Computer Application in Business

Properties of Relational Tables
Relational tables have six properties:
1. Values are atomic.
2. Column values are of the same kind.
3. Each row is unique.
4. The sequence of columns is insignificant.
5. The sequence of rows is insignificant.
6. Each column must have a unique name.
Values Are Atomic
This property implies that columns in a relational table are not repeating group or arrays. Such tables are
referred to as being in the "first normal form" (1NF). The atomic value property of relational tables is
important because it is one of the cornerstones of the relational model.
The key benefit of the one value property is that it simplifies data manipulation logic.
Column Values Are of the Same Kind

In relational terms this means that all values in a column come from the same domain. A domain is a set
of values which a column may have. For example, a Monthly_Salary column contains only specific
monthly salaries. It never contains other information such as comments, status flags, or even weekly
salary.
This property simplifies data access because developers and users can be certain of the type of data
contained in a given column. It also simplifies data validation. Because all values are from the same
domain, the domain can be defined and enforced with the Data Definition Language (DDL) of the
database software.
Each Row is Unique
This property ensures that no two rows in a relational table are identical; there is at least one column, or
set of columns, the values of which uniquely identify each row in the table. Such columns are called
primary keys and are discussed in more detail in Relationships and Keys.
This property guarantees that every row in a relational table is meaningful and that a specific row can be
identified by specifying the primary key value.
The Sequence of Columns is Insignificant
This property states that the ordering of the columns in the relational table has no meaning. Columns
can be retrieved in any order and in various sequences. The benefit of this property is that it enables
many users to share the same table without concern of how the table is organized. It also permits the
physical structure of the database to change without affecting the relational tables.
The Sequence of Rows is Insignificant
This property is analogous the one above but applies to rows instead of columns. The main benefit is
that the rows of a relational table can be retrieved in different order and sequences. Adding information
to a relational table is simplified and does not affect existing queries.
Each Column Has a Unique Name
Because the sequence of columns is insignificant, columns must be referenced by name and not by
position. In general, a column name need not be unique within an entire database but only within the
table to which it belongs.
According to the managers of an entreprise or an organization, Management Information System is an

implementation of the organizational systems and procedures.
Today, it’s relying largely on technology to compile and present data, but the concept is older than
modern computing technologies .
We will share with you in this article the definition of Management Information System its objectives and
characteristics .
Definition of Management Information System :
Definition of Management Information System
Management Information System, often referred to simply as MIS , is a planned system of collecting ,
storing , and disseminating data in the form of information needed to carry out the functions of
management .
As you notice , it’s composed from three terms : Management , Information and System .
Management :
Management covers the planning, control, and administration of the operations of a concern.
Information :
Information means the processed data that helps the management in planning, controlling and
operations.
System :
A system is made up of inputs, processing, output and feedback or control .
Thus Management Information System means a system for processing data in order to give proper
information to the management for performing its functions .
Objectives of Management Information System :
Objectives of Management Information System
The main goals of an MIS are to help executives of an organization make decisions that advance the
organization’s strategy and to implement the organizational structure and dynamics of the enterprise for
the purpose of managing the organization in a better way for a competitive advantage .
These are some goals of an MIS :
Capturing Data .
Processing Data .
Information Storage .
Information Retrieval .
Information Propagation .
Characteristics of Management Information System :
Characteristics of Management Information System
The most important characteristics of an MIS are those that give decision-makers confidence that their
actions will have the desired consequences , and among this characteristics we can mention :
It should be based on a long-term planning .
It should provide a holistic view of the dynamics and the structure of the organization .
It should be planned in a top-down way .
It should be based on need of strategic, operational and tactical information of managers of an

entreprise .
It should be able to make forecasts and estimates, and generate advanced information .
It should create linkage between all sub-systems within the organization .
It should have a central database .
Nowadays , with the advanced technology presents in the world , to be a successful manager , you
should have a very powerful and effective MIS that presents all the most relevant and useful information
for a particular decision.
Your Article Library
Data Base Management System (DBMS): Meaning, Nature and Objectives
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Read this article to learn about the Data Base Management System (DBMS). After reading this article you
will learn about: 1. Meaning of Data Base Management System (DBMS) 2. Nature of Data Base
Management System 3. Objectives of Data Base Management System (DBMS) 4. Functions of Data Base
Management System (DBMS) 5. Merits of DBMS 6. Disadvantages of DBMS.
Meaning of Data Base Management System (DBMS):
A data base is an organized collection of information.
A data base management system (DBMS) allows entering, store, manipulating and retrieving information
organized into data bases.
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DBMS is a collection of programs that enable users to create and maintain a database. The DBMS is
hence a general purpose software system that facilitates the processes of defining, constructing and
manipulating databases for various applications.
Database management system (DBMS) consists of a collection of interrelated data and a set of programs
to access that data. The collection data is usually referred to as data base which contains information
about one particular enterprise.
The primary goal of a DBMS is to provide an environment that is both convenient and efficient to use in
retrieving and storing data base information. The DBMS is the interface between the user of application
programs on one hand and the data base on the other.
The objective of a database management system is to facilitate the creation of data structures and
relieve the programmer of the problems of setting up complicated files. Data base management systems
have developed from a concept of the data base as something distinct from the programs accessing it.
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In addition to easing processing, this approach has tended to highlight the importance of data as a
resource in the organisation and as something that has to be carefully managed.
Nature of Data Base Management System:
Features & characteristics of data base management system are as follows:
1. The data are combined to form operational units to minimise the duplication of data and increase
access to all data in the data base.
2. The advancement in the data base enables to add more data and program to the system.
3. The capacity to store large amount of data necessary for user’s needs. They are stored on direct
accessible devices for one line support.
4. The control in the systems limits the access to the data base files and builds the confidentiality of all
data in these files.
5. The capacity to interrogating data files, retrieving and modifying data and recording the changes.
Objectives of Data Base Management System (DBMS):
The objectives of a data base management system are to facilitate the creation of data structures and
relieve the programmer of the problems of setting up complicated files.
The objectives of DBMS can be narrated as follows:
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1. Eliminate redundant data.
2. Make access to the data easy for the user.
3. Provide for mass storage of relevant data.
4. Protect the data from physical harm and un-authorised systems.
5. Allow for growth in the data base system.
6. Make the latest modifications to the data base available immediately.
7. Allow for multiple users to be active at one time.
8. Provide prompt response to user requests for data.
Functions of Data Base Management System (DBMS):

Every computer application has unique requirements. For example, special purpose software systems
that handle personnel, inventory, and marketing data, may differ not only in the type of information
these store, but also in the facilities they provide for data entry and retrieval.
The cost of designing and building special purpose software systems for Data management tasks often
prohibits otherwise cost effective automation. Data base management systems are general purpose
programs that dramatically reduce the time necessary to computerise an application.
The purpose of DBMS is to provide following main functions:
1. A mechanism for organising, structuring and storing data.
2. A mechanism for accessing data that provides a measure of data independence, i.e., to some extent it
insulates application programs from changes to the data structure.
3. Creating program and data independence. Either one can be altered independently of the other.
4. Reducing data redundancy.
5. Providing security to the user’s data. Access is limited to authorized users by pass words or similar
schemes.
6. Reducing physical storage requirements by separating the logical and physical aspects of the data
base.
Merits of DBMS:
Advantages and merits of DBMS are as follows:

1. Integrity
2. Security
3. Data independence
4. Shared data
5. Conflict resolution
6. Reduction of redundancies.
1. Integrity:
Centralised control can also ensure that adequate checks are incorporated in the DBMS to provide data
integrity. Data integrity means that the data contained in the data base is both accurate and consistent.
Therefore, Data values being entered for storage could be checked to ensure that they fall within a
specified range and are of the correct format.
For example, the value for the age of an employee may be in the range of 16 and 75.
Another integrity check that should be incorporated in the data base is to ensure that if there is a
reference to certain object, that object must exist. In the case of an automatic teller machine, for
example, a user is not allowed to transfer funds from a non-existent savings account to a checking
account.
2. Security:
Data is of vital importance to an organisation and may be confidential. Such confidential data must not
be accessed by un-authorised persons. The data base administrator (DBA) who has the ultimate
responsibility for the data in the DBMS can ensure that proper access procedures are followed, including
proper authentication schemes for access to the DBMS and additional checks before permitting access to
sensitive data.
Different levels of security could be implemented for various types of data and operations. The
enforcement of security could be data value dependent (e.g., a manager has access to the salary details
of employees in his department only), as well as data type dependent (but the manager cannot access
the medical history of any employee, including those in his department).
3. Data Independence:
Data independence is usually considered from two points of view; physical data independence and
logical data independence. Physical data independence allows changes in the physical storage devices or
organisation of the files to be made without requiring changes in the conceptual view or any of the
external views and hence in the application programs using the data base.
Thus, the files may migrate from one type of physical media to another or the file structure may change
without any need for changes in the application programs. Logical data independence implies that
application programs need not be changed if fields are added to an existing record; nor do they have to
be changed if fields not used by application programs are deleted.
Logical data independence indicates that the conceptual schema can be changed without affecting the
existing external schemas. Data independence is advantageous in the data base environment since it
allows for changes at one level of the data base without affecting other levels. These changes are
absorbed by the mappings between the levels.
4. Shared Data:
A data base allows the sharing of data under its control by any number of application programs or users.
In the example discussed earlier, the applications for the public relations and payroll departments could
share the data contained for the record type employee.
5. Conflict Resolution:
Since the data base is under the control of the data base administrator (DBA), he should resolve the
conflicting requirements of various users and applications. In essence, the DBA chooses the best file
structure and access method to get optimal performance for the critical applications, while permitting
less critical applications to continue to use the data base, albeit with the relative response.
6. Reduction of Redundancies:
Centralised control of data by the DBA avoids unnecessary duplication of data and effectively reduces the
total amount of data storage required. It also eliminates the extra processing necessary to trace the
required data in a large mass of data.
Another advantage of avoiding duplication is the elimination of the inconsistencies that tend to be
present in redundant data files. Any redundancies that exist in the DBMS are controlled and the system
ensures that these multiple copies are consistent.
Disadvantages of DBMS:
Disadvantages of data base management system are:
1. Complexity of backup and recovery
2. Problem associated with centralization
3. Cost of software, hardware and migration.
1. Complexity of Backup and Recovery:
Backup and recovery operations are very complex in a data base management system (DBMS)
environment and this is evident in concurrent multi user data base system. A data base system requires a
certain amount of controlled redundancies and duplication to enable assess to related data items.
2. Problem Associated with Centralization:

Centralisation increases a potential severity of security breaches and disruption of the operation of the
organisation because of down time and failures. The centralisation means that the data is accessible
from a single data source or a data base.
The decentralisation of the data base that is the replacement of a single centralised data base by
independent and co-operating distributed data bases solves the problem arise out because of the
centralisation that is the problem of failures and down time.
3. Cost of Software, Hardware and Migration:
For a well-designed and effective data base system, it is necessary to purchase and develop the
software’s and hardware has to be upgraded to allow for the extensive programs and the work spaces
required for their execution and storage. It involves a lot of cost. An additional cost is that of migration
that means the shift from a traditional separate application environment to an integrated application
environment.
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EDI Applications
EDI, applied to the different business processes, allows more streamlined and efficient operations of
your commercial, purchasing and administrative departments with companies both supplying and
receiving goods.
As a working system, “Electronic Data Interchange” is designed to automatically integrate your business
documents into your ERP or Internal Management System. The higher the number of trading partners
(customers, suppliers, majestic operators, etc.) and EDI transactions interchanged with them, the greater
the benefits to be obtained through EDI implantation. These benefits translate as important reductions
in costs which, depending on the level of rollout, may reach 90% compared with the same process
carried out with business documents managed by other means such as post, fax or mail.
Order Integration
Despatch Advice Integration
Integrating Invoices
EDICOM AIR: e-AWB Solution e-Air waybill
Order Integration
Creating, sending and follow-up of supply orders generated by the purchasing departments involves
dedicating important technical and human resources to processing the orders to suppliers in the right
time and format.
For suppliers, the interpretation and typifying of these orders in the internal management system entails
a large amount of work to be done by the commercial and administration departments of the vendor
companies.
In any case, we are talking about critical operations both for buyers and suppliers, since at the end of the
day they all depend on the provision of an efficient and high quality service to end customers of both
parties.
HOW DOES YOUR EDI SOLUTION INTEGRATE ORDERS?
If you are issuing purchase orders
You record your order to the supplier only once in your ERP
We take the order details and transform them into the agreed standard
Our applications recognize the receiver in the electronic document structure and automatically send it to
the supplier through secure channels
You receive automatic notification that your order has been received and processed at destination
If there are any problems, or more time than expected passes in dealing with your supply order, you
receive notification and alerts telling you about the situation.
If you are a supplier
You receive the orders from your customers in your EDI solution
Here, they are automatically transformed into a data structure that your ERP can import
Your order data are integrated into the management system and ready for processing.
Electronic Data Interchange
Despatch Advice Integration
The despatch advice, as a document accompanying the goods in transit to the customer, is a key business
transaction to verify that the goods actually received correspond to the purchase order specifications.
The ability to perform these checks prior to issuing the invoice lets you make adjustments if there are
any differences with respect to the initial purchase order, ensuring that your final payment or billing
documents are correct, whether you are sending or receiving the goods.
HOW DOES YOUR EDI SOLUTION INTEGRATE DESPATCH ADVICES?
If you are receiving goods
Your supplier will issue a despatch advice when the goods are ready for shipping
You receive this notification, which is automatically integrated into your management system or ERP
This despatch advice is traced with the initial purchase order. This lets you detect any differences there
might be before receiving the goods
You send a despatch advice confirmation to your supplier if everything is correct
Your stores or goods reception centers know about the arrival of new products in advance, enabling
them to plan ahead and achieve greater efficiency in their loading and storage processes.
If the electronic despatch advice is accompanied by a code to identify logistic units, it is easier to check
them at their destination simply by reading the package labeling with bar-coding or two-dimensional
(QR) codes.
If you are a supplier
On the basis of the order received, you prepare a despatch advice in your ERP, selecting the number of
actual units you are going to ship of each reference ordered
Your EDI solution takes the data from your despatch advice and automatically sends it to its destination
in the format that your customer expects to receive as a Despatch Advice for goods
Your client checks your despatch advice, comparing it with the original order. This process is usually
completely automatic, as all the business documents generated by EDI are traced (order, despatch
advice, invoice...)
You receive notification indicating that the checks are correct
This lets you speed up the delivery and unloading process, since your customer knows in advance the
goods they are about to receive, which cuts down the processing time for your orders on arrival.
Integrating Invoices
Automating the billing process is a strategic element that can achieve savings of up to 90% compared to
managing these documents manually.
The volume of payable invoices often handled by accounting departments calls for measures to optimize
the operations associated with revision, validation, registration and payment to the supplier. These are
key tasks for any purchasing department, since management efficiency depends on them.
Likewise, invoice issuers have to devote costly resources to critical aspects of the commercial process
such as checking deliveries and periodic billing for clients, as well as the manual tasks of printing,
enveloping, stamping and sending. Other tasks also require regular follow-up to check receipt of the
invoice on arrival and its status in the Accounts Payable Department.
Integration of electronic invoices lets you automate almost all of these steps, providing great competitive
advantages for senders and receivers that translate as better management efficiency ratios, and
consequently in significant cost savings.
HOW DOES YOUR EDI SOLUTION INTEGRATE INVOICES?

If you are an invoice receiver
Your EDI solution receives the invoice issued by your vendor
It is submitted to a mapping process, creating a data file which can be integrated with your ERP
Data travels to your home network securely, and the invoice is recorded in your management system
Automatic recording of the document in your ERP and extraction of key data make it possible to compare
and validate it with other documents already recorded as orders or despatch advices
If the validation process is successful, your system will flag the invoice as ready for payment, after which
a confirmation message can be automatically sent to your supplier’s EDI solution
In addition to the invoices issued by your vendors with an EDI solution, you can also integrate the bills
sent by others without this type of technology. Please consult our Accounts Payable solution.
If you are an invoice sender
You create the invoices in your ERP.
Your EDI solution takes the data from these documents and subjects them to a mapping process to adapt
them to the structure your customer expects to receive.
Your EDI software acknowledges the invoice to the addressee and sends the bill automatically through
the established communication channels.
Your supplier receives the invoice and it is automatically integrated in their management system.
You receive notification that the document has been processed. On the other hand, if any errors occur,
or the waiting time for the document to be treated exceeds the period anticipated, alarms are sent to
notify you.
If you have an EDI solution, you may issue 100% of your bills electronically and send them through these
channels even to those clients without this kind of technology. Please consult our Invoice Publication
Solution.
Electronic Data Interchange
EDICOM Air: e-Air waybill solution
e-Freight system
An initiative developed by IATA (International Air Transport Association), designed to replace paper in air
freight cargo operations with a new system based on electronic data interchange.
The e-Air Waybill provides airlines, freight forwarders and customs authorities with one standard for the
automatic electronic exchange of standardized freight documents, at any airport worldwide operating
under the new e-freight system.
Further information at the IATA website
EDICOM is working with IATA to develop the Cargo XML system.
See Partnership information
EDICOM Air
A global platform that deploys EDI technology (Electronic Data Interchange) for electronic issuance of all
documents involved in the exchange of information in air freight cargo operations. The EDICOM e-Air
Waybill solution is certified by the IATA as a valid international platform to connect with airlines,
forwarding agents and customs at any airport adapted to the new electronic system.
INTERNATIONAL PLATFORM
e-awb Internacional The system’s international scalability involves participation of the customs
authorities to regulate the process and the documents to be declared in freight operations. EDICOM has
developed the Public Administrations HUB, a communication module that links up directly and securely
with the customs of each country signed up to the IATA model.
EDI TECHNOLOGY
e-AWB Tecnología EDI Through the use of EDI technology (Electronic Data Interchange) to exchange
transport documents, we achieve a universal electronic data transfer system. The EDICOM e-Air Waybill
platform automates the creation of all freight documents by applying the set standard (XML), relieving
businesses of the burden of paperwork.
SEAMLESS CONNECTIVITY
e-AWB Conectividad Documents are sent to their destination via private communication networks
with high security levels to ensure delivery of the documents. EDICOMNet is a powerful EDI
communications infrastructure that allows direct and secure data exchange between freight operators,
airlines and customs authorities, providing real-time traceability on the status of their documents.
CHAPTER X : THE CYBER REGULATIONS APPELLATE TRIBUNAL
1. Establishment of Cyber Appellate Tribunal
(1) The Central Government shall, by notification, establish one or more appellate tribunals to be known
as the Cyber Regulations Appellate Tribunal.
(2) The Central Government shall also specify, in the notification referred to in sub-section (1), the
matters and places in relation to which the Cyber Appellate Tribunal may exercise jurisdiction.
2. Composition of Cyber Appellate Tribunal

A Cyber Appellate Tribunal shall consist of one person only (hereinafter referred to as the Presiding
Officer of the Cyber Appellate Tribunal) to be appointed, by notification, by the Central Government.
3. Qualifications for appointment as Presiding Officer of the Cyber Appellate Tribunal
A person shall not be qualified for appointment as the Presiding Officer of a Cyber Appellate Tribunal
unless he-
(a) is, or has been, or is qualified to be, a Judge of a High Court; or
(b) is or has been a member of the Indian Legal Service and is holding or has held a post in Grade I of
that Service for at least three years.
4. Term of officer
The Presiding Officer of a Cyber Appellate shall hold office for a term of five years from the date on
which he enters upon his office or until he attains the age of sixtyfive years, whichever is earlier.
5. Salary, allowances and other terms and conditions of service of Presiding Officer
The salary and allowances payable to, and the other terms and conditions of service including pension,
gratuity and other retirement benefits of, the Presiding Officer or a Cyber Appellate Tribunal shall be
such as may be prescribed: Provided that neither the salary and allowances nor the other terms and
conditions of service of the Presiding Officer shall be varied to his disadvantage after appointment.
6. Filling up of vacancies
If, for reason other than temporary absence, any vacancy occurs in the office of the Presiding Officer of a
Cyber Appellate Tribunal, then the Central Government shall appointment another person in accordance
with the provisions of this Act to fill the vacancy and the proceedings may be continued before the Cyber
Appellate Tribunal from the stage at which the vacancy is filled.
7. Resignation and removal
(1) The Presiding Officer of a Cyber Appellate Tribunal may, be notice in writing under his hand
addressed to the Central Government, resign his office :
Provided that the said Presiding Officer shall, unless he is permitted by the Central Government to
relinquish his officer sooner, continue to hod office until expiry of three months from the date of receipt
of such notice or until a person duly appointed as his successor enters upon his office or until the expiry
of his terms of office, whichever is the earliest.
(2) The Presiding Officer of a Cyber Appellate Tribunal shall not be removed from his officer except by an
order by the Central Government on the ground of proved misbehaviour or incapacity after an inquiry
made by a Judge of the Supreme Court in which the Presiding Officer concerned has been informed of
the charges against him and given a reasonable opportunity of being heard in respect of these charges.
(3) The Central Government may, be rules, regulate the procedure for the investigation of misbehaviour
or incapacity of the aforesaid presiding Officer.
8. Orders constituting Appellate Tribunal to be final and not to invalidate its proceedings
No order of the Central Government appointing any person as the Presiding Officer of a Cyber Appellate
Tribunal shall be called in question in any manner and no act or proceeding before a Cyber Appellate
Tribunal shall be called in question in any manner on the ground merely of any defect in the constitution
of a Cyber Appellate Tribunal.
9. Staff of the Cyber Appellate Tribunal
(1) The Central Government shall provide the Cyber Appellate Tribunal with such officer and employees
as that Government may think fit.
(2) The officers and employees of the Cyber Appellate Tribunal shall discharge their functions under
general superintendence of the Presiding Officer.
(3) The salaries, allowances and other conditions of service of the officers and employees of the Cyber
Appellate Tribunal shall be such as may be prescribed by the Central Government.
10. Appeal to Cyber Appellate Tribunal
(1) Save as provided in sub-section (2), any person aggrieved by an order made by Controller or an
adjudicating officer under this Act may prefer an appeal to a Cyber Appellate Tribunal jurisdiction in the
matter.
(2) No appeal shall lie to the Cyber Appellate Tribunal from an order made by an adjudicating officer with
the consent of the parties.
(3) Every appeal under sub-section (1) shall be filed within a period of forty-five days from the date on
which a copy of the order made by the Controller or the
adjudicating officer is received by the person aggrieved and it shall be in such form and be accompanied
by such fee as may be prescribed :
Provided that the Cyber Appellate Tribunal may entertain an appeal after the expiry of the said period of
forty-five days if it is satisfied that there was sufficient
cause for not filing it within that period.
(4) On receipt of an appeal under sub-section (1), the Cyber Appellate Tribunal may, after giving the
parties to the appeal, an opportunity of being heard, pass such orders thereon as it thinks fit, confirming,
modifying or setting aside the order appealed against.
(5) The Cyber Appellate Tribunal shall send a copy or every order made by it to the parties to the appeal
and to the concerned Controller or adjudicating officer.
(6) The appeal filed before the Cyber Appellate Tribunal under sub-section (1) shall be dealt with by it as
expeditiously as possible and endeavour shall be made by it to dispose of the appeal finally within six
months from the date of receipt of the appeal.
11. Procedure and powers of the Cyber Appellate Tribunal
(1) The Cyber Appellate Tribunal shall not be bound by the procedure laid down by the Code of Civil
Procedure, 1908 but shall be guided by the principles of natural justice and, subject to the other
provisions of this Act and of any rules, the Cyber Appellate Tribunal shall have powers to regulate its own
procedure including the place at which it shall have its sitting.
(2) The Cyber Appellate Tribunal shall have, for the purposes of discharging its functions under this Act,
the same powers as are vested in a civil court under the Code of Civil Procedure, 1908, while trying a
suit, in respect of the following matters, namely : -
(a) summoning and enforcing the attendance of any person and examining him on oath;
(b) requiring the discovery and production of documents or other electronic records;
(c) receiving evidence on affidavits;
(d) issuing commissions for the examination of witnesses of documents;
(e) reviewing its decisions;
(f) dismissing an application for default or deciding it ex parte;
(g) any other matter which may be prescribed.
(3) Every proceeding before the Cyber Appellate Tribunal shall be deemed to be a judicial proceeding
within the meaning of sections 193 and 228, and for the purpose of section 196 of the Indian Penal Code
and the Cyber Appellate Tribunal shall be deemed to be a civil court for the purposes of section 195 and
Chapter XXVI of the Code of Criminal Procedure, 1973.
12. Right to legal representation
The appellant may either appear in person or authorise one or more legal
practitioners or any of its officers to present his or its case before the Cyber Appellate Tribunal.
13. Limitation
The provisions of the Limitation Act, 1963, shall, as far as may be, apply to an appeal made to the Cyber
Appellate Tribunal.
14. Civil court not to have jurisdiction
No court shall have jurisdictions to entertain any suit or proceeding in respect of any matter which an
adjudicating officer appointed under this Act or the Cyber Appellate Tribunal constituted under this Act
is empowered by or under this Act to determine and no injunction shall be granted by any court or other
authority in respect of any action taken or to be taken in pursuance of any power conferred by or under
this Act.
15. Appeal to High Court
Any person aggrieved by any decision or order of the Cyber Appellate Tribunal may file an appeal to the
High Court within sixty days from the date of communication of the decision or order of the Cyber
Appellate Tribunal to him on any question of fact or law arising out of such order : Provided that the High
Court may, if it is satisfied that the appellant was prevented by sufficient cause from filing the appeal
within the said period, allow it to be filed within a further period not exceeding sixty days.
16. Compounding of contraventions

(1) Any contravention under this Chapter may, either before or after the institution of adjudication
proceedings, be compounded by the Controller or such other officer as may be specially authorised by
him in this behalf or by the adjudicating officer, as the case may be, subject to such conditions as the
Controller or such other officer or the adjudicating officer may specify : Provided that such sum shall not,
in any case, exceed the maximum amount of the penalty which may be imposed under this Act for the
contravention so compounded.
(2) Nothing in sub-section (1) shall apply to a person who commits the same or similar contravention
within a period of three years from the date on which the first contravention, committed by him, was
compounded.
Explanation- For the purpose of this sub-section, any second or subsequent contravention committed
after the expiry of a period of three years from the date on which the contravention was previously
compounded shall be deemed to be a first contravention.
(3) Where any contravention has been compounded under sub-section (1), no proceeding of further
proceeding, as the case may be, shall be taken against the person guilty of such contravention in respect
of the contravention so compounded.
17. Recovery of penalty
A penalty imposed under this Act, if it is pad, shall be recovered as an arrear or land revenue and the
licence or the Digital Signature Certificate, as the case may be, shall be suspended till the penalty is paid.
Excel - Using the Formatting Toolbar
Standard | Formatting | Drawing

The Formatting toolbar
This entire toolbar could become a floating window by double-clicking on the control bar at the far left
end of this toolbar. That gives the following window, which can be placed anywhere on the screen:
This toolbar can be restored to its original position by clicking in the gray bar at the top and dragging it
back to the top of the screen. Push the top of the window up to the bottom of the menu bar.
Function of commonly used buttons
Changes the font of the selected text
Changes the size of selected text and numbers

Makes selected text and numbers bold
Makes selected text and numbers italic
Underlines selected text and numbers
Aligns to the left with a ragged right margin
Centers the selected text
Aligns to the right with a ragged left margin
Merge and Center - Merges two or more selected cells and centers the entry
Currency Style - Formats selected text to display currency style

Percent Style - Formats selected cells to display percent
Comma Style - Formats selected cells to display commas in large numbers
Increase Decimal - Increases the number of decimals displayed after the decimal point
Decrease Decimal - Decreases the number of decimals displayed after the decimal point
Decreases the indent to the previous tab stop
Indents the selected paragraph to the next tab stop
Adds or removes a border around selected text or objects
Marks text so that it is highlighted and stands out

Formats the selected text with the color you click
Carefully review the function of each of the buttons above. When you think that you are familiar with
each of the buttons take the short quiz below. (The Formatting toolbar has been included as a reference)
This quiz is available without the information above
A B C D
You wish to call attention to a portion of your worksheet by making the text bold.
Which button do you select?
You want to center the entries in selected cells.
Cell A1 is to be stretched so it covers 6 cells
To call attention to text, you want place a block of color behind the text to highlight it.
Another way to call attention to a block of cells is to place a border around them.
A column of numbers represents money and you want to apply currency style.
A column of numbers has too many decimal places after the decimal point.
Using the Drawing Toolbar with an Excel Worksheet
Standard | Formatting | Drawing
The Drawing toolbar

This entire toolbar could become a floating window by double-clicking on the control bar at the far left
end of this toolbar. That gives the following window, which can be placed anywhere on the screen:
This toolbar can be restored to its original position by clicking in the gray bar at the top and dragging it
back to the top of the screen. Push the top of the window up to the bottom of the menu bar.
Function of commonly used buttons
A pull down menu with several
drawing options
Changes the pointer to a selection arrow
Rotates the selected object to any degree
A pull down menu with several libraries of shapes

Draws a line where you click and drag. Hold the Shift key down to make the line straight
Inserts a line with an arrowhead where you click and drag
Draws a rectangle where you click and drag. Hold down Shift to draw a square
Draws an oval where you click and drag. Hold down Shift to draw a circle
Draws a text box where you click and drag
Create text effects with Word Art
Add, modify, or remove fill color from a selected object
Add, modify, or remove line color

Formats the selected text with the color you click
Changes the thickness of lines
Selects dash style for dashed lines
Select arrow style; placement and shape of arrowhead
A pull down menu offers shadow choices
Add 3-d effects to rectangles or ovals
Data communication refers to the exchange of data between a source and a receiver via form of
transmission media such as a wire cable. Data communication is said to be local if communicating
devices are in the same building or a similarly restricted geographical area.
The meanings of source and receiver are very simple. The device that transmits the data is known as
source and the device that receives the transmitted data is known as receiver. Data communication aims
at the transfer of data and maintenance of the data during the process but not the actual generation of
the information at the source and receiver.
Datum mean the facts information statistics or the like derived by calculation or experimentation. The
facts and information so gathered are processed in accordance with defined systems of procedure. Data
can exist in a variety of forms such as numbers, text, bits and bytes. The Figure is an illustration of a
simple data communication system.
simple data communication system
The term data used to describe information, under whatever form of words you will be using.
A data communication system may collect data from remote locations through data transmission circuits,
and then outputs processed results to remote locations. Figure provides a broader view of data
communication networks. The different data communication techniques which are presently in
widespread use evolved gradually either to improve the data communication techniques already existing
or to replace the same with better options and features. Then, there are data communication jargons to
contend with such as baud rate, modems, routers, LAN, WAN, TCP/IP, ISDN, during the selection of
communication systems. Hence, it becomes necessary to review and understand these terms and
gradual development of data communication methods.
Data Communication System Using Remote Location
Components of data communication system
A Communication system has following components:

1. Message: It is the information or data to be communicated. It can consist of text, numbers, pictures,
sound or video or any combination of these.
2. Sender: It is the device/computer that generates and sends that message.
3. Receiver: It is the device or computer that receives the message. The location of receiver computer is
generally different from the sender computer. The distance between sender and receiver depends upon
the types of network used in between.
4. Medium: It is the channel or physical path through which the message is carried from sender to the
receiver. The medium can be wired like twisted pair wire, coaxial cable, fiber-optic cable or wireless like
laser, radio waves, and microwaves.
5. Protocol: It is a set of rules that govern the communication between the devices. Both sender and
receiver follow same protocols to communicate with each other.
A protocol performs the following functions:
1. Data sequencing. It refers to breaking a long message into smaller packets of fixed size. Data
sequencing rules define the method of numbering packets to detect loss or duplication of packets, and
to correctly identify packets, which belong to same message.
2. Data routing. Data routing defines the most efficient path between the source and destination.
3. Data formatting. Data formatting rules define which group of bits or characters within packet
constitute data, control, addressing, or other information.
4. Flow control. A communication protocol also prevents a fast sender from overwhelming a slow
receiver. It ensures resource sharing and protection against traffic congestion by regulating the flow of
data on communication lines.
5. Error control. These rules are designed to detect errors in messages and to ensure transmission of
correct messages. The most common method is to retransmit erroneous message block. In such a case, a
block having error is discarded by the receiver and is retransmitted by the sender.
6. Precedence and order of transmission. These rules ensure that all the nodes get a chance to use the
communication lines and other resources of the network based on the priorities assigned to them.
7. Connection establishment and termination. These rules define how connections are established,
maintained and terminated when two nodes of a network want to communicate with each other.
Data communication
8. Data security. Providing data security and privacy is also built into most communication software
packages. It prevents access of data by unauthorized users.
9. Log information. Several communication software are designed to develop log information, which
consists of all jobs and data communications tasks that have taken place. Such information may be used
for charging the users of the network based on their usage of the network resources.
The effectiveness depends on four fundamental characteristics of data communications
1. Delivery: The data must be deliver in correct order with correct destination.
2. Accuracy: The data must be deliver accurately.
3. Timeliness: The data must be deliver in a timely manner.late delivered Data useless.
4. Jitter: It is the uneven delay in the packet arrival time that cause uneven quality.
The following are the main types of decisions every organization need to take:
1. Programmed and non-programmed decisions:
Programmed decisions are concerned with the problems of repetitive nature or routine type matters.
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A standard procedure is followed for tackling such problems. These decisions are taken generally by
lower level managers. Decisions of this type may pertain to e.g. purchase of raw material, granting leave
to an employee and supply of goods and implements to the employees, etc. Non-programmed decisions
relate to difficult situations for which there is no easy solution.
These matters are very important for the organisation. For example, opening of a new branch of the
organisation or a large number of employees absenting from the organisation or introducing new
product in the market, etc., are the decisions which are normally taken at the higher level.
2. Routine and strategic decisions:
Routine decisions are related to the general functioning of the organisation. They do not require much
evaluation and analysis and can be taken quickly. Ample powers are delegated to lower ranks to take
these decisions within the broad policy structure of the organisation.
Strategic decisions are important which affect objectives, organisational goals and other important policy
matters. These decisions usually involve huge investments or funds. These are non-repetitive in nature
and are taken after careful analysis and evaluation of many alternatives. These decisions are taken at the
higher level of management.
3. Tactical (Policy) and operational decisions:

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Decisions pertaining to various policy matters of the organisation are policy decisions. These are taken by
the top management and have long term impact on the functioning of the concern. For example,
decisions regarding location of plant, volume of production and channels of distribution (Tactical)
policies, etc. are policy decisions. Operating decisions relate to day-to-day functioning or operations of
business. Middle and lower level managers take these decisions.
An example may be taken to distinguish these decisions. Decisions concerning payment of bonus to
employees are a policy decision. On the other hand if bonus is to be given to the employees, calculation
of bonus in respect of each employee is an operating decision.
4. Organisational and personal decisions:
When an individual takes decision as an executive in the official capacity, it is known as organisational
decision. If decision is taken by the executive in the personal capacity (thereby affecting his personal life),
it is known as personal decision.
Sometimes these decisions may affect functioning of the organisation also. For example, if an executive
leaves the organisation, it may affect the organisation. The authority of taking organizational decisions
may be delegated, whereas personal decisions cannot be delegated.
5. Major and minor decisions:
Another classification of decisions is major and minor. Decision pertaining to purchase of new factory
premises is a major decision. Major decisions are taken by top management. Purchase of office
stationery is a minor decision which can be taken by office superintendent.
6. Individual and group decisions:
When the decision is taken by a single individual, it is known as individual decision. Usually routine type
decisions are taken by individuals within the broad policy framework of the organisation.
Group decisions are taken by group of individuals constituted in the form of a standing committee.
Generally very important and pertinent matters for the organisation are referred to this committee. The
main aim in taking group decisions is the involvement of maximum number of individuals in the process
of decision- making.
Types of Decision Support Systems (DSS)
by Dan Power
Decision Support Systems (DSS) are a class of computerized information system that support decision-
making activities. DSS are interactive computer-based systems and subsystems intended to help decision
makers use communications technologies, data, documents, knowledge and/or models to complete
decision process tasks.
A decision support system may present information graphically and may include an expert system or
artificial intelligence (AI). It may be aimed at business executives or some other group of knowledge
workers.
Typical information that a decision support application might gather and present would be, (a) Accessing
all information assets, including legacy and relational data sources; (b) Comparative data figures; (c)
Projected figures based on new data or assumptions; (d) Consequences of different decision alternatives,
given past experience in a specific context.
There are a number of Decision Support Systems. These can be categorized into five types:
Communication-driven DSS
Most communications-driven DSSs are targetted at internal teams, including partners. Its purpose are to
help conduct a meeting, or for users to collaborate. The most common technology used to deploy the
DSS is a web or client server. Examples: chats and instant messaging softwares, online collaboration and
net-meeting systems.
Data-driven DSS
Most data-driven DSSs are targeted at managers, staff and also product/service suppliers. It is used to
query a database or data warehouse to seek specific answers for specific purposes. It is deployed via a
main frame system, client/server link, or via the web. Examples: computer-based databases that have a
query system to check (including the incorporation of data to add value to existing databases.
Document-driven DSS
Document-driven DSSs are more common, targeted at a broad base of user groups. The purpose of such
a DSS is to search web pages and find documents on a specific set of keywords or search terms. The
usual technology used to set up such DSSs are via the web or a client/server system. Examples:
Knowledge-driven DSS:
Knowledge-driven DSSs or 'knowledgebase' are they are known, are a catch-all category covering a broad
range of systems covering users within the organization seting it up, but may also include others
interacting with the organization - for example, consumers of a business. It is essentially used to provide
management advice or to choose products/services. The typical deployment technology used to set up
such systems could be slient/server systems, the web, or software runnung on stand-alone PCs.
Model-driven DSS
Model-driven DSSs are complex systems that help analyse decisions or choose between different
options. These are used by managers and staff members of a business, or people who interact with the
organization, for a number of purposes depending on how the model is set up - scheduling, decision
analyses etc. These DSSs can be deployed via software/hardware in stand-alone PCs, client/server
systems, or the web.
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EDI AND VAN (VALUE ADDED NETWORK): A SIMPLIFIED VIEW AND ANALYSIS OF WHAT IS A VAN
home Blog EDI and VAN (Value Added Network): a simplified view and analysis of what is a VAN
Posted on January 31, 2017 | 0 Comments
EDI and VAN (Value Added Network): a simplified view and analysis of what is a VAN
The definition of VAN (value added network) and its advantages in the context of EDI and supply chain
optimization
Not to be confused with a van, a type of road vehicle used for transportation, the value added network,
aka VAN, is certainly a term you would often stumble upon in the world of EDI, and it certainly can be
defined as a vehicle, of communication that is.
So if you are in the process of setting up EDI or exploring the complex, and often quite daunting, EDI
implementation process, it Is highly likely that you have, or will, come across the term VAN- Value Added
Network.
This blog will address the concept and definition of an EDI VAN (Value Added Network), or as some may
confusingly refer to it as Added Value Network, and will touch upon its use, as well as its benefits and
advantages, within the context of EDI. Our objective is to offer constructive information on the subject
of EDI VANs that will help guide you in shaping your decision making process when undertaking such a
demanding and complex challenge.
What is a value added network (VAN) ?
So let’s start with what is an VAN (Value Added Network)! A simple definition of an VAN is essentially a
private network provider whereby EDI (Electronic Data Interchange) documents are transmitted and
exchanged. In other words, it is a channel of communication to move data from point A to point B.
With the growth in popularity, in recent years, of web based solutions which allow for the transfer of
data over the Internet at a low cost structure, VAN (Value Added Networks) providers began offering
additional services such as EDI translation, encryption, management reporting and secure e-mail, as part
of their ‘value-add’ packages.
Before we delve further into why VANs Added value Networks remain the most common way to transfer
data, let us first discuss the concept of EDI. What is EDI? Electronic Data Interchange (EDI) is a common
practice across most retail and grocery industries. Although complex and overwhelming, meeting the
different retailers’ EDI supply chain requirements, and securing 100% EDI compliance, are mandatory
and unescapable challenges! EDI refers to the electronically transmission of structured data between
organizations. The advantages to using EDI may be sensed across all layers of business processes and
include efficiency, due to lessened time and payment delays, reduced manual data entry as well as
human intervention of data manipulation, improved inventory and data accuracy, increased information
accessibility, and as a result, optimized business activity.
How works a value added network ?
The definition of VAN (value added network) and how its advantages going to optimize your supply chain
through EDI transactions.
What are the uses and advantages of a value added network (VAN) ?
Now that you have a better grasp of what EDI is, why use a VAN (Added Value Network) for EDI
communications?
An EDI VAN (Value Added Network) offers a B2B (business to business) network of electronic
communications, a network which includes an array of ‘value added’ services, as well as facilitated
communication protocols that otherwise would not be available when going through the Internet or
regular phone lines.
Using and EDI VAN allows for seamless and automated communication channels between trading
partners, while offering multiple formats for EDI translation. This, in turn, results in a proficient and
effective supply chain management. Most importantly, EDI VANs (Value Added Networks) are not
industry-centric; they work across all industries, in which case scalability is fundamental!
Let’s move on to examine some of the key advantages and benefits to using an EDI VAN (Value Added
Network) as the preferred mode of electronic business communication!
Data Integrity- EDI VANs typically audit both incoming, as well as outgoing data, to detect errors. There
are checks and balances in place and, in some cases, EDI VANs (Value Added Networks) may provide
corrections and adjustments services to enable successful transmissions and receipt of data.
Improved B2B (business to business) exchanges– VANs (Value Added Networks) allow for the use of
multiple protocols to send data and for each trading partner to employ the data format best suited for
their organization.
Speedy business communication– the exchange of documents through a VAN (Value Added Network) is
significantly faster than other means of data transfer as data is exchanged directly from one business
software to another. Manual processing is typically eliminated which therefore significantly reduces the
risks associated with errors and consequent time delays.
Secure and reliable communication channels– VANs (Value Added Networks) are highly secure and meet
government and HIPAA security standards.
Unrestricted accessibility– with a 24/7 accessibility of the VAN (Value Added Network), the exchange of
data is secure to anywhere in the world, with no time constraints or disruption to your daily business
operations.
Simpler EDI compliance– EDI testing and compliance are required by most retailers, to be met and
complied with by their supply chain vendor community. Furthermore, retailers often require to do so
through the use of an EDI VAN (Value Added Network), their preferred EDI method of communication.
Consequently, going through a VAN (Value Added Network) will facilitate and simplify, to some degree,
the EDI
Visibility tools– A handful of VAN (Value Added Network) providers, such as EDI Gateway Inc, offer a
monitoring web tool and corresponding reports to allow you to track the data you exchange and with
your trading partners and its delivery status. Such ‘value add’, multi –user visibility tools have
unrestricted and unlimited accessibility- from anywhere, at anytime.
What to remember about value added network (VAN) ?

So to sum it all up, there are clearly essential benefits to using a VAN (Value Added Network); not only
would you be able to reduce costs associated with data entry errors and time delay, you will also be able
to improve your overall business relationships, as well as optimize your supply chain process with better
efficiency and cost effectiveness. Whether you are using older or newer technology, EDI VANs (Value
Added Networks) remain a secure and reliable communication channel, with unlimited accessibility and
visibility, allowing you to maintain uninterrupted business cycles and supply chain operations around the
globe, regardless of time zone.
It is important to note that VAN services are now widely offered by third party EDI providers, such as EDI
Gateway Inc, for example, at very competitive price structures, along with a range of managed services
to meet the growing needs of the supply chain community, operating in a dynamic environment. They
are able to provide VAN (Value Added Network) services whether you are integrating with an ERP system
or implementing EDI in-house, as well as various other solutions, customized to fit your organization’s
specific needs.
When you begin to explore the market for EDI VAN (Value Added Network) providers, be sure to do your
due diligence, analyse and assess all the options available to you, and choose that which best suits your
organization’s individual needs and requirements. A proper vetting process would surely render your EDI
initiative easier and less overwhelming to take on!
We hope this blog has been informative and insightful in helping you understand the definition of an EDI
VAN (Value Added Network), as well as identify the advantages and benefits you may reap through its
use. We wish you luck on your endeavour!
The digital equivalent of a handwritten signature or stamped seal, but offering far more inherent
security, a digital signature is intended to solve the problem of tampering and impersonation in digital
communications. Digital signatures can provide the added assurances of evidence to origin, identity and
status of an electronic document, transaction or message, as well as acknowledging informed consent by
the signer.
In many countries, including the United States, digital signatures have the same legal significance as the
more traditional forms of signed documents. The United States Government Printing Office publishes
electronic versions of the budget, public and private laws, and congressional bills with digital signatures.
How digital signatures work

Digital signatures are based on public key cryptography, also known as asymmetric cryptography. Using a
public key algorithm such as RSA, one can generate two keys that are mathematically linked: one private
and one public. To create a digital signature, signing software (such as an email program) creates a one-
way hash of the electronic data to be signed. The private key is then used to encrypt the hash. The
encrypted hash -- along with other information, such as the hashing algorithm -- is the digital signature.
The reason for encrypting the hash instead of the entire message or document is that a hash function
can convert an arbitrary input into a fixed length value, which is usually much shorter. This saves time
since hashing is much faster than signing.
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The value of the hash is unique to the hashed data. Any change in the data, even changing or deleting a
single character, results in a different value. This attribute enables others to validate the integrity of the
data by using the signer's public key to decrypt the hash. If the decrypted hash matches a second
computed hash of the same data, it proves that the data hasn't changed since it was signed. If the two
hashes don't match, the data has either been tampered with in some way (integrity) or the signature
was created with a private key that doesn't correspond to the public key presented by the signer
(authentication).
A digital signature can be used with any kind of message -- whether it is encrypted or not -- simply so the
receiver can be sure of the sender's identity and that the message arrived intact. Digital signatures make
it difficult for the signer to deny having signed something (non-repudiation) -- assuming their private key
has not been compromised -- as the digital signature is unique to both the document and the signer, and
it binds them together. A digital certificate, an electronic document that contains the digital signature of
the certificate-issuing authority, binds together a public key with an identity and can be used to verify a
public key belongs to a particular person or entity.
digital signature process If the two hash values match, the message has not been tampered with, and
the receiver knows the message is from sender.
Most modern email programs support the use of digital signatures and digital certificates, making it easy
to sign any outgoing emails and validate digitally signed incoming messages. Digital signatures are also
used extensively to provide proof of authenticity, data integrity and non-repudiation of communications
and transactions conducted over the Internet.
Sorting
Sorting lists is a common spreadsheet task that allows you to easily reorder your data. The most
common type of sorting is alphabetical ordering, which you can do in ascending or descending order.
To sort in alphabetical order:
Select a cell in the column you want to sort (In this example, we choose a cell in column A).
Click the Sort & Filter command in the Editing group on the Home tab.
Select Sort A to Z. Now the information in the Category column is organized in alphabetical order.
Sorting
You can Sort in reverse alphabetical order by choosing Sort Z to A in the list.
To sort from smallest to largest:
Select a cell in the column you want to sort (a column with numbers).
Select From Smallest to Largest. Now the information is organized from the smallest to largest amount.
You can sort in reverse numerical order by choosing From Largest to Smallest in the list.
To sort multiple levels:
Select Custom Sort from the list to open the dialog box.
OR
Select the Data tab.
Locate the Sort and Filter group.

Click the Sort command to open the Custom Sort dialog box. From here, you can sort by one item or
multiple items.
Sort from Data Tab
Click the drop-down arrow in the Column Sort by field, then choose one of the options—in this example,
Category.
Custom Sort Dialog Box
Choose what to sort on. In this example, we'll leave the default as Value.
Choose how to order the results. Leave it as A to Z so it is organized alphabetically.
Click Add Level to add another item to sort by.
Add Level
Select an option in the Column Then by field. In this example, we chose Unit Cost.
Choose what to sort on. In this example, we'll leave the default as Value.
Choose how to order the results. Leave it as smallest to largest.
Click OK.
Sort 2nd Level
The spreadsheet has been sorted. All of the categories are organized in alphabetical order, and within
each category the unit cost is arranged from smallest to largest.
Remember that all of the information and data is still here—it's just in a different order.
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Impact of E-Commerce on Strategic Planning
David Carey (Computerworld)
28 June, 2000 12:01
TORONTO (06/27/2000) - Electronic commerce is not only changing the shape of the business landscape,
it's also having a profound effect on the IT organization. We brought together five Canadian IT executives
and one executive from the business side to discuss how e-commerce is impacting the IT decision-
making and planning process, and how it is changing the relationship between IT and the business.
ROUNDTABLE PARTICIPANTS:
- Tom Atkins (moderator), Director of E-Commerce Strategy, Sierra Systems Group Inc. - Gary Comerford,
VP International Marketing, Sun Life of Canada - Nancy Dudgeon, VP Consulting Services, Information
Services, Manulife Financial - John Lahey, Senior VP Electronic Commerce, Canadian Imperial Bank of
Commerce - Mark Saunders, Senior VP & CIO, BMO Nesbitt Burns - John Smith, Senior VP & CIO, Sears
Canada - John Wilson, VP & CIO, Clarke ATKINS (moderator): You are all placing multiple bets, looking for
that winning technology or process that is going to help your organization make that quantum leap. How
do you deal with the portfolio management of those multiple bets from a technological, a business and
an investment perspective?
DUDGEON: On the business model front, I think multiple bets definitely need to be made. There are a lot
of new players and a lot of new types of organizations out there, and not to invest in multiple options at
the same time would severely limit our position. At the same time, on the technology front, the need to
start looking for better synergies across divisions globally and to ensure protection of the brand globally
necessitates managing the multiple options. There isn't a formal process for doing this, but there's
definitely a need for IT to be there, and for the CIO to play a lead integrating role. IT has to be close to
the business, to understand what the various bets are, and to make sure that the business is well aware
of implications of the various choices.
WILSON: In terms of transaction processing, it's hard to make a bad bet these days. Where the real issue
around bets comes in is when you look at the new portals and new partnerships that are being formed
between competitors within an industry. Six large players form a new company and start to do buying on
behalf of themselves and others in the industry. What does that mean to you? Do you want to partner
with them? Do you want to use those services? ASPs are starting to bring good technology applications
to the industry. Do you want to scrap what you have in house? Do you want to align the company with
that ASP and start to use their product? There's a huge fight going on in many industries as to who can
connect all of the customers and suppliers and be the first to do that. The role of the CIO is to help make
the bet as to who is going to be the winner at the end of the day. That's a tough role.
LAHEY: The most important thing is that you have a very clear view of what you are trying to accomplish
from a customer perspective. From the technology forays that I've seen, when they end up going badly
it's often because the objectives and the intent at the front end weren't well defined. I don't think there
is any substitute for a well thought out plan. You don't have six months to think out a plan any more, but
you still have to go through the basic fundamentals to understand what it is you're trying to accomplish
and how technology can enable you to get there. So I think the presence of a very clear vision and
reasonably clear metrics and indicators as to whether or not you are successful is important in evaluating
technology investments.
SMITH: Although Sears has moved into the Web business, we haven't gone through the process that a
number of the new E-commerce companies have of trying to create a whole new system. We've utilized
much of what we already had, whether it's buying merchandise from a variety of suppliers, storing of
products, distribution, or delivery through to the consumer. The front-end presentation is a little
different and we've offered the consumer new ways of making a purchase from us, but we haven't
changed many of the other things. Not to say that we aren't investing in new technologies. We give them
careful consideration and select ones that we can leverage across the entire business.
COMERFORD: I see three courses of action. You can be a pioneer, where you make the big bet and do the
development; you can be an early adopter; or you can be a fast follower, which in today's market is an
oxymoron. There's precious little time between being a pioneer and an early adopter. At Sun Life we're
not looking to throw in money in that pioneering sense. We're looking more to ride the coattails of what
we see as the beginnings of success. By being early adopters we may be able to offer our clients
something just a little faster and a little better than our competitors. If we wait for four or five of our
competitors to do it, we have lost that competitive advantage. So there is a rhythm here; you can't afford
to get in too soon but if you wait too long, you're not going to be one of the winners.
ATKINS: Is Electronic Commerce bringing the business and IT closer together in the strategic planning
process?
SAUNDERS: Electronic transactions have made a big difference in terms of how we do business at BMO
Nesbitt Burns. There is a much tighter coupling of business and IT; we're joined at the hip. There isn't a
business strategy that happens in our company that doesn't involve technology. As a result, the business
realizes that it can't be successful without technology. So it's helped break down some of the boundaries
that once existed. IT used to be viewed as a support organization; now it's viewed as an enabler to the
business.
LAHEY: The business and IT have to get closer. If you're not adding value, you just get ignored in the
whole process -- the business leaders will go off and do what they need to do. So you need to find a way
to interact with them. I think what's really driving the two together is how much power is being put in
the hands of the consumer. That is fundamentally shifting some of the basic assumptions around how
you do business. So one of the biggest challenges in strategic planning is getting your mind out of the
box that your company has been in for a long time. IT professionals have a unique role to play in helping
business figure out what to do with the increasing power of the customer.
COMERFORD: I'm the guy at the other end -- in the business unit that's evolving and changing. The world
I live in is a lot different than it was five years ago when we would use information technology to make
things faster, less costly, more efficient -- those were the prime drivers. Today that's just the ante to get
into the game. The individual in charge of IT was looked on as an important contributor and enabler in
getting things done. That role has changed dramatically -- from being a participant to being a leader. CIOs
have to enable the business unit to move forward. They have to really understand the business and
where it's going, where the business is changing.
ATKINS: Is the strategic planning process in your organization becoming more of an ongoing function
rather than an annual or bi-annual event?
SAUNDERS: It's very much a combination of tactical and strategic planning, and you have to strike that
balance in the middle. The traditional method of IT going away and coming back in three years with a
solution is not acceptable any more. We're doing electronic commerce initiatives now that go to market
within six months of the initial thinking around them. At BMO Nesbitt Burns we have a three-year
technology plan that's a roadmap of where we are trying to head. But at the same time you have to be
realistic enough to know that you are going to have short-term tactical things that are going to cause you
to bob and weave along the way, so it's very much an iterative strategic planning process. You start off
with your budgeting process but at the end of the day you always spend more. The chief operating
officer will throw me another few million and say "Let's do this or that along the way." And we do it.
WILSON: The business strategic plan is in a state of upheaval right now, and it's the new economy that's
doing that, particularly for supply-chain oriented companies. There are so many different business
models out there.
Intermediaries are suddenly disappearing. Three years from now, if you look at the business models that
your company has embraced and compare them with what you started with, I don't think you'll find
much of a match. Everything is changing so rapidly that you'd better have your infrastructure in place
and it had better be solid -- then the flexibility that you build on top of it can shift and change with new
opportunities that present themselves.
SMITH: You get some that say, "Why do a strategic plan? If we plan today for even three years down the
road, it's going to change." Yes, it will, but it's important to look that far ahead in order to create a vision
of what you are going to do in that timeframe -- what things are going to be important, what direction
you should move in so that you will be able to serve your customers more effectively. But at the same
time, you are always looking at new customer requirements and new competitors arriving on the scene,
and figuring out how to respond to them. So strategic planning is not like it once was, when you spent a
month building it and said, "Okay, now that job is done for a year." You're always tuning it now, based on
what's going on.
DUDGEON: We need to promote strategic thinking and make it a part of day-to-day leadership. The
variation in terms of customer demands and the impact of different levels of technology enablement
mean that we have to be living the strategic plan. It can't even be monthly; it's got to happen daily in all
the decisions that we make. We need to encourage the right kinds of flexibility, as well as to forward new
kinds of business cases and models. We have to have regular discussions around funding alternatives,
and we need to have leadership that encourages the right kind of risk-taking.
ATKINS: Is an annual budgeting process frequent enough to support your business planning?
WILSON: Yes it is. You do the traditional budgeting process on an annual basis but the caveat is always
there that if an opportunity comes along you can change those numbers. They aren't cast in stone. The
business doesn't stop and say, "There are no dollars in the budget. We can't go there." Most
organizations are flexible enough to shift gears based on new opportunities.
SAUNDERS: A new term that has emerged in our organization is the "sidebook".
That's the area where all of these other things wind up. I'm wondering how long it's going to be before
my sidebook at the end of the year is going to be bigger than my original IT budget. It's very fluid. It has
to be, due to the dynamic nature of our business
The goal of needs analysis is to understand why the network is being built and what users and
applications it will support. In many cases, the network is being designed to improve poor performance
or enable new applications to be used. In other cases, the network is upgraded to replace unreliable or
aging equipment or to standardize equipment so that only one type of equipment, one protocol (e.g.,
TCP/IP, Ethernet), or one vendor’s equipment is used everywhere in the network.
Often, the goals in network design are slightly different between LANs and backbones (BNs) on the one
hand and MANs and WANs on the other. In the LAN and BN environment, the organization owns and
operates the equipment and the circuits. Once they are paid for, there are no additional charges for
usage. However, if major changes must be made, the organization will need to spend additional funds. In
this case, most network designers tend to err on the side of building too big a network—that is, building
more capacity than they expect to need.
In contrast, in most MANs and WANs, the organization leases circuits from a common carrier and pays
for them on a monthly or per-use basis. Understanding capacity becomes more important in this
situation because additional capacity comes at a noticeable cost. In this case, most network designers
tend to err on the side of building too small a network, because they can lease additional capacity if they
need it—but it is much more difficult to cancel a long-term contract for capacity they are not using.
Much of the needs analysis may already have been done because most network design projects today
are network upgrades rather than the design of entirely new networks. In this case, there is already a
fairly good understanding of the existing traffic in the network and, most important, of the rate of
growth of network traffic. It is important to gain an understanding of the current operations (application
systems and messages). This step provides a baseline against which future design requirements can be
gauged. It should provide a clear picture of the present sequence of operations, processing times, work
volumes, current communication network (if one exists), existing costs, and user/management needs.
Whether the network is a new network or a network upgrade, the primary objective of this stage is to
define (1) the geographic scope of the network and (2) the users and applications that will use it.
The goal of the needs analysis step is to produce a logical network design, which is a statement of the
network elements needed to meet the needs of the organization. The logical design does not specify
technologies or products to be used (although any specific requirements are noted). Instead, it focuses
on the fundamental functionality needed, such as a high-speed access network, which in the technology
design stage will be translated into specific technologies (e.g., switched 100Base-T).
Geographic Scope
The first step in needs analysis is to break the network into three conceptual parts on the basis of their
geographic and logical scope: the access layer, the distribution layer, and the core layer, as first discussed
in next topic The access layer is the technology that is closest to the user—the user’s first contact with
the network—and is often a LAN or a broadband Internet connection. The distribution layer is the next
part of the network that connects the access layer to the rest of the network, such as the BN(s) in a
specific building. The core layer is the innermost part of the network that connects the different
distribution-layer networks to each other, such as the primary BN on a campus or a set of MAN or WAN
circuits connecting different offices together. As the name suggests, the core layer is usually the busiest,
most important part of the network. Not all layers are present in all networks; small networks, for
example, may not have a distribution layer because their core may be the BN that directly connects the
parts of the access layer together.
Within each of these parts of the network, the network designer must then identify some basic technical
constraints. For example, if the access layer is a MAN, in that the users need to connect to the network
over a broadband connection, this provides some constraints on the technologies to be used; one could
not use 100Base-T Ethernet, for example. Likewise, if the access layer is a LAN, it would be silly to
consider using T1 circuits.
Sometimes, the current network infrastructure also imposes constraints. For example, if we are adding a
new building to an existing office complex that used 100Base-T in the access-layer LANs, then we will
probably choose to use 100Base-T for the access layer in the new building. All such constraints are
noted.
It is easiest to start with the highest level, so most designers begin by drawing a network diagram for any
WANs with international or countrywide locations that must be connected. A diagram that shows the
logical network going between the locations is sufficient. Details such as the type of circuit and other
considerations will be added later. Next, the individual locations connected to the WAN are drawn,
usually in a series of separate diagrams, but for a simple network, one diagram may be sufficient.
At this point, the designers gather general information and characteristics of the environment in which
the network must operate. For example, they determine whether there are any legal requirements, such
as local, state/provincial, federal, or international laws, regulations, or building codes, that might affect
the network.
Figure 12.3 shows the initial drawing of a network design for an organization with offices in four areas
connected to the core network, which is a WAN. The Toronto location, for example, has a distribution
layer (a BN) connecting three distinct access-layer LANs, which could be three distinct LANs in the same
office building. Chicago has a similar structure, with the addition of a fourth access part that connects to
the Internet; that is, the organization has only one Internet connection, so all Internet traffic must be
routed through the core network to the Chicago location. The Atlantic Canada network section has two
distinct access layer parts; one is a LAN and one access layer is a MAN (e.g., dial-up). The New York
network section is more complex, having its own core network component (a BN connected into the core
WAN), which in turn supports three distribution-layer BNs. Each of these support several access-layer
LANs.
Application Systems
Once the basic geographic scope is identified, the designers must review the list of applications that will
use the network and identify the location of each. This information should be added to the emerging
network diagrams. This process is called baselining. Next, those applications that are expected to use the
network in the future are added.
In many cases, the applications will be relatively well defined. Specific internal applications (e.g., payroll)
and external applications (e.g., Web servers) may already be part of the "old" network. However, it is
important to review the organization’s long-range and short-range plans concerning changes in company
goals, strategic plans, development plans for new products or services, projections of sales, research and
development projects, major capital expenditures, possible changes in product mix, new offices that
must be served by the communications network, security issues, and future commitments to technology.
Geographic scope. LAN = local area network; MAN = metropolitan area network; WAN = wide area
network
Figure 12.3 Geographic scope. LAN = local area network; MAN = metropolitan area network; WAN = wide
area network
For example, a major expansion in the number of offices or a major electronic commerce initiative will
have a significant impact on network requirements.
It also is helpful to identify the hardware and software requirements of each application that will use the
network and, if possible, the protocol each application uses (e.g., HTTP over TCP/IP, Windows file
access). This knowledge helps now and will be particularly useful later when designers develop
technological solutions.
. Start With a Built-in Layout
There are really two directions you can go when you're building out a new slide in Microsoft PowerPoint:
Design the slide from scratch, dropping in individual placeholder boxes one after another, adding them
one by one until you've got a slide.
Try out a built-in layout that includes all of the content boxes that you need from the beginning.
It's really a no-brainer to start your slide design with a pre-built layout. It's a time-saver, and it also
improves the look of the presentation because all boxes and content are aligned neatly.
From the Home tab, choose a Layout from the menu option:
Showcase layouts from Dropdown on Home tab
Most PowerPoint themes include enough layouts to address practically any scenario.
I think one of the reasons that presenters avoid layouts is that they want to customize the slide. There's
nothing stopping you from taking a layout and tweaking it, moving boxes around as needed or adding
other content placeholders.
It's a simple PowerPoint feature, but I've seen far too many presenters draw and redraw boxes onto the
slide. You're far better off using a starter layout and adjusting it as needed.
2. Use Slide Master View to Update Designs Consistently
Most of my favorite PowerPoint features not only save time, but also ensure that slides are consistent.
It's a huge advantage if the logo is in the same spot on each slide, for example.
Slide masters control the design for multiple slides at the same time. When you adjust a slide master,
each slide that uses that master will have the same changes.
Go to the View tab and choose Slide Master. Now, add something that you want to appear on each slide
(like a logo or footer text) to the master:
Logo added to the slide master
In the top screenshot, I've added the logo to the slide master, and you can see how it is added to
multiple slides in the same spot.
When you return to Normal view, you'll see the changes on each slide that uses the same master.
Again: it's all about making clean slide designs with consistency. Adjusting the slide master is a sweet
spot of productivity and design excellence.
MICROSOFT POWERPOINT
How to Use PowerPoint Slide Master View in 60 Seconds
Andrew Childress
3. Use Someone Else's Presentation as a Starting Point
Picasso is credited for having said, "Good artists borrow, great artists steal." There's nothing wrong with
using the hard work of others to build a great presentation.
That's exactly what Envato Elements is for. Elements is an all-you-can-download subscription service
made for every creative. For one flat rate, you'll get access to over 700 PowerPoint themes.
I use Envato Elements on literally every creative project that I work on. I always start browsing on
Elements to get ideas for what I'm working on. With one of the PowerPoint templates, you have a huge
head start on creating a presentation.
Hero slide example
This screenshot uses the Hero v1 PowerPoint theme that is included as part of the Envato Elements
subscription package.
The price of Envato is worth it for the PowerPoint themes alone. But for those who create presentations
frequently, you benefit greatly from the stock photos, graphics, icons, and other assets that can really
spice up a presentation.
How to Make Professional PowerPoint Presentations (With Templates)
Andrew Childress
Using one of these pre-built templates isn't stealing—it just feels like it because it makes it so easy. With
Elements, you skip the hard work of designing everything from a blank slate.
4. Rearrange Slides for Effectiveness

Most presentations can become markedly better in just a few seconds by simply rethinking the order
that your slides are sequenced. Over and over, I coach presenters to remember the BLUF principle:
bottom line up front.
How many presentations have you sat through where the message was unclear? By the time you've sat
through 30 minutes, you're so inundated with data that it can be hard to remember the point. Instead,
give your conclusion up front and then share why you feel that way.
Slide Sorter View
A top-down view of all the slides in your presentation can help you understand if they're in the best
order, and resequence them easily.
The best way to do this with PowerPoint is to switch to Slide Sorter view. There's no better way to have
all of your content in view at the same time. Switch to it by clicking on View > Slide Sorter.
When I switch to Slide Sorter view, I'm taking a long hard look to ensure that I'm not burying my
conclusion, and I'm building a story that makes sense sequentially. Drag and drop the slide thumbnails to
reorder them in a concise and BLUF-friendly order.
5. Follow the Guides
Earlier versions of PowerPoint made it somewhat difficult to align things consistently on a slide. Now, the
guides that you'll see pop up as you drag and drop objects help ensure that your objects are nice and
neat.
In the screenshot below, you can see an example of what I mean. The small red arrows and dotted lines
show how objects relate to each other, and you'll see them when an object is equidistant between them.
Align with Guides PowerPoint
Try to align objects using these red arrows.
Keep an eye out for these helper lines when you're working in PowerPoint. Using them to align objects
will result in a cleaner slide.
6. Set Slide Sizes
The key consideration when setting slide size is to consider the size of the screen you'll present on. Some
different types of screen have slightly different aspect ratios.
To change slide size, go to the Design tab and choose to change the slide size from the Customize
dropdown:
Change slide size on customize dropdown
Set your slide dimensions to align with your screen, whether that's a projector, LCD, or laptop.
Setting the size of your presentation is important. When you align the two, your presentation will fill the
screen or projector that you're using.
What Are the Right Dimensions for Your PowerPoint Slides?
Andrew Childress
7. Resize Multiple Objects
As I mentioned earlier, I think consistency in slides is important for maintaining a clean look. If you've got
multiple images that need to be the same size, there's an easy feature for doing just that.
A great example of this is when you've got several profile images that need to be resized consistently. To
do this, start off by holding Control on your keyboard (Command on Mac) and click on all of the images
that should be resized.
Now, make sure that you're on the Format tab on PowerPoint's ribbon. Next up, find the Size area, and
type a number into one of the boxes and press enter. All of the images will be resized to the same size
that you set in the box:
Image size change from Format Ribbon
Make sure all images are selected before you change the size to keep them all consistent in size.
After you set a starting point on size, you can tweak it to get things perfect. The important thing is that
you keep them all selected, and tweak the size in lockstep.
8. Clean Up Tables Quickly
Data tables in PowerPoint are one of the most effective ways to present data. They're easy for your
viewer to quickly glance at and understand numbers with an easy row-column view.
As you start resizing and tweaking the look of a table in PowerPoint, it's likely that your rows and
columns may become a bit disjointed or messy. I like to fix this with Distribute Rows, which evens up the
sizes of the rows:
Distribute Rows PowerPoint
I used the Distribute Rows feature to make each row the same size in my data table.
Highlight the rows, and then go to the Layout tab and click Distribute Rows to apply an easy fix to your
rows.
9. Learn to Use SmartArt
Without a doubt, SmartArt is one of my favorite PowerPoint features. Think of this feature as the sweet
spot between infographics and text-only diagrams.
Basically, SmartArt is a way to create flexible graphics that you can update right inside of PowerPoint. You
don't need a separate app to build out your own graphics and charts.
SmartArt Example Menu
SmartArt allows you to build out a variety of diagrams, such as hierarchies, processes, cycles, and more.
Basically, you can build out a simple bulleted list, and the art will adapt to include the points you add.
I'm all about doing as much as you can directly inside of PowerPoint. Features like SmartArt are a great
bridge that cut out one more app like Illustrator or Photoshop from your workflow.
How to Get Started With Using SmartArt in PowerPoint
Andrew Childress
10. Try a Theme Variant
What do you do when you get to the end of designing a presentation, and it just doesn't feel right?
The easiest solution might be to try a new variant. This simply tweaks the color scheme and style of the
presentation. On the Design tab, click a different thumbnail from the Variants selection.
When you change a variant, it will change the entire presentation's color scheme as you can see below.
One simple click is the easiest way to try an alternate style:
Change theme variant
Changing the theme variant overhauled the entire presentation's color scheme.
Changing the Theme Variant is yet another step you can use to quickly and consistently apply a new look
to your presentation. You may not have time to redo the presentation from scratch, so try out a variant
as an alternative.
How the Internet of Things is changing business models
Feature
4 MAY 2016
'To monetise IoT data, companies should clearly identify IoT opportunities and a strategy with
participation and sponsorship by business leadership'
COMMENT
How the Internet of Things is changing business models
Ben Rossi
Ben Rossi
It’s no surprise that exciting new technologies are generating startling insights from big data, but very
few come from the B2B sector.
It can be difficult for industrial executives whose performance is measured in dollars and cents to
become excited about bits and bytes, especially when they have been fairly dismissive of big data to
date, labelling it a B2C phenomenon.
That mindset, however, changes with the Internet of Things (IoT), where companies that cannot deliver
optimal performance through analytics will not be able to compete.
The new reality is that ubiquitous sensor data means companies must disrupt or be disrupted, and the
challenge to business leaders is to answer two fundamental questions. Firstly, what new business models
must I deploy in order to compete? And secondly, how can I build organisational structures that can
execute those models, bridging internal divisions between corporate functions and business units?
>See also: 5 predictions for the Internet of Things in 2016
You will note that neither of these questions relate to technology. Why aren’t we talking about how
many billion devices will be connected in the coming years, how much storage we will need to contain all
that sensor data, or how quickly we can hire the smartest data scientists?
Consider the three major transformations in our industrial history. They’re certainly stories of
technological advances, but more than that they are stories of enablement.
In the early 19th century, the steam engine enabled the Industrial Revolution, spurring new
manufacturing processes that created industrial giants selling affordable products at scale.
What the New Era of Data Privacy Laws Means for IBM
In the mid-20th century, computers enabled the Information Age, creating software giants selling
affordable services at scale. And at the turn of the 21st century, the internet enabled ecommerce and
created the web and social media giants who dominate today’s business landscape and sell data
products at scale.
If – as many claim – IoT is to be the fourth revolution, what will it enable, and what will be the new class
of giant to emerge?
IoT represents the constantly-growing universe of sensors and devices that create a flood of granular
data about our world. The “things” include everything from environmental sensors monitoring weather
or energy usage, to “smart” household appliances, telemetry from vehicles and production lines. Devices
of all types are moving online and connecting.
The giants of the internet (of people) have thrived because of their ability to gather every possible bit of
data about human behavior and interaction, and use it to understand and predict that behavior.
Armed with this information, internet companies can take actions that create profits for themselves by
delivering great experiences for users.
IoT extends the same principle to devices: manufacturers can gather data about how their products
behave and interact, and use it to understand and predict future behaviors.
Using that data, companies can optimise performance and drive profitable outcomes for themselves
through great user experiences.
Increasingly, those experiences are delivered as services, and users pay for the outcome, not the physical
object delivering it. This pivotal change to the delivery of product as a service underpins many IoT
projects.
The concept is not entirely new, of course. The most notable example is jet engine Power by the Hour,
pioneered in the 1960s by Rolls-Royce. This isn’t renting or leasing; it’s a performance-based contract
that creates a powerful alignment of incentives for both the operator and manufacturer.
These incentives include reliability of service, reduced capital expense and accurate cost projection for
the operator, mitigation of after-market competition risk, stable revenue projection, and reduced risk of
product commoditisation for the manufacturer.
The IoT-enabled conversation with products and devices makes this proposition compelling for
companies selling equipment much cheaper than jet engines. Whether the customer needs compressed
air, forklift capacity, office printing or a host of other services that are delivered today as products,
tomorrow’s giants will be the physical/digital engineers who are able to use data to optimise their
performance.
The new giant
The implications go far beyond how products are sold. In the words of GE’s Jeff Immelt, “Industrial
companies are in the information business whether they want to be or not.”
The capability that manufacturers now have to use data from sensors enables them to change the way
that they design, upgrade, and maintain devices in the field. The result will not just be greater efficiency,
but entirely new functionality and levels of service.
Immelt was right to refer to information, but IoT sensors churn out data – lots of data that must be
analysed to create useful information. Analytics is the critical link between monitoring operations and
optimising performance.
Smart, connected devices can only be as intelligent as the instructions they are given. The intelligent
operation of things is dependent on effective ‘Analytics of Things’.
Product development in most industrial companies takes place in operational business units. Enterprise
data management and analysis is the domain of a central IT function.
In far too many companies, there is a sizable gulf between the two. Trust is lacking and efforts to merge
the functions frequently descend into turf wars.
Because of the necessity to link Analytics of Things with operations, any organisation looking to harvest
the potential of IoT must find a way to bridge this gulf.
Vested interests and desire for control must be set aside to pursue the greater prize. That is why, more
than anything, IoT represents a business leadership challenge – flexibility, collaboration, agility and
invention will win the day.
This is a challenge that some will embrace and some will dismiss. Like any revolution, there is a risk of
failure. There will be winners and losers, and some won’t know which they are until it is too late.
What does this all mean?
To monetise IoT data, companies should clearly identify IoT opportunities and a strategy – with
participation and sponsorship by business leadership.
Keep in mind that the data and information ecosystem complexity may call for collaboration with an
experienced analytics services team to support new go-to-market models.
>See also: 4 unexpected implications arising from the Internet of Things – Gartner
For example, strategies may be geared to the application of machine learning and advanced analytics
techniques to deliver automation, or deep understanding of usage patterns that influence design or shift
to DevOps deployment, or predictive part failure analysis to facilitate lean processes.
Regardless of the details, organisations should consider continuous monitoring of assets to enable new
revenue opportunities and pricing strategies based on performance and pay-per-use models instead of
purchases.
Early warning detection systems that use predictive analytics can find and correct issues with machines
and devices sooner. And real-time monitoring and analysis of physical assets allows companies to
understand and act on a variety of real-time insights.
These recommendations are derived from real-world use cases. Companies that have made investments
in IoT analytics are realising significant business benefits as a result.
CLOSE
PROS AND CONS
CARS
LIVING
BOATS
HOMES
ENVIRONMENT
Green Garage Blog
14 Main Advantages and Disadvantages of Computer Networking

List of Pros and Cons
Computer networking has become one of the most successful ways of sharing information, where all
computers are wirelessly linked together by a common network. Now, businesses and organizations
heavily rely on it to get messages and information across to essential channels. Not only has that it
benefited establishments, but also individuals, as they also need to share important information every
day. But no matter how useful computer networking is, it does not come without drawbacks. Here are its
advantages and disadvantages:
List of Advantages of Computer Networking
1. It enhances communication and availability of information.
Networking, especially with full access to the web, allows ways of communication that would simply be
impossible before it was developed. Instant messaging can now allow users to talk in real time and send
files to other people wherever they are in the world, which is a huge boon for businesses. Also, it allows
access to a vast amount of useful information, including traditional reference materials and timely facts,
such as news and current events.
2. It allows for more convenient resource sharing.
This benefit is very important, particularly for larger companies that really need to produce huge
numbers of resources to be shared to all the people. Since the technology involves computer-based
work, it is assured that the resources they wanted to get across would be completely shared by
connecting to a computer network which their audience is also using.
3. It makes file sharing easier.
Computer networking allows easier accessibility for people to share their files, which greatly helps them
with saving more time and effort, since they could do file sharing more accordingly and effectively.
4. It is highly flexible.
This technology is known to be very flexible, as it gives users the opportunity to explore everything
about essential things, such as software without affecting their functionality. Plus, people will have the
accessibility to all information they need to get and share.
5. It is an inexpensive system.
Installing networking software on your device would not cost too much, as you are assured that it lasts
and can effectively share information to your peers. Also, there is no need to change the software
regularly, as mostly it is not required to do so.
6. It increases cost efficiency.
With computer networking, you can use a lot of software products available on the market which can
just be stored or installed in your system or server, and can then be used by various workstations.
7. It boosts storage capacity.
Since you are going to share information, files and resources to other people, you have to ensure all data
and content are properly stored in the system. With this networking technology, you can do all of this
without any hassle, while having all the space you need for storage.
List of Disadvantages of Computer Networking
1. It lacks independence.
Computer networking involves a process that is operated using computers, so people will be relying
more of computer work, instead of exerting an effort for their tasks at hand. Aside from this, they will be
dependent on the main file server, which means that, if it breaks down, the system would become
useless, making users idle.
2. It poses security difficulties.
Because there would be a huge number of people who would be using a computer network to get and
share some of their files and resources, a certain user’s security would be always at risk. There might
even be illegal activities that would occur, which you need to be careful about and aware of.
3. It lacks robustness.
As previously stated, if a computer network’s main server breaks down, the entire system would become
useless. Also, if it has a bridging device or a central linking server that fails, the entire network would also
come to a standstill. To deal with these problems, huge networks should have a powerful computer to
serve as file server to make setting up and maintaining the network easier.
4. It allows for more presence of computer viruses and malware.
There would be instances that stored files are corrupt due to computer viruses. Thus, network
administrators should conduct regular check-ups on the system, and the stored files at the same time.
5. Its light policing usage promotes negative acts.
It has been observed that providing users with internet connectivity has fostered undesirable behavior
among them. Considering that the web is a minefield of distractions—online games, humor sites and
even porn sites—workers could be tempted during their work hours. The huge network of machines
could also encourage them to engage in illicit practices, such as instant messaging and file sharing,
instead of working on work-related matters. While many organizations draw up certain policies on this,
they have proven difficult to enforce and even engendered resentment from employees.
6. It requires an efficient handler.
For a computer network to work efficiently and optimally, it requires high technical skills and know-how
of its operations and administration. A person just having basic skills cannot do this job. Take note that
the responsibility to handle such a system is high, as allotting permissions and passwords can be
daunting. Similarly, network configuration and connection is very tedious and cannot be done by an
average technician who does not have advanced knowledge.
7. It requires an expensive set-up.

Though computer networks are said to be an inexpensive system when it is already running, its initial set
up cost can still be high depending on the number of computers to be connected. Expensive devices,
such as routers, switches, hubs, etc., can add up to the cost. Aside from these, it would also need
network interface cards (NICs) for workstations in case they are not built in.
Conclusion
Computer networking will always be a fast and convenient means of transferring and sharing
information, but people should be aware of its consequences as well. They should remember that often
relying on this system can put them at certain risks that can be cause by its flaws and other malfunctions.
One Final Important Note
I highly recommend that you take a look at this before you go, "How to Get an A+ on Every Essay and
Research Paper That You Write."
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Properties of Relational Tables

Relational tables have six properties:

1. Values are atomic.

2. Column values are of the same kind.

3. Each row is unique.

4. The sequence of columns is insignificant.

5. The sequence of rows is insignificant.

6. Each column must have a unique name.

Values Are Atomic

Column Values Are of the Same Kind

Each Row is Unique

The Sequence of Columns is Insignificant

The Sequence of Rows is Insignificant

According to the managers of an entreprise or an organization, Management Information System is an

Definition of Management Information System :

Definition of Management Information System

A system is made up of inputs, processing, output and feedback or control .

Objectives of Management Information System :

Objectives of Management Information System

These are some goals of an MIS :

Characteristics of Management Information System

It should be based on a long-term planning .

It should be planned in a top-down way .

It should be based on need of strategic, operational and tactical information of managers of an

It should create linkage between all sub-systems within the organization .

It should have a central database .

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Data Base Management System (DBMS): Meaning, Nature and Objectives

Meaning of Data Base Management System (DBMS):

A data base is an organized collection of information.

Nature of Data Base Management System:

Features & characteristics of data base management system are as follows:

Objectives of Data Base Management System (DBMS):

1. Eliminate redundant data.

2. Make access to the data easy for the user.

3. Provide for mass storage of relevant data.

4. Protect the data from physical harm and un-authorised systems.

5. Allow for growth in the data base system.

6. Make the latest modifications to the data base available immediately.

7. Allow for multiple users to be active at one time.

8. Provide prompt response to user requests for data.

Functions of Data Base Management System (DBMS):

The purpose of DBMS is to provide following main functions:

1. A mechanism for organising, structuring and storing data.

4. Reducing data redundancy.

Advantages and merits of DBMS are as follows:

Disadvantages of data base management system are:

1. Complexity of backup and recovery

2. Problem associated with centralization

3. Cost of software, hardware and migration.

1. Complexity of Backup and Recovery:

2. Problem Associated with Centralization:

3. Cost of Software, Hardware and Migration:

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Top 6 Functions of Data Base Management System

1. Content Guidelines 2. Prohibited Content 3. Plagiarism Prevention 4. Image Guidelines 5. Content

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