigned Area 4 Managers, lacked the experience in airport construction and baggage system technologies, therefore could not understand the importance and properly support our needs nonetheless handle our requests in a prompt manor. In order to keep things moving along, we needed a DIA counterpart who would be able to produce engineering alternatives and have the autonomy to make decisions. The death of DIA’s Chief Airport Engineer, Walter Slinger created significant impact to our operations as he was decisive and addressed problems promptly. This was an important critical role required for the success of this project. His successor, Gail Edmond lacked the experience, know-how, decision making capabilities and autonomy that further haulted the process. Build-Design The Political pressure to fast-track this project lead to a Build-Design approach to this airport construction which cau sed many unknown risks and design issues that we had to deal with upon commencement. We were unaware of the construction scope and details to be able to fully understand the scope of the project before undertaking. This also lead to a reactive vs. proactive planning. This posed many unknown risks, changes and modifications to our plans along the way. The instability of this process created many points of change, delays and cost additions and we did our best to manage what was in our control. The point is that many of these delays were NOT within our control, nor did we have any support from the city to enforce DIA’s construction project to meet our agreed upon milestones to meet our own obligations. Economic Political Considerations The economy in mid 1980’s was plummeting with a 37% job loss average across Stapeltons Employment Industries. The Pena administration aggressively promoted the airport relocation, marketing the new airport as a technologically advanced, state-of-the – art structure to draw businesses, import federal capital and fund the creation of new jobs with bonded debts to overcome the short-term decline in the economy. It was to become a grand project that would be the main showcase for the Public Works Department. The relationship between BAE and the City was strained primarily because their focus was on airport project speed and bond re-payment and not on the project itself. They were motivated by their own public perception in the political realm. Their â€Å"hands-off† approach was detrimental in the success of this project and served more as a crutch and hinderance. When it came to asking for support it felt like they were working against us and not with us. Their strength was not in project management but they had the power to make key decisions which influenced and affected our overall success. The added pressure of paying the DBO by Jan 1, 1994 forced quick management decisions, early construction without a full scope analysis and risk mitigation not just with BAE but also with DIA. Forced the Build-Design approach which inherently greatly affected our ability to succeed given the lack of adherence to the agreed conditions. Success with United Airlines Once the contract was signed with United exclusively things went smoothly. The successful implementation of the baggage system with United highlighted what was lacking in dealing with DIA and City directly. The success highlighted and confirmed our ability to manage the project with a partner who understood the technical and project management needs. Part 5: Alternatives and/or Options: Alternative A Continue with the contract for installing the baggage handling system conditional upon the following restructuring requirements: Hiring of new qualified members at DIA. 1. DIA to hire a dedicated qualified Project Manager for the baggage handling system overall project with prior project management experience. One whom understands the key tasks, key players has a strong construction and technological background with project management skills to document, track, address and facilitate the communications between all DIA parties and that of BAE and City Administration. A clear definition of this person’s role, decision-making authority and sponsorship by Senior Management is critical. 2. DIA to hire a new Chief Airport Engineer with strong decision making and leadership skills with the autonomy to make decisions and propose Gail Edmond work under him/her as Chief Associate Engineer. . The new Project Manager’s goal is to gather all appropriate key stakeholders as proposed in Appendix 1 to conduct 3 main initial sessions with all key stakeholders (*see Appendix 1) to: I. Conduct a full risk assessment whereby identifying all risks, prioritise them, have an action plan to mitigate some of them, formulate contingency plans and assign responsible persons to manage the risks. II. Est ablish a Project Objective Statement, and Create a new project master plan, III. Team member establishment: Establish who key players are, their strengths, weaknesses, outlining roles and create a RACI matrix *See Appendix 2 for DIA, BAE, and City for roles and responsibilities for all planning and execution tasks of the project 4. City to hire or appoint a qualified Liaison with construction, engineering and or technical background experience who is solely assigned to this project with no other conflicting priorities with the autonomy to make decisions. This person’s role is to ensure that legislation doesn’t interfere or adversely cause timing risks to the project plan and expedite issues/roadblocks when they arise between DIA, BAE and the city. This proposal is supported by the fact that our design has proven it will work given the proper management setup framework as demonstrated by our successful implemention of the new baggage handling system with United Airlines. The current lack of the â€Å"right† project team members will be addressed by this new proposed structure. With the right sponsorship and roject management setup, this will encourage all to be on the same page and working towards the same goal. The added benefit of this is that timelines will be clear and visible and will hold those truly responsible for delays in their respective areas and help them and all team members understand the domino affect and impact it can have on the entire project as a whole. This will discourage the current work â⠂¬Å"silo† mentality and will promote an integrated meeting of the minds where risks and opportunities for improvement can be quickly identified, communicated and cascaded to the right people. This will also ensure that the right decision makers are present to make judgement calls on plan changes as they come along and not further hold up the process. This should put the plan back on target and give us a working plan going forward where all key players are informed, consulted and responsible for outcomes. The cost of setting up this new structure is by far a more economical way to get the task done without the added financial burden of creating a new â€Å"backup† system. Pros: * Renewed Focus on project with key roles and responsibilities outlined set’s clear goals, accountability and ownership. Address risks and enable the team to mitigate them * Clear direction and leadership by all stakeholders and their inputs * Expedite critical milestones and ensure we are on the path * Maintain reputation * No further $ investment for backup system Cons: * New hires required Alternative B Cancel the contract with Denver. Discontinue involvement in any further developm ent unless directly contracted by Carriers. Pros: * Focus on core business Cons * Damaged reputation for BAE * Litigation costs * $12k / day penalty Law suit risk – Pay back of $50M Baggage system backup plan Part 6: Recommendations and Implementation Recommendation: Based on my analysis the strategic impact of cancelling the project at this point would further create a bad reputation for BAE, especially considering the current damage already made to BAE by the unsolicited test plan executed by the mayor and the bad press that has already caused. The decision to continue with the project conditional upon a new team structure is a reasonable request given our past successful history and project management expertise. I feel that we have a strong argument for our position backed up by facts that are undeniable and can thus prove our innocence and lack of responsibility for the delay. This will prove to be a sensitive topic as it appears that it is easier to blame us for the delays. With a mutual understanding about the current situation, I believe it will be easier to convince the Mayor and Aviation director the value the new structure would bring and that a new backup system is not the answer and would cause unnecessary further financial burden, hurt relationships and bad press which no one wants. The success of BAE in installing United’s baggage system will be highlighted as an example of the right team structure and how we can achieve the same if we are united in the goal and agree to this plan. Recommendations Implementation Plan: Some of the short term elements of the recommendations are already completed or in progress such as building our case / position with regards to reasons for the delays. The following outlines the steps required to make this happen. Task| Responsible| Timing| Build case. Engage with Project Manager BAE to identify original plan milestones and detailed reasons for incomplete tasks. Prepare PPT presentation with key dataWrite back to City Mayor, acknowledging letter and request for a formal meeting to present response with a set date. | BAE Project MgrBAE AdminGene DiFonso| 3 days2 days1 day| Invite to meet with DIA Director of Aviation to present challenges/issues faced throughout the project and the delay outcome. Explain the current position we are in with regards to the city’s demands with the objective to gain support for the new proposed structure. Gene DiFonso| 1 day fixed| Invite DIA Director of Aviation City Mayor to formal meeting to present project delay reasons/issues recommendation for continuation of project with recommended structure| Gene DiFonso| 1 day (fixed)| Prepare Present the proposed structure and Project Team Method Matrix and explain it’s criticality and past effectiveness in other successful projects and why this is necessary even if a backup baggage system is implemented | Gene DiFonso| 3 days| Assume DIA’s buy – in and that it takes DIA 1 month to hire Project Manager and restructure the Project Management Team| Director of Aviation| 30 days| Work with new Project Management Team to identify construction risks that interfere with our design/implementation plans come up with alternate solutions. | Gene DiFonso PMT| 1 week| Develop new Strategy with new key Milestones | Gene DiFonso, | 2 weeks| Obtain Buy-In Committment from key stakeholders| City Mayor, Director of Aviation| 1 day (fixed| | Total| 9 weeks| 1st Meeting with new Project Team Members| | | | | | Any critical changes to the original plans will be reported promptly to DIA Project Manager and voiced in Team Meetings. Any critical plan changes will equire Sponsor sign offs (acknowledgment and approval of change to plan for reasons outside BAE’s control) before BAE continues with implementation. Part 7: Monitor and Control: * Weekly internal meetings with BAE’s project management team will be conducted to keep pulse on project timelines and areas of risk. * Attend weekly Project Meeting Team meetings to identify risks, action items, schedule changes and react to them. * Submit bi-weekly reports on status to key sponsors stakeholders. * Hold monthly review meetings with Sponsors Part 8: Conclusion: In conclusion, the current difficulties we are experiencing with DIA and City Administration has served as a costly example of lack of poor management structure for a project of this magnitude. Our past successes can speak for itself in approaching DIA and City Mayor for their support to the new proposal based on our experience. If this new approach is accepted, this will save BAE millions of dollars in lawsuits and cost of new baggage system as charged by the City Mayor. The optics of getting back on track, having a strong management team and continuing with the original plan will serve in favour of all, the Mayor, our shareholders, as well as redeem our own reputation as leaders in the market. We will then be positioned without a tarnished brand and enjoy further growth opportunities. Part 9: References, Exhibits and Appendixes Appendix 1 – New Project Management Team Structure Appendix 2 – RACI Matrix example (for initial phase) of new structure How to cite Bae Assignment, Papers

Vulnerable Operating Systems Social Engineering and Virtual Private N

Question: Discuss about theVulnerable Operating Systems for Social Engineering and Virtual Private Networks. Answer: Introduction: Vulnerable Operating Systems Vulnerabilities are defined as the potential threat or risk of an attack on a computer system or an application that may hamper the regular services of the same and may also result in negative impacts in terms of privacy and security of the information that is present within. There are a number of computer and mobile based Operating Systems (OS) used by the users such as Windows, Linux, iOS, Android and many more. These operating systems are also exposed to such vulnerabilities with varying degree of likelihood and the same has given birth to the term called Vulnerable Operating Systems. Any sort of vulnerabilities to the operating systems make them vulnerable to a number of different malware and attacks such as viruses, worms, logic bombs, Trojans, network attacks and many more. The features of these operating systems vary from one to the other and the same also forms the factor of an attack of a probable vulnerability on the same. For instance, Linux kernels allow it to be upgraded without affecting the rest of the operating system which is not the features present in any of the version of Windows. These vulnerabilities are also classified in to several categories as high, medium and low on the basis of their impact. Highly vulnerable Operating Systems have the gaps in their design and functionalities that make them easy targets for the attackers (Kingsley-Hughes, 2015). As per a recent report, Apple Mac OS is one of the most vulnerable OS in the present era. There are also medium and low vulnerability OS such as Linux Kernel and some of the versions of Windows OS. Intruders and attackers are constant putting an effort to come up with newer set of vulnerabilities to affect the functioning of all of these vulnerable operating systems and to gather unauthorized access to the information. It is because of this reason that the vulnerable Operating Systems have come up with a number of restrictions and access control to boost their respective security features. These security aspects reduce the vulnerability of any nature with respect to the OS. These also ensure that the confidentiality, integrity and the availability of the information that is present in the system remains intact at all times. It is possible to adapt the security mechanism while designing and implementation of the OS in order to avoid these vulnerabilities in terms of the security of the system. Social Engineering Social Engineering is defined as a category of attacks that forms its base on the human interaction and the level of the same to break the security norms through unauthorized measures. It is a human approach of attack which is executed in such a manner that the participants do not realize their role in the same. Social engineering has been further classified in to two categories as computer/technology based deception and human based deception. The former makes use of technology to break in to the security of a system. For instance, an attacker may impersonate itself as an authenticated entity and demand the login credentials from the user. The user unaware of such an attempt will proceed to provide the same to the attacker which may result in adverse impact to the system. The second category relies on the in-person human interactions to execute an attack such as breaking the physical security by impersonating as an authenticated user. There are many adverse impacts of social engineering attacks on the organizations and for the users as well. These attacks put the user information at risk and plays with the confidentiality, integrity and privacy of the same. For the organizations, these may become the cause of heavy penalties and may also put the reputation at stake (Gulati, 2016). There are a number of techniques that are followed to execute social engineering attacks such as direct approach, dumpster diving, spying, eavesdropping, assistance of technical expert or support staff, use of authority and popup windows. Ignorance, undue curiosity and inadequate due diligence, revenge and personal gains are the few factors that form the causes or common behavior for such attacks on the system. Many countermeasures have been suggested and designed to prevent these attacks and to maintain the security of the system and the information. Some of the common measures include avoiding of the unfamiliar links and popup windows and reporting the same to the security team. Website managers must constant check their website for unnecessary traffic or an unwanted event. USB devices in a system that consists of private information must be blocked to avoid baiting which is another form of Trojan. Enhanced physical security and access control mechanisms can also aid in the prevention and control of such attacks. Also, an unknown entity whether real or virtual should never be trusted and provided with the confidential information associated with a particular user or organization (Perlman, 2014). Virtual Private Networks Virtual Private Networks, popularly known as VPNs are the category of the networks that allow the organizations or the users to setup and make use of their own network over public or shared network infrastructure such as Internet. There are a number of VPN devices that are important to implement such network architecture for an entity. These devices include Customer devices such as routers and switches, Customer Edge devices, Service Provider devices and Service Provider Edge devices. There are a number of protocols and technologies that are used to design and implement a site-to-site virtual private network. IP Security or IPSec is one such suite of protocols that provides protection to the IP traffic in a network. GRE is another technology that protects the multiprotocol traffic in a network. Draft Martini allows the safe point-to-point (PPP) transmission of protocols such as Frame Relays and Ethernet. The list of protocols is different for the Remote Access VPNs. These include Layer Two Forwarding (L2F) protocol that enables tunneling of PPP between access points and the VPN gateways. There are also many other protocols that allow remote access VPNs to function accurately such as Point to Point Tunneling protocol (PPTP), Secure Socket Layer (SSL) and IPSec. The figure presented below illustrates the various types and protocols that are used for the setting of a VPN. VPN Types and Protocols As the name suggests, service provider provisioned VPNs are provided and managed by the service provider and the customer provisioned VPNs and configured and handled by the customer itself (ptgmedia.pearsoncmg.com, 2016). There are a number of advantages that are offered by VPNs such as the security of communications that are done over a VPN is much higher as compared to any other network type. VPNs are also free from complex equipment for installation and long distance leased lines which makes them extremely low on cost parameter. Flexibility and scalability comes easy with a virtual private network that makes them adaptable to the changing requirements of a user or an organization. There are also a few disadvantages that are associated with VPNs. These networks demand an experienced professional for implementation and maintenance as they can be a bit complex on the design front. Reliability and availability of these networks also depend upon a number of additional factors in terms of infrastructure which may enhance the downtime in case of an attack. Also, there may be compatibility issues in the scenario of VPNs from multiple vendors. References Gulati, R. (2016). The Threat of Social Engineering and Your Defense Against It. Sans.org. Retrieved 10 August 2016, from https://www.sans.org/reading-room/whitepapers/engineering/threat-social-engineering-defense-1232 Kingsley-Hughes, A. (2015). Mac OS X is the most vulnerable OS, claims security firm; Debate ensues | ZDNet. ZDNet. Retrieved 10 August 2016, from https://www.zdnet.com/article/mac-os-x-is-the-most-vulnerable-os-claims-security-firm/ Perlman, M. (2014). 8 Tips to Prevent Social Engineering Attacks. LightCyber. Retrieved 10 August 2016, from https://lightcyber.com/8-tips-to-prevent-social-engineering-attacks/ ptgmedia.pearsoncmg.com,. (2016). Virtual Private Networks. Retrieved 10 August 2016, from https://ptgmedia.pearsoncmg.com/images/1587051796/samplechapter/1587051796content.pdf