Recent orders
to analyze the application of FIR low-pass screen into a DSP with use of a header file
Purpose of the lab report
The objective of the laboratory report in this study is to analyze the application of FIR low-pass screen into a DSP with use of a header file which is also referred to as a filter coefficient. The use of the header file is produced in the Lab 3 as a test sample for the piano which is also the bird2 sample and a wave file. The comparison aspect is built by making a direct comparison using the input verses the output.
Methodology of the lab report
Open the code composer to proceed by making copies of lab 2. This copies have to be pasted into the lab to cater for the formulated case which is mode=5. This will have attained the desired idea behind creation of the switching across the modes. For the presentation of the changing data types, the creation of a MATLAB should equally const float to present a definition of the filter coefficients which is located in the main file. The analysis of the sample numbers is critical as per previous input values. This is defined in this phase of the report. To achieve the record of the past input models, the addition of the magnitude of the input buffers is relevant and will guide of the history path. The input history is attained by rearranging existing IO streams and the definite values of & inBuf[0][0] and &inBuf[1][0]. The definition of the declarations in the audio Task( ) si obtained by the additional of new short static pointers to indicate the past input buffer. The pointer to the past input is set on the existing input through an establishment of the new case located inside the available switch statement which enables the management of FIR filter. The final phase is now completed for a prototype functionality of the filter FIR opertation. This has been achieved by clicking debug as a procedure test for the file wave which is ensured by graphing the input and also considering the output.
Code Explanations
During the methodology, the header file is maintained by replacement of the float with a const float to indicate the constant values of the filter coefficients. Since the compiler is not able to efficiently translate the header file an additional # is included to entail the header file name. The sample numbers that formed part of the requirement are defined as the numbers are previous input values due to the equation
….(1)
The filter is represented as order N and the computation nrequirement is presented as N-1 from the past samples that also have two channels from the audio. The history in the methodology is = (2 * (FILTER_SIZE – 1)) and its size=(HISTORY * sizeof(short)). To position the past input samples, the input buffers are increased in size and the history of two buffer lengths are added. The interchange of the IO streams is achieved by priming the input buffer index at the index [HISTORY]
The addition of the newly formed static short pointer at the variable declarations of Audio_Task() is used to indicate the past input buffer so as to enhance making copies of the previous HISTORY number of the samples obtained in the past input. This is also used to balance part of the memory which is prior to the existing input while initializing the existing values of the pointer which indicates the second buffer input inBuf[1][HISTORY]. The process of making copies in the switch case uses the memory copy (memcpy) to the past input on the history of the existing input. The existing input arrangement varies in the destination, the source and the bytes quantity copied. The observance of the destination and the source is presented as (&) of pIn and pPrior respectively. The destination is also presented as &pIn[-History] and the source is presented as&pPrior[2*BUFLEN-History]. The number of bytes will be 2*History (as in the chart conclusion section).
The creation of FIR functionality is named the switch mode with the writing as the prototype in the audioSample_io.h. The basic step in application of the above equation (1) is used to achieve the desired output. This cannot be obtained by C instead the variable are declared. The three existing variable are identified as (I, k and sum) this begins with a loop from loop from i=0 to i=buffer length to process each sample of the input. The process is precede by the summation of k as a variable and the loops from from k=0 until k=max filter size and based on equation (1), we can change to: sum += coeff[k] * pIn[(i-k)*2].
Recommendations
Following the findings, the possibility of a recommendation is minimal.
Conclusion
The beginning of the lab presentation is preceded by several errors of about ten. This is basic errors that include variable declaration, functionality request, prototype record in the header file and also the summation of FIR.
The chart is basic to performing the lab and writing the lab report. The chart summarizes the core indication of the lab objectives and provides explanations of how the source is obtained and the desired destination:
…History… pIn ……………………current input…………………… 2*BUFLENG
pPrior …… Previous Input …… History
Low pass filter transmits low frequency indicators and also attenuates signals point on the frequencies higher than the terminated frequency. The input/output charts demonstrate the variances. In the Pin graph; there is a signal from 3000 to 7500 also, its amplitude higher than 150000:
The short pass filter used in the input reduced the complex frequencies to be lower than 150000 or =150000. The signal is easily noticed at 3000 to 6000 to be removed due to the cut off frequency that was initiated from 3000:
to analyze potential markets and the formulize a strategic plan in relation to selected target markets
MNGT 501
Marketing Management
Name
Course
Date
Table of contents
The type of market
Creating value for the consumers and the organization
Service quality
Operations Performance
Redesigning
2.4 Job Satisfaction
Marketing strategies
3.1 Packaging
3.2 Place
3.3 Pricing
3.4 Promotion
The type of market
The main objective of this report is to analyze potential markets and the formulize a strategic plan in relation to selected target markets and potential and existing competitors to come up with a comprehensive way of ensuring that we stay in business and make targeted profits. The analysis will majorly give special attention to the firm’s strengths, opportunities and threats. The various repercussions of using each of them are also looked at. Combining internal and external analysis provides the company with a general few of testing market opportunities and therefore enables the firm to accurately compare the benefits of each opportunity. It is always important to look at initial marketing strategy as a way of positioning the company to conquer competition and improving your products and service. I would choose consumer market.
Creating value for the consumers and the organization
2.1 Service quality
The issue of service quality is paramount to profitability in food and beverage. Evans and Lindsay (2007) asserted that managers should prioritize quality so as to enhance customer satisfaction. Some of the approaches which managers can adopt in managing service quality include transcendent approach, whereby quality is seen as synonymous with excellence. The manufacturing based approach is also essential in enhancing profitability since the business will focus on delivering services free of error. User based and product based approach is also essential in ensuring right services which match customer specifications are produced. David Garvin (1984) also indicated the effectiveness of value based approach in food and beverage business.
2.2 Operations Performance
Managers should be keen in managing and improving operations performance and efficiency. Operations performance improvement will comprise either the entire business or individuals. Operations managers should be efficient in monitoring changes related to key inputs and outputs as well as achievements of production costs. It is also essential that adequate monitoring of change initiatives to be undertaken so as to ensure efficiency (Lockwood et al 2012).
In the event when managers have initiated changes in operations, monitoring should be administered so as to guarantee efficiency. Special attention should be taken in examining the performance of machines, employees, methods and units in the business group. This will help in highlighting the areas which need improvement. There is need for managers to establish the basis for investigating and launching improvements (Ojugo 2009). This is essential in the service business since it helps in boosting service quality and creating good customer perception on waiting time.
In seeking improvement on operations management, the generic operations performance measures should be considered. Composite performance measures like customer satisfaction should be give due consideration. Managers should put in mind cost of human resources, number of customers, units of human resources, cost of other resources, and units of other resources so as to improve efficiency (Dittmer and Keefe 2008).
There is a conflict in service industry related to productivity and quality. The cutting of costs so as to raise productivity may lead to overall reduction in quality. Managers should be aware that increase in productivity may not necessarily lead to high profitability. There is need to focus on the economic feasibility of operations performance both in the short-term and sustainability in the future (Mok et al 2013). Increase in quality has direct impact on business productivity and profitability. In the food and beverage business, managers should seek the following issues so as to guarantee quality, productivity and profitability.
Minimal waste from high quality raw materials
Minimal rejection of items from suppliers
Minimal complaints from customers about meal and fewer returns to kitchens
Improved image and service desirability
By considering the above issues, managers in food and beverage businesses are able to guarantee high service quality and productivity.
2.3 Redesigning
Redesigning of the entire business and its operations is essential for boosting service quality, wait time, and customer satisfaction. Heizer and Render (2011) depicted that managers should be efficient in adjusting and redesigning the business so as to enhance productivity. Items which add no value should be eliminated while also reducing variability in production times. Operations managers should also seek to re-evaluate ingredients, machines, equipments, and customers so as to reduce costs and time. Redesigning is essential for managing capacity and supply within the restaurant. By focusing on the issue of redesigning, managers are in a position to check and improve on service quality while creating a better perception on wait time (Heizer and Render 2011).
Heizer and Render (2011), argued that good forecasting should be undertaken so as to ensure a good match between actual demand and available capacity. Efficiency in operations will be attained when demand equals supply. High demand will mean customers queuing thus leading to waiting and turning away. Service quality will also be compromised thus leading to dissatisfaction and low productivity. High capacity or excess supply in comparison with demand leads to inefficiency through wastage of resources. It is essential for managers to strike a balance between business capacity, supply, and demand so as to ensure operational efficiency. Seasonal trends should also be put into consideration in demand forecasting so as to facilitate better capacity planning and control.
Heizer and Render (2011) argued that managers should be efficient in evaluating all issues related to productivity. Productivity is the main indicator of operational efficiency and performance and gives a reflection of what is produced against what is required. In the food and beverage business, managers are expected to assess the gains of productivity so as gain cost and quality advantages. In order to ensure service quality and efficiency in food and beverage business, the issues of labor, capital, and other resources should be put into consideration. Reduction of waiting time may lead to additional costs of labor and facilities. This will however be catered for the expected increase in productivity due to customer satisfaction, loyalty, and re-purchase.
Managers should be geared towards reduction of all waste so as develop more efficient, dependable, productive, low cost, and high quality products. For instance, the concept of Just-In-Time and capacity has been voted as essential in guaranteeing operational efficiency and low or no waste of time and resources. Just in Time systems will ensure zero or low inventory. In the food and beverage businesses, close and long term relationships with suppliers should be maintained so as to ensure efficiency and convenience. Another key approach for boosting operations performance is outsourcing some of the tasks so as to reduce costs, improve quality, exploit economies of scale, and gain expertise. Some of the areas to outsource include cleaning, personnel, maintenance, IT, and Payroll. By outsourcing these operational tasks, high efficiency will be attained thus enhancing service quality and customer satisfaction (Heizer and Render 2011).
2.4 Job Satisfaction
Attaining high job satisfaction is significant at the individual level because an employee who perceives his job as enjoyable, rewarding, and fulfilling will embody enthusiasm for his work and generally associate a measure of happiness over his professional responsibilities. In general, employees who are satisfied in their occupation are more productive and able to contribute more to their field than those who are unhappy or disgruntled at work. Furthermore, an employee who thrives in his career is more likely to experience satisfaction in other areas of life. Research has confirmed that the sense of achievement and success gained from satisfying work is directly connected to an individual’s general feeling of fulfillment in life (Marion & Ceengage, 2001). This research shows that the level of contentment a person experiences through his job will impact his overall well-being in life.
Job satisfaction, however, is different from the motivation to work. Job satisfaction is an individual’s emotional response to his current job conditions, and motivation functions as the driving force that pushes a person to pursue and satisfy his needs (Alshallah, 2004). An individual may be motivated to work and not feel satisfied with the job. In the work environment, motivation can be understood as boosting the morale of employees–encouraging them to willingly give their best in accomplishing assigned tasks (Itoje, 2011). Satisfaction with one’s work is determined by how he feels about his job—regardless of his motivation for working.
Marketing strategies
Packaging
The manager, in regard to the product, must be aware that be it a service or a product that he is endeavoring to sell, he must present the commodity in a way that attracts the targeted customer. This means that of great importance is the product appearance, its function, packaging, service and warranty among other aspects. The manager must also be aware the different customer needs in relation to the product. This is because two customers may be consuming the same product while in the real sense they are actually consuming different products based on the benefits they derive from the consumption (Shank 2001). The marketing manager must understand the life cycle of his product so that strategies like coming up with new products that are meant to be a response to the market needs are accomplished in a satisfactory manner. And when thinking about the product, the manager must present a product with distinct features to fit in a particular class of sports products. Knowing how the consumers use the product can help the marketing manager to capitalize more on the product features that can make the product stand out and attract customer loyalty. The sales manager will also count it as an achievement if the sales staff members are thoroughly knowledgeable regarding the product they are presenting for sale; a feat that will bring confidence in them.
3.2 Place
Another item in the mix is the place. It can also be described as the strategy that ensures distribution of the products to the marketplace. In regard to this strategy, the marketing manager or sales manger must identify the best channels of distribution that can be used to get the product to the prospect market or target customers. In this area, therefore, the marketing manager must choose wisely the channel members, and he must not forget to look at areas like market coverage, logistics as well as the levels of service. Wrong decisions in this marketing mix item might cause delays among other inconvenience that may work well against the objective of the manager. For instance if the channel of distribution is too long while the market is not as vast, this might also cause additional costs in addition to delaying delivery to the final consumer.
3.3 Pricing
Pricing still remains a challenging task in the sports market. The marketing manager must however ensure that while making the pricing decisions, he takes into account the profit margin of business and the pricing response other competitors are likely to elicit. Price plays a critical role in the marketing mix of the sports manager in that prices can be readily altered, the price is extremely visible and any changes effected on it can be communicated with ease hence impacting on the consumer perceptions. And where the market is characterized by an elastic demand, the marketing manager may use price as a very effective tool. Nevertheless, the marketing manager must be aware that price is ever close to the consumer’s mind and therefore any tinkering with it may be very harmful (Shank 2001).
3.4 Promotion
Promotion is one area that the modern manager has to consider and is very essential in providing a chance to dwell on the salient features of the product. In this area, decisions made include those with respect to communicating and selling to prospective consumers. Given that these costs can be large in as compared to the product price, the marketing manger must carry out a break-even analysis whenever he is faced with the task of making promotion decisions. Thus, one important thing for the sports manager in relation to the promotion decisions is that it is helpful for him to establish the value of a customer to facilitate determination of whether more customers are worth the cost of obtaining them.
Promotion must be made part of marketing strategy by first establishing the wants and needs of the customers so that when carrying out promotional events like advertising, media types, special events and public relations the main aim is actually purposing to satisfy an already identified want or need of the consumer (Shank 2001). In the modern business environment companies and business entities spend huge amounts of money on advertising and public relations as these have become very sensitive items and well recognized. Given the huge costs, the manager must establish whether he has a long-term or short-term objective. These huge expenses mostly benefit businesses that have long-term goals.
Lastly, the manager has the people decisions to make. These decisions that relate to customer service are pertinent to the success of the business. In relation to this, the marketing manager must strive to ensure that the sales personnel appear to customers in a presentable fashion. The attitude of the sales personnel as people who come in direct contact with the customer is very important since the first impression is that the customer will feel unwelcome in case faces are gloomy though there are customers who may identify with or like “that rude” atmosphere (Shank 2001).
In conclusion, the sports manager must consider every part of the marketing mix and put the satisfaction of the target customer on top of everything else and then clearly define the strategic vision and objectives of the marketing mix. The manager must however develop alternative tactics. This will facilitate achievement of the laid down objectives.
References
Alshallah S. (2004). Job satisfaction and motivation: How do we inspire employees. Radiol
Manage, 47-51.
Davis, MM. and Vollmann, TE. (1990) A framework for relating waiting time and customer
Satisfaction in a service operation, Journal of Services Marketing, Vol 4 (6), p. 61-9.
Dittmer, P. and Keefe, D. (2008) Principles of Food, Beverage, and Labor Cost Controls, New
York, Wiley & Sons Press.
Evans, JR. and Lindsay, WM. (2007) Managing for Quality and Performance, New York,
Cengage Press.
Heizer, J. and render, B. (2010) Operations Management 10th Edition, New York, Prentice Hall.
Lockwood, A. et al. (2012) Food and Beverage Management, New Jersey, Routledge.
Shank, M., D. (2001). “Sports Marketing: A Strategic Perspective” 2nd Edition, Prentice Hall.
Marion A. & Cengage G. (eds.). (2006). Job satisfaction. Encyclopedia of Business and Finance.
Retrieved from HYPERLINK “http://www.enotes.com/business-finance-encyclopedia/job-satisfaction” http://www.enotes.com/business-finance-encyclopedia/job-satisfaction.
Mok, C. et al. (2013) Service Quality Management in Hospitality Tourism and Leisure, New
York, Routledge.
Ojugo, C. (2009) Practical Food & Beverage Cost Control, New York, Cengage Press.
TJ MAXX BREACH
“TJ MAXX BREACH”
Harold Bishop
CSIA 301
UMUC
November 16, 2012
Abstract
TJX, a retailer company that is based in Massachusetts operates Marshalls, T.J. Maxx, and other stores. The store and its subsidiaries accept electronic payment through Visa and Master Cards in addition to cash payment. The retailer electronic payment system suffered a major blow when it was hack in 2006. The breach compromised customers’ debit and credit card details. T.J. Maxx revealed the extent of the crime amounted to about 45.6 million debit card and credit card numbers were stolen. A mere fact that hackers managed to access such a large amount of information signifies that T.J. Maxx was either unsuccessful in truncating and encrypting card numbers or it did not secure its encryption keys. This study will focus on circumstances of how the breach occurred, losses of confidentiality, integrity, and availability after the breach and suggest technological improvements to prevent further recurrence. Various sources of literature will be explored to create and understanding of security stems and how the T.J. MAXX system fell to the might of hackers.
Introduction
T.J. Maxx is one of the subsidiaries of TJX companies. TJX is a large chain of departmental stores based in Massachusetts. The company retails home based apparel and fashion. The company operates Marshalls, T.J. Maxx and other stores. The TJX Company has yearly sales revenue that exceeds fifteen billion dollars. The company accepts electronic payment through its network, where buyers can use Visa Cards and Master Card to pay for goods. The store was however, complacent in protecting it networks electronic payment system, and as a result, it experienced the worst network system breach ever. The security breach occurred when hackers breached the database of the company and stole confidential data of customers. The number of customers whose information was affected was over forty five million. Records show that the company experienced a system breach in late December (Oram & Viega, 2009). The hackers breached the system of T.J. Maxx by getting unauthorized access to information of the customers’ check clearing, debit cards and credit cards. It was one of the biggest data breaches ever recorded. Cyber security or hacking breach can be performed for various reasons. Such reasons can include data duplication, unauthorized data extraction, data tampering, data exfiltration, data deletion, data eavesdropping, data downloading, malicious data attack and data spoofing. This study will focus on circumstances of how the breach occurred, losses of confidentiality, integrity, and availability after the breach and suggest technological improvements to prevent further recurrence.
This was a security breach because hackers intentionally misused a network system to access data in a manner that adversely affected the security of T.J. Maxx’s data and systems operations. Threats of Cyber security at times are often complex, varied and evolving. People that accomplish Cyber security breaches are usually very motivated. As a result, they even strive to breach systems that are very secure. Given that Cyber security can hardly be fool proof, preventive measures should be introduced to network system to assist in reducing the threats of exposing risks to hackers.
Gallaher, HYPERLINK “https://www.google.com/search?hl=en&sa=G&tbo=d&tbm=bks&tbm=bks&q=inauthor:%22Albert+N.+Link%22” Link & Rowe (2008) state that, a good number of Cyber security breaches habitually cause loss of sensitive, valuable and confidential data. Security breach can also target to disrupt or damage a network system or utilize a system in an unauthorized manner. In essence, a Cyber security breach allows hackers to contravene the internal utilization of a system. T.J. Maxx Company had kept a lot of personal information about their clients for a long period. Their security system was feeble and had a weaker encryption technology. It became very vulnerable to hackers. Hackers managed to mine, extract and also download personal information that belonged to more than forty five million T.J. Maxx clients. The debit cards and credit cards data was later on encoded on false credit cards, and utilized in buying merchandise that was worth over a million US dollars from the Wal-Mart retail stores.
Lewis (2003) posts that the security breach lead to loss of their customer’s personal information such as details of credit cards, details of personal, social security, as well as details and numbers of driving licenses. Hackers were able to download those details after intruding into the network system of the company. It was possible to breach the security because the wireless network system had weak encryption codes. Clients’ credit cards and debit cards had a lot of stored information on their magnetic strips. The information is normally in an unencrypted format, which makes it visible to computer swipe systems as plain text. As a result, swiping credit cards and debit cards on a stores terminal or merchants’ terminal’s to pay for purchased goods, data and details of clients get transmitted to a payment network system from a payment terminal.
The transfer process is relatively fast and only takes a few seconds to reach its final destination. Nevertheless, data is very vulnerable on that journey. Within a short period that data travels through the network, hackers that have access to the network system are able to steal information of customers. Hackers can access the network system by unlocking the system data codes used for securing the system or penetrating security firewalls. In the same way, hackers could have penetrated the T.J. Maxx security firewalls as the company was using a frailer encryption method. Hence the hackers easily unlocked the data codes and managed to download a lot of customer’ confidential details.
The hacker used the stolen data in encoding fake credit cards to be used by impersonators in purchasing merchandise in other retail stores. The suspects arrested with fake credit cards confessed to have bought the stolen information from undisclosed hackers. This means that the hackers sold the stolen clients information to imposters that bid with the highest amount. For that reason, a loss of data confidentiality was evident as most users of debit and credit cards provided their personal information to the card companies assuming that personal details they unveiled will only be applied in expediting their business transactions. Chances for such information landing in the wrong hands were high. The position put those clients in vulnerable situations both security wise and also in terms of monetary losses resulting from the abuse of given information (Shoemaker, Conklin & Conklin, 2011).
This argument can crop up taking into account that credit and debit cards normally contain details that can provide a hacker with the customers’ place of work, residential addresses, occupation and other confidential information that would have been confidential in the hands of trusted systems. This type of loss can lead in loss of confidence in the institutions that offer goods and services and respond by acquiring confidential information to allow those transactions to continue. It is due to this assumption that clients deem that details they give remains confidential enabling a majority of service providers to offer very personalized services. When people find out that their information has landed in the wrong hands, they feel cheated and will be unable to anticipate or predict the future activities of hackers besides losing their money.
One thing that makes large organizations like T.J. Maxx attractive to hackers would be because they are personal information goldmines. According to HYPERLINK “https://www.google.com/search?hl=en&sa=G&tbo=d&tbm=bks&tbm=bks&q=inauthor:%22David+A.+Powner%22” Powner (2010), all organizations that conduct business transactions with customers using other payment methods apart from cash are vulnerable too. This is because if those transactions transact through debit and credit cards then they certainly have more consumer details packed with confidential data. It is based on the data that they have and that most of their customers assume that people that access their information should be individuals of high integrity that can maintain the confidentiality of consumers’ information.
In this age where IT is playing an important role, Cyber security is not an option; it is a prerequisite. Organizations and clients are spending millions of dollars annually to invest in solutions of Cyber security. Their efforts aim at protecting their databases and systems from external threats and viruses. With the extensive use of online transactions, there are a number of misunderstandings about Cyber security and their capabilities. Improving information security to prevent future recurrence of breach will necessitate a reconsideration of the critical elements of the Internet. Particularly the need for anonymity on the network is important. To lessen the vulnerability to other e-mail security scams and phishing organizations must install proficient enterprise level email security software. This software will assist in checking both outgoing and incoming messages to enable spam messages not to be transmitted when the network system is compromised. Additionally, organizations should regularly train network staff about Internet security to allow those users to be aware of e-mail scams (Wilshusen, 2010).
To prevent future recurrence, data security should be promoted in case a device is stolen or lost. Data on devices that store sensitive customers’ details should be encrypted. Higher data encryption, anti-malware solutions and user authentication must be enforced. Moreover, implementation of a strict usage policy on all mobile devices will help in monitoring the network for any malicious activity. Another way of preventing future occurrences of breach is to do regular network scans using a freeware programs such as Net View. Regular scans will allow the network administrator to recognize if an imposter has installed new equipment on the network. As well, patching and updating should be performed regularly. Updating application software and operating system is a good way of preventing breach attempts that are initiated from outside the perimeter of the network. Product such as Microsoft Baseline Security Analyzer is effective in ensuring that network computers under your care are updated and have all of the needed patches.
To protect information from being easily accessible or reduce the security risks, the organizations should ensure that they do not gather a lot of irrelevant personal details. The collected data must also not be kept for so long (Theohary, 2010). Organizations must also use a network system with a complex encryption codes to minimize risks of exposing transmitted data to hackers from the card swipe point to the payment network.
References
Gallaher, M., HYPERLINK “https://www.google.com/search?hl=en&sa=G&tbo=d&tbm=bks&tbm=bks&q=inauthor:%22Albert+N.+Link%22” Link, L. & Rowe, R. (2008). Cyber Security: Economic Strategies and Public Policy Alternatives. Cheltenham: Edward Elgar publishing.
Lewis, J. (2003).Cyber Security: Turning National Solutions Into International Cooperation. Washington, DC: The CSIS Press
Oram, A., & Viega, J. (2009). Beautiful Security: Leading Security Experts Explain How They Think. Sebastopol, CA: Farnham : O’Reilly
HYPERLINK “https://www.google.com/search?hl=en&sa=G&tbo=d&tbm=bks&tbm=bks&q=inauthor:%22David+A.+Powner%22” Powner, D. (2010). Cybersecurity: Key Challenges Need to be Addressed to Improve Research and Development. New York: Diane Publishing.
Shoemaker, D., Conklin, W. & Conklin, A. (2011). Cybersecurity: The Essential Body of Knowledge. New York: Cengage Learning.
Theohary, C. (2010). Cybersecurity: Current Legislation, Executive Branch Initiatives, and options for congress. New York: Intelligence and National Security Alliance.
Wilshusen, G. (2010). Cybersecurity: Progress Made But Challenges Remain in Defining and Coordinating The Comprehensive National Initiative. New York: Diane Publishing.