Agile software development Assignment Example | Topics and Well Written Essays - 2000 words

Agile software development - Assignment Example To begin with, the state of many operating environments of software systems is such that any vulnerability is likely to attract exploits (Paul, 2012). This calls for software testers that are focused, diligent and thorough to ensure that the delivered software products do harbor any vulnerability. Just like the software testers, hackers constantly make efforts to have their hacking skills updated. With such an effort, the hackers increase their ability to identify and exploit newer system vulnerabilities. Thus, testing like a hacker means that a software tester assumes the role of a hacker to be better placed in identifying the security hitches of a system. Secondly, hackers have the main intention of doing what other people have not been able to do and this is why they able to discover system vulnerabilities. To counteract such intentions, testers have to think outside the box about the possible system weakness that attackers and hackers can find attractive. Nothing would be as paining as a tester carrying out a vulnerability assessment only for someone to come after him to find something that he failed to identify. Furthermore, the focus, time and effort spent in a testing activity will dictate the success level of a software project (Khurana, 2009). Based on these facts, testing like a hacker means that a software tester in his effort to eliminate system weaknesses might need to go beyond the testing scope specified in the Test Plan. Finally, the exploitation is known to be a mission for circumventing the security controls of a system by launching an exploit. In the software world, exploits are bugs or issues within the software code that allow hackers to execute or launch payloads against the target software system (P, 2013). Payload here refers to a means of having the target machine turned into a puppet and forcing it to make our wishes. The payloads have the danger of altering the intended software

Privatisation of Local Government Services

Privatisation of Local Government Services Privatisation in Local Government:  Westminster City Council and Islington Council Introduction Privatisation is referred to as â€Å"the transfer of the transfer of ownership and control of State-owned enterprise (SOE)†, to the private sector. (Bortolotti et al., 2000; Siniscalo et al., 2001). Privatisation has become a major trend in the developed economies, the developing economies, as well as in emerging market economies. In Great Britain, privatisation began in the later 1970s during the reign of the Thatcher government. It later spread across other countries and continents to become a distinguishing feature of â€Å"fin de sicle capitalism†. (Bortolotti et al., 2000; Siniscalo et al., 2001). Privatisations are now common to most countries taking place across geographical regions and economic sectors. The 20 year period 1977 to 1997 witnessed 1,865 deals in more than 100 countries worth approximately US$750billion. (Bortolotti et al., 2000). Between 1977 and 1999, the total deals reported amounted to 2,459 in 121 countries worth US$1,110billion. (Siniscalo et al., 2001). The The World Bank suggests that global SOE value added witnessed a decline from 9 percent of GDP in 1978 to 6 percent of GDP in the 1978-91 period. In addition, privatisation has also had a tremendous impact on financial markets. In July 1998 for example, privatised SOEs had a combined market capitalisation of US$1.5trillion. (Bortolotti et al., 2000) and by 2001 the combined market capitalisation had risen to $3.31 trillion. (Siniscalo et al., 2001; Megginsson and Netter, 2001). It is often believed that privatisation leads to more efficient and effective management of the enterprise which should in turn generate superior shareholder value. However, Siniscalo et al. (2001) notes that few governments have completely transferred ownership of SOEs to the private sector. This is evidenced by the fact that only 30 percent of the 617 companies being considered sold the majority of stock in the reported public offerings between 1977-1999. In addition, there was no privatisation in 11 out of the 67 countries included in their study indicating that there is still greater control in the hands of the state. (Siniscalo et al., 2001). There are therefore a number of questions that need to be addressed including: why governments privatised; why some countries accomplish large scale privatisation while other never privatise at all; how governments privatise; why some governments privatise big stakes while others do it partially. (Siniscalo et al., 2001). In this, we provid e an analysis of a Local Government – Westminster City Council and Islington Council in London and their agendas on privatisation. Background The U.K remains the leading country towards privatisation among European countries in terms of the amount of state assets that have been sold so far. (David, 2002). However, other European countries are making efforts to catch up with the U.K with their interest in privatisation driven mainly by the U.K example, technological change and the European single market programme aimed at removing non-tariff barriers to trade in the E.U. (David, 2002). The main assumption of privatisation is that competitive markets are more efficient than monopolies in managing the resources of the state. It is often assumed that SOEs can be better managed by the private sector. According to the Audit Commission, the market mechanism has reduced service costs and improve service quality. Approximately  £80million has been saved as a result of recent efficiency improvements in corporate services as a result of the market mechanism. (Audit Commission, 2007). The concept of Privatisation was pioneered by th e U.K through the introduction of the Compulsory Competitive Tendering (CCT) in 1981 allowing the private sector to compete to deliver public services, the objective was ‘†¦to improve the efficiency of services that had previously been provided by the councils themselves.’ (Audit Commission, 2008). The Local Government Planning and Land Act (1980) and the Local Government Planning Act (1988) require local authorities to subject more and more of their services for competitive tendering. (Frederick, 1994). The services covered by the CCT can be performed by the local authority’s own employees only on the condition that the tender bid for the contract to provide those services is won by the in-house organisation. The services covered under CCT as defined by the 1980 Act include new construction; building maintenance; and some highway work. The 1988 Act extended the list to include refuse; building cleaning; street cleaning; schools and welfare catering; other catering; grounds maintenance; repair and maintenance of vehicles; and management of leisure facilities. The list was again extended through powers granted to the Secretary of State and the Local Government Act 1992 to include part or all of each of the following services: management; security; architectural; engineeri ng; property management; finance; personnel; legal; computing; corporate and administrative; housing management; home-to-school transport; libraries and theatres. (Federick, 1994). Since its institution, there have been significant benefits of CCT in terms of cost savings and in improvements in service quality. (Frederick, 1994). In-house organisations have often been supplemented by efficient private sector suppliers. Some of the contracts have been won by direct service organisations or direct labour organisations which c operate in very small sizes, are more cost conscious and responsive. These organisations have also improved the productivity and quality of service. (Frederick, 1994). Despite the benefit of CCT Federick (1994) observes one problems with the CCT. Under the CCT, local authorities are not allowed to undertake the provision of certain services in-house. Local authorities must therefore forgo the alternative of undertaking the activity in-house even if the in-house options turns out to be the most cost-effective approach. This is unlike the case for private sector organisations that can review the balance between organisation costs and transacti ons costs and decide, on the basis of cost-effectiveness, whether to outsource or to undertake the activity in-house. (Federick, 1994). The benefits of CCT can therefore be placed under two categories including; (i) improved organisational management ( resulting from clearer objectives, articulation of standards and setting of targets, better monitoring, reorganisation of work to improve productivity, reduction of waste, etc) achieved in response to the stimulus of competitive comparison (and thus the prospect of contracting out); (ii) substitution of (lower) transaction costs for (higher) organisational costs. (Frederick, 1994). CCT encourages competition among service providers and thus ensures that local authority services are provided efficiently. Taxpayers therefore achieve greater value for their money. However, the main problem with CCT is that customer value requirements are determined by the local council or authority and not by the taxpayers (or consumers) of the services provided by the local authorities. The best CCT can do for consumers is that it is capable of securing the most efficient provision of the services that the local authorities deem as necessary to be provided, not those actually wanted by the consumers. (Frederick, 1994). CCT has also made councils to be more aware of the consumers of local authority services. Surveys are now conducted by many types of council to find out what the public thinks about its services and how they would like the services improved. However, this those not still amount to providing the services that the consumers actually need. The council simply improves those services that it feels are needed by the consumers without asking them what they actually need. By so doing, consumers continues paying for the services through taxes even though they may not be deriving any value from them. Westminster City Council and Islington Council Westminster City Council In line with CCT West Minster City Council has been trying to improve on the services it provides to its consumers by soliciting the services of direct service or direct labour organisations. The objective of the Westminster City Council is to deliver a world class city, built on the delivery programmes of Order, Opportunity, Renewal and Enterprise. West Minster City Council was one of the councils to begin privatising its services even before the implementation of the CCT. For example, the council added the management of its indoor leisure centres to its list of services subject to CCT in advance of official government legislation with the objective of seeking tenders in early 1988 for contracts commencing in September 1988. (Prokopenko and Pavlin, 1991). The objective of the tender was for the management of one or all of the 5 leisure centres and was based on deficit financing. Contractors were expected to include alongside cost estimates in their prospectus methods that could be u sed to reduce the deficit while at the same time improving the service. The contract was awarded to City Centre Leisure (CCL) after severe competition with competitors. CCL was awarded a contract to manage two out of the five leisure centres including the Queen Mother Sports Centre in Victoria and the Seymour Leisure Centre in Marybone. The contract which with total cost  £2,590,300 carried a term of five years. (Prokopenko and Pavlin, 1991). Following six months after the contract was awarded, there was an increase in the number of people who used the facilities by 27,000 as compared to the same period during the previous year. The factors that contributed to the increase in the use of the service include: increased opportunities to use the service such as increased opening hours, more flexible programs particularly in the mornings, evenings and weekends; user survey action, taken to improve certain aspects of the service; introduction of customer-care training and encouragement with further efforts planned. (Prokopenko and Pavlin, 1991). More so, management was clearer and sharper about what they were trying to do than before. There was also an improvement in the attitude and interest levels of staff thereby leading to an increase in the quality of the service. (Prokopenko and Pavlin, 1991). One can observe that by privatising the leisure services to CCL, West Minster City Council helped to improved the quality of the service to taxpayers. More people were now willing to use the service because it was available at more affordable prices. It was also available at flexible times. People could therefore use the service without having to make adjustments to their work schedules since it could be accessed at both morning and evening hours. People on morning shift duties could use the service in the afternoons or evenings, while those of on night shift duties could use the service during morning or afternoon hours. In addition, the improvement in staff attitude and interest increased the quality of the service since more people perceived it as being of a high quality. Included in its business framework are: Obligations to improve; new audit and intervention arrangements; emphasis on accountability for decisions and performance; freedoms to trade and charge; freedoms to spend; and freedoms to invest. The council adopted the project â€Å"Once City 2008† which its part of its vision to meet the aforementioned objective. The aim of this project is to deliver strong communities, with low taxes and services of the highest quality, which are easy to access and available when as and when necessary. First launched in November 2005, the Once City programme has achieved excellent progress. (City of Westminster, 2009). The Council has set out a total of 30 initiatives to improve lives of people living and working in Westminster City. (City of Westminster, 2009). The Council aims at building on its commitment to low tax, with a freeze in Westminster’s share of council tax; foster its â€Å"Go Green plans† to make Westminster one of the most sustainable cities in the U.K; spend over  £150million to improve schools; and look at opportunities for new housing in the City. Another key priority for the new year is to work hard for the City’s younger and older residen ts, as well as speaking to parents about what more the council can do to support them as they manage their family role. The council launched its leading â€Å"Leading Older Person’s Matters† approach last year, which includes an enormously popular free tea dance at the Grosvenor House Hotel for over 1,000 old residents. (City of Westminster, 2009) The council has a duty of securing and improving best value for taxpayers’ money where best value is defined as continuous improvement in the performance of authority’s functions. In securing best value, West Minster City Councils strikes an appropriate balance among: (i) the quality of its performance of its functions; (ii) the cost to the authority of that performance; and (iii) the cost to persons of any service provided by it for them on a wholly or partly rechargeable basis. The council performs its duties in a manner that contributes to the achievement of sustainable development. Performance improvement is measured with regard to the outcomes that have been improved. Islington Council LBI struggled for a number of years to manage and administrate the benefit service, in October 1998 the service was outsourced to ITNet under a 7 year contract to improve service performance and delivery. In 2002 the Benefit Fraud Inspectorate (BFI) inspected LBI and ITNet the findings were highly critical of the Council’s ability to manage the contract National press interest in ITNet grew during 2001-2002, as Hackney Council terminated it’s contract with ITNet in April 2001, over the proposed 17,000 claims awaiting assessment. The financial implications where catastrophic, estimated to rise to at least  £11m to develop an in-house team to sort through the back log of claims. LBI decided to review it’s contract introducing new and stringent Key Performance Indicators (KPI) incentives and harsh penalties linked to service delivery and performance. (LBI, 2003). LBI was still subject to political and public scrutiny and condemnation of ITNet’s performance , the Ombudsmen Office could not withstand the number of complaints received A report to LBI Executive dated 20th February 2003 detailed the plans to revert to an in-house service from 1st May 2003 concluding: ‘The service has continually received criticism from claimants, Councillors, M.P’s, outside agencies and in the local press. The recent Benefit Fraud Inspectorate report highlighted that whilst the quality of the contract and the client side had improved†¦there had been no real improvements to claimants†¦Ã¢â‚¬â„¢ (LBI, 2003) In May 2003 LBI reverted the provision of the Housing Benefit Service to ‘in-house’ a year later the Audit Commission noted ‘Significant improvements have been achieved in previously weak areas, notably housing benefit services†¦Ã¢â‚¬â„¢ (Audit, Commission, 2004). The LBI Executive agreed to exclude press and public knowledge in connection to ITNet to include ‘information relating to the financial or business affairs†¦or action taken in connection with legal proceedings, by or against the authority’. (LBI, 2003). The financial loses incurred by LBI from inception to termination of the contract have never been fully released. The service provision continued to improve by 2005 Housing Benefit had transformed from a one star service (weak) to a three star service (good), (Audit Commission, 2005). The Audit Commission on behalf of the Government have undertaken intensive research in respect to the implementation of privatisation –detailing three specific areas where there appears to be a consistent lack of: ‘Sufficient people with the procurement , risk or management skills to make effective use of market mechanisms; Information about public service markets that would enable them to use or develop those markets; and Information about delivery costs, management costs or service performance to determine the best service delivery option and the best way to secure that option.’ (Audit Commission, 2007). Lane, (2000) significantly highlights the complex issues regarding the ideology of privatisation: ‘†¦local governments†¦must learn to conduct processes of tendering/bidding in a transparent manner, as well as implementing contracts in an efficient manner, including the monitoring of fulfilment of the terms of a contract.’ A philosophy perhaps shared by Lynch (2006), suggesting the ‘transaction costs’ are a significant consideration of privatisation, highlighting: ‘There is a need to set standards, monitor progress, evaluate performance and other activities associated with giving former monopolies the freedom to undertake public services.’ (Lynch, 2006 ) The Benefit Fraud Inspectorate was highly critical of the contract that existed between LBI and ITNet suggesting is was ‘failing’ and ‘weak’ (BFI 0476/02. The contract specification had a detrimental affect on the Council’s ability to monitor the performance of ITNet ‘LBI†¦is unable to measure their effectiveness or success because it does not have monitoring in place†¦which it makes it difficult for LBI to take strategic decisions about how best to deal with the problems..’ (BFI 0476/02). The lack of skills to negotiate contracts in Local Government has been highlighted by the Audit Commission ‘Good service procurement requires accurate specification, and robust and clear negotiation, supported by sufficient technical knowledge to evaluate cost and quality’ (Audit Commission, 2007). Conclusions and Recommendations Privatisation is perceived to be a more efficient method of allocating the resources of the state. It encourages more efficient management and improves staff commitment and interest thereby increasing customer value. For example, Westminster’s privatisation of its leisure services led to improvement in the value of the service to consumers. However, privatisation of certain services may not lead to their efficient provision. As evidenced by the housing benefits case of Islington Council, not all local services can be provided efficiently by the private sector. It is therefore appropriate to carefully select the services that should be privatised before taking the decision. this should be done by weighing the costs and benefits. If benefits outweigh costs, then the service should be privatised. On the contrary, if costs outweigh the benefits of the service then it should be provided in-house. BIBLIOGRAPHY Prokopenko, J., Pavlin, I. (1991). Entrepreneurship Development in Public Enterprises International Labour Organization, 1991 ISBN 922107286X, 9789221072867 208 pages. Bortolotti, Bernardo, Siniscalco, Domenico and Fantini, Marcella (2000). Privatisation and Institutions: A cross Country AnalysisCESifo Working Paper Series No. 375. Available at SSRN: http://ssrn.com/abstract=257773 Siniscalco, Domenico, Bortolotti, Bernardo and Fantini, Marcella (2001). Privatisation Around the World: New Evidence from Panel DataCESifo Working Paper Series No. 600; FEEM Working Paper No. 77.2001. Available at SSRN: http://ssrn.com/abstract=288530 or DOI: 10.2139/ssrn.288530 Frederick, d. (1994). Why Compulsory Competitive Tendering for Local Government Services is not as good as privatisation. Available online at: http://www.libertarian.co.uk/lapubs/econn/econn052.pdf David, P. (2002). Privatisation in the European Union: Theory and Policy Perspectives. New York Routledge. City of Westminster http://www.westminster.gov.uk/

media Essay -- essays research papers

The ‘media’ as a whole plays a major part in one’s life. Media messages can be presented in many ways from reading newspapers to watching news on television from the comfort of your own home. However, the most important factors are how the news is retrieved and portrayed by an individual or a group of individuals as each individual has the right to accept what they believe not what they are manipulated to believe or to accept. There are various issues that can be looked at to conclude whether or not there is such thing as free, unbiased media, to define this topic it is too broad to study itself so it will be broken down and researched in small parts. Bias in different context will be analysed and shown how it is interpreted. Theorists will be researched such as: Rupert Murdoch and Noam Chomsky taking his views into consideration as well as elaborating on them. The approach taken to tackle this area of study will show clear evidence of where the information has b een taken from as this will enable the reader to make their own judgment as to whether there is such thing as free, unbiased media. Can it be argued that there is such thing as a free, unbiased media? Bias is based around media organisations made up of journalists and news producers presenting particular stories and the selection of which stories to cover with an uneven viewpoint, these particular stories may refer to accusations of either censorship or propagandism. Individuals perceiving various media messages can receive these in different contexts such as socially, ethically, economically and politically. There are different categories of bias that can be looked upon when presenting media messages to individuals such as: ethnic bias which includes nationalism and regionalism, corporate bias involving advertising and political campaigns, social bias that contains overall bias of reporting to favour the status class, political bias regarding the split in political slant and sensationalism about manufacturing or distort news as a purely commercial product. Temporal bias is known when media are biased toward the immediate, when media organisations decide to take up a story that is happening immediately. News has to be new and fresh, this news has to be ever changing even when there is a small amount of news to cover. There are other forms of bias such as status quo bias, narrative bias, fairnes... ...close look at the records shows Murdoch has imparted his far right agenda throughout his media empire† (Center for American Progress). An example of being bias would be that Murdoch is blamed for presenting partisan media coverage for political groups that publicise policies and conclusions to draw attention to his commercial benefit showing that media bias is involved from the beginning, middle or end and is often encouraged by politicians to persuade him favourably to cover their campaigns. An additional example of the contradiction of the theory of unbiased media would be that of Venezuela and Chavez. In this instance a democratically elected president was over thrown from his position by the media industry (the Venezuela army and influences from the U.S). The effect Rupert Murdoch has had on the media industry is substantial, setting up an empire that is forever growing. This clearly shows who the media is owned by and how much power they posses, this can determine on what is presented to the public from a single point rather than all angles of a specific story and through not one source of media but several forms of media even though some maybe bias and contain propaganda.

Legalization Of Illegal Drugs

There are simply no positive reasons to criminals any illegal drugs and plan to show you why. The fact that keeping the same laws on drugs won't change anything is a pretty basic concept. To put it another way, people already take drugs and if we don't change anything people will continue to take drugs, get addicted and potentially commit any crime from petty thievery to murder. That may seem an exaggeration, but a report back in 2003 from the Joseph Renowned Foundation found that 50% of people in custody and awaiting trial admitted they were dependent on a drug.Given that the Scottish Social Attitudes survey of 2009 found an increase of 6% from 2001 (41% to 47%) in Scottish adults close to someone who has used illegal drugs, it would be safe to assume this figure has also risen. So, with it now established that people take drugs despite it being against the law, we need to try and make drug consumption more structured, more stable and ultimately safer. As production is illegal, the drug trade lacks all health and safety restraints put on other legitimate markets such as quality control and warning labels.Therefore if someone decides they want to sample cannabis, et their weekly heroin fix or even buy some cocaine for a night in as if it were a box of Principles, they have almost literally no idea what they are buying from a drug dealer. The value is so high that drugs are often diluted with similar looking substances thus leaving consumers with drugs like heroin that's only 3 to 6% pure. This opens up a whole host of other problems- if you're used to a 3% intake of heroin and your drug dealer changes to a 6% you've unknowingly doubled your intake.In a system of controlled legalization (that I will detail later) these problems and a few others become history. Don't take drugs. You (hopefully! ) don't take drugs. Yet despite this we are both still at risk from drug related crimes and street violence related either directly or indirectly to drug use. Due to the i llegality of drugs the supply and manufacture is obviously limited, meaning the price rises. As an example, a kilogram of cocaine worth $3000 in Colombia (where cocaine is legal) sold at retail price in the USA for $300,000.This type of money isn't obtainable through legitimate means for most ordinary people, especially when they become addicted and have to keep coming back for more. Therefore they turn to crime, whether organized or not. These people steal whatever they can to fund their habit and depending on the severity of their addiction could end up killing in order to try and collect funds. This puts completely uninvolved members of the general public, like you and me, at risk and means any one could be harmed by the drug trade. As well as that, those purchasing the drugs legitimately or not find themselves in completely unnecessary danger.The drugs or so valuable they became targets for theft and assault. This is another thing that can be avoided by the controlled legalizati on will outline soon, as prices will collapse and with it the need to teal or commit other crime to obtain drugs. I've mentioned it a few times, and it's now time for me to outline what I mean by controlled legalization and the positives think it would bring to our country. Drug consumption rooms are a very successful method of controlled legalization that is growing in popularity in Europe.Consumption rooms in Copenhagen, Denmark Consumption rooms allow people who want to take drugs to inject them under supervision and in a safe environment. In the Danish rooms, despite over 1 00 overdoses there has not been a single death to date. The major positive is the government can now control drug use. An alternative to drug consumption would be a more full and dramatic method of controlled legalization. Legalize all aspects Of the trade surrounding a particular drug, but in doing so create strict controls on manufacturing and sale, not unlike the current prescription system.Starting with t he likes of Cannabis and Cocaine and if this is successful soon moving on to harder and more serious drugs. Lord Sugar is one well known businessman and role model who supports this. In his Autobiography he talks of selling Cocaine and Cannabis in small sachets in pharmacies for just E, with around El tax on each. As well creating safer drug use, being rid of dealers and cartels it also creates more money which the government could then spend on genuine issues like poverty and education.Who knows, if people are educated better and grow up in nicer environments they may not even turn to drugs in the first place. As means of a summary of all this, if we want to improve our drug culture and the way they are treated here then something needs to change. Personally I lean towards full controlled legalization, in the form of selling drugs to over ass through pharmacies in a controlled, stable and educated way, but I see he merits of consumption rooms and would be for their use in the UK.

Arts of the contact zone Essay

In â€Å"†Arts of the Contact Zone† Pratt gets the point across that cultures should recognize the â€Å"contact zone.† By giving examples like Poma’s writing and a homework assignment that her son had, Pratt defines the contact zone as the â€Å"meeting of cultures with asymmetric power.† (p 487) The word â€Å"cultures† refers to every type of group in my eyes, groups such as sports teams and even classrooms. A classroom can be defined as a contact zone because the Teacher and the students are the two cultures, while the power is tilted toward the teachers favor. Pratt shows one of her son’s assignments where he answered the teacher’s questions in the same sequence that they were asked, resulting in little to no freedom to students. I could relate to this because assignments my teachers have given to me are very similar. As school progressed and classes started getting harder, the classroom setting shifted from a â€Å"contact zone† to a â€Å"community.† This allows students like me to have more freedom and creativity in there assignments. Throughout the text I would define â€Å"culture† as any group of people. Before rereading the story I was able to apply culture to most parts of my life. After rereading the story with a different perspective of culture, I make it out as a more global term. Rather than thinking of individual’s lives, I thought more about civilizations. I found that along with the change of perspective comes a whole new output of the text. This is why it is important to reread the text because without doing so it would be challenging to find the meanings of all the words used. If we changed any of the meanings or views of them, it dramatically changes the points the story is trying to get across and the way the story flows.