Professional Penetration Testing for Better Security - Term Paper Example

Architecture and Strategic Management Architecture may be understood from a variety of perspectives. Technically, it is the attribution of engineering to a certain vision for a structure or a group of structures. (Leach, 1997; P 11 to 17) This creates an aesthetic platform upon which architecture may be described as the epitome of the fine art within which engineering finds a mechanism to come alive and garner focus as a form full of structural and technical implications. This depicts architecture as a field that uses only forces such as harmony of design and engineering to encompass various features that drive people and regions. Ironically, architecture has been a field where fine art and engineering come together only to find nuances where it may function as a political and socio economic barometer. (Hale, 2000; P 5) Section A: Strategic Management within the Project In the private sector, competition, technology and e-commerce are forcing distributors to look for ways to move larger quantities of their products more quickly and efficiently to the consumer. Feasibility Clustering distribution centers in a single geographic area is among the new trends. There is also a move towards transportation specialization, such as companies that depend on substantial parcel air transport. Labor availability and technology advances are factors driving many companies to consolidate their distribution and structural systems into fewer but larger, regional facilities. However, not all companies are consolidating their distribution centers: in many areas, the consolidation trend itself is producing a new generation of smaller, local distribution centers. Experts say that new logistical handling systems and greater outsourcing-in particular, the increased use of third-party logistics providers-seem to be driving this trend. This trend has had a large bearing on how architects are being perceived. With the advent of management as a wholesome science that has trickled into every industry and profession, architects are now expected to handle the managerial aspects of construction and design. One of the major implications for this is cost control and financial projection, health and safety management as well as development control. Cost and Development Control When involved in a project, the major focus is on the economics and what can be achieved within a given budget. Passing this down to the architects has various dimensions to it. The creative part can be better coordinated and decided in the initial stages so as to avoid chaos later. The demerit of this is that the focus might shift from the creative to the strategic management options where some architects might be ill equipped to handle such responsibilities. The solution to such a problem is a short course or orientation program in financial and development management when educating or selecting architects. Incident Command System for High Rise Buildings Risk is also a major part of the strategic management and development part of a structure. The above diagram is a depiction of an example of sectorisation for a high rise building. The sectorisation for high rise buildings must consist of the optimum deployment and utilization of resources. Managing a high rise building is a matter of creating sectors so as to give out commands easily and smoothly in case of strategic, tactical and operational importance. The sectors for operation must include: Vulnerability assessment & intrusion detection systems Risk assessment & risk management Backups & business continuity planning Disaster recovery planning Computer incident response teams Digital investigation & incident post-mortem Privacy & anonymity in cyberspace; censorship & content filtering Management responsibilities & liabilities The future of information assurance Professional development The Harrow Court Incident The Harrow Court Incident refers to the tragic chain of events where two firefighters - Firefighter Wornham and Firefighter Miller - lost their lives on the 2nd of February, 2005. The cause for this was faulty organization of resources and commands that led to a miscalculation of the risks involved. (Fire Brigade Union) In this regard, everything that has been earlier described in this paper culminates into the fact that the span of control must be open and clear so as to depict a clear understand of the following points as far as the job of the architect in strategic management is concerned: Operational area of command; Strategic Decisions involved; Risk awareness; Span of control; Knowledge management within the relevant agencies; Tactical support; Command support; Sectorisation. These points should be taken into account so as to create a relevant training strategy which in turn will reduce the risk of such events in the future so as to ensure that architects are adept at handling such problems within and outside the actual construction site so as to combat risk and have better man management tactics. (Fire Brigade Union) Risk Assessment Principles The basic risk assessment principles cover the following aspects of risk and incidents: Initial Stage of Incident Development Stage of Incident Closing Stage of Incident Post Incident Review Dynamic Risk Assessment (Source: National Incident Command System) The principles in this regard cover all these levels. The basic principle here is that risk, in case of varied operational decisions, is seen as a focus of single determinants of behaviour arising from risk theories. (Stephenson, 2004) Various unresolved contradictions can be reconciled by examining the usefulness of placing risk propensity and risk proportion in a more central role than has been previously recognised through effective risk assessment programs. Based on such analysis, it is believed that the propensity of risk dominates both the actual and perceived characteristics of the situation as a determinant of risk behavior. In this case, dynamic risk refers to the changing face of risk the uncertainty that goes with where it might strike from. On the other hand, generic risk is a more risk averse form that comes from the fact that the risk is foreseen in terms of areas and hazards. (Stephenson, 2004) Such an observation can safely justify the finding that suggests that apart from being central to any and every situation or organization, risk is something that organizations need to meet in an integrated manner. This can be attributed to the fact that at the end of the day, any damage caused has far reaching implications of its own and is deeply rooted in the genesis of risk taking and management. In the case of the incident command system, the one question we need to ask before proceeding any further is whether mere risk assessment is enough to act as a strong foundation for resolving all those difficulties arising out of risk management in case of various damage control activities. The answer is, no. And more and more organizations in the social arena are beginning to recognize this basic premise, which has led to creativity in the sphere of dynamic risk management strategies and principles. It has become necessary therefore, to keep reinventing the methods and strategies to be used in order to overcome the dynamic perils enumerated above, in a timely and cost effective manner. (Brussin, 2006) At the Harrow court incident, the dynamic risk was not taken into account. There was more attention paid to the generic risk which led to the death of the two firefighters. Here, the dynamic risk was the opening of the front door which led to an increase in the fire situation. Further, Wornham got entangled in the cabling which shows a faulty appreciation in the command system. (Fire Brigade Union) The mechanism of dynamic risk management extends to preliminary planning as well. To be prepared and organized for the contingencies in advance will help the managers cope with them more easily. This can be further propagated by the use of timeliness and efficiency in the response stage with a reliable communication system, logistics and flawless coordination to boot. (Stephenson, 2004) For this purpose, in the incident command system, damage assessment and reporting should constitute of the preliminaries of restoration and restructuring apart from playing an important role in the formulation of a crisis management plan. Section B: Management rather than Creativity Through a process of manufacturing and supply to the end user, a product or service follows a sequential chain of events otherwise known as processes, in order to plan, design and implement a fool proof method of directing the flow of information and materials throughout this structure of process centered management. Process Centered Management is that branch of the reengineering process in the corporate world that is in direct context of the work culture and formulation of a structure that follows an independent process driven pattern to reach a set of goals. This kind of management is one where all activities leading towards the achievement of organizational goals, are process driven with a deep rooted influence on the channelization of material and information along the way. This has been regarded as an emerging trend where work in progress is concerned owing to the fact that it provides observations of a revolution that's only just begun. The natural leaders are among the first to have taken to and moving already from a procedure-based culture towards a process-based culture; from micro to macro; from a microscopic view to a telescopic view. Procedure-based task analysis has now been very systematically replaced by process-related performance technology where it is now believed that the kinds of work that people do, the jobs they hold, the skills they need, the careers they follow, the roles managers play, the principles of strategy that enterprises follow will shift towards handling processes that they are most suited to. The shift has been carried forth from the revolution of ideals, in which the key word is radical, to the organized reworking of a society in need, in which the key word is process. (Foucault, 1997) This process has trickled into the field of architecture with a renewed focus on sharpening management ability rather than creativity. With the rise of competition, it has become imperative to gain competence in every area. This competence is a composite of various factors within the process. This can be used by the people who are designing as far as handling the process is concerned. As a post research preview, we may conclude by affirming that with flexibility and ability to change as its most advantageous features, process centered management helps use the customer as most of the most important elements in process orientation, so as to ensure that the organization captures a sizable share of the market in qualitative as well as quantitative terms. (Foucault, 1997) References Deakin, Charled D; Deakin (2000). Clinical Notes for the FRCA. Elsevier Health Services. Brussin, D (2006). Professional penetration testing for better Security. CISSP Stephenson, P (2004). Getting the Whole Picture. The Center for Digital Forensic Studies. Wentling RM, Palma-Rivas N (1999) Components of effective diversity training programmes. International Journal of Training and Development. Marquardt, Michael J. (1996) Building the learning organization: A systems approach to quantum improvement. Mc-Graw Hill. Hester, M. Pearson, C. Harwin N (2002) Making an Impact. Child and Women Abuse Studies Unit. West Yorkshire Fire and Rescue Service. URL: http://www.westyorksfire.gov.uk/ (Accessed during: August, 2008) Fire Brigade Union. URL: http://www.fbu.org.uk/workplace/healthsafety/pdf/harrow.pdf (Accessed during: August, 2008) National Response Team. URL: www.nrt.org (Accessed during: August, 2008) National Incident Command System. URL: http://www.environ.ie/en/Publications/LocalGovernment/FireandEmergencyServices/FileDownLoad,2099,en.pdf (Accessed during: August, 2008) Hale, Jonathan A (2000). Building Ideas: An Introduction to Architectural Theories. John Wiley and Sons. Leach, Neil (1997). Rethinking Architecture. Routledge, London. Frampton, Kenneth (1992). Modern Architecture: A critical history. Thames and Hudson. Eagleton, Terry (1983). "Conclusion: Political Criticism" Literary Theory: An Introduction. University of Minnesota Press, Minneapolis. Foucault, Michael (1997). "Space, Knowledge and Power". Interview with Paul Rainbow. Rethinking Architecture. Routledge, London. Read More