its been a while blog..long time to touch..lol..
hows everybody?..doing great,,yeah awesome..
i missed someone..
one who caresses..
someone who cares..
hope u r doing the same way too..
have a great day..
chow.
Monday, July 26, 2010
Tuesday, June 30, 2009
case study
Claude Philipps, program director of major events at
Atos Origin, the lead IT contractor for the Olympic
Games, likes to be prepared. “We were ready before
August, but we were still testing, because we wanted to be sure
that every stupid thing that can happen was planned for,”
Philipps said. “In a normal IT project, we could have delivered
the application to the customer almost eight months earlier.”
But the Olympic Games was far from a normal IT project.
The deadline was nonnegotiable, and there were no second
chances: Everything must work, from the opening ceremony
on August 13 right to the end, said Philipps, whose previous
experience includes developing the control system for the
world’s first computerized nuclear power plant.
With all that pressure, Philipps’s team was doing its utmost
to ensure that the network would not fail. They were
building multiple layers of security and redundancy, using
reliable technology, and then testing it rigorously.
In the weeks before the games, the team went through
two technical rehearsals in which 30 Atos Origin staffers put
the network through its paces. The team spent a full week
simulating the busiest days of the games, Philipps said, dealing
with “crazy scenarios of what might happen in every
area: a network problem, staff stopped in a traffic jam, a
security attack . . . everything that might happen.”
The rehearsals were intended to test people and procedures
as much as the hardware and software. That was important
because the IT operating organization Philipps built for
the Athens Olympics grew from nothing to a staff of 3,400 in
less than three years.
The two major components of the software that were
run over the Olympic network were Atos Origin’s GMS
(Games Management System), a customized suite of applications
that act as kind of ERP for the Olympics, and the IDS
(Information Diffusion System).
GMS ran on Windows 2000 servers in Athens, an upgrade
from the Windows NT 4 used at the Salt Lake City
games in 2002. “We’re not using sexy technology,” Philipps
said. “The main goal for us was to reduce the amount of risk.”
Together, GMS and IDS imposed exacting requirements
on the network. GMS was, among other things, used to
manage access accreditations for the games, so security was
vital. Speed, too, was important: Philipps’s goal was to have
the results on commentators’ screens 0.3 seconds after the
athletes had crossed the line, complete with rankings, statistics,
and biographies—everything that helps commentators
during a live broadcast.
Yan Noblot, information security manager at Atos Origin,
said the key to that was to build in redundancy—and lots of it.
“We doubled everything, because we needed 100 percent
availability at games time,” he said.
And when he said everything, he meant it. There was
backup redundancy for the routers and switches at each site,
the datacenters that processed the results, and even the PCs
on the desks in the control room.
To keep things orderly, Atos designed three different
LAN configurations: one for the largest venues, including
the Olympic stadium and the water sports center; another
for midsize venues such as the equestrian center; and one for
the many smaller venues.
Atos used VLANs both to simplify troubleshooting and
to limit damage if anyone managed to break into the network.
There were separate VLANs for the commentator information
system, information diffusion applications, and
the game management system. Technical services, directories,
management and monitoring, and the on-venue results
system each had their own VLANs too, sometimes several
per venue for the same function.
“The purpose was to segment the traffic so we could
monitor it and contain potential issues,” Noblot said. “If
someone brought in a virus, it would be contained on systems
on the same VLAN and could not spread to other
VLANs.”
Event results and data from the games management system
were stored in two physically distant data centers hosted
by OTE, which also supplied the SDH network. The primary
data center was located near OTE’s headquarters in
Marousi, just across the main highway from the Olympic stadium;
the other was another several hundred miles away, still
in Greece but in a different earthquake zone.
What makes the Olympic Games a unique project is that
the athletes aren’t going to stop running just because the
server does. As Philipps said, “When we speak about fixing
something, it might be a work-around or a decrease of functionality,
but the key thing is that the show must go on.”
Case Study Questions
1. Could the 2004 Athens Olympics have been a success
without all of the networks and backup technologies?
2. The 2004 Olympics is a global business. Can a business
today succeed without information technology? Why
or why not?
3. Claude Philipps said dealing with “crazy scenarios of
what might happen in every area: a network problem,
staff stopped in a traffic jam, a security attack . . . everything
that might happen,” was the reason for so much
testing. Can you think of other businesses that would
require “crazy scenario” testing? Explain.
Source: Adapted from Peter Sayer, “The Olympics Network:
Faster, Stronger—and Redundant,” Infoworld, July 9, 2004. Copyright
© 2004 by Computerworld, Inc., Framingham, MA 01701.
All rights reserved.
Atos Origin, the lead IT contractor for the Olympic
Games, likes to be prepared. “We were ready before
August, but we were still testing, because we wanted to be sure
that every stupid thing that can happen was planned for,”
Philipps said. “In a normal IT project, we could have delivered
the application to the customer almost eight months earlier.”
But the Olympic Games was far from a normal IT project.
The deadline was nonnegotiable, and there were no second
chances: Everything must work, from the opening ceremony
on August 13 right to the end, said Philipps, whose previous
experience includes developing the control system for the
world’s first computerized nuclear power plant.
With all that pressure, Philipps’s team was doing its utmost
to ensure that the network would not fail. They were
building multiple layers of security and redundancy, using
reliable technology, and then testing it rigorously.
In the weeks before the games, the team went through
two technical rehearsals in which 30 Atos Origin staffers put
the network through its paces. The team spent a full week
simulating the busiest days of the games, Philipps said, dealing
with “crazy scenarios of what might happen in every
area: a network problem, staff stopped in a traffic jam, a
security attack . . . everything that might happen.”
The rehearsals were intended to test people and procedures
as much as the hardware and software. That was important
because the IT operating organization Philipps built for
the Athens Olympics grew from nothing to a staff of 3,400 in
less than three years.
The two major components of the software that were
run over the Olympic network were Atos Origin’s GMS
(Games Management System), a customized suite of applications
that act as kind of ERP for the Olympics, and the IDS
(Information Diffusion System).
GMS ran on Windows 2000 servers in Athens, an upgrade
from the Windows NT 4 used at the Salt Lake City
games in 2002. “We’re not using sexy technology,” Philipps
said. “The main goal for us was to reduce the amount of risk.”
Together, GMS and IDS imposed exacting requirements
on the network. GMS was, among other things, used to
manage access accreditations for the games, so security was
vital. Speed, too, was important: Philipps’s goal was to have
the results on commentators’ screens 0.3 seconds after the
athletes had crossed the line, complete with rankings, statistics,
and biographies—everything that helps commentators
during a live broadcast.
Yan Noblot, information security manager at Atos Origin,
said the key to that was to build in redundancy—and lots of it.
“We doubled everything, because we needed 100 percent
availability at games time,” he said.
And when he said everything, he meant it. There was
backup redundancy for the routers and switches at each site,
the datacenters that processed the results, and even the PCs
on the desks in the control room.
To keep things orderly, Atos designed three different
LAN configurations: one for the largest venues, including
the Olympic stadium and the water sports center; another
for midsize venues such as the equestrian center; and one for
the many smaller venues.
Atos used VLANs both to simplify troubleshooting and
to limit damage if anyone managed to break into the network.
There were separate VLANs for the commentator information
system, information diffusion applications, and
the game management system. Technical services, directories,
management and monitoring, and the on-venue results
system each had their own VLANs too, sometimes several
per venue for the same function.
“The purpose was to segment the traffic so we could
monitor it and contain potential issues,” Noblot said. “If
someone brought in a virus, it would be contained on systems
on the same VLAN and could not spread to other
VLANs.”
Event results and data from the games management system
were stored in two physically distant data centers hosted
by OTE, which also supplied the SDH network. The primary
data center was located near OTE’s headquarters in
Marousi, just across the main highway from the Olympic stadium;
the other was another several hundred miles away, still
in Greece but in a different earthquake zone.
What makes the Olympic Games a unique project is that
the athletes aren’t going to stop running just because the
server does. As Philipps said, “When we speak about fixing
something, it might be a work-around or a decrease of functionality,
but the key thing is that the show must go on.”
Case Study Questions
1. Could the 2004 Athens Olympics have been a success
without all of the networks and backup technologies?
2. The 2004 Olympics is a global business. Can a business
today succeed without information technology? Why
or why not?
3. Claude Philipps said dealing with “crazy scenarios of
what might happen in every area: a network problem,
staff stopped in a traffic jam, a security attack . . . everything
that might happen,” was the reason for so much
testing. Can you think of other businesses that would
require “crazy scenario” testing? Explain.
Source: Adapted from Peter Sayer, “The Olympics Network:
Faster, Stronger—and Redundant,” Infoworld, July 9, 2004. Copyright
© 2004 by Computerworld, Inc., Framingham, MA 01701.
All rights reserved.
case study
Chapter 1 / Foundations of Information Systems in Business ? 5
Claude Philipps, program director of major events at
Atos Origin, the lead IT contractor for the Olympic
Games, likes to be prepared. “We were ready before
August, but we were still testing, because we wanted to be sure
that every stupid thing that can happen was planned for,”
Philipps said. “In a normal IT project, we could have delivered
the application to the customer almost eight months earlier.”
But the Olympic Games was far from a normal IT project.
The deadline was nonnegotiable, and there were no second
chances: Everything must work, from the opening ceremony
on August 13 right to the end, said Philipps, whose previous
experience includes developing the control system for the
world’s first computerized nuclear power plant.
With all that pressure, Philipps’s team was doing its utmost
to ensure that the network would not fail. They were
building multiple layers of security and redundancy, using
reliable technology, and then testing it rigorously.
In the weeks before the games, the team went through
two technical rehearsals in which 30 Atos Origin staffers put
the network through its paces. The team spent a full week
simulating the busiest days of the games, Philipps said, dealing
with “crazy scenarios of what might happen in every
area: a network problem, staff stopped in a traffic jam, a
security attack . . . everything that might happen.”
The rehearsals were intended to test people and procedures
as much as the hardware and software. That was important
because the IT operating organization Philipps built for
the Athens Olympics grew from nothing to a staff of 3,400 in
less than three years.
The two major components of the software that were
run over the Olympic network were Atos Origin’s GMS
(Games Management System), a customized suite of applications
that act as kind of ERP for the Olympics, and the IDS
(Information Diffusion System).
GMS ran on Windows 2000 servers in Athens, an upgrade
from the Windows NT 4 used at the Salt Lake City
games in 2002. “We’re not using sexy technology,” Philipps
said. “The main goal for us was to reduce the amount of risk.”
Together, GMS and IDS imposed exacting requirements
on the network. GMS was, among other things, used to
manage access accreditations for the games, so security was
vital. Speed, too, was important: Philipps’s goal was to have
the results on commentators’ screens 0.3 seconds after the
athletes had crossed the line, complete with rankings, statistics,
and biographies—everything that helps commentators
during a live broadcast.
Yan Noblot, information security manager at Atos Origin,
said the key to that was to build in redundancy—and lots of it.
“We doubled everything, because we needed 100 percent
availability at games time,” he said.
And when he said everything, he meant it. There was
backup redundancy for the routers and switches at each site,
the datacenters that processed the results, and even the PCs
on the desks in the control room.
To keep things orderly, Atos designed three different
LAN configurations: one for the largest venues, including
the Olympic stadium and the water sports center; another
for midsize venues such as the equestrian center; and one for
the many smaller venues.
Atos used VLANs both to simplify troubleshooting and
to limit damage if anyone managed to break into the network.
There were separate VLANs for the commentator information
system, information diffusion applications, and
the game management system. Technical services, directories,
management and monitoring, and the on-venue results
system each had their own VLANs too, sometimes several
per venue for the same function.
“The purpose was to segment the traffic so we could
monitor it and contain potential issues,” Noblot said. “If
someone brought in a virus, it would be contained on systems
on the same VLAN and could not spread to other
VLANs.”
Event results and data from the games management system
were stored in two physically distant data centers hosted
by OTE, which also supplied the SDH network. The primary
data center was located near OTE’s headquarters in
Marousi, just across the main highway from the Olympic stadium;
the other was another several hundred miles away, still
in Greece but in a different earthquake zone.
What makes the Olympic Games a unique project is that
the athletes aren’t going to stop running just because the
server does. As Philipps said, “When we speak about fixing
something, it might be a work-around or a decrease of functionality,
but the key thing is that the show must go on.”
Case Study Questions
1. Could the 2004 Athens Olympics have been a success
without all of the networks and backup technologies?
2. The 2004 Olympics is a global business. Can a business
today succeed without information technology? Why
or why not?
3. Claude Philipps said dealing with “crazy scenarios of
what might happen in every area: a network problem,
staff stopped in a traffic jam, a security attack . . . everything
that might happen,” was the reason for so much
testing. Can you think of other businesses that would
require “crazy scenario” testing? Explain.
Source: Adapted from Peter Sayer, “The Olympics Network:
Faster, Stronger—and Redundant,” Infoworld, July 9, 2004. Copyright
© 2004 by Computerworld, Inc., Framingham, MA 01701.
All rights reserved.
Claude Philipps, program director of major events at
Atos Origin, the lead IT contractor for the Olympic
Games, likes to be prepared. “We were ready before
August, but we were still testing, because we wanted to be sure
that every stupid thing that can happen was planned for,”
Philipps said. “In a normal IT project, we could have delivered
the application to the customer almost eight months earlier.”
But the Olympic Games was far from a normal IT project.
The deadline was nonnegotiable, and there were no second
chances: Everything must work, from the opening ceremony
on August 13 right to the end, said Philipps, whose previous
experience includes developing the control system for the
world’s first computerized nuclear power plant.
With all that pressure, Philipps’s team was doing its utmost
to ensure that the network would not fail. They were
building multiple layers of security and redundancy, using
reliable technology, and then testing it rigorously.
In the weeks before the games, the team went through
two technical rehearsals in which 30 Atos Origin staffers put
the network through its paces. The team spent a full week
simulating the busiest days of the games, Philipps said, dealing
with “crazy scenarios of what might happen in every
area: a network problem, staff stopped in a traffic jam, a
security attack . . . everything that might happen.”
The rehearsals were intended to test people and procedures
as much as the hardware and software. That was important
because the IT operating organization Philipps built for
the Athens Olympics grew from nothing to a staff of 3,400 in
less than three years.
The two major components of the software that were
run over the Olympic network were Atos Origin’s GMS
(Games Management System), a customized suite of applications
that act as kind of ERP for the Olympics, and the IDS
(Information Diffusion System).
GMS ran on Windows 2000 servers in Athens, an upgrade
from the Windows NT 4 used at the Salt Lake City
games in 2002. “We’re not using sexy technology,” Philipps
said. “The main goal for us was to reduce the amount of risk.”
Together, GMS and IDS imposed exacting requirements
on the network. GMS was, among other things, used to
manage access accreditations for the games, so security was
vital. Speed, too, was important: Philipps’s goal was to have
the results on commentators’ screens 0.3 seconds after the
athletes had crossed the line, complete with rankings, statistics,
and biographies—everything that helps commentators
during a live broadcast.
Yan Noblot, information security manager at Atos Origin,
said the key to that was to build in redundancy—and lots of it.
“We doubled everything, because we needed 100 percent
availability at games time,” he said.
And when he said everything, he meant it. There was
backup redundancy for the routers and switches at each site,
the datacenters that processed the results, and even the PCs
on the desks in the control room.
To keep things orderly, Atos designed three different
LAN configurations: one for the largest venues, including
the Olympic stadium and the water sports center; another
for midsize venues such as the equestrian center; and one for
the many smaller venues.
Atos used VLANs both to simplify troubleshooting and
to limit damage if anyone managed to break into the network.
There were separate VLANs for the commentator information
system, information diffusion applications, and
the game management system. Technical services, directories,
management and monitoring, and the on-venue results
system each had their own VLANs too, sometimes several
per venue for the same function.
“The purpose was to segment the traffic so we could
monitor it and contain potential issues,” Noblot said. “If
someone brought in a virus, it would be contained on systems
on the same VLAN and could not spread to other
VLANs.”
Event results and data from the games management system
were stored in two physically distant data centers hosted
by OTE, which also supplied the SDH network. The primary
data center was located near OTE’s headquarters in
Marousi, just across the main highway from the Olympic stadium;
the other was another several hundred miles away, still
in Greece but in a different earthquake zone.
What makes the Olympic Games a unique project is that
the athletes aren’t going to stop running just because the
server does. As Philipps said, “When we speak about fixing
something, it might be a work-around or a decrease of functionality,
but the key thing is that the show must go on.”
Case Study Questions
1. Could the 2004 Athens Olympics have been a success
without all of the networks and backup technologies?
2. The 2004 Olympics is a global business. Can a business
today succeed without information technology? Why
or why not?
3. Claude Philipps said dealing with “crazy scenarios of
what might happen in every area: a network problem,
staff stopped in a traffic jam, a security attack . . . everything
that might happen,” was the reason for so much
testing. Can you think of other businesses that would
require “crazy scenario” testing? Explain.
Source: Adapted from Peter Sayer, “The Olympics Network:
Faster, Stronger—and Redundant,” Infoworld, July 9, 2004. Copyright
© 2004 by Computerworld, Inc., Framingham, MA 01701.
All rights reserved.
case study(it 414 )
Chapter 1 / Foundations of Information Systems in Business ? 5
Claude Philipps, program director of major events at
Atos Origin, the lead IT contractor for the Olympic
Games, likes to be prepared. “We were ready before
August, but we were still testing, because we wanted to be sure
that every stupid thing that can happen was planned for,”
Philipps said. “In a normal IT project, we could have delivered
the application to the customer almost eight months earlier.”
But the Olympic Games was far from a normal IT project.
The deadline was nonnegotiable, and there were no second
chances: Everything must work, from the opening ceremony
on August 13 right to the end, said Philipps, whose previous
experience includes developing the control system for the
world’s first computerized nuclear power plant.
With all that pressure, Philipps’s team was doing its utmost
to ensure that the network would not fail. They were
building multiple layers of security and redundancy, using
reliable technology, and then testing it rigorously.
In the weeks before the games, the team went through
two technical rehearsals in which 30 Atos Origin staffers put
the network through its paces. The team spent a full week
simulating the busiest days of the games, Philipps said, dealing
with “crazy scenarios of what might happen in every
area: a network problem, staff stopped in a traffic jam, a
security attack . . . everything that might happen.”
The rehearsals were intended to test people and procedures
as much as the hardware and software. That was important
because the IT operating organization Philipps built for
the Athens Olympics grew from nothing to a staff of 3,400 in
less than three years.
The two major components of the software that were
run over the Olympic network were Atos Origin’s GMS
(Games Management System), a customized suite of applications
that act as kind of ERP for the Olympics, and the IDS
(Information Diffusion System).
GMS ran on Windows 2000 servers in Athens, an upgrade
from the Windows NT 4 used at the Salt Lake City
games in 2002. “We’re not using sexy technology,” Philipps
said. “The main goal for us was to reduce the amount of risk.”
Together, GMS and IDS imposed exacting requirements
on the network. GMS was, among other things, used to
manage access accreditations for the games, so security was
vital. Speed, too, was important: Philipps’s goal was to have
the results on commentators’ screens 0.3 seconds after the
athletes had crossed the line, complete with rankings, statistics,
and biographies—everything that helps commentators
during a live broadcast.
Yan Noblot, information security manager at Atos Origin,
said the key to that was to build in redundancy—and lots of it.
“We doubled everything, because we needed 100 percent
availability at games time,” he said.
And when he said everything, he meant it. There was
backup redundancy for the routers and switches at each site,
the datacenters that processed the results, and even the PCs
on the desks in the control room.
To keep things orderly, Atos designed three different
LAN configurations: one for the largest venues, including
the Olympic stadium and the water sports center; another
for midsize venues such as the equestrian center; and one for
the many smaller venues.
Atos used VLANs both to simplify troubleshooting and
to limit damage if anyone managed to break into the network.
There were separate VLANs for the commentator information
system, information diffusion applications, and
the game management system. Technical services, directories,
management and monitoring, and the on-venue results
system each had their own VLANs too, sometimes several
per venue for the same function.
“The purpose was to segment the traffic so we could
monitor it and contain potential issues,” Noblot said. “If
someone brought in a virus, it would be contained on systems
on the same VLAN and could not spread to other
VLANs.”
Event results and data from the games management system
were stored in two physically distant data centers hosted
by OTE, which also supplied the SDH network. The primary
data center was located near OTE’s headquarters in
Marousi, just across the main highway from the Olympic stadium;
the other was another several hundred miles away, still
in Greece but in a different earthquake zone.
What makes the Olympic Games a unique project is that
the athletes aren’t going to stop running just because the
server does. As Philipps said, “When we speak about fixing
something, it might be a work-around or a decrease of functionality,
but the key thing is that the show must go on.”
Case Study Questions
1. Could the 2004 Athens Olympics have been a success
without all of the networks and backup technologies?
2. The 2004 Olympics is a global business. Can a business
today succeed without information technology? Why
or why not?
3. Claude Philipps said dealing with “crazy scenarios of
what might happen in every area: a network problem,
staff stopped in a traffic jam, a security attack . . . everything
that might happen,” was the reason for so much
testing. Can you think of other businesses that would
require “crazy scenario” testing? Explain.
Source: Adapted from Peter Sayer, “The Olympics Network:
Faster, Stronger—and Redundant,” Infoworld, July 9, 2004. Copyright
© 2004 by Computerworld, Inc., Framingham, MA 01701.
All rights reserved.
Claude Philipps, program director of major events at
Atos Origin, the lead IT contractor for the Olympic
Games, likes to be prepared. “We were ready before
August, but we were still testing, because we wanted to be sure
that every stupid thing that can happen was planned for,”
Philipps said. “In a normal IT project, we could have delivered
the application to the customer almost eight months earlier.”
But the Olympic Games was far from a normal IT project.
The deadline was nonnegotiable, and there were no second
chances: Everything must work, from the opening ceremony
on August 13 right to the end, said Philipps, whose previous
experience includes developing the control system for the
world’s first computerized nuclear power plant.
With all that pressure, Philipps’s team was doing its utmost
to ensure that the network would not fail. They were
building multiple layers of security and redundancy, using
reliable technology, and then testing it rigorously.
In the weeks before the games, the team went through
two technical rehearsals in which 30 Atos Origin staffers put
the network through its paces. The team spent a full week
simulating the busiest days of the games, Philipps said, dealing
with “crazy scenarios of what might happen in every
area: a network problem, staff stopped in a traffic jam, a
security attack . . . everything that might happen.”
The rehearsals were intended to test people and procedures
as much as the hardware and software. That was important
because the IT operating organization Philipps built for
the Athens Olympics grew from nothing to a staff of 3,400 in
less than three years.
The two major components of the software that were
run over the Olympic network were Atos Origin’s GMS
(Games Management System), a customized suite of applications
that act as kind of ERP for the Olympics, and the IDS
(Information Diffusion System).
GMS ran on Windows 2000 servers in Athens, an upgrade
from the Windows NT 4 used at the Salt Lake City
games in 2002. “We’re not using sexy technology,” Philipps
said. “The main goal for us was to reduce the amount of risk.”
Together, GMS and IDS imposed exacting requirements
on the network. GMS was, among other things, used to
manage access accreditations for the games, so security was
vital. Speed, too, was important: Philipps’s goal was to have
the results on commentators’ screens 0.3 seconds after the
athletes had crossed the line, complete with rankings, statistics,
and biographies—everything that helps commentators
during a live broadcast.
Yan Noblot, information security manager at Atos Origin,
said the key to that was to build in redundancy—and lots of it.
“We doubled everything, because we needed 100 percent
availability at games time,” he said.
And when he said everything, he meant it. There was
backup redundancy for the routers and switches at each site,
the datacenters that processed the results, and even the PCs
on the desks in the control room.
To keep things orderly, Atos designed three different
LAN configurations: one for the largest venues, including
the Olympic stadium and the water sports center; another
for midsize venues such as the equestrian center; and one for
the many smaller venues.
Atos used VLANs both to simplify troubleshooting and
to limit damage if anyone managed to break into the network.
There were separate VLANs for the commentator information
system, information diffusion applications, and
the game management system. Technical services, directories,
management and monitoring, and the on-venue results
system each had their own VLANs too, sometimes several
per venue for the same function.
“The purpose was to segment the traffic so we could
monitor it and contain potential issues,” Noblot said. “If
someone brought in a virus, it would be contained on systems
on the same VLAN and could not spread to other
VLANs.”
Event results and data from the games management system
were stored in two physically distant data centers hosted
by OTE, which also supplied the SDH network. The primary
data center was located near OTE’s headquarters in
Marousi, just across the main highway from the Olympic stadium;
the other was another several hundred miles away, still
in Greece but in a different earthquake zone.
What makes the Olympic Games a unique project is that
the athletes aren’t going to stop running just because the
server does. As Philipps said, “When we speak about fixing
something, it might be a work-around or a decrease of functionality,
but the key thing is that the show must go on.”
Case Study Questions
1. Could the 2004 Athens Olympics have been a success
without all of the networks and backup technologies?
2. The 2004 Olympics is a global business. Can a business
today succeed without information technology? Why
or why not?
3. Claude Philipps said dealing with “crazy scenarios of
what might happen in every area: a network problem,
staff stopped in a traffic jam, a security attack . . . everything
that might happen,” was the reason for so much
testing. Can you think of other businesses that would
require “crazy scenario” testing? Explain.
Source: Adapted from Peter Sayer, “The Olympics Network:
Faster, Stronger—and Redundant,” Infoworld, July 9, 2004. Copyright
© 2004 by Computerworld, Inc., Framingham, MA 01701.
All rights reserved.
Wednesday, March 4, 2009
close to you
Why do birds suddenly appear ev’ry time you are near?
Just like me, they long to be close to you.
Why do stars fall down from the sky ev’ry time you walk by?
Just like me, they long to be close to you.
On the day that you were born the angels got together and decided to create a dream come true.
So they sprinkled moon dust in your hair of gold and starlight in your eyes of blue.
That is why all the girls in town follow you all around.
Just like me, they long to be close to you.
On the day that you were born the angels got together and decided to create a dream come true.
So they sprinkled moon dust in your hair of gold and starlight in your eyes of blue.
That is why all the girls in town follow you all around.
Just like me, they long to be close to you.
Just like me, they long to be close to you.
Why do stars fall down from the sky ev’ry time you walk by?
Just like me, they long to be close to you.
On the day that you were born the angels got together and decided to create a dream come true.
So they sprinkled moon dust in your hair of gold and starlight in your eyes of blue.
That is why all the girls in town follow you all around.
Just like me, they long to be close to you.
On the day that you were born the angels got together and decided to create a dream come true.
So they sprinkled moon dust in your hair of gold and starlight in your eyes of blue.
That is why all the girls in town follow you all around.
Just like me, they long to be close to you.
Friday, February 27, 2009
Sunday, February 1, 2009
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