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• 11. [Article] Online Managment - Pro Courses: Provide Online Training Services for Working Professionals to Achieve Their Career Goals

  The organization works on software projects that develops application software, website portals for private and government institutions, including its own projects related to website development. The latest ...

  Citation × Citation Citation Abstract Copy Title: Online Managment - Pro Courses: Provide Online Training Services for Working Professionals to Achieve Their Career Goals Author: Melendez, Alex Tacco, Vrushabhendra, Lipishree, Khopasanizadeh, Shahram, Akhter, Tanzila Year: 2017 The organization works on software projects that develops application software, website portals for private and government institutions, including its own projects related to website development. The latest project of this organization is called the Online Management-Pro Courses to provide online training services for working professionals to achieve their career goals. The purpose of this project is to develop an online training portal with courses for students and professionals aspiring to excel in management. This web portal will create a knowledge network that is expected to catalyze solutions for management challenges. This will be achieved by disseminating courses in order to help professionals who are growing in both private and government bodies. Title: Online Managment - Pro Courses: Provide Online Training Services for Working Professionals to Achieve Their Career Goals Author: Melendez, Alex Tacco, Vrushabhendra, Lipishree, Khopasanizadeh, Shahram, Akhter, Tanzila Year: 2017 The organization works on software projects that develops application software, website portals for private and government institutions, including its own projects related to website development. The latest project of this organization is called the Online Management-Pro Courses to provide online training services for working professionals to achieve their career goals. The purpose of this project is to develop an online training portal with courses for students and professionals aspiring to excel in management. This web portal will create a knowledge network that is expected to catalyze solutions for management challenges. This will be achieved by disseminating courses in order to help professionals who are growing in both private and government bodies. Close

• 12. [Article] Implementation of SaaS for Investment Inc.

  Investment, Inc. is in the financial services industry that have licensed broker dealer who sell investments to clients. Investment Inc. is currently evaluating a new software platform to support its broker ...

  Citation × Citation Citation Abstract Copy Title: Implementation of SaaS for Investment Inc. Author: Patil, Prajakta, Razavi, Asma, Puthanpura, Aurobindh Kalathil Year: 2015 Investment, Inc. is in the financial services industry that have licensed broker dealer who sell investments to clients. Investment Inc. is currently evaluating a new software platform to support its broker dealers in order to improve operation and to have better insight into their business. Currently, they use four system in order to get the information that is required to manage their operations. After evaluating systems in the marketplace, Investment Inc. has contacted the sales department to generate proposal for the system that would be compared with other vendors. The proposal will be evaluated under their internal evaluation procedures and the preferred vendor would be notified by July 6, 2015. The Project plan is due by June 8, 2015 along with additional documents. The additional documents requested were recent SSAE audit report, Business continuity policy (BCP) procedure document, web application assessment for the SaaS performed by an independent 3rd party, Certificate of current cyber security insurance and summary of coverage, Network penetration testing results for SaaS network perimeter performed by an independent 3rd party, Incident response and escalation procedure, and background check procedures for employees and contractors. Title: Implementation of SaaS for Investment Inc. Author: Patil, Prajakta, Razavi, Asma, Puthanpura, Aurobindh Kalathil Year: 2015 Investment, Inc. is in the financial services industry that have licensed broker dealer who sell investments to clients. Investment Inc. is currently evaluating a new software platform to support its broker dealers in order to improve operation and to have better insight into their business. Currently, they use four system in order to get the information that is required to manage their operations. After evaluating systems in the marketplace, Investment Inc. has contacted the sales department to generate proposal for the system that would be compared with other vendors. The proposal will be evaluated under their internal evaluation procedures and the preferred vendor would be notified by July 6, 2015. The Project plan is due by June 8, 2015 along with additional documents. The additional documents requested were recent SSAE audit report, Business continuity policy (BCP) procedure document, web application assessment for the SaaS performed by an independent 3rd party, Certificate of current cyber security insurance and summary of coverage, Network penetration testing results for SaaS network perimeter performed by an independent 3rd party, Incident response and escalation procedure, and background check procedures for employees and contractors. Close

• 13. [Article] Google's Technology Strategy

  Google Inc. is a multinational public corporation invested in Internet search, cloud computing, and advertising technologies. Google hosts and develops a number of Internet-based services and products, ...

  Citation × Citation Citation Abstract Copy Title: Google's Technology Strategy Author: Murthy, Mamatha, Maheshwari, Priti, Neethirajan, Aarthi, Upadhyay, Jubin, Soysa, Dinesh, Taddesse, Neb Year: 2010 Google Inc. is a multinational public corporation invested in Internet search, cloud computing, and advertising technologies. Google hosts and develops a number of Internet-based services and products, and generates profit primarily from advertising through its Ad Words program. The company was founded in January 1996 by two Stanford students Larry Page and Sergey Brin and was first incorporated as privately held company on September 4, 1998. Its initial public offering followed on August 19, 2004. Google’s mission is to organize the world’s information and make it universally accessible and useful. This describes what the company actually plans to do on a day-by-day basis. By using its proprietary search technology and other internet based services and products, Google does help to organize information and make it both more accessible and more useful. Larry and Brin first started a simple search engine, Backrub in 1996 which based its search results on the number of “back links” pointing to a given web site. Backrub was unique as it was designed to work in a network of low-end PCs instead of expensive mainframes used by major search engines of the day. By 1998, Larry and Sergey tried to sell their technology but ended up having no takers. They moved out of the dorm and wrote a business plan. With the help of Bechtolsheim, one of the founders of Sun Microsystems, Google Inc. was born. Thus company thus started, has grown rapidly over the years becoming a market leader in the Search industry. Google runs over one million servers in datacenters around the world and processes over one billion search requests and about twenty-four petabytes of user –generated data every day. This rapid growth has triggered a chain of products, acquisitions and partnerships beyond the company’s core search engine. The company offers productivity software such as Gmail, social networking tools such as Orkut, Google Buzz, browser such as Google Chrome, the Picasa photo organization and editing application, Google Talk instant messaging application, Android mobile phone operating system, YouTube, Blogger and much more. Since its incorporation, Google continues to grow and its stock continues to rise from its initial price of $100/share to a high close of $704.79/share in October 2007. It has since dropped to $573/share as of December 2010, but still remains significantly higher. Google has a current market share of 66 percent in USA and 86 percent globally, thus is clearly a market leader. However, the dominant market position of Google's services has led to criticism of the company over issues including privacy, copyright, and censorship. Title: Google's Technology Strategy Author: Murthy, Mamatha, Maheshwari, Priti, Neethirajan, Aarthi, Upadhyay, Jubin, Soysa, Dinesh, Taddesse, Neb Year: 2010 Google Inc. is a multinational public corporation invested in Internet search, cloud computing, and advertising technologies. Google hosts and develops a number of Internet-based services and products, and generates profit primarily from advertising through its Ad Words program. The company was founded in January 1996 by two Stanford students Larry Page and Sergey Brin and was first incorporated as privately held company on September 4, 1998. Its initial public offering followed on August 19, 2004. Google’s mission is to organize the world’s information and make it universally accessible and useful. This describes what the company actually plans to do on a day-by-day basis. By using its proprietary search technology and other internet based services and products, Google does help to organize information and make it both more accessible and more useful. Larry and Brin first started a simple search engine, Backrub in 1996 which based its search results on the number of “back links” pointing to a given web site. Backrub was unique as it was designed to work in a network of low-end PCs instead of expensive mainframes used by major search engines of the day. By 1998, Larry and Sergey tried to sell their technology but ended up having no takers. They moved out of the dorm and wrote a business plan. With the help of Bechtolsheim, one of the founders of Sun Microsystems, Google Inc. was born. Thus company thus started, has grown rapidly over the years becoming a market leader in the Search industry. Google runs over one million servers in datacenters around the world and processes over one billion search requests and about twenty-four petabytes of user –generated data every day. This rapid growth has triggered a chain of products, acquisitions and partnerships beyond the company’s core search engine. The company offers productivity software such as Gmail, social networking tools such as Orkut, Google Buzz, browser such as Google Chrome, the Picasa photo organization and editing application, Google Talk instant messaging application, Android mobile phone operating system, YouTube, Blogger and much more. Since its incorporation, Google continues to grow and its stock continues to rise from its initial price of $100/share to a high close of $704.79/share in October 2007. It has since dropped to $573/share as of December 2010, but still remains significantly higher. Google has a current market share of 66 percent in USA and 86 percent globally, thus is clearly a market leader. However, the dominant market position of Google's services has led to criticism of the company over issues including privacy, copyright, and censorship. Close

• 14. [Article] Digital Media Battleground

  Current digital media distribution platforms continue their march towards streaming service-based infrastructures, delivering content to users when and where they want it: laptops, set top boxes, home ...

  Citation × Citation Citation Abstract Copy Title: Digital Media Battleground Author: Alhajri, Fahad, Bowen, James, Brewer, Brian, Hagos, Meles, Moshfegh, Farzad, Penmetsa, Srujana, Thomas, Jerrod Year: 2013 Current digital media distribution platforms continue their march towards streaming service-based infrastructures, delivering content to users when and where they want it: laptops, set top boxes, home entertainment systems, and the new ubiquity: mobile devices. This model was first demonstrated by utilizing the multicast backbone technology in the early 1990s and took the better part of a decade to make inroads in changing the way individuals consume broadcast, mainstream, and syndicated video media. It took the advent of streaming technology, high-speed internet adoption, and a willingness from content owners to license their treasured content with upstart streaming media platform companies. Digital music distribution showed consumers, content owners, and distribution channels what can happen when one player effectively creates a new, disruptive technology platform, i.e. Apple’s iTunes Music Store. Now content owners are afraid of a single distributor dictating the methods, prices, and channels by which their content reaches consumers. Today, streaming technology is making a play against the incumbent iTunes transactional model of Buy, Download, and Own digital distribution by providing varies models to consumers: integrated advertising-based, subscription-based, and traditional cable “packages” with integrated on-demand streaming, all of which retain no permanence or ownership for the end user. Content owners are treading carefully, trying to avoid the single, dominant point of distribution that Apple achieved in music distribution. The results of this are less optimal from both a market standpoint and especially the experience for consumers. Media companies frequently change the terms of their licenses, or drastically increasing their licensing costs, causing radical fluctuations in the long-term viability of the nascent distribution platforms. Consumers interact with this environment through complicated, multiparty subscriptions, multiple applications or web interfaces, umpteen logins, various bills, and a nebulous understanding and ability to sit down and watch premium content when and where they want it. The entire market is in its juvenile form, stretching, growing, and trying to find that balance of monetization and the critical mass of consumer adoption required to truly transform media consumption from the real-time, over-the-air broadcast format it has been since television’s inception, to a time-shifted, choose your own, content delivery system based around the internet as the delivery medium. In this paper we idealize the situation by analyzing the largest incumbents for each of the monetization models, provide input into their strength and weaknesses and finally analyze and postulate what we believe will the trends and concerns moving forward into this new digital media panacea. Title: Digital Media Battleground Author: Alhajri, Fahad, Bowen, James, Brewer, Brian, Hagos, Meles, Moshfegh, Farzad, Penmetsa, Srujana, Thomas, Jerrod Year: 2013 Current digital media distribution platforms continue their march towards streaming service-based infrastructures, delivering content to users when and where they want it: laptops, set top boxes, home entertainment systems, and the new ubiquity: mobile devices. This model was first demonstrated by utilizing the multicast backbone technology in the early 1990s and took the better part of a decade to make inroads in changing the way individuals consume broadcast, mainstream, and syndicated video media. It took the advent of streaming technology, high-speed internet adoption, and a willingness from content owners to license their treasured content with upstart streaming media platform companies. Digital music distribution showed consumers, content owners, and distribution channels what can happen when one player effectively creates a new, disruptive technology platform, i.e. Apple’s iTunes Music Store. Now content owners are afraid of a single distributor dictating the methods, prices, and channels by which their content reaches consumers. Today, streaming technology is making a play against the incumbent iTunes transactional model of Buy, Download, and Own digital distribution by providing varies models to consumers: integrated advertising-based, subscription-based, and traditional cable “packages” with integrated on-demand streaming, all of which retain no permanence or ownership for the end user. Content owners are treading carefully, trying to avoid the single, dominant point of distribution that Apple achieved in music distribution. The results of this are less optimal from both a market standpoint and especially the experience for consumers. Media companies frequently change the terms of their licenses, or drastically increasing their licensing costs, causing radical fluctuations in the long-term viability of the nascent distribution platforms. Consumers interact with this environment through complicated, multiparty subscriptions, multiple applications or web interfaces, umpteen logins, various bills, and a nebulous understanding and ability to sit down and watch premium content when and where they want it. The entire market is in its juvenile form, stretching, growing, and trying to find that balance of monetization and the critical mass of consumer adoption required to truly transform media consumption from the real-time, over-the-air broadcast format it has been since television’s inception, to a time-shifted, choose your own, content delivery system based around the internet as the delivery medium. In this paper we idealize the situation by analyzing the largest incumbents for each of the monetization models, provide input into their strength and weaknesses and finally analyze and postulate what we believe will the trends and concerns moving forward into this new digital media panacea. Close