AI Coding Book

AI Coding Book — independent reviews, comparisons, pricing and step-by-step guides on Aizhi.

Content as a service

Content as a service (CaaS) or managed content as a service (MCaaS) is a service-oriented model, where the service provider delivers the content on demand to the service consumer via web services that are licensed under subscription. The content is hosted by the service provider centrally in the cloud and offered to a number of consumers that need the content delivered into any applications or system, hence content can be demanded by the consumers as and when required. Content as a Service is a way to provide raw content (in other words, without the need for a specific human compatible representation, such as HTML) in a way that other systems can make use of it. Content as a Service is not meant for direct human consumption, but rather for other platforms to consume and make use of the content according to their particular needs. This happens usually on the cloud, with a centralized platform which can be globally accessible and provides a standard format for your content. With Content as a Service, you centralize your content into a single repository, where you can manage it, categorize it, make it available to others, search for it, or do whatever you wish with it. == Overview == The content delivered typically could be one or more of the following The technical terminology related to equipment or spares that is required to procure or design the materials The industrial terminology of the equipment or spares Technical values pertaining to various types, specifications, applications, characteristics of equipment or spares Sourcing information which will help in procurement or supply-chain management of equipment or spares Descriptive specifications of equipment or spares based on the product reference number or identifier UNSPSC codes or industry practiced classifications ISO, IEC compliant terminology Ontology or Technical Dictionary of products & services Predefined content for specific business needs The term "Content as a service" (CaaS) is considered to be part of the nomenclature of cloud computing service models & Service-oriented architecture along with Software as a service (SaaS), Infrastructure as a service (IaaS), and Platform as a service (PaaS).
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Critical security parameter

In cryptography, a critical security parameter (CSP) is information that is either user or system defined and is used to operate a cryptography module in processing encryption functions including cryptographic keys and authentication data, such as passwords, the disclosure or modification of which can compromise the security of a cryptographic module or the security of the information protected by the module.
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Business continuity and disaster recovery auditing

Given organizations' increasing dependency on information technology (IT) to run their operations, business continuity planning (and its subset IT service continuity planning) covers the entire organization, while disaster recovery focuses on IT. Auditing documents covering an organization's business continuity and disaster recovery (BCDR) plans provides a third-party validation to stakeholders that the documentation is complete and does not contain material misrepresentations. == Overview == Often used together, the terms business continuity (BC) and disaster recovery (DR) are very different. BC refers to the ability of a business to continue critical functions and business processes after the occurrence of a disaster, whereas DR refers specifically to the IT functions of the business, albeit a subset of BC. == Metrics == The primary objective is to protect the organization in the event that all or part of its operations and/or computer services are rendered partially or completely unusable. === DR metrics === Minimizing downtime and data loss during disaster recovery is typically measured in terms of two key concepts: Recovery time objective (RTO), time until a system is completely up and running Recovery point objective (RPO), a measure of the ability to recover files by specifying a point in time the backup copy will restore to. == The auditor's role == Role of the Internal Auditor in Auditing a Disaster Recovery Plan (DRP): 1. Governance & Oversight - Confirm roles, responsibilities, and oversight are defined, and DRP aligns with risk appetite and continuity strategy. 2. Risk Assessment & BIA - Verify risk and impact assessments identify critical systems and define RTO/RPO. 3. Plan Design & Documentation - Ensure the DRP is current, complete, and includes key recovery procedures. 4. Testing & Validation - Confirm regular DRP testing occurs and results are used to improve the plan. 5. Backup & Recovery - Assess backup frequency and recovery capabilities against RTO/RPO targets. 6. Communication & Training - Verify staff are trained and communication protocols are in place for crises. 7. Maintenance & Improvement - Ensure the DRP is regularly updated and lessons learned are integrated. == Documentation == === Disaster recovery plan === A disaster recovery plan (DRP) is a documented process or set of procedures to execute an organization's disaster recovery processes and recover and protect a business IT infrastructure in the event of a disaster. It is "a comprehensive statement of consistent actions to be taken before, during and after a disaster". The disaster could be natural, environmental or man-made. Man-made disasters could be intentional (for example, an act of a terrorist) or unintentional (that is, accidental, such as the breakage of a man-made dam or even "fat fingers" - or errant commands entered - on a computer system). ==== Types of plans ==== Although there is no one-size-fits-all plan, there are three basic strategies: prevention, including proper backups, having surge protectors and generators detection, a byproduct of routine inspections, which may discover new (potential) threats correction The latter may include securing proper insurance policies, and holding a "lessons learned" brainstorming session. ==== Best practices ==== To maximize their effectiveness, DRPs are most effective when updated frequently, and should: be an integral part of all business analysis processes, be revisited at every major corporate acquisition, at every new product launch and at every new system development milestone. be thoroughly tested, not just unpracticed bureaucratic documentation Adequate records need to be retained by the organization. The auditor examines records, billings, and contracts to verify that records are being kept. One such record is a current list of the organization's hardware and software vendors. Such list is made and periodically updated to reflect changing business practices and as part of an IT asset management system. Copies of it are stored on and off site and are made available or accessible to those who require them. An auditor tests the procedures used to meet this objective and determine their effectiveness. === Relationship to BCPs === Disaster recovery is a subset of business continuity. Where DRP encompasses the policies, tools and procedures to enable recovery of data following a catastrophic event, BCP involves keeping all aspects of a business functioning regardless of potential disruptive events. As such, a business continuity plan is a comprehensive organizational strategy that includes the DRP as well as threat prevention, detection, recovery, and resumption of operations should a data breach or other disaster event occur. Therefore, BCP consists of five component plans: Business resumption plan Occupant emergency plan Continuity of operations plan Incident management plan Disaster recovery plan The first three components (business resumption, occupant emergency, and continuity of operations plans) do not deal with the IT infrastructure. The incident management plan (IMP) does deal with the IT infrastructure, but since it establishes structure and procedures to address cyber attacks against an organization's IT systems, it generally does not represent an agent for activating the DRP; thus DRP is the only BCP component of active interest to IT. == Testing == The overall categorization of tests are functional- and discussion-based. Types of tests include: tabletop exercises, checklists, simulations, parallel processing (testing recovery site while primary site is in operation), and full interruption (fail over) tests. These apply to both BC and DR. == Benefits == Like every insurance plan, there are benefits that can be obtained from proper business continuity planning, including: Studies have shown a correlation between higher spending on auditing fees and lower rates of Incidents. Minimizing risk of delays Guaranteeing the reliability of standby systems (even automating the failure detection and recovery in certain scenarios) Providing a standard for testing the plan Minimizing decision-making during a disaster Reducing potential legal liabilities Lowering unnecessarily stressful work environment === Planning and testing methodology === According to Geoffrey H. Wold of the Disaster Recovery Journal, the entire process involved in developing a Disaster Recovery Plan consists of 10 steps: Performing a risk assessment: The planning committee prepares a risk analysis and a business impact analysis (BIA) that includes a range of possible disasters. Each functional area of the organization is analyzed to determine potential consequences. Traditionally, fire has posed the greatest threat. A thorough plan provides for "worst case" situations, such as destruction of the main building. Establishing priorities for processing and operations: Critical needs of each department are evaluated and prioritized. Written agreements for alternatives selected are prepared, with details specifying duration, termination conditions, system testing, cost, any special security procedures, procedure for the notification of system changes, hours of operation, the specific hardware and other equipment required for processing, personnel requirements, definition of the circumstances constituting an emergency, process to negotiate service extensions, guarantee of compatibility, availability, non-mainframe resource requirements, priorities, and other contractual issues. Collecting data: This includes various lists (employee backup position listing, critical telephone numbers list, master call list, master vendor list, notification checklist), inventories (communications equipment, documentation, office equipment, forms, insurance policies, workgroup and data center computer hardware, microcomputer hardware and software, office supply, off-site storage location equipment, telephones, etc.), distribution register, software and data files backup/retention schedules, temporary location specifications, any other such lists, materials, inventories, and documentation. Pre-formatted forms are often used to facilitate the data gathering process. Organizing and documenting a written plan Developing testing criteria and procedures: reasons for testing include Determining the feasibility and compatibility of backup facilities and procedures. Identifying areas in the plan that need modification. Providing training to the team managers and team members. Demonstrating the ability of the organization to recover. Providing motivation for maintaining and updating the disaster recovery plan. Testing the plan: An initial "dry run" of the plan is performed by conducting a structured walk-through test. An actual test-run must be performed. Problems are corrected. Initial testing can be plan is done in sections and after normal business hours to minimize disruptions. Subsequent tests occur during normal business hours. === Caveats/controversie
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Strategic Air Command Digital Information Network

The Strategic Air Command DIgital Network (SACDIN) was a United States military computer network that provided computerized record communications, replacing the Data Transmission Subsystem and part of the Data Display Subsystem of the SAC Automated Command and Control System. SACDIN enabled a rapid flow of communications from headquarters SAC to its fielded forces, such as B-52 bases and ICBM Launch Control Centers. == Logistics == Major portions of SACDIN were developed, engineered and installed by the International Telephone and Telegraph (ITT) company, under contract to the Electronic Systems Center. == Chronology == 1969 - Headquarters SAC submits a request to the Joint Chiefs of Staff to study an expanded communications system, known as the SAC Total Information Network (SATIN). It would interconnect Air Force Satellite Communications (AFSATCOM), Advanced Airborne Command Post (AABNCP), Airborne Command Post (ABNCP), high frequency/single sideband radio HF/SSB radio, SAC Automated Command and Control System (SACCS), Automatic Digital Information Network (AUTODIN), Survivable Low Frequency Communications System (SLFCS) and Command Data Buffer (CDB) 1977 1 November - SATIN IV was effectively terminated by Congress. The restructured program was renamed SAC Digital Network (SACDIN), and was formulated to meet SAC's minimum essential data communications requirements, but also had the capability to grow in a modular fashion. 1986 ?? ??? - SACDIN replaces much of the SAC Automated Command and Control System (SACCS) and the SAC Automated Total Information Network (SATIN)
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Sub-pixel resolution

In digital image processing, sub-pixel resolution can be obtained in images constructed from sources with information exceeding the nominal pixel resolution of said images. == Example == For example, if the image of a ship of length 50 metres (160 ft), viewed side-on, is 500 pixels long, the nominal resolution (pixel size) on the side of the ship facing the camera is 0.1 metres (3.9 in). Now sub-pixel resolution of well resolved features can measure ship movements which are an order of magnitude (10×) smaller. Movement is specifically mentioned here because measuring absolute positions requires an accurate lens model and known reference points within the image to achieve sub-pixel position accuracy. Small movements can however be measured (down to 1 cm) with simple calibration procedures. Specific fit functions often suffer specific bias with respect to image pixel boundaries. Users should therefore take care to avoid these "pixel locking" (or "peak locking") effects. == Determining feasibility == Whether features in a digital image are sharp enough to achieve sub-pixel resolution can be quantified by measuring the point spread function (PSF) of an isolated point in the image. If the image does not contain isolated points, similar methods can be applied to edges in the image. It is also important when attempting sub-pixel resolution to keep image noise to a minimum. This, in the case of a stationary scene, can be measured from a time series of images. Appropriate pixel averaging, through both time (for stationary images) and space (for uniform regions of the image) is often used to prepare the image for sub-pixel resolution measurements.
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Communications security

Communications security is the discipline of preventing unauthorized interceptors from accessing telecommunications in an intelligible form, while still delivering content to the intended recipients. In the North Atlantic Treaty Organization culture, including United States Department of Defense culture, it is often referred to by the abbreviation COMSEC. The field includes cryptographic security, transmission security, emissions security and physical security of COMSEC equipment and associated keying material. COMSEC is used to protect both classified and unclassified traffic on military communications networks, including voice, video, and data. It is used for both analog and digital applications, and both wired and wireless links. Voice over secure internet protocol VOSIP has become the de facto standard for securing voice communication, replacing the need for Secure Terminal Equipment (STE) in much of NATO, including the U.S.A. USCENTCOM moved entirely to VOSIP in 2008. == Specialties == Cryptographic security: The component of communications security that results from the provision of technically sound cryptosystems and their proper use. This includes ensuring message confidentiality and authenticity. Emission security (EMSEC): The protection resulting from all measures taken to deny unauthorized persons information of value that might be derived from communications systems and cryptographic equipment intercepts and the interception and analysis of compromising emanations from cryptographic equipment, information systems, and telecommunications systems. Transmission security (TRANSEC): The component of communications security that results from the application of measures designed to protect transmissions from interception and exploitation by means other than cryptanalysis (e.g. frequency hopping and spread spectrum). Physical security: The component of communications security that results from all physical measures necessary to safeguard classified equipment, material, and documents from access thereto or observation thereof by unauthorized persons. == Related terms == ACES – Automated Communications Engineering Software AEK – Algorithmic Encryption Key AKMS – the Army Key Management System CCI – Controlled Cryptographic Item - equipment which contains COMSEC embedded devices CT3 – Common Tier 3 DTD – Data Transfer Device ICOM – Integrated COMSEC, e.g. a radio with built in encryption KEK – Key Encryption Key KG-30 – family of COMSEC equipment KOI-18 – Tape Reader General Purpose KPK – Key production key KYK-13 – Electronic Transfer Device KYX-15 – Electronic Transfer Device LCMS – Local COMSEC Management Software OTAR – Over the Air Rekeying OWK – Over the Wire Key SKL – Simple Key Loader SOI – Signal operating instructions STE – Secure Terminal Equipment (secure phone) STU-III – (obsolete secure phone, replaced by STE) TED – Trunk Encryption Device such as the WALBURN/KG family TEK – Traffic Encryption Key TPI – Two person integrity TSEC – Telecommunications Security (sometimes referred to in error transmission security or TRANSEC) Types of COMSEC equipment: Authentication equipment Crypto equipment: Any equipment that embodies cryptographic logic or performs one or more cryptographic functions (key generation, encryption, and authentication). Crypto-ancillary equipment: Equipment designed specifically to facilitate efficient or reliable operation of crypto-equipment, without performing cryptographic functions itself. Crypto-production equipment: Equipment used to produce or load keying material == DoD Electronic Key Management System == The Electronic Key Management System (EKMS) is a United States Department of Defense (DoD) key management, COMSEC material distribution, and logistics support system. The National Security Agency (NSA) established the EKMS program to supply electronic key to COMSEC devices in securely and timely manner, and to provide COMSEC managers with an automated system capable of ordering, generation, production, distribution, storage, security accounting, and access control. The Army's platform in the four-tiered EKMS, AKMS, automates frequency management and COMSEC management operations. It eliminates paper keying material, hardcopy Signal operating instructions (SOI) and saves the time and resources required for courier distribution. It has 4 components: LCMS provides automation for the detailed accounting required for every COMSEC account, and electronic key generation and distribution capability. ACES is the frequency management portion of AKMS. ACES has been designated by the Military Communications Electronics Board as the joint standard for use by all services in development of frequency management and crypto-net planning. CT3 with DTD software is in a fielded, ruggedized hand-held device that handles, views, stores, and loads SOI, Key, and electronic protection data. DTD provides an improved net-control device to automate crypto-net control operations for communications networks employing electronically keyed COMSEC equipment. SKL is a hand-held PDA that handles, views, stores, and loads SOI, Key, and electronic protection data. == Key Management Infrastructure (KMI) Program == KMI is intended to replace the legacy Electronic Key Management System to provide a means for securely ordering, generating, producing, distributing, managing, and auditing cryptographic products (e.g., asymmetric keys, symmetric keys, manual cryptographic systems, and cryptographic applications). This system is currently being fielded by Major Commands and variants will be required for non-DoD Agencies with a COMSEC Mission.
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Personal network

A personal network is a set of human contacts known to an individual, with whom that individual would expect to interact at intervals to support a given set of activities. In other words, a personal network is a group of caring, dedicated people who are committed to maintain a relationship with a person in order to support a given set of activities. Having a strong personal network requires being connected to a network of resources for mutual development and growth. Personal networks can be understood by: who knows you what you know about them what they know about you what are you learning together how you work at that Personal networks are intended to be mutually beneficial, extending the concept of teamwork beyond the immediate peer group. The term is usually encountered in the workplace, though it could apply equally to other pursuits outside work. Personal networking is the practice of developing and maintaining a personal network, which is usually undertaken over an extended period. The concept is related to business networking and is often encouraged by large organizations, in the hope of improving productivity, and so a number of tools exist to support the maintenance of networks. Many of these tools are IT-based, and use Web 2.0 technologies. == History of networking and business success == In the second half of the twentieth century, U.S. advocates for workplace equity popularized the term and concept of networking as part of a larger social capital lexicon—which also includes terms such as glass ceiling, role model, mentoring, and gatekeeper—serving to identify and address the problems barring non-dominant groups from professional success. Mainstream business literature subsequently adopted the terms and concepts, promoting them as pathways to success for all career climbers. In 1970 these terms were not in the general American vocabulary; by the mid-1990s they had become part of everyday speech. Before the mid-twentieth century, what we call networking today was framed in the language of family and friendship. These close personal relationships provided a range of opportunities to preferred subsets of people, such as access to job opportunities, information, credit, and partnerships. Family networks and nepotism have proven particularly strong throughout history. However, other common bonds—from ethnicity and religion to school ties and club memberships—can connect subsets of people as well. Of course people whom insiders consider undesirable have been barred from such networks, with important consequences. Those who tap into influential networks can be nurtured toward success. Those who are shut out from networks can lose hope of success. Numerous business heroes of the past—such as Benjamin Franklin, Andrew Carnegie, Henry Ford, and John D. Rockefeller—exploited networks to great effect. The business networks that seemed natural and transparent to these white men were a closed book to women and minorities for much of American history. Drawing on work from the social sciences, these outsider groups had to identify and then harness the mechanisms behind networking's power. A prominent early example of this process was the formation of corporate caucuses by black men at Xerox starting in 1969. Groups of black salesmen met regularly to share information about Xerox's culture and strategies for navigating it most effectively. Through confrontation and collaboration with a relatively accommodating upper management, the caucuses helped open opportunities for high-performing black employees. The popular and business press began using the terms "network" and "networking" in the mid-1970s in the context of businesswomen consciously pursuing this strategy. Authors encouraged female workers to recognize and exploit the informal workplace systems that provided advancement. They urged women to identify mentors, use social contacts, and build peer and authority networks. The push for networking drew on ideas and relationships from the era's feminist movement, and dictionaries of the time explicitly linked business networking to women's efforts to succeed in the workplace. Since the closing decades of the twentieth century, networking has become a pervasive term and concept in American society. People now invoke networking in relation to everything from business to child rearing to science. While ambitious careerists seek networks as an indispensable talisman, companies purposefully encourage networking among their employees to boost performance and gain competitive advantage. At the same time, Americans are forgetting the workplace activism that first illuminated the power of networking. Unfortunately, this loss of historical context can fuel a backlash against outsider groups who still seek to synthesize networks so they can access the same opportunities enjoyed by insiders. == Characteristics of networks == Broadly speaking, all networks have the following characteristics: Purpose – A network can be established for learning, mission, business, idea, and family or personal reasons. Structure – A network is a group of interlinked entities that form a cluster. Most social structures tend to be characterized by dense clusters of strong connections. Style – The place, space, pace and style of interaction of the networks give an understanding of the style of the networks. Namkee Park, Seungyoon Lee and Jang Hyun Kim examined the relations between personal network characteristics and Facebook use. According to their study, personal networks are investigated through several structural characteristics, which can be categorized into three major dimensions according to the level of analysis: Dyadic tie attributes which include the characteristics of ego-alter ties such as duration, multiplexity, and proximity. Ego-alter tie attributes represent various dimensions of relationships between the focal person and their close contacts. First, tie duration refers to the length of time since the tie was originally initiated, which indicates the duration of relationships. Second, multiplexity includes a focal individual's degree of involvement in various types of interactions with network members. The third dimension is the physical proximity between ego and alter. Theories of proximity suggest that physical proximity between people affects their interaction and subsequently, their formation of network ties. The characteristics of alter-alter ties including personal network density. When moving to ties at the alter-alter level, ego-network density, which refers to the extent to which one's alters are connected with each other, is an important dimension of personal networks. Dense personal network structure indicates close interpersonal contacts among alters, and consequently, is considered to promote the sharing of resources. On the other hand, loose connections, or structural holes in ego-networks, have been found to facilitate the flow of information and to provide advantages in searching and obtaining resources (e.g., getting a job). The composition of alter attributes centered on the heterogeneity of alters in one's personal network. The heterogeneity of alters in one's personal network is associated with access to diverse resources and information It is expected, thus, that the heterogeneity attributes may enhance the focal actor's social activities. Each of these characteristics represents unique aspects of individuals' network relationships. == Types of personal networks == Personal networks can be used for two main reasons: social and professional. In 2012, LinkedIn along with TNS conducted a survey of 6,000 social network users to understand the difference between personal social networks and personal professional networks. The "Mindset Divide" of users of these networks was compared as follows: Emotions: Personal social networks: Nostalgia, fun, distraction. Personal professional networks: Achievement, success, aspiration. Use: Personal social networks: Users are in a casual mindset often just passing time. They use social networks to socialize, stay in touch, be entertained and kill time. Personal professional networks: In this purposeful mindset, users invest time to improve themselves and their future. These networks are used to maintain professional identity, make useful contacts, search for opportunities and stay in touch. Content: Personal professional networks: These provide information about career, brand updates and current affairs. Professional development: Personal development networks: These provide access to those who can provide information, knowledge, advice, support, expertise, guidance, and concrete resources to learn and work effectively—thus those who support the continuing professional development. == Personal network management == Personal network management (PNM) is a crucial aspect of personal information management and can be understood as the practice of managing the links and connections for social and profession
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IBM remote batch terminals

The IBM 2780 and the IBM 3780 are devices developed by IBM for performing remote job entry (RJE) and other batch functions over telephone lines; they communicate with the mainframe via Binary Synchronous Communications (BSC or Bisync) and replaced older terminals using synchronous transmit-receive (STR). In addition, IBM has developed workstation programs for the 1130, 360/20, 2922, System/360 other than 360/20, System/370 and System/3. == 2780 Data Transmission Terminal == The 2780 Data Transmission Terminal first shipped in 1967. It consists of: A line printer similar to the IBM 1443 that can print up to 240 lines per minute (lpm), or 300 lpm using an extremely restricted character set. A card reader/punch unit, similar to an IBM 1442, that can read up to 400 cards per minute (cpm) and can punch up to 355 cpm. A line buffer that stores data received or to be transmitted over the communications line. A binary synchronous adapter which controls the flow of data over the communications line. The 2780 is capable of local (offline) card to print operation. It comes in four models: Model 1: Can read punched cards and transmit the data to a remote host computer, and can receive and print data sent by the host. Model 2: Same as Model 1 but adds the ability to punch card data received from the host. Model 3: Can only print data received from the host, but not send data to it. Model 4: Can read and punch card data, but has no printing capabilities. The 2780 uses a dedicated communication line at speeds of 1200, 2000, 2400 or 4800 bits per second. It is a half duplex device, although full duplex lines can be used with some increase in throughput. It can communicate in Transcode (a 6-bit code), 8-bit EBCDIC, or 7-bit ASCII. == 2770 Data Communication System == The 2770, announced in 1969, "was said to surpass all other IBM terminals in the variety of available input-output devices." The 2770 was developed by the IBM General Products Division (GPD) in Rochester, MN. It comes standard with a desktop terminal with keyboard. The printer and other devices (any two in any combination) can be attached to the 2772 Multi-Purpose Control unit. Possible devices include: 50 Magnetic Data Inscriber 545 Card Punch Model 3 (non-printing) or Model 4 (printing) 1017 Paper Tape Reader 1018 Paper Tape Punch 1053 Printer Model 1 1255 Magnetic Character Reader Models 1, 2 or 3 2203 Printer Model A1 or A2 2213 Printer Model 1 or 2 2265 Display Station Model 2 2502 Card Reader Model A1 or A2 5496 Data Recorder == 3780 Data Communications Terminal == In May 1972, IBM announced the IBM 3780, an enhanced version of the 2780. The 3780 was developed by IBM's Data Processing Division (DPD). There is one model, with an optional card punch. The 3780 drops Transcode support and incorporates several performance enhancements. It supports compression of blank fields in data using run-length encoding. It provides the ability to interleave data between devices, introduces double buffering, and adds support for the Wait-before-transmit ACKnowledgement (WACK) and Temporary Text Delay (TTD) Binary Synchronous control characters. The integrated punched card unit can read cards at 600 cards per minute. The integrated printer is rated at 300, 350 or 425 lines per minute based on characters set (63, 52 or 39 characters). The 3781 Card Punch is an optional feature. It punches 160 columns per second, or 91 cards per minute if all 80 columns are punched. The IBM 2780 and 3780 were later emulated on various types of equipment, including eventually the personal computer. A notable early emulation was the DN60, by Digital Equipment Corporation in the late 1970s. == 3770 Data Communications System == In 1974 IBM Data Processing Division (DPD) offered a successor to the 3780, called the 3770 Data Communications System, supporting SDLC, BSC, BSC Multi-leaving and SNA, depending on the configuration. The 3770 is a family of desk console style terminals that offers a variety of keyboard and printer combinations as well as I/O equipment attachment and communications features. The terminals come built into a desk and include the following models: 3771 Communication Terminal (optional card reader, optional card punch, wire matrix printer) Models 1 (40 cps printer), 2 (80 cps printer), and 3 (120 cps printer). 3773 Communication Terminal (diskette, wire matrix printer) Models 1 (40 cps printer), 2 (80 cps printer), and 3 (120 cps printer). Each model has a P version which adds some programming features. 3774 Communication Terminal (optional card reader, optional card punch, optional belt printer, wire matrix printer) Models 1 (80 cps printer), and 2 (120 cps printer). Each model has a P version which adds some programming features, a 480-character display and a non-removable diskette. 3775 Communication Terminal (optional card reader, optional card punch, optional diskette, belt printer) Model 1 (120 lpm printer). The model P1 adds some programming features, a 480-character display and a non-removable diskette. 3776 Communication Terminal (optional card reader, optional card punch, optional diskette, belt printer) Models 1 (300 lpm printer) and 2 (400 lpm printer). Models 3 and 4 are similar to models 1 and 2. 3777 Communication Terminal (optional card reader, optional diskette, train printer) Model 1 (up to 1000 lpm printer depending on character set). Model 2 adds an optional card punch, model 3 adds an optional magnetic tape drive and model 4 replaces the train printer with a slower model called the IBM 3262. The model 4 also allows a second, optional, 3262. The following I/O devices can be attached to a 3770 terminal: IBM 2502 Card Reader: Models A1 (up to 150 card per minute), A2 (up to 300 cards per minute) or A3 (up to 400 cards per minute) IBM 3203 Printer Model 3: 1000 LPM using 48 character set IBM 3501 Card Reader: Up to 50 cards per minute desktop unit IBM 3521 Card Punch: Up to 50 cards per minute IBM 3782 Card Attachment unit, which allows the 2502 or 3521 to be attached to any terminal except the 3777 IBM 3784 Line Printer, can be attached to a 3774 as a second printer. Up to 155 LPM with 48 characters set print belt. == Workstation programs == IBM distributes workstation programs with systems software including OS/360 Attached Support Processor (ASP) Houston Automatic Spooling Priority (HASP and HASP II) Operating System/Virtual Storage 1 (OS/VS1) Operating System/Virtual Storage 2 (OS/VS2 MVS) Release 2 through 3.8 MVS versions from MVS/SP Version 1 through z/OS Priority Output Writers, Execution processors and input Readers (POWER) Remote Spooling Communications Subsystem (RSCS) Except for the RJE workstation programs in OS/360, these programs use a variation of BSC known as Multi-leaving. In addition, IBM provides separately ordered workstation programs using BSC. Systems Network Architecture (SNA) and TCP/IP. Workstation programs are available from IBM and third-party vendors to support all of these protocols: 2770/3770 2780/3780 Multileaving Network Job Entry (NJE) OS/360 RJE SNA TCP/IP
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The 2028 Global Intelligence Crisis

The 2028 Global Intelligence Crisis is a report authored by James van Geelen and Alap Shah and published by Citrini Research in February 2026, on the impact of artificial intelligence on humanity's future. Written in the form of a scenario analysis, it was viewed millions of times online and reportedly caused a fall in the stock market prices of major tech and financial firms. It also received criticism among others, for its allegedly flawed economic logic. The 'thought exercise', as the authors called it, painted a gloomy picture for the near future, where outputs keep growing while consumer's ability to spend collapses. "...driven by ai agents that don’t sleep, take sick days or require health insurance”, "outputs that are shown in national accounts increases, "but never circulates through the real economy"(which the report calls 'Ghost GDP'), the authors argued. In other words, the authors predict a scenario where the owners of the AI firms will accumulate a vast fortune but there will be scant demand from consumers as AI would cause massive unemployment. The authors caution the reader that what they make is a scenario and not a prediction. In the scenario they visualise, any service whose value proposition is “I will navigate complexity that you find tedious” is getting disrupted. The reports argues that the unique ability of human beings to analyse, decide, create, persuade, and coordinate was “the thing that could not be replicated at scale,” and call the historical scarcity of this precious entity 'friction'. When this friction becomes zero, a gamut of changes occur which then triggers a cascading of changes across the economy. ”Travel booking platforms are an early casualty; Financial advice. tax prep., and routine legal work follow suit. National unemployment rate go as high 10.2% and the S&P 500 goes for a massive 38% peak-to-trough crash. In contrast to the previous technological revolutions the high-earning professionals suffers more and get forced to take up roles in the gig economy. Labour supply becomes abundant and this cuts wages all across the economy. The dent in income for the employees then affects other sectors of the economy such as the residential mortgage market. The losses for the software companies triggers loan defaults and heralds peril for the private credit sector.
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Social media coverage of the Olympics

Over the years, television broadcast rights have distinguished what Olympic-related content can be accessed by fans online. By doing so, mobile-friendly social platforms began to integrate into the Olympics. Athletes and fans use these platforms to share live updates, special moments, and behind-the-scenes specials. Various social media platforms have been used for Olympic content, including Twitter and Facebook. Some marketers credit social media for prompting the official U.S. broadcasters, NBC, to live stream events, including early rounds. == Background == The Olympics is able to advertise to its viewers and its host country with the use of data it collects through Social media marketing. Prominent social media platforms include: Twitter, Facebook, Instagram, Tumblr, YouTube, Google, MSN, Yahoo and many more. Campaign Initiatives and Artificial Intelligence technologies have been used to analyze the social media content of users. Information from consumers such as their preferences, demographics, age and locality are all analyzed to gain consumer insight. Campaign initiatives and AI technologies were used for such purposes in the 2010 Vancouver Winter Olympics and are in use currently. Social media marketing of the Olympics is a new phenomena, beginning prior to the 2008 Beijing Olympics == Variations == There are two classifications of social media marketing recognized by the IOC: Officially sanctioned content from rights holders and sponsors that maximizes the use of Olympic content (imagery, hashtag) Unofficial content that is generated by brands that leverage the excitement of the Olympics == 2008 Beijing Summer Olympics == Social media marketing emerged as a phenomenon during the 2008 Beijing Olympics, which progressed as a marketing and an advertising tactic ever since. The Beijing Olympics became the test subject for social media marketing initiatives started by advertising agencies. In 2008, social media marketing began the transition from one-sided communication to mass communication of the Olympic Games. Although social media marketing of the Olympic Games began in 2008, the audience to the Olympics was still primarily reached through television–reaching an audience of 4.3 billion viewers. At the time, the viewers of the Olympic Games through Internet website platforms made up an audience of approximately 390 million individuals. What was the beginning of Olympic social media marketing, was also the beginning of a more globalized experience of the Olympic Games via social media. Twitter, now a prominent social media platform, began in 2006 and grew to three million active users by the beginning of the 2008 Beijing Olympics. Members of Facebook, another prominent social media platform, tracking the Olympic Games grew from approximately one million during the Olympic Games of Athens 2004 to 90 million during the 2008 Beijing Olympics. Social media use, in general, increased by 24 percent between 2007 and 2008–from 63 percent of U.S. adults to 87 percent of U.S. adults. == 2010 Vancouver Winter Olympics == The International Olympic Committee (IOC) deemed The Vancouver Winter Olympics as "the first social media games” based on its fan base through social media platforms. The IOC launched their Facebook page a month before the games began, attracting 1.5 million fans. Shifting to online viewing attracted a younger audience than past Olympic games with over 60 percent of Facebook fans being under 24 years of age. Athletes like Lindsey Vonn and Shaun White reached fans on social media as the platform posted behind-the-scenes coverage on their experiences. The IOC used social media to create competitions between athletes and fans streamed online. Its YouTube channel hosted a “Best of Us” challenge in which the public could compete in games with their favorite athletes, acquiring three million viewers. Photos spread across social media platforms, such as Flickr, which had 11,000 photos posted by 600 photographers, bringing a new perspective to the games. Twitter contributed constant live updates of the competitions. The IOC's Twitter following doubled to 12,000 followers during the Vancouver Olympics, creating a larger viewer population for the games. The IOC created social media guidelines as more athletes and fans got online to interact with the Olympics. Social media was still relatively new as a marketing platform, so these guidelines confused many individuals. == 2012 London Summer Olympics == The London 2012 Olympic Games succeeded in broadcasting, participation and marketing. For the first time, the IOC broadcast the Olympic Games live and on-demand through YouTube, allowing fans to access the Games anytime, anywhere through live streaming. The combination of conventional broadcasting and mobile platforms reached a global audience of 4.8 billion people. Social media soared with Facebook, Twitter and Google+, attracting 4.7 million followers. Athletes shared photographs, interacted online with fans and updated daily, either in person or via an agent. Instagram was established by 2012, making itself a premier photo-sharing platform perfect for athletes to capture their emotions. Lewis Wiltshire, head of sport for Twitter UK said, "Never before have fans had such direct access to their sporting heroes." Social media created conversation on fan opinions regarding athletes, including 962,756 total mentions of Usain Bolt, “Fastest Man in History,” who defended the 100 meter and 200 meter gold medals. Michael Phelps followed with 828,081 total mentions. Olympic sponsors were active on social media; created several campaigns to promote their brands; and inspired viewers with mass participation and personalized events. The Adidas “Take the Stage” Campaign recognized talent around the world, installing a photo booth and inviting the 550 Olympics athletes to take the stage. (IOC Marketing Report 2012). David Beckham surprised fans at the photo booth in Westfield shopping centre, gaining popularity in UK media. Coca-Cola, Acer Inc., McDonald's, Visa Inc. and several others used similar tactics of participation to attract viewers. == 2014 Sochi Winter Olympics == === Channels === The 2014 Winter Olympic Games were held in Sochi, a city in Krasnodar Krai, Russia, establishing the first “social media Olympics” for Russia. The most popular Russian social media and networking service, VK, created an Olympic page, similar to Facebook's. The Olympic VK page has 2.8 million fans and—the most popular official community on the platform. Throughout the games, VK had 54 million Olympic mentions, an average of 1.5 million per day. Numbers grew on other social media pages: more than 2 million fans joined the Olympic Facebook page, 168,101 followed the Olympic Twitter, 150,000 followed the Olympic Instagram and three million visited the Olympic website in February 2014. There were 90,000 total updates on social media by Sochi 2014 Olympians and teams. The United States was the most active country during the games logging 22,598 posts across Facebook, Twitter, and Instagram. === Engagement === With social media there is also hashtags. The most popular hashtag was #sochi2014 with almost 11,000 uses. The next top five hashtags were #wearewinter, #teamusa, #olympics, #goaus and #wirfuerD. Another popular hashtag was #Sochiproblems, depicting local struggles. Photos of the poor state of Sochi on all platforms made the games the number one trending topic one week before the opening ceremony. #SochiFail and #SochiProblems gave multiple reports of the poor living arrangements, incomplete construction, broken elevators, and polluted waters. This was one way that social media provided awareness to its users. === Media Perceptions === Media perceptions varied during the games; the Olympics was viewed as a confrontation between Eastern and Western Civilizations. The LGBT community took a stand against the games. Sponsors for the games including Coca-Cola, Mcdonald's, and P&G protested against Russian authorities and Russian anti-LGBT laws. Many protests took a stand against Russian laws, which created a discussion between human rights advocates. Advocates believed organizations should not promote certain values in western markets while supporting an anti-human rights government in another market. == 2016 Rio Summer Olympics == Social media marketing was an influential tool in the promotion and analysis of the 2016 Rio Olympics. Thomas Bach, President of the International Olympic Committee said that the power of sport demonstrates that diversity and interconnectedness can enlighten us all. With over 25,000+ sources of accredited media covering the games, the 2016 games were the most consumed Olympic games to date. Marketing for the Rio Olympics began in 2013 and ultimately lasted 3 years. There were 26 million visits to Olympic.org, the official website of the Olympic games, and over 7 billion views of official Olympic content on social media. There were o
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NRENum.net

The NRENum.net service is an end-user ENUM service run by TERENA and the participating national research and education networking organisations (NRENs), primarily for academia. NRENum.net is considered as a complementary service and a valid alternative to the Golden ENUM tree. The domain nrenum.net is being populated in order to provide the infrastructure in DNS for storage of E.164 numbers. The NRENum.net service includes the operation of the Tier-0 root Domain Name Server(s) and the delegation of county codes to NRENum.net Registries. NRENum.net is a registered community trademark of TERENA. == Service description == E.164 Telephone Number Mapping (ENUM) is a standard protocol that is the result of work of the Internet Engineering Task Force's Telephone Number Mapping working group. ENUM translates a telephone number into a domain name. This allows users to continue to use the existing phone number formats they are familiar with, while allowing the call to be routed using DNS. This makes ENUM a quick, stable and cheap link between telecommunications systems and the Internet. RFC 3761 discusses the use of the Domain Name System for storage of E.164 numbers. More specifically, how DNS can be used for identifying available services connected to one E.164 number. The RIPE NCC provides DNS operations for e164.arpa (known as Golden ENUM tree) in accordance with the instructions from the Internet Architecture Board. The NRENum.net service is an end-user ENUM service run by TERENA and the participating NRENs primarily for academia. NRENum.net is considered as a complementary service and a valid alternative to the Golden ENUM tree. The domain nrenum.net is being populated in order to provide the infrastructure in DNS for storage of E.164 numbers. The NRENum.net service includes the operation of the Tier-0 root Domain Name Servers and the delegation of county codes to NRENum.net Registries. NRENum.net is a registered community trademark of TERENA. NRENum.net facilitates services such as Voice over IP and videoconferencing. NRENum.net tree refers to the tree structure where: Tier-0 root Domain Name Servers (technically one master and several secondary servers ensuring resilience) are run by the hosting organisations and coordinated by the NRENum.net Operations Team. Tier-1 Domain Name Servers are run by the NRENum.net (national or regional) Registries responsible for the country code(s) delegated. Tier-2 and lower DNS sub-delegations may be implemented, regulated by the national service policies. An NRENum.net Registry is an entity that is authorised by the NRENum.net Operations Team to operate the national or regional Tier-1 Domain Name Server and be responsible for the county code(s) delegated. In many countries there is a National Research and Education Networking organisation (NREN) that acts as the Registry of the country. An NRENum.net Registrar is responsible for the number/block registration in the Tier-1 DNS and a Number Validation Entity is responsible for the validation of the E.164 telephone numbers to be registered. The NREN may at the same time have the role of the NRENum.net Registry, Registrar and Validation Entity for the country code(s) delegated. A Registrant (end user) is an E.164 telephone number holder. Holders of E.164 numbers who want to be listed in the service must contact the appropriate NRENum.net Registrar. Number (block) delegation is the technical process of assigning country codes to national registries, or number blocks under country codes to end users. Number (block) registration is the technical process of configuring DNS and populating it with the appropriate ENUM records (i.e., adding NAPTR records to DNS) via registrars. The ITU-T strictly regulates the number structure of valid E.164 telephone numbers and assigns number blocks to national authorities (telecom regulators) or recently to global entities directly. The national authorities can further delegate the number ranges to local operators within the country or region. A virtual number has either a non-valid E.164 number structure (e.g., longer than 15 digits) or has a valid structure but is not assigned to any national authorities or operators. The number Validation Entity is responsible for checking the numbers to be registered to NRENum.net. == History == The idea for the NRENum.net service was conceived in 2006. NRENum.net became operational in August 2006, and was run by Bernie Höneisen, a staff member of SWITCH, and Kewin Stöckigt, a staff member of AARNet, as a private service, with technical support from SWITCH and the participants in the TERENA Task Force on Enhanced Communication Services (TF-ECS). When that task force completed its activities in 2008, TERENA agreed to take over the coordination of the NRENum.net service. By that time, nine NRENs had joined NRENum.net. The service continued to grow during the next years, and in March 2012 NRENum.net went global when RNP from Brazil joined the service as its 14th partificpant and the first outside Europe. In 2011, the participants decided to migrate the operation of the service's master Domain Name Server to NIIF and the operation of the two secondary DNSs to CARNET and SWITCH. In 2013, Internet2, AARNet and NORDUnet set up additional secondary Domain Name Servers for their regions, thereby completing the global distribution of DNS slaves and bringing the resilience of the NRENum.net infrastructure to a high level. == Governance == TERENA has established a lightweight global governance structure. The Global NRENum.net Governance Committee (GNGC) is the highest-level strategic body responsible for overall NRENum.net service definition, sustainability and long-term strategy. This includes formulating and recommending service governance principles and policies. Its members are nominated by the NRENum.net Registries in the various world regions, and are appointed by TERENA. The GNGC is composed of two members representing Europe, two representing the Asia-Pacific region, and two representing the Americas. The NRENum.net Operations Team is responsible for the day-to-day operations of the Tier-0 root DNSs and the handling of country code delegation requests. It may escalate technical or policy issues to the GNGC for discussion. TERENA is responsible for ensuring the correct and secure operations of the NRENum.net service performed by the NRENum.net Operations Team and governance by the GNGC. TERENA also supports the development of technical improvements to the NRENum.net service and promotes the deployment of NRENum.net worldwide. == Geographical deployment == Thirty-two county codes are delegated in the NRENum.net service. Below these are listed per world region. === Europe === === Asia-Pacific === === North America === +1 United States (Internet2) === Latin America === === Caribbean === === Africa === +262 Réunion, Mayotte (RENATER)
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Content-oriented workflow models

In data management, a content-oriented workflow model seeks to articulate workflow progression by the presence of content units (like data-records/objects/documents). Most content-oriented workflow approaches provide a life-cycle model for content units, such that workflow progression can be qualified by conditions on the state of the units. Most approaches are research and work in progress and the content models and life-cycle models are more or less formalized. The term content-oriented workflows is an umbrella term for several scientific workflow approaches, namely "data-driven", "resource-driven", "artifact-centric", "object-aware", and "document-oriented". Thus, the meaning of "content" ranges from simple data attributes to self-contained documents; the term "content-oriented workflows" appeared at first in as an umbrella term. Such a general term, independent from a specific approach, is necessary to contrast the content-oriented modelling principle with traditional activity-oriented workflow models (like Petri nets or BPMN) where a workflow is driven by a control flow and where the content production perspective is neglected or even missing. The term "content" was chosen to subsume the different levels in granularity of the content units in the respective workflow models; it was also chosen to make associations with content management. Both terms "artifact-centric" and "data-driven" would also be good candidates for an umbrella term, but each is closely related to a specific approach of a single working group. The "artifact-centric" group itself (i.e. IBM Research) has generalized the characteristics of their approach and has used "information-centric" as an umbrella term in. Yet, the term information is too unspecific in the context of computer science, thus, "content-orientated workflows" is considered as good compromise. == Workflow Model Approaches == === Data-driven === The data-driven process structures provides a sophisticated workflow model being specialized on hierarchical write-and-review-processes. The approach provides interleaved synchronization of sub-processes and extends activity diagrams. Unfortunately, the COREPRO prototype implementation is not publicly available. Research on the project had been ceased. The general idea has been continued by Reichert in form of the #Object-aware approach. Synonyms data-driven process structures / data-driven modeling and coordination Protagonists Dr. Dominic Müller (University of Twente), Joachim Herbst (DaimlerChrysler Research), and Manfred Reichert (at this time Assoc. Prof. at Univ. of Twente, currently Prof. at Ulm Univ.) Organization(s) University of Twente, DaimlerChrysler Period 2005 - 2007 Selected publications Implementation COREPRO === Resource-driven === The resource-driven workflow system is an early approach that considered workflows from a content-oriented perspective and emphasizes on the missing support for plain document-driven processes by traditional activity-oriented workflow engines. The resource-driven approach demonstrated the application of database triggers for handling workflow events. Still the system implementation is centralized and the workflow schema is statically defined. The project appeared in 2005 but many aspects are considered future work by the authors. Research did not continue on the project. Wang completed his PhD thesis in 2009, yet, his thesis does not mention the resource-driven approach to workflow modelling but is about discrete event simulation. Synonyms Resource-based Workflows / Document-Driven Workflow Systems Protagonists Jianrui Wang and Prof. Akhil Kumar Organization Pennsylvania State University Period 2005 - today Selected publications Implementation N/A === Artifact-centric === The artifact-centric approach provides a framework for content-oriented workflows. In this model, the enterprise application landscape includes distributed business services, while the workflow engine is centralized. Process enactment is integrated with database management system infrastructure, and the project is funded by IBM. Synonyms artifact-centric business process models / artifact-based business process (ACP) / artifact-centric workflows Protagonists Richard Hull and Dr. Kamal Bhattacharya as well as Cagdas E. Gerede and Jianwen Su Organization IBM (T.J. Watson Research Center, NY) Period 2007 - today Selected publications Implementation ArtiFact === Object-aware === The object-aware approach manages a set of object types and generates forms for creating object instances. The form completion flow is controlled by transitions between object configurations each describing a progressing set of mandatory attributes. Each object configuration is named by an object state. The data production flow is user-shifting and it is discrete by defining a sequence of object states. The discussion is currently limited to a centralized system, without any workflows across different organizations. However, the approach is of great relevance to many domains like concurrent engineering. Finally, the object-aware approach and its PHILharmonicFlows system are going to provide general-purpose workflow systems for generic enactment of data production processes. Synonyms object-aware process management / datenorientiertes Prozess-Management-System Protagonists Vera Künzle and Prof. Manfred Reichert Organization Ulm University Period 2009 - today Selected publications Implementation PHILharmonicFlows === Distributed Document-oriented === Distributed document-oriented process management (dDPM) enables distributed case handling in heterogeneous system environments and it is based on document-oriented integration. The workflow model reflects the paper-based working practice in inter-institutional healthcare scenarios. It targets distributed knowledge-driven ad hoc workflows, wherein distributed information systems are required to coordinate work with initially unknown sets of actors and activities. The distributed workflow engine supports process planning & process history as well as participant management and process template creation with import/export. The workflow engine embeds a functional fusion of 1) group-based instant messaging 2) with a shared work list editor 3) with version control. The software implementation of dDPM is α-Flow which is available as open source. dDPM and α-Flow provide a content-oriented approach to schema-less workflows. The complete distributed case handling application is provided in form of a single active Document ("α-Doc"). The α-Doc is a case file (as information carrier) with an embedded workflow engine (in form of active properties). Inviting process participants is equivalent to providing them with a copy of an α-Doc, copying it like an ordinary desktop file. All α-Docs that belong to the same case can synchronize each other, based on the participant management, electronic postboxes, store-and-forward messaging, and an offline-capable synchronization protocol. Synonyms distributed document-oriented process management (dDPM), distributed case handling via active documents Protagonists Christoph P. Neumann and Prof. Richard Lenz Organization Friedrich-Alexander-Universität Erlangen-Nürnberg Period 2009 - 2012 Selected Publications and a PhD thesis Implementation α-Flow (open source) == Related Concepts == === Content Management === The bandwidth of Content management systems (CMS) reaches from Web content management systems (WCMS) and Document management system (DMS) to Enterprise Content Management (ECM). Mature DMS products support document production workflows in a basic form, primarily focusing on review cycle workflows concerning a single document. === Groupware and Computer-Supported Cooperative Work === Groupware focuses on messaging (like E-Mail, Chat, and Instant Messaging), shared calendars (e.g. Lotus Notes, Microsoft Outlook with Exchange Server), and conferencing (e.g. Skype). Groupware overlaps with Computer-supported cooperative work (CSCW), that originated from shared multimedia editors (for live drawing/sketching) and synchronous multi-user applications like desktop sharing. The extensive conceptual claim of CSWC must be put into perspective by its actual solution scope, that is available as the CSCW Matrix. === Case Handling === The case handling paradigm stems from Prof. van der Aalst and gained momentum in 2005. The core features are: (a) provide all information available, i.e. present the case as a whole rather than showing bits and pieces, (b) decide about activities on the basis of the information available rather than the activities already executed, (c) separate work distribution from authorization and allow for additional types of roles, not just the execute role, and (d) allow workers to view and add/modify data before or after the corresponding activities have been executed. In healthcare, the flow of a patient between healthcare professionals is considered as a workflow - with activities that inc
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Multicloud

Multicloud (also written as multi-cloud or multi cloud) is a term with varying interpretations, generally referring to a system using multiple cloud computing providers. According to ISO/IEC 22123-1: "multi-cloud is a cloud deployment model in which a customer uses public cloud services provided by two or more cloud service providers". Multi-cloud can involve various deployment models, including public, private, and hybrid clouds, and multiple service models, such as Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS). Multicloud incorporates workload, data, traffic, and workflow portability options, which can result in varying implementation complexity. When effectively implemented, multicloud solutions can enhance architectural resilience, reduce dependence on a single vendor, and improve flexibility by leveraging services from different providers. However, multicloud strategies also present challenges, including increased operational complexity, security risks, higher costs, and integration difficulties. According to the 2024 State of the Cloud Report by Flexera, multi-cloud adoption has continued to rise in 2024. Enterprises increasingly silo applications into specific clouds and select best-fit services. Key use cases include data analysis in separate clouds and cross-cloud disaster recovery. == Advantages and challenges == There are several advantages to using a multicloud approach, including the ability to negotiate better pricing with cloud providers, the ability to quickly switch to another provider if needed, and the ability to avoid vendor lock-in. Multicloud can also be a good way to hedge against the risks of obsolescence, as it allows you to rely on multiple vendors and open standards, which can prolong the life of your systems. Additional benefits of the multicloud architecture include adherence to local policies that require certain data to be physically present within the area/country, geographical distribution of processing requests from physically closer cloud unit which in turn reduces latency and protect against disasters. Various issues and challenges also present themselves in a multicloud environment. Security and governance is more complicated, and more "moving parts" may create resiliency issues. == Difference between multicloud and hybrid cloud == Multicloud differs from hybrid cloud in that it refers to multiple cloud services from different vendors rather than multiple deployment modes (on-premises hardware, and public and private, cloud hosting). However, when considering a broad definition of multi-cloud, hybrid cloud can still be regarded as a special form of multi-cloud.
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Critical security parameter

In cryptography, a critical security parameter (CSP) is information that is either user or system defined and is used to operate a cryptography module in processing encryption functions including cryptographic keys and authentication data, such as passwords, the disclosure or modification of which can compromise the security of a cryptographic module or the security of the information protected by the module.
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Public Services Network

The Public Services Network (PSN) is a UK government's high-performance network, which helps public sector organisations work together, reduce duplication and share resources. It unified the provision of network infrastructure across the United Kingdom public sector into an interconnected "network of networks" to increase efficiency and reduce overall public expenditure. It is now a legacy network and public sector organisations are being migrated to using services on the public internet. == Origins == The Public Services Network (PSN) was launched officially as part of the Transformational Government Strategy commencing in 2005, under the original name of the Public Sector Network. Prior to this, some parts of local government had already successfully implemented the concept. The Hampshire Public Services Network (HPSN) was the first PSN, launched in 1999, followed closely by Kent County Councils partnerships with the KPSN. The HPSN, encompassing all of the borough, district and unitary councils, with the County Council, as well as the Fire Services, the Isle of Wight Council and 540 schools. National PSN technical and architecture compliance criteria were established from 2007, by GDS working with local government leaders from Socitm (the Society of Information Technology Management) on the National CIO Council and the Local CIO Council. The PSN's aim was to bring public services organisations with a common interest onto a single, coherent and standards-based ‘network of networks’. This would create influence, economies of scale and a commonality of standards for secure and easy inter-connection between public service organisations. The original concept of a network of networks strategy was based upon the work already undertaken in local government and recognition of Communities of Interest (COI) within the Criminal Justice Sector during work by the Office for Criminal Justice Reform (OCJR) between 2005 and 2007 to enable data sharing across business units. In this context a COI was defined as groups of Government departments and external partners who in combination provided services within a specific area of operation and used the same data, with a similar risk profile, shared risk appetite and common governance framework. Historically each group member had implemented their own networks and standards of operation in isolation with little or no consideration as to how services and data may be shared and resulting in increased costs of operation. The Network of Networks strategy proposed within OCJR recommended the creation of specific networks based upon these Communities of Interest which were joined together through data interchange gateways supporting common standards. Under this approach networks would be arranged by data type and business functions such as Criminal Justice, Health and Social Care, Defence and Intelligence or Public Finance rather than solely on established departmental boundaries. Within a COI, trust relationships and data interchange are readily supported, enabling data sharing without a need to cross network boundaries and providing benefits of scale without the challenges and compromises intrinsic to homogeneous cross sector networks. Data is made available without a need to transport it between organisations and control is retained by the data originator. In early 2007 a group of UK Government department CTOs in conjunction with the Office for Government Commerce Buying Solutions (OGC BS) established the vision for a single commonly provided, procured and managed public sector voice and data network infrastructure to replace the multitude of separately procured and managed networks serving various segments of the UK public sector; Education, Health, Central Government, Local Government etc. In 2008 an Industry Working Group was established to document the objectives and requirements more clearly. Their report set out the architectural and commercial principles as well as anticipated security, service management, governance and transition arrangements. == Architecture == The PSN comprises a core network, the Government Conveyancing Network or GCN provided by GCN Service Providers or GCNSPs. The GCN interconnects multiple operator networks, termed Direct Network Service Providers or DNSPs. Subscriber organisations contract to a connection from a local participating DNSP, connect via that to GCN and hence onwards to other interconnected networks and services. The GCN network is entirely based on IPv4 and MPLS and the GCNSPs are not currently mandated to provide IPv6, though they should have a roadmap to implementing it if and when required. == Commercial framework == In 2010 Virgin Media Business, BT, Cable & Wireless and Global Crossing signed Deeds of Undertaking (DoU) and subsequently achieved accreditation for providing GCN and IP VPN services. In March 2012, BT, Cable & Wireless, Capita Business Services, Eircom, Fujitsu, Kcom, Level 3, Logicalis, MDNX, Thales, Updata and Virgin Media Business were successful bidders for the initial two-year PSN Connectivity framework. In June 2012, 29 companies were confirmed as suppliers of ICT services to the UK public sector under the Government's PSN Services framework contract. Apart from most of the previous suppliers, additional companies also included 2e2, Airwave Solutions, Azzurri Communications, Cassidian, CSC Computer Sciences, Computacenter, Daisy Communications, Easynet Global Services, EE, Freedom Communications, Icom Holdings, NextiraOne, PageOne Communications, Phoenix IT Group, Siemens Communications, Specialist Computer Centres, Telefónica, telent Technology Services, Uniworld Communications and Vodafone. == Governance == The PSN is managed within the Cabinet Office where it is part of the Government Digital Service. == Early implementations == There were already notable initiatives in progress in county council areas, demonstrating public sector network integration in both the Hampshire HPSN2 network and in Kent's community network. Project Pathway was established as a pilot linking these two county-wide networks, with Virgin Media Business and Global Crossing the subscriber and GCN network elements. Staffordshire County Council was the first council in England to establish a PSN that included the county's NHS Health partners. Other county councils have since followed the leads of these councils. == Transition == Centrally procured public sector networks are expected to migrate across to the PSN framework as they reach the end of their contract terms, either through an interim framework or directly. The Government Secure Intranet (GSi) contracts expired in September 2011, running on to 12 February 2012 and were replaced by the transitional Government Secure Intranet Convergence Framework (GCF). The Managed Telephony Service (MTS) contract expired on 31 December 2011 and was replaced by the Managed Telephony Convergence Framework (MTCF). == Future plan == In a blog post published on 20 January 2017, Government Digital Service announced that the Technology Leaders Network (TLN) had agreed that government was starting a journey away from the PSN. This was because using the Internet was considered suitable for the vast majority of the work that the public sector does. The blog post confirmed that the 'move was not going to happen immediately' and stated that 'there's quite a bit of work to do across the public sector to prepare for the changes'. It also stated that it was too early for a full timeline to be provided, although all PSN-connected organisations would be updated as the process evolved. The blog post confirmed that organisations that need to access services that are only available on the PSN would still need to connect to it for the time being and continue to meet its assurance requirements. In a blog post published on 16 March 2017, Government Digital Service (GDS) set out its plans for PSN assurance. The blog post confirmed that the PSN compliance process wasn't 'going anywhere, certainly for a while yet'. It explained that the TLN agreed that – as one of the only recognised, externally accredited, cross-government common assurance standards – it 'needs to live on far beyond the end of the physical PSN network'. Government Digital Service, along with the National Cyber Security Centre (NCSC) and the Cyber and Government Security Directorate, are now looking at ways to expand and reframe PSN compliance in a new context that, while retaining the assurance principles that are the basis of the existing process, will aim to improve the process. A GDS blog post titled 'The road to closing down the PSN' published on 8 September 2020 describes how the public sector will migrate away from the PSN. The Cabinet Office has set up a programme called Future Networks for Government (FN4G) to help organisations move away from the PSN.
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