Unorthodox Writing Tips

Irregular Writing Tips Irregular Writing Tips On the off chance that you’ve ever gazed at a clear page, attempting to invoke the correct words and coming up void, you’re not the only one. Numerous journalists, in spite of being energetic about their art, discover the creative cycle long and testing. Here are some irregular composing tips to attempt when you’re stuck on a clear page: Start in the Middle A bit of composing regularly begins with a presentation, trailed by the body of the piece and the end. In any case, numerous authors stall out toward the start. You can keep away from this by going directly to the body of your piece and composing the presentation last. Take as much time as necessary In the event that motivation evades you, maybe it’s time to put the pen down for an hour or two and permit your brain to meander. Attempt an action that doesn't require a lot of mental exertion. A lengthy drive, a walk, or in any event, cleaning the house can get your expressive energies pumping. Come back to your work area when you’re feeling less disappointed. â€Å"Ramble on!† On the off chance that this is your first draft, have some good times. Let the words stream without control and compose whatever rings a bell. This gets you â€Å"in the zone† and puts words on the page. You’ll be astounded how acceptable some of them may be. Late, you can alter and refine your work. Recollect the Purpose of Writing To establish the best possible pace, you should comprehend what you need to achieve. There are three fundamental objectives of composing. Knowing into which classification your piece falls will assist you with keeping on target. These are: To Inform Informative pieces instruct the perusers. They are clear, exact, and (in particular) objective. On the off chance that you’re writing to advise, forget about your assessments and focus on what matters. To Express Expressive pieces build up human associations, pass on qualities, and add to culture. They for the most part have a progressively easygoing tone and structure, and frequently incorporate emotions and suppositions. To Persuade Persuasive pieces are a genuine type of composing intended to change the brain of the peruser, or possibly make them question their position. An influential piece must be sponsored by dependable sources and dependent on realities to keep up its validity. Since its getting late and exertion composing requires, even proficient authors experience writer’s square once in a while. Don’t be excessively hard on yourself on the off chance that you stall out. Utilize these tips, or get help from proficient scholars and editors to finish your piece. In the event that you need assistance composing papers, is here to help. You can get in touch with us at (647) 436-7280.

Beowulf Epic Hero

An epic saint is a character in an epic sonnet that is bold and respectable and is appreciated by his adherents for their accomplishments. Beowulf is an epic legend. He fits each portrayal and is discussed in raised language. In the story it is Beowulf obligation to secure his kin and thrashing ugly beasts. At the point when he catches wind of an evil beast that slaughtered Hoarder's child In a far away land he accepted It as another open door to substantiate himself. This was the primary instance of indicating Beowulf as a legend on the grounds that the breeze and ocean helped him and his men travel securely ND rapidly and that didn't occur for Just anybody else.When they show up and the guardian Is from the start dubious however acknowledges he Is Beowulf here to murder Greened and Warthogs invites him and treats him with high respect as just saints get treated. In the fights all through the story he Is set facing monsters that no other man can overcome. In any case, Beowulf Is rea dy to vanquish Greened with his exposed hands exhibiting his quality, Grenade's mom to give us that Beowulf will dispose of the base of the issue and go the additional mile to protect people.Against the winged serpent he is t least 80 is as yet ready to overcome the mythical serpent and this discloses to us that he can live longer than any other person at that point. Beowulf is regularly â€Å"talked up† all through the story. Raised language is a strategy used to portray all epic legends. It discusses Beowulf hands being the hardest turns on the planet, and Beowulf is even called â€Å"mighty defender of men. † This is a giveaway that he is an epic saint. All in all, Beowulf is an epic legend. He is more daring, more grounded, and more brilliant, than anybody on the planet. Likewise, he is talked of in a raised language to ensure he stands apart from the remainder of his kin.

Skyhigh Networks

Skyhigh Networks INTRODUCTIONMartin: Hi. Today we are in Campbell at Skyhigh. Hi, Rajiv. Who are you and what do you do?Rajiv Gupta: Hi, Martin. I am an entrepreneur by choice, technology by training. I am formally the CEO of Skyhigh but more interestingly, I am one of the team members at Skyhigh.Martin: That’s great. Awesome.Martin: What did you do before Skyhigh and what made you come up with a business idea?Rajiv Gupta: Prior to Skyhigh, I was running a business unit at Cisco. As I mentioned, I am an entrepreneur by choice. I was at Cisco because it acquired my previous company. That’s how I was at Cisco, running a business unit, BBGM.The idea for Skyhigh actually is very old and I thought of it myself. As a fresh PhD in 1991, I had just graduated from Caltech and joined HP labs. My day job was to design HP â€" Intel microprocessor   but I had an epiphany, an idea, that all computing, storage, applications, network would one day be available as a utility. You plug in the wall, you dial NSA an d a broker would make it available to you. Remember the time? You cannot remember it because you were too young in 1991. The common technology constriction was a client server. You have a client and you have servers. However, I said no. It is going to be utility. I did not call it a cloud but the same idea that you plug into something and then computing happens somewhere, storage happens somewhere. Networking happens somewhere. All you get is the byproduct / the end product that you need, what I had thought of in 1991. Again, I was 25 years too early but that is the genesis of what we’re doing today at Skyhigh.BUSINESS MODEL OF SKYHIGH NETWORKSMartin: What is Skyhigh?Rajiv Gupta: The intent of Skyhigh is to take this disruption called cloud or cloud computing, which all analysts called disruptive â€" in fact, they say it is as disruptive as the PC was 25 years ago â€" and to take this disruption called cloud, but as with all disruptions they can be good and bad, and make sure that enterprises benefit from the promise of cloud and not get hurt from the perils of the cloud. There are things like, how to make sure that my data is secure, how do I make sure that I can govern the use of cloud, how do I make sure I can map privacy, how can I make sure it is compliant? Because all those things are required for enterprises to be able to leverage cloud. So that is our [Skyhighs] focus. In a different sense, again, if you take a step back and put it in perspective, just like the PCs or devices, they created the need for a governance and control point. Symantec and McAfee and others stepped in and they were helping control the data on the device.In the recent industry connecting devices together, the internet came along and there was the inside of the enterprise and the outside of the enterprise. We then created this kind of layer of controlling, governing the data inside the enterprise as well as outside. Cisco, CheckPoint, Palo Alto Networks, Blue Coat, and others ca me along and created that control point for the internet.We think that the same movement is now moving to the cloud where I want my data to be used for collaboration purposes for my employees who are mobile, they are using their own devices, BYOD environment, when they are trying to use their data to get the job done. My partners are connecting with the data I made available to them. My customers are running in a cloud service because it is much more efficient way than trying to run my data service centers. That same movement of liberation, of collaboration requires another control point. That is what we’re trying to create at Skyhigh â€" it is to create the next generation control point for the data. As Symantec was for the PC, as Cisco was for the network. There is a need for a control point for the data that is moved to the cloud. That is what we are trying to create at Skyhigh.Martin: Great. Rajiv, once the idea for Skyhigh grew like for more than 20 years, what was actually t he point when you started it and what was it like in the first 3 to 6 months? When did you find the first employees? When did you work on the product? When did you raise money?Rajiv Gupta: It is a very good question. I obviously wanted to work on this, on what I called cloud for many, many years. But when I was working at Cisco, running this business unit, obviously, my day job was doing that. Once my team… I’ve been fortunate, by the way, across everything I’ve done. I’ve been fortunate to work with some very, very good folks. That is why I say, ‘with pride’, as I am a team player. I am one of the team at Skyhigh. That to me is the biggest pride I can have.Once my team at Cisco, they delivered a product that won the Pioneer Award at Cisco, which is a very coveted award. Essentially only products that are game changing, from a Cisco perspective, win that award and this team won it. Then I decided maybe it was time to go back to my roots into something entrepreneurial aga in outside of a big company. Even though I thought and had this love affair with what we are calling the cloud for a long time, I did not want to marry the first girl I met. With my two co-founders I said: “Let’s figure out what the industry needs. Let’s come up with five different game-changing ideas, different ones and then let’s choose the best and go with it.” Because I did not want to bias it and just do cloud.So what we did was we spoke with 140 different IT executives in the industry, CIOs, CEOs, CISOs (Chief Information Security Officer), infrastructure folks, IT leaders and asked them: “What are some of the issues that you see coming down the pipe that you need addressed?” And they said, storage came up again and again, the cost of storage was going up, mobility came up, security came up and cloud came up a number of times, and then the fifth one kept changing, identity and different things.So what we did was building, as I mentioned, mini business plans, not full-fledged MBA but market, size of market, route to market, competition, what are the key trends in the industry that we are going to be working with. Based on that analysis, we chose this particular one because we thought that this was the biggest need, fastest growing. None of the existing incumbents were addressing it adequately. That is how we came up with the idea, which was essentially, like I said, the rebirth of an idea which emerged more than 25 years ago. It is today’s version of what we had thought about 25 years ago.Martin: How long did it take you to validate this idea and choose the right one?Rajiv Gupta: That process took us a couple of months, maybe three months or so. Then what we did was leaving Cisco, my co-founders and I. We left Cisco on very good terms. Cisco is a customer, partner, our advocates. When we left Cisco, we decided that now we have the idea what we want to do. We wanted to make sure that we map into how to take it to the customers equally well before we wrote any code. So what we did was very much like the Lean Startup outside in approach, we created mock ups, no line of code, and went back to those 140 people. We said: “Hey, we understood the problem. If we addressed it in this particular way, is this what you had in mind?” Some of them said “yes”, some of them said “no”.Then we iterated on that and when we showed them, they said: “Yes, that is it.” That became my PRD, my product requirements document because essentially I could have my team build this. That is how my customers see, that’s how they wanted it. And that was very effective for us, that worked very well for us.Because what happens in most startups, the issue they have is they start off with a technology base and especially startups founded by technologists. They say: “This is the technology, where can we apply it?” This is completely different. This was an outside-in approach. We wanted to make sure that the need as the customer saw it was manifested in what we were showing them. That became the PRD as I described. That is why the team built it very quickly, thats why you have today more than 500 of the world’s largest enterprises and some of the biggest companies in every vertical industry using Skyhigh to help them in their cloud adoption. We had very few of those experiences that startups have when they turn left or turn right… Because in many cases after they create the product is when they get the feedback and that’s when they learn â€" we did that early on. That was very effective for us.Back to your question, it took us a couple of months (maybe three months) to get that kind of industry feedback to decide which particular area we want to focus on. It took us about, I would say 4 or 5 months, to do that mock ups and get the feedback and hold it what it wanted to be. Then it became a much easier task in terms of recruiting people because when we recruit engineers we would rather give them a very brief description saying: “This is what we were trying to do.” For a lot of engineers that specificity is also very helpful. That helped us significantly.Martin: What was the sequence? Did you first build a product and try to sell it to customers, get some cash and then maybe try to bootstrap and only afterwards you raised some money? Or did you raise the money first and then went to customers?Rajiv Gupta: That is a good question. I think given my experience, the fact that my co-founders and I have been around the block a few times, this is my third startup, we did it slightly differently than what I think a lot of entrepreneurs should do. I will tell you my experience and what I expect entrepreneurs to do.What we did was when we left Cisco, the three of us left Cisco, we had Greylock ready to fund us the day we left. Asheem Chandna at Greylock was a leading investor at my previous company that Cisco acquired. The relationship with him at Greylock was very, very good, just outstanding . I told him earlier which entrepreneurs typically shouldn’t do, it is not a good idea because it takes away our leverage. I told him that based on how well we worked together, anything I do next you have the first, dibs, the first rights. Just to make sure it is fair. I went to him and said this is what I want to do and he said: “That sounds great. Let me take it to the partnership.” The partnership said go for it. And so it was a very, very short cycle because we paid our dues and we had experience working with Greylock.For most entrepreneurs, they don’t have that luxury. They don’t have benefits so it might be slightly different. In our case, back to your question, we had funding on day one when we started the company, which makes it easy in some sense, but as I said most entrepreneurs have a different sequence that they would choose to use.Martin: When I look at entrepreneurs nowadays, they can raise tons of money. They seem to be having problems focusing on being very lean. How did you focus on that?Rajiv Gupta: That is so accurate. That comment you made about being lean and being focused is highly relevant, almost independent of money. What I mean by that is, I believe that startups that don’t succeed don’t succeed not because of starvation. They don’t succeed because of indigestion. They try to eat too much. They try to do too much and they don’t do anything really well. That is absolutely a big concern that any entrepreneur should have.For us, the way we manage to stay focused is â€" by the way, we have challenges as well, there are so many things we want to do, the space is so large, the option is so big, our imagination is so wild that there’s so many things we want to do. We have to keep ourselves in check. It is not all roses. Let me grant you that. I think what has helped us is that homework we did earlier where we actually got all the feedback early from the customers, from the prospective customers. Based on that feedback, we defined some very important foundational principles. Those foundational principles have been sort of the bearings for what’s kept us so focused. Those were:Seamless consumption. You are moving to the cloud. The reason why people are in the cloud today is because people can use it today. They do not have to worry about waiting for 9 months for IT to deliver something.Zero friction. In today’s day and age, people don’t have patience and time for friction. You give them too much friction and they go around it.The last one is because we are appealing to enterprises â€" in fact, our first three customers at Skyhigh were Cisco, and I dont know if I publically can name their names or not. One was a Fortune 10 company and the other one was one of the top five banks in the world â€" we started with some very large customers.Martin: Not too bad?Rajiv Gupta: No, not too bad but again not wise either. Because, normally as an entrepreneur you start with something where you can make some m istakes. Choosing those three sort of companies (Cisco is the largest networking and the largest in banking) it was not particularly clever. It worked well, but it is not an advice I would give to anybody else.Because of our focus on enterprises our third principle is… But since I took a detour, I will remind you: First, seamless consumption, zero friction, the third one was making sure we leverage and extend all the enterprises already have. Because even though in theory ‘rip and replace’ works, in practice it is very difficult. Enterprises, they spend a lot of time and money getting somewhere. They wouldn’t want to just throw out anything and start with you.Our focus is held by (A) doing homework early on as opposed to get in the market and trying to figure it out. The second (B) is using that homework to come up with those foundational principles.Those principles have kept us very focused and disciplined. The third one (C) is that we do a pretty good job of taking custome r feedback (very customer driven) and apply our own set of imagination of where we think the world is heading. The way we describe that is, and that is may be subtle but, ‘discerning want from need’.Customers can tell you: “I want this”, but to understand when they say they want A: Do they really need A or do they need A prime? For example, no customer has told Steve Jobs that he wants an iPad or wants an iPhone but Steve Job’s team, discerned there is a need for it. Something between want and need is something that we try to formalize â€" I would not say formalize but at least we are cognizant of it. We are very good listeners of our customers. They tell us what they want. We make sure we stay back and say: “What is the real need?” and focus on that.Martin: It seems that you have taken out a lot of risks at the beginning so that you don’t need to pivot that much. You understand pain points and then you can work some kind of flexible solutions. What have been the mai n challenges and obstacles that you perceived although you took out those risks? How did you react to that?Rajiv Gupta: We took out some risk. There is never a situation where there is no risk. Then there would be no return either. We took out some risk. We took out the market need risk which is one of the most important risks that people take. We early on addressed the product market fit risk because we had this feedback before we had the first line of code, and once we had that code we were very customer focused, so we reduced that risk somewhat. We reduced the funding risk because we had Greylock and Sequoia, arguably two of the top worlds VCs. We also took the risk out because we wanted to create something game changing, not just a simple extension or something. These two companies have backed such game changing companies as Palo Alto Networks and LinkedIn. So we knew they have a muscle memory to do something big. We have reduced some of that risk as well.Many other risks that w e have experienced and we are experiencing still, one of them ironically, is the risk that we didn’t even realize we were taking, is one of scaling. Even though we had this confidence that the industry needs this product we are creating, it is a game changing, and it is a control point. We were a little bit surprised by how quickly customers have adopted it. There are more than five hundred enterprises for a start up company in the enterprise space. Again, our focus is large enterprises primarily. We have midsized companies as well but my direct sales team is focused on large enterprises. To have that many enterprises at that scale, 400 thousand employees, and 320 thousand employees use â€" it was a bit of a surprise to us.Luckily, as I said, we have three of the largest customers who helped define the scale. That is something that could have tripped us badly if we were not careful.Another risk and you will be surprised because most of the entrepreneurs, they are worried (correctl y so) about market risk, product market fit, funding risk and so on â€" and maybe that’s why this one comes later because those were the big ones, the long poles in the tent. Another, not risk, but opportunity challenge that we are facing today, and will continue facing, is that technology is changing very rapidly. Initially we did not think about that as much, but now we’ve learned from that â€" today we have a platform where we anticipate that the underpinnings of the platform whether I’m using EdgeBase or Cloudera, that those can change over time. And I have to get prepared to change my engine once it applies. That kind of introduces risk as well.Thankfully, those are the kinds of risks â€" scale or technology risk â€" are the ones that are within our control in some sense, within the four walls of Skyhigh. That we can decide which one to adopt and which one not to adopt. The biggest risks of any startup are the external risks, the market risk and the product market fit ris k. Those are the ones, I think, we have done a pretty good job on. Because we took the time to think through it before we wrote the code or pivot three times as mentioned.Martin: Rajiv, you briefly touched on the point if technology changes how should I change as my company. When I look at some companies, they started with some very crappy code because it is cheaper and they try to scale and they notice that they have a scaling problem there. How do you address it? Are you putting some kind of resources aside, are you decreasing technical debt, or is it that you are doing some kind of green field approach where you have time for parallel platforms?Rajiv Gupta: Actually, it is a very insightful question. You’ve done this before because that is a very insightful question and it is not an easy one to answer. Because creating a green field approach in parallel with your existing approach means that your investment has to be, not doubled but obviously significant. Sometimes it also cre ates a cultural problem of today’s technology vs. tomorrow’s technology and no one wants to be yesterday’s technology. You know what I mean? That creates a cultural problem as well that you have to be very careful about it.I think, the biggest reason why we have been, in all humility so successful as we have been so far â€" success isn’t granted, it can change. But at least it looks like we have done reasonably well. We have done it well because of the people. It is the team that we have at Skyhigh, and I say with pride I am privileged to be part of the team, that is the best in the industry, the best in the particular field. And the way we work as a team is I think our strength.The folks that we have here are the ones who know their domain really well but they also have the mindset to understand that things change. They are all attuned to change. In my field (my big data, my analytics, or my high bandwidth frequency network, or whatever it is) they themselves have the minds et of what is the latest, what is changing that they can adopt.I have never felt a need that this is my team that is doing today’s technology. They may not be aware. They may not be comfortable with tomorrow’s technology, or to have a separate team for tomorrow’s technology â€" we don’t do that because I think it has a lot of challenges (investment challenge). Investment is fine because we have a reasonable amount of money. But back to your point. Sometimes too much money can create problems as well because you do the wrong things.We have been careful to make sure we don’t use that fact that we have very strong VCs to take approaches which we think could be a cultural mistake. I think it is often a cultural mistake to have yesterday’s team and tomorrow’s team. It creates ‘us’ opposed to ‘them’ mentality. By the way, I know many big companies that have today what they call internal competition. But I am not sure that is the right thing for us to do.Martin: Rajiv , when many people talk about the cloud it sounds to me like there is one cloud, let’s take it up. But actually, there are several services, which you can plug in, but I am not aware of one kind of platform or middleware where I can really plug in. Do you see any trend that there might be coming up one or two bigger platforms? When I look at Windows for example or Microsoft in general, they have a trend to go in a cloud sphere as an operating system or platform. Do you perceive some kind of trends?Rajiv Gupta:   It’s a very good question. Your first point about the cloud that we talk of cloud as one entity, as one homogenous entity, that is not the case at all. It is very heterogeneous and growing heterogeneous by the moment. Today we have more than 16 thousand public cloud services in our registry and are growing about a hundred per week. It is expanding. That entropy is not going to go away. It is easy to create cloud service that people do and they should and they will. So I dont think that it is going away.I think what you describe is a shift in the economy of scale. Today you see Amazon, Microsoft, Google, maybe IBM, and maybe one other, two others who have the scale today in creating that infrastructure of a service, platform as a service so that people can build their SaaS cloud services on top of that. I think there is always some sort of scale based consolidation. That is at one level.At the level above that, where people are using these platforms to create new cloud services/SaaS services â€" I don’t see that consolidating at all. Another question is, will a platform provider, lets say Microsoft, be a platform provider and be a SaaS provider with Office365? Does that give them the right to be the control point for the generic cloud? I think the answer is no. By the way, I have a lot of respect for Microsoft. Sataya is doing a fantastic job there. I think the rule of the game is that if you are a SaaS company you cannot be an honest broker betwe en that SaaS Company and other SaaS companies. It is like almost saying, I want to be the player and the referee at the same time. I think there is going to be this need for the control point, which is going to be independent of any of the SaaS providers or the platform providers because there are many of those. So I feel pretty comfortable that this will not be assumed by any of them. If you go above that stack, I think this economy scale is going to be consolidation that already has five or six pillars in terms of infrastructure. If you go above that, you have people who can create new business logic, new SaaS â€" that, I don’t think is going to consolidate in time soon. If anything, it is going wider.ADVICE TO ENTREPRENEURS FROM RAJIV GUPTA In Campbell (CA), we meet Co-Founder CEO of Skyhigh Networks, Rajiv Gupta. Rajiv talks about his story how he came up with the idea and founded Skyhigh Networks, how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Hi. Today we are in Campbell at Skyhigh. Hi, Rajiv. Who are you and what do you do?Rajiv Gupta: Hi, Martin. I am an entrepreneur by choice, technology by training. I am formally the CEO of Skyhigh but more interestingly, I am one of the team members at Skyhigh.Martin: That’s great. Awesome.Martin: What did you do before Skyhigh and what made you come up with a business idea?Rajiv Gupta: Prior to Skyhigh, I was running a business unit at Cisco. As I mentioned, I am an entrepreneur by choice. I was at Cisco because it acquired my previous company. That’s how I was at Cisco, running a business unit, BBGM.The idea for Skyhigh actually is very old and I thought of it myself. As a fresh PhD in 1991, I had just graduated from Caltech and joined HP labs. My day job was to design HP â€" Intel microprocessor   but I had an epiphany, an idea, that all computing, storage, applications, network would one day be available as a utility. You plug in the wall, you dial NSA and a broker would make it available to you. Remember the time? You cannot remember it because you were too young in 1991. The common technology constriction was a client server. You have a client and you have servers. However, I said no. It is going to be utility. I did not call it a cloud but the same idea that you plug into something and then computing happens somewhere, storage happens somewhere. Networking happens somewhere. All you get is the byproduct / the end product that you need, what I had thought of in 1991. Again, I was 25 years too early but that is the genesis of what we’re doing today at Skyhigh.BUSINESS MODEL OF SKYHIGH NETWORKSMartin: What is Skyhigh?Rajiv Gupta: The intent of Skyhigh is to take this disrupti on called cloud or cloud computing, which all analysts called disruptive â€" in fact, they say it is as disruptive as the PC was 25 years ago â€" and to take this disruption called cloud, but as with all disruptions they can be good and bad, and make sure that enterprises benefit from the promise of cloud and not get hurt from the perils of the cloud. There are things like, how to make sure that my data is secure, how do I make sure that I can govern the use of cloud, how do I make sure I can map privacy, how can I make sure it is compliant? Because all those things are required for enterprises to be able to leverage cloud. So that is our [Skyhighs] focus. In a different sense, again, if you take a step back and put it in perspective, just like the PCs or devices, they created the need for a governance and control point. Symantec and McAfee and others stepped in and they were helping control the data on the device.In the recent industry connecting devices together, the internet came along and there was the inside of the enterprise and the outside of the enterprise. We then created this kind of layer of controlling, governing the data inside the enterprise as well as outside. Cisco, CheckPoint, Palo Alto Networks, Blue Coat, and others came along and created that control point for the internet.We think that the same movement is now moving to the cloud where I want my data to be used for collaboration purposes for my employees who are mobile, they are using their own devices, BYOD environment, when they are trying to use their data to get the job done. My partners are connecting with the data I made available to them. My customers are running in a cloud service because it is much more efficient way than trying to run my data service centers. That same movement of liberation, of collaboration requires another control point. That is what we’re trying to create at Skyhigh â€" it is to create the next generation control point for the data. As Symantec was for the PC, as Cisco was for the network. There is a need for a control point for the data that is moved to the cloud. That is what we are trying to create at Skyhigh.Martin: Great. Rajiv, once the idea for Skyhigh grew like for more than 20 years, what was actually the point when you started it and what was it like in the first 3 to 6 months? When did you find the first employees? When did you work on the product? When did you raise money?Rajiv Gupta: It is a very good question. I obviously wanted to work on this, on what I called cloud for many, many years. But when I was working at Cisco, running this business unit, obviously, my day job was doing that. Once my team… I’ve been fortunate, by the way, across everything I’ve done. I’ve been fortunate to work with some very, very good folks. That is why I say, ‘with pride’, as I am a team player. I am one of the team at Skyhigh. That to me is the biggest pride I can have.Once my team at Cisco, they delivered a product that won th e Pioneer Award at Cisco, which is a very coveted award. Essentially only products that are game changing, from a Cisco perspective, win that award and this team won it. Then I decided maybe it was time to go back to my roots into something entrepreneurial again outside of a big company. Even though I thought and had this love affair with what we are calling the cloud for a long time, I did not want to marry the first girl I met. With my two co-founders I said: “Let’s figure out what the industry needs. Let’s come up with five different game-changing ideas, different ones and then let’s choose the best and go with it.” Because I did not want to bias it and just do cloud.So what we did was we spoke with 140 different IT executives in the industry, CIOs, CEOs, CISOs (Chief Information Security Officer), infrastructure folks, IT leaders and asked them: “What are some of the issues that you see coming down the pipe that you need addressed?” And they said, storage came up a gain and again, the cost of storage was going up, mobility came up, security came up and cloud came up a number of times, and then the fifth one kept changing, identity and different things.So what we did was building, as I mentioned, mini business plans, not full-fledged MBA but market, size of market, route to market, competition, what are the key trends in the industry that we are going to be working with. Based on that analysis, we chose this particular one because we thought that this was the biggest need, fastest growing. None of the existing incumbents were addressing it adequately. That is how we came up with the idea, which was essentially, like I said, the rebirth of an idea which emerged more than 25 years ago. It is today’s version of what we had thought about 25 years ago.Martin: How long did it take you to validate this idea and choose the right one?Rajiv Gupta: That process took us a couple of months, maybe three months or so. Then what we did was leaving Cisco, my co-founders and I. We left Cisco on very good terms. Cisco is a customer, partner, our advocates. When we left Cisco, we decided that now we have the idea what we want to do. We wanted to make sure that we map into how to take it to the customers equally well before we wrote any code. So what we did was very much like the Lean Startup outside in approach, we created mock ups, no line of code, and went back to those 140 people. We said: “Hey, we understood the problem. If we addressed it in this particular way, is this what you had in mind?” Some of them said “yes”, some of them said “no”.Then we iterated on that and when we showed them, they said: “Yes, that is it.” That became my PRD, my product requirements document because essentially I could have my team build this. That is how my customers see, that’s how they wanted it. And that was very effective for us, that worked very well for us.Because what happens in most startups, the issue they have is they start off with a technology base and especially startups founded by technologists. They say: “This is the technology, where can we apply it?” This is completely different. This was an outside-in approach. We wanted to make sure that the need as the customer saw it was manifested in what we were showing them. That became the PRD as I described. That is why the team built it very quickly, thats why you have today more than 500 of the world’s largest enterprises and some of the biggest companies in every vertical industry using Skyhigh to help them in their cloud adoption. We had very few of those experiences that startups have when they turn left or turn right… Because in many cases after they create the product is when they get the feedback and that’s when they learn â€" we did that early on. That was very effective for us.Back to your question, it took us a couple of months (maybe three months) to get that kind of industry feedback to decide which particular area we want to focus o n. It took us about, I would say 4 or 5 months, to do that mock ups and get the feedback and hold it what it wanted to be. Then it became a much easier task in terms of recruiting people because when we recruit engineers we would rather give them a very brief description saying: “This is what we were trying to do.” For a lot of engineers that specificity is also very helpful. That helped us significantly.Martin: What was the sequence? Did you first build a product and try to sell it to customers, get some cash and then maybe try to bootstrap and only afterwards you raised some money? Or did you raise the money first and then went to customers?Rajiv Gupta: That is a good question. I think given my experience, the fact that my co-founders and I have been around the block a few times, this is my third startup, we did it slightly differently than what I think a lot of entrepreneurs should do. I will tell you my experience and what I expect entrepreneurs to do.What we did was when we left Cisco, the three of us left Cisco, we had Greylock ready to fund us the day we left. Asheem Chandna at Greylock was a leading investor at my previous company that Cisco acquired. The relationship with him at Greylock was very, very good, just outstanding. I told him earlier which entrepreneurs typically shouldn’t do, it is not a good idea because it takes away our leverage. I told him that based on how well we worked together, anything I do next you have the first, dibs, the first rights. Just to make sure it is fair. I went to him and said this is what I want to do and he said: “That sounds great. Let me take it to the partnership.” The partnership said go for it. And so it was a very, very short cycle because we paid our dues and we had experience working with Greylock.For most entrepreneurs, they don’t have that luxury. They don’t have benefits so it might be slightly different. In our case, back to your question, we had funding on day one when we started the comp any, which makes it easy in some sense, but as I said most entrepreneurs have a different sequence that they would choose to use.Martin: When I look at entrepreneurs nowadays, they can raise tons of money. They seem to be having problems focusing on being very lean. How did you focus on that?Rajiv Gupta: That is so accurate. That comment you made about being lean and being focused is highly relevant, almost independent of money. What I mean by that is, I believe that startups that don’t succeed don’t succeed not because of starvation. They don’t succeed because of indigestion. They try to eat too much. They try to do too much and they don’t do anything really well. That is absolutely a big concern that any entrepreneur should have.For us, the way we manage to stay focused is â€" by the way, we have challenges as well, there are so many things we want to do, the space is so large, the option is so big, our imagination is so wild that there’s so many things we want to do. We have to keep ourselves in check. It is not all roses. Let me grant you that. I think what has helped us is that homework we did earlier where we actually got all the feedback early from the customers, from the prospective customers. Based on that feedback, we defined some very important foundational principles. Those foundational principles have been sort of the bearings for what’s kept us so focused. Those were:Seamless consumption. You are moving to the cloud. The reason why people are in the cloud today is because people can use it today. They do not have to worry about waiting for 9 months for IT to deliver something.Zero friction. In today’s day and age, people don’t have patience and time for friction. You give them too much friction and they go around it.The last one is because we are appealing to enterprises â€" in fact, our first three customers at Skyhigh were Cisco, and I dont know if I publically can name their names or not. One was a Fortune 10 company and the ot her one was one of the top five banks in the world â€" we started with some very large customers.Martin: Not too bad?Rajiv Gupta: No, not too bad but again not wise either. Because, normally as an entrepreneur you start with something where you can make some mistakes. Choosing those three sort of companies (Cisco is the largest networking and the largest in banking) it was not particularly clever. It worked well, but it is not an advice I would give to anybody else.Because of our focus on enterprises our third principle is… But since I took a detour, I will remind you: First, seamless consumption, zero friction, the third one was making sure we leverage and extend all the enterprises already have. Because even though in theory ‘rip and replace’ works, in practice it is very difficult. Enterprises, they spend a lot of time and money getting somewhere. They wouldn’t want to just throw out anything and start with you.Our focus is held by (A) doing homework early on as opposed t o get in the market and trying to figure it out. The second (B) is using that homework to come up with those foundational principles.Those principles have kept us very focused and disciplined. The third one (C) is that we do a pretty good job of taking customer feedback (very customer driven) and apply our own set of imagination of where we think the world is heading. The way we describe that is, and that is may be subtle but, ‘discerning want from need’.Customers can tell you: “I want this”, but to understand when they say they want A: Do they really need A or do they need A prime? For example, no customer has told Steve Jobs that he wants an iPad or wants an iPhone but Steve Job’s team, discerned there is a need for it. Something between want and need is something that we try to formalize â€" I would not say formalize but at least we are cognizant of it. We are very good listeners of our customers. They tell us what they want. We make sure we stay back and say: “What i s the real need?” and focus on that.Martin: It seems that you have taken out a lot of risks at the beginning so that you don’t need to pivot that much. You understand pain points and then you can work some kind of flexible solutions. What have been the main challenges and obstacles that you perceived although you took out those risks? How did you react to that?Rajiv Gupta: We took out some risk. There is never a situation where there is no risk. Then there would be no return either. We took out some risk. We took out the market need risk which is one of the most important risks that people take. We early on addressed the product market fit risk because we had this feedback before we had the first line of code, and once we had that code we were very customer focused, so we reduced that risk somewhat. We reduced the funding risk because we had Greylock and Sequoia, arguably two of the top worlds VCs. We also took the risk out because we wanted to create something game changing, no t just a simple extension or something. These two companies have backed such game changing companies as Palo Alto Networks and LinkedIn. So we knew they have a muscle memory to do something big. We have reduced some of that risk as well.Many other risks that we have experienced and we are experiencing still, one of them ironically, is the risk that we didn’t even realize we were taking, is one of scaling. Even though we had this confidence that the industry needs this product we are creating, it is a game changing, and it is a control point. We were a little bit surprised by how quickly customers have adopted it. There are more than five hundred enterprises for a start up company in the enterprise space. Again, our focus is large enterprises primarily. We have midsized companies as well but my direct sales team is focused on large enterprises. To have that many enterprises at that scale, 400 thousand employees, and 320 thousand employees use â€" it was a bit of a surprise to us.Lu ckily, as I said, we have three of the largest customers who helped define the scale. That is something that could have tripped us badly if we were not careful.Another risk and you will be surprised because most of the entrepreneurs, they are worried (correctly so) about market risk, product market fit, funding risk and so on â€" and maybe that’s why this one comes later because those were the big ones, the long poles in the tent. Another, not risk, but opportunity challenge that we are facing today, and will continue facing, is that technology is changing very rapidly. Initially we did not think about that as much, but now we’ve learned from that â€" today we have a platform where we anticipate that the underpinnings of the platform whether I’m using EdgeBase or Cloudera, that those can change over time. And I have to get prepared to change my engine once it applies. That kind of introduces risk as well.Thankfully, those are the kinds of risks â€" scale or technology risk â€" are the ones that are within our control in some sense, within the four walls of Skyhigh. That we can decide which one to adopt and which one not to adopt. The biggest risks of any startup are the external risks, the market risk and the product market fit risk. Those are the ones, I think, we have done a pretty good job on. Because we took the time to think through it before we wrote the code or pivot three times as mentioned.Martin: Rajiv, you briefly touched on the point if technology changes how should I change as my company. When I look at some companies, they started with some very crappy code because it is cheaper and they try to scale and they notice that they have a scaling problem there. How do you address it? Are you putting some kind of resources aside, are you decreasing technical debt, or is it that you are doing some kind of green field approach where you have time for parallel platforms?Rajiv Gupta: Actually, it is a very insightful question. You’ve done this befor e because that is a very insightful question and it is not an easy one to answer. Because creating a green field approach in parallel with your existing approach means that your investment has to be, not doubled but obviously significant. Sometimes it also creates a cultural problem of today’s technology vs. tomorrow’s technology and no one wants to be yesterday’s technology. You know what I mean? That creates a cultural problem as well that you have to be very careful about it.I think, the biggest reason why we have been, in all humility so successful as we have been so far â€" success isn’t granted, it can change. But at least it looks like we have done reasonably well. We have done it well because of the people. It is the team that we have at Skyhigh, and I say with pride I am privileged to be part of the team, that is the best in the industry, the best in the particular field. And the way we work as a team is I think our strength.The folks that we have here are the ones who know their domain really well but they also have the mindset to understand that things change. They are all attuned to change. In my field (my big data, my analytics, or my high bandwidth frequency network, or whatever it is) they themselves have the mindset of what is the latest, what is changing that they can adopt.I have never felt a need that this is my team that is doing today’s technology. They may not be aware. They may not be comfortable with tomorrow’s technology, or to have a separate team for tomorrow’s technology â€" we don’t do that because I think it has a lot of challenges (investment challenge). Investment is fine because we have a reasonable amount of money. But back to your point. Sometimes too much money can create problems as well because you do the wrong things.We have been careful to make sure we don’t use that fact that we have very strong VCs to take approaches which we think could be a cultural mistake. I think it is often a cultural mistake to have yesterday’s team and tomorrow’s team. It creates ‘us’ opposed to ‘them’ mentality. By the way, I know many big companies that have today what they call internal competition. But I am not sure that is the right thing for us to do.Martin: Rajiv, when many people talk about the cloud it sounds to me like there is one cloud, let’s take it up. But actually, there are several services, which you can plug in, but I am not aware of one kind of platform or middleware where I can really plug in. Do you see any trend that there might be coming up one or two bigger platforms? When I look at Windows for example or Microsoft in general, they have a trend to go in a cloud sphere as an operating system or platform. Do you perceive some kind of trends?Rajiv Gupta:   It’s a very good question. Your first point about the cloud that we talk of cloud as one entity, as one homogenous entity, that is not the case at all. It is very heterogeneous and growing heterogeneous by the momen t. Today we have more than 16 thousand public cloud services in our registry and are growing about a hundred per week. It is expanding. That entropy is not going to go away. It is easy to create cloud service that people do and they should and they will. So I dont think that it is going away.I think what you describe is a shift in the economy of scale. Today you see Amazon, Microsoft, Google, maybe IBM, and maybe one other, two others who have the scale today in creating that infrastructure of a service, platform as a service so that people can build their SaaS cloud services on top of that. I think there is always some sort of scale based consolidation. That is at one level.At the level above that, where people are using these platforms to create new cloud services/SaaS services â€" I don’t see that consolidating at all. Another question is, will a platform provider, lets say Microsoft, be a platform provider and be a SaaS provider with Office365? Does that give them the right to be the control point for the generic cloud? I think the answer is no. By the way, I have a lot of respect for Microsoft. Sataya is doing a fantastic job there. I think the rule of the game is that if you are a SaaS company you cannot be an honest broker between that SaaS Company and other SaaS companies. It is like almost saying, I want to be the player and the referee at the same time. I think there is going to be this need for the control point, which is going to be independent of any of the SaaS providers or the platform providers because there are many of those. So I feel pretty comfortable that this will not be assumed by any of them. If you go above that stack, I think this economy scale is going to be consolidation that already has five or six pillars in terms of infrastructure. If you go above that, you have people who can create new business logic, new SaaS â€" that, I don’t think is going to consolidate in time soon. If anything, it is going wider.ADVICE TO ENTREPRENEUR S FROM RAJIV GUPTAMartin:   You have started three companies. You have learned a lot. What types of learning can you share with other people interested in starting a company?Rajiv Gupta: Yes. I have learned a lot and I have a lot more to learn. We should talk again in a year and I can tell you what else I have learned. I think if I was to talk to an entrepreneur who is maybe starting out, no matter what age, there are a few things that I would probably advise this person. The first one that a person already knows is that the most important thing is passion as an entrepreneur. You cannot take the role of an entrepreneur, you cannot take risks, you cannot take the ups and downs because as an entrepreneur the high is a high and the low is a low. If you are doing it for any other reason than passion for what you are doing, for that product, that service that you are bringing to that industry It is also important because what happens is it is not just you. Most startups, most companies a re built with many people joining. That passion is what attracts other people. In order to attract the right type of people, a group, a team that is going to make this thing take life, that product to take life, you need to have that passion. You need to use that to get other like-minded passionate people to grow and build that. The other thing I would advise and say is the whole idea of doing it outside in, which is, don’t focus on the technology. Most technologies, as I mentioned earlier, they make a mistake as they have a new technology and they don’t know where to apply it. In my mind, the best way is to focus on: If you were to build this how would it be different? Make sure that you can articulate that carefully, the before and the after. Before and after can never be based on features. It is based on something bigger than that. Focus on that first. Focus on describing what you do in terms of its impact on people, on your users, on your consumers and customers. The other t hing I would like to say is the route to market. A lot of entrepreneurs, and I am one of them, make the mistake of saying if I build this, they will come. It will sell. How could anyone miss the wonderful thing that I am building?Martin: And this is not true?Rajiv Gupta: Maybe something of it was true. I am telling you my experience. It is challenging. You need to think through how do you know about it, how to take it to the market? Think that through because sometimes that informs what you built and how you built it as well. I go back and say passion first, the second one is focus on the ‘what’ before you are worried about ‘how’, and the third one is focus on the how, not only on how you build it but how you take the market and how people know about it. The whole route to market is really importantMartin: Rajiv, I’ll give you an extra one if you want to, about this Mahatma Gandhi thing.Rajiv Gupta: There is a quote I really like by Mahatma Gandhi. I end up giving a lot of talks. I’ve tried to find different approaches to give talks because I get bored myself. One approach I have tried is for a talk of half an hour, I had 280 slides. Essentially, it is almost like a movie. It is a slide with five or ten words and you move on. It keeps you engaged. That worked interestingly well. The other thing I try is I give my talk based on interesting quotes to me but typically from famous people. I quote Steve Jobs a lot. He made a comment back that all I want to do is leave a mark in the cosmos or something like that. The other one was do not ask customers, because by the time you build it they will ask for something else. I am paraphrasing, but it is something like that. I will give you three quotes that I like very much. One is from McLuhan, most people haven’t heard of him. He said that We don’t know who discovered water, but we know it wasn’t a fish. The interesting thing is that sometimes you are so close to something and you don’t see it because you have to be far enough to be able to observe it. I like that. The other quote that I like is from Mother Theresa; again, I am paraphrasing. Not all of us can do big things but all of us can do small things with love. As an entrepreneur, you want big things. That is the idea but it depends on how you execute it. Make sure everything you do, you do it with passion, care, and love. The Mahatma Gandhi quote that I like is: Live like you will die tomorrow but learn like you will live forever, which I think is really interesting. Live your life fully because you never know how long you will live, but take the time to learn because that learning is going to help you for how long you live. I am not saying that I apply the last one in my entrepreneurial world, in my entrepreneurial journey, but I will think about it. I will maybe find a way to apply it.Martin: Rajiv, thank you so much for sharing your knowledge. If you are currently starting up a company go for or with Mahatma Gandhi â€" learn the whole way.

The Issues With Drunk Driving - Free Essay Example

Sample details Pages: 3 Words: 777 Downloads: 3 Date added: 2019/04/04 Category Society Essay Level High school Topics: Drunk Driving Essay Did you like this example? Driving under the influence has been around for years and is increasing tremendously. Many people often think they are capable of driving even if they have had a handful of alcoholic beverages. Drunk driving brings many risks and dangers to the table that places more lives at risk other than just the drivers, this criminal offence needs to be managed before more lives are lost. The action of driving under the influence has increased and resulted in deaths of innocent people, jail time for drivers, and bad influences on teens. Drunk driving has been a serious issue for a long time and as a result the deaths related to this action have multiplied over the years. Many adults and teens openly choose to consume alcohol and operate a motor vehicle, they put many innocent lives at risk along with themselves. Recent years have been the highest rate of drunk drivers the country has ever seen. According to The National Highway Traffic Safety Administration or NHTSA, Drunk Driving crashes claim more than 10,000 lives per year. I have witnessed real life experiences where people I know get busted for driving drunk and they are not even of the legal age to drink. Don’t waste time! Our writers will create an original "The Issues With Drunk Driving" essay for you Create order Adults and teens in America are both at fault for the drunk driving incidents today, these risky choices have been affecting various people. Although, teens are becoming more comfortable with breaking laws and thinking they are invincible when it comes to drinking. This irresponsible behavior can be related to the parents and living situation of the child. In Lisa Bakewells book, Alcohol Information For Teens, she explains how a teens homelife can have an affect on their risky behavior and how it correlates to how they are treated or raised. Statistical facts show that drunk driving harms more young innocent people than any others. Tamara Thompsons book, Drunk Driving, states, There was 1,233 traffic deaths among children ages 0 to 14 years in 2016, and 17% involved an alcohol-impaired driver. Consequences are outweighing the risks of drunk driving more than people understand. The NHTSA holds record of over one million arrests for driving impaired. Many people do not understand what is really at stake for driving impaired, as if their own life is not important enough. If a person gets pulled over and blows over the legal limit of BAC, a list of consequences are automatically sent their way, including possible jail time, license suspension, and insurance rate increase. The NIH and Doctors Hingson and Winter have conducted research on the legal blood alcohol concentration levels and the effects at each stage. In 2002, 84 percent of the drivers who had been drinking and were involved in fatal crashes had BACs at or above 0.08 percent (NHTSA 2003). As a result of their research almost all states have established a BAC of 0.02 percent as the legal level of intoxication. As an effort of all law enforcement and organizations, people have come together to try and reduce the amount of drunk driving trips. Driving under the influence and DUIs are a problem in people everyday lives whether they know it or not. Various people can argue that they feel as if they are in a well enough state of mind to drive while having a .02 BAC level, and think this legal limit should be raised. Many states have debated this opposition but the law still remains unchanged. As many people say having a .02 BAC level and feeling normal may be true. This argument fails to consider the statistics. Studies show that alcohol begins to affect the reaction time and nervous systems of the brain shortly after a BAC level of .02 or higher. Driver simulation and road course studies have revealed poorer parking performance, poorer driver performance at slow speeds, and steering inaccuracy at BACs of 0.05 percent and higher (Finnigan and Hammersley 1992; Hindmarch et al. 1992; Starmer 1989). No matter how well a person may feel or what they think is normal, is not. If a person has consumed a questionable amount of alcohol they should not get behind the wheel of a car period. Now, imagine a world where the irresponsible activity of driving under the influence was absent. Police officers would have less accidents to worry about and parents could lower their stress levels knowing there child will not be involved or associated with drunk driving. Many deaths and lives could be saved and a safer environment could be established for the world. Drunk driving is something that most drivers in the world do not reconcile with, however, it surrounds everyone that is on the road. Stopping this activity would help make the roads a safer place for everyone, but until then lives will always be at risk.

How Pastoral Care Policy Has Contributed to the Management...

Table of Contents Table of Contents 1 ACKNOWLEDGEMENTS 3 DECLARATION OF ETHICS 4 Abstract 5 CHAPTER 1: BACKGROUND TO THE STUDY 6 1.0 INTRODUCTION 6 1.1Background 7 1.2 Statement of the problem 11 1.3 Purpose of the study 11 1.4 Research questions 11 1.5 Definition of key terms 12 1.6 Acronyms: 12 1.7 Significance of the study 13 1.8 Limitations 14 1.9 Delimitations 14 CHAPTER 2: LITERATURE REVIEW 15 2.0 INTRODUCTION 15 2.1 The origin of pastoral care 15 2.2 What is pastoral care? 16 2.3 Perceptions about implementation of PC in schools 17 2.3.1 International Perspectives 17 2.3.2 Different perspectives about benefits of PCP. 19 2.3. Challenges of implementing PCP 20 2.3.4 Conclusion 22 2.4 Botswana†¦show more content†¦The study restricted itself to the perspective of school managers. The study was guided by three research questions. The study adopted a qualitative methodology to answer the research questions. Simple random sampling was used to interview a sample of 30 out of the targeted 49 members of school management from the North East, South East and South Central regions of MoESD. The data were recorded, analyzed and interpreted using codes and numbers. The results of the study show that the implementation of PCP has made some significant progress in junior secondary schools. The results also show that the PCP is a welcome reform that has had a positive impact on a substantial number of aspects of school management. However, the implementation of the PCP is marred by a lot of challenges that need to be addressed. These have been found to impede the implementation of the reform. CHAPTER 1: BACKGROUND TO THE STUDY 1.0 INTRODUCTION Pastoral care is an important activity for a school culture that promotes productivity, accountability and efficiency in employees as well as accountability and commitment to learning in students. The school pastoral care policy (SPCP) is designed to inculcate the spirit of excellence in schools (Power, 1996). School pastoral care (SPC) programs and plans are key tools with which management, teachers and learners are supported to demonstrate their personal bestShow MoreRelatedTrade Unions in Malawi13087 Words   |  53 PagesThe trade union movement in Malawi dates as far back as the end of the Second World War. It has undergone a process of growth, decline and growth again over the past seven decades or so. To understand how trade unionism has developed in any country, we need to consider the political, economic and social context. In Malawi, the political context has been the most influential factor in the way trade unionism has developed. As Salamon (2000) points out, industrial relations context shapes employer-employee

Odyssey Essay Topics Reviews & Tips

Odyssey Essay Topics Reviews & Tips the Odyssey Essay Topics - Overview Furthermore, it's a lengthy epic, which a lot happening, which is excellent since it delivers an extremely wide space to allow various intriguing topics to emerge. It's possible for you to structure your topic after you've got the very first draft for it. However, we provide various examples to still the pressure of dealing with this kind of a mammoth and important bit of work. You ought to search for the high-quality essay examples on the exact topic and have a peek at their introduction so as to compare them and evaluate what sort of the beginning sounds more effective. Brainstorm your ideas you're eager to discuss in the paper and earn a list of all of the key points. This informative article will allow you to opt for the most suitable topic for your paper. To begin with, you want to outline the important points of your paper. The procedure for writing this region of the essay demands the total concentration. Best for students who must compose The Odyssey essays. Students often search for the Odyssey paper topics on the net, and there's nothing weird about it. There's a plethora of possible Odyssey essay topics. Thus, settle back and relax, you ought to be able to come up with an outstanding Odyssey essay topic after reading this. An essay on The Odyssey may be a daunting and complicated job. Writing an essay on the odyssey can become a struggle, if it's necessary to pick a topic to write about. Therefore, most men and women have a tendency to get a rough idea about what things to write in these Iliad essay questions. How Odysseus is affected by the discussions with different women in the poem is going to be a matter of conjecture within this Odyssey essay. She warns him of the Sirens and several different dangers as shown within this brief excerpt. To conclude, since this paper has shown hospitality and its importance is among the main themes in The Odyssey. Employing comparative and contrasting analysis, you can find with interesting conclusions concerning this timeless poem written by Homer. You can begin with the quick description of your favourite scene from the poem. When you feel you have researched the poem and are prepared to compose the major body, start writing the very first paragraph. Odysseus caves into the temptation of a lovely woman. She claimed that she'd pick a husband when the shroud was completed. You are able to choose the Odyssey for a fairy tale (very long and detailed) or attempt to obtain the deep meaning and learn more regarding the Ancient Greek world. Zeus also gives us another fantastic example in that very same speech. There are lots of things you're able to pick, but not everything is right for a paper. The subsequent short excerpt indicates a number of the hospitality. It is very impo rtant to understand the word before we discuss it. This example proves that sometimes hospitality can be almost too excellent. Lies You've Been Told About the Odyssey Essay Topics Make certain you understand how to cite it correctly. Today, an excellent number of them serve as political, religious, and societal leaders. In this instance, the typical custom of hospitality may be used for more manipulative purposes. Purpose The aim of this assignment is to 1. It's perhaps not just a loss of homecoming that's the matter here, but a loss of the feeling of being human. HAL also shows signals of evolution as he starts to demonstrate emotion he wasn't programmed to have. Menelaos proves that he to can be a superior host and gives Telemachos food and shelter even whenever there's a wedding happening. This proves that menelaos have to be a superior guest especially to give them shelter in a wedding. The Odyssey is regarded as one of the best literary achievements of Western civi lization. Therefore, Odysseus can many times be a fantastic leader. He is passionate about the subject of guest treatment and generosity. He also negotiates the power of disguise to advance his goals and objectives.

Comedy Essay Example For Students

Comedy Essay The true test of Comedy is that it shall awaken thoughtful laughter. Comedy has been a very popular form of entertainment in our society since hundreds of years. It lets us separate out minds form the hectic world and brings happiness to our lives. Comedy can be expressed in many different ways such as satire, slapstick, jokes, parodies, observational comedy, and sarcasm. Both Liar Liar and Blue Streak are good examples because they have a good balance of tactics the author uses to entertain his or her audience. Furthermore, comedy can be broken down in two main groups. In some types of comedic situations we laugh naturally without thinking about the situations, on the other hand, in other situations we laugh after giving some thought to what is happening. I agree with George Merediths statement regarding comedy because thoughtful laughter stays with us for a longer period of time and we can relater this type of comedy to our daily life. Slapsticks, that is to say, a type of physical comedy characterized by broad humor, and absurd situations usually violent actions became popular in the early 1900s but the The Three Stoges and Charlie Chaplain. Both Jim Carey and Martin Lawrence have also made their name in the world of comedy by performing slapsticks. This form of comedy does not result in thoughtful laughter. In fact, this is the perfect example of comedy which instinctively makes us laugh at what otherwise might make us cry. In the movie Liar Liar, Fletcher Reede brutally tortures himself in order to get excused from the courtroom. In other words, he has to beat himself up in order to make a living. Without giving any thought to what is really happening in Fletchers live we laugh. In real life, a similar situation might make us very sad for Fletcher. This form of comedy is a great entertainment but be it is very short lived and does not stay with us. This is because we can not relate slapsticks with our daily lives. In Blue Streak, when Miles Logan dresses u s as a pizza deliveryman, so he can get into the homicide floor of the NYPD building the audience experiences a form of laughter, which may be characterized as un-thoughtful. This is the result of comedy that does not trigger the audiences imagination nor does it let the audience put him or herself in the same situation as the character. At this point we are laughing at the character instead of at ourselves by looking at what the character is doing in the movie. This is also a reason why George Meredith distinguished between a good and a bad comedy by looking for thoughtful laughter. In both these comedies we encounter some great examples of true comedy. There are situations in these movies that can be incorporated with our daily lives. In Blue Streak, Miles Logan is put in a very tough situation, his life is ruined when he goes to jail but he leaves behind a precious diamond. This form of comedy is very humorous to us because we are not laughing at the actions the character makes, we are laughing at ourselves. In our minds we think about what would happen if we were put in a similar situation. This is the definition of thoughtful laughter and just as Mr. Meredith mentioned this is also the true test of comedy. This causes the audience to think and even lets the audiences imagination carry out the rest of the way. Fletcher Reede in the movie Liar Liar is having a very hard time with the handicap he has to live through. He is not able to lie for just one day, and this can damage his social life, his career, his friends and also his relationship with his wife. A good way to tell if a comedy will trigger your imagination and make you look at the situation from the characters point of view is when you are laughing while, at the same time feel a little sad for the character. This is evidence of a good comedy because the author is entertaining you; he or she is making you laugh at something that is very sad. You are feeling sad because you are looking a the situation from the characters point of view understanding the hardship a character is going through. An author of a comedy has to go by many guidelines in order to write a good comedy. Two major points that are present in a good comedy are: a comedy should trigger the audiences imagination and make the audience think about the situations the char acters of the comedy are involved in and there should also be a presence of thoughtful laughter in comedy. A good comedy stays with a person for a long time because every time I see someone lie in order to save their reputation or career I will think of Fletcher Reede in Liar Liar. .uaed361fcba7fb1204acb8e15e4d1232c , .uaed361fcba7fb1204acb8e15e4d1232c .postImageUrl , .uaed361fcba7fb1204acb8e15e4d1232c .centered-text-area { min-height: 80px; position: relative; } .uaed361fcba7fb1204acb8e15e4d1232c , .uaed361fcba7fb1204acb8e15e4d1232c:hover , .uaed361fcba7fb1204acb8e15e4d1232c:visited , .uaed361fcba7fb1204acb8e15e4d1232c:active { border:0!important; } .uaed361fcba7fb1204acb8e15e4d1232c .clearfix:after { content: ""; display: table; clear: both; } .uaed361fcba7fb1204acb8e15e4d1232c { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uaed361fcba7fb1204acb8e15e4d1232c:active , .uaed361fcba7fb1204acb8e15e4d1232c:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uaed361fcba7fb1204acb8e15e4d1232c .centered-text-area { width: 100%; position: relative ; } .uaed361fcba7fb1204acb8e15e4d1232c .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uaed361fcba7fb1204acb8e15e4d1232c .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uaed361fcba7fb1204acb8e15e4d1232c .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uaed361fcba7fb1204acb8e15e4d1232c:hover .ctaButton { background-color: #34495E!important; } .uaed361fcba7fb1204acb8e15e4d1232c .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uaed361fcba7fb1204acb8e15e4d1232c .uaed361fcba7fb1204acb8e15e4d1232c-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uaed361fcba7fb1204acb8e15e4d1232c:after { content: ""; display: block; clear: both; } READ: Reconstruction EssayBibliography:

Andrew Jacksons Impeachment essays

Andrew Jacksons Impeachment essays With the assassination of Lincoln, the presidency fell upon an old-fashioned southerner named Andrew Johnson. Although an honest and honorable man, Andrew Johnson was one of the most unfortunate Presidents. Over time there has been a controversial debate as to whether Johnson deserved to be impeached, or if it was an unconstitutional attempt by Congress to infringe upon the presidents authority. The impeachment of Andrew Johnson was politically motivated. The spirit of the Jacksonian democracy inspired Andrew Johnson. From this influence he helped found the Democratic Party in his region and became elected to the town council in 1829. After serving in his town council for two years he was elected mayor in 1831. Johnson was a strict constructionist and an advocate of states' rights who distrusted the power of government at all levels. Following his term as Mayor Johnson won elections to the Tennessee State legislature in 1835, 1839, and 1841. After serving these terms he was elected t o Congress in 1843. As a member of the US House, Johnson opposed government involvement in the nations economy through tariffs and internal improvements. "In 1852 Johnson lost his seat in the US House because of gerrymandering by the Whig- dominated state legislature." (Jackson) Following his loss he came back in 1853 to win a narrow victory for governor and served two terms. In 1857, Johnson was then elected to represent Tennessee in the US Senate. "While serving in the Senate Johnson became an advocate of the Homestead Bill, which was opposed by most Southern Democrats and their slave owning, plantation constituents." (Kennedy) This issue strained the already tense relations between Johnson and the wealthy planters in western Tennessee. Eventually the party split into regional factions. Johnson made the decision to back the Southern Democratic nominee, John Breckinridge. By this time the rupture between Johnson and most Southern Democrats was too deep to ...

A Day in Malaysia essays

A Day in Malaysia essays A Malaysian Day is not to be conceived as a day celebrated by Malaysians to symbolize any particular occasion. Indeed it should denote a typical day of any Malaysian, a microcosm of what is in the daily life a Malaysian amidst the rapid developments in the urban areas and the well-conserved rural environment. My story is spun from my experience during a five-day holiday in Malaysia. Youre going back to Malaysia, my parents announced unexpectedly, handing me air tickets, thus ending weeks of indecision as to where I was to spend my month-long winter break. I was to spend four days in Malaysia, my birth place, a place I hadnt seen in 16 years, since we moved to Birmingham. Day 1 All doubts seemed to fade however, as I stepped on board Malaysia Airlines aircraft. I was greeted warmly by the smiling kebaya-clad air stewardesses of the airline. Hours seemed to fly as the flight progressed, leaving London in the evening and arriving at dawn in Kuala Lumpur, the capital of Malaysia. I gazed out of the window, awed by the rolling acres of palm trees which sprawled over the humongous oil palm estates. We landed in the space-age designed Kuala Lumpur International Airport. After two hours of transit, I caught a connecting flight to Kuching, the capital of Sarawak, the southern state situated in Borneo. Greeted by my granddad at the airport, I was whisked away on a bumpy 3-hour drive to Sri Aman, where I boarded a boat to Lemanak. Low hanging trees formed canopies at some parts of the river, emitting an eerie green glow as we manoeuvred our way along it. I dipped my hands into the murky brown river, only to be warned by the boatman that it was infested with crocodiles. Needless to say, my hands made a hasty retreat and I spent most of my time looking at croc-like logs drifting down the river. I arrived at the Iban longhouse, the traditional wooden home which sits on stilts. I was gr...

Same sex mariage Research Paper Example | Topics and Well Written Essays - 1000 words

Same sex mariage - Research Paper Example Marriage is an essential part of the life of any person. Some of the main reasons why people marry each other include the need for financial stability, emotional understanding, the need for love, and a birth of children. Out of all these factors, emotional understanding holds the central place in maintaining a perfect marital relationship. Love and care are also the key factors that play a valuable role in creating and maintaining affectionate feelings in the minds of people. Although same sex marriages are not considered acceptable among religious and social groups in many parts of the world, this concept has found its base in many countries. For example, if we talk about the United States of America, we can say that the government believes in an individual freedom. Although the common belief is that marriage is a sacred relationship, which involves individuals from opposite genders, the concept of existence of such relationships between the members of the same genders has also star ted to influence the minds of many critics of same-sex marriages. It is due to this fact that the government of the United States has legalized same-sex marriages in many states. Some of those states include Massachusetts, Washington, New York, New Jersey, Vermont, and Connecticut (Doskow n.pag.). The courts of these states have declared that marriage is a basic human right, and gays and lesbians are also entitled to gain the benefits of this right (Cahill 4). Here, an important and recent development in this regard is that the French government has also legitimized same sex marriages a couple of days ago. â€Å"France has become the 14th country to legalise same-sex marriage† (Chrisafis 1). However, the truth is that although the government has legalized same-sex marriages, but the majority of the US population does not regard the living status of same-sex couples. They do not consider same-sex marriages good for the society. Let us now discuss some of the main issues relate d to the same-sex marriage. One of the main issues that homosexual couples usually face is criticism from the supporters of traditional family systems. The supporters of traditional family systems believe that a proper family is essential for the existence and development of a society. They believe that men are made for women and women for men, and that only the members of opposite genders can form and run a family system. They think that lesbian and gay couples deteriorate the foundations of the family system, because they can neither completely fulfill the sexual desires of each other nor they can give birth to babies, which is essential for the development of a society. They also say that same-sex marriages result in decreasing the available work force for a country because of their inability to produce children. Another issue that same sex couples face is the discouraging behavior of other members of the society. Generally, people do not encourage same sex marriages because they think that people do same-sex marriages just to fulfill their illegal sexual desires instead of making a sacred relationship. This is the reason why most of the people dislike same-sex marriages and raise a voice against them. The result is not good for same-sex couples because they cannot live freely in the society. They also undergo a hard struggle in order to find a respectable place in the society. Religious institutions also promote marriages between the members of op

Tesco in Chinese Market Essay Example | Topics and Well Written Essays - 3250 words

Tesco in Chinese Market - Essay Example Question 2: To consider the risk and additional difficulties involved when a UK based retail supermarket expands its outlet to include wider Europe and Central Asia. The aim of the question is to get suitable answers that will aid in the reduction of some particular risks. The discussion will flow in the direction by first providing evidence of research which inform regarding the implications of expanding business in the said geographies and especially expanding in foreign markets. An analysis of the possible risks and steps involved to mitigate such risks will also be mentioned. Question 1: The proceedings of the RICS foundation construction and building research conference stated the following with regards to the client and stake holder briefing during the pre design phase of construction. "Client briefing is considered to be one of the most important stages in the life of a project .. Research in the UK has identified the need for the clients and advisers to be aware of the importance of what can be commonly termed, the strategic level of decision making."(Smith 2002) The research resulted in indicating that client briefing at the strategic level had the most potential for cost savings in the project. The outcome of the briefing can be maximized positively if client advisers at the time of meeting place high priority on: 1. Understanding the project priorities and business objectives 2. Providing advice which assist clients to gain competitive advantage. 3. Being client oriented rather than focusing too much on the details of the project to the detriment of the broader issues and objectives. (Hapanova et. al 2005) The briefing at the pre design stage should no doubt be one that is wholesome and involve all the participants in an active manner. This can be achieved only if the needs and concerns of everyone are addressed. Eventually there arises a need for the development of a process that will systematically solve issues and clarify doubts raised. The process must be useful well organized and sensitive to client and stakeholder needs. Thus any briefing process designed must have the following essentials in order to improve outcomes for the client, the stake holder and the members in the design team. 1. Create various strategic options for the future direction of the organization 2. Actively involve a range and number if different types of stake holder; 3. adopt fair and rigorous means of decision making 4. To allow each participant (the client, stakeholder and the members in the design team) to contribute to the decision making process irrespective of their position and their role in the organizational hierarchy. 5. Involve external stakeholders so that they can contribute to the development of a strategic decision. 6. Provide commitment to decisions made to improve their chances of implementation. 7. be supported by senior management in the process and through the decision makin

Cloud Computing Service Level Agreement and Governance

Cloud Computing Service Level Agreement and Governance Service Level Agreement and Governance for Cloud Computing The contractual side of a service level agreement (SLA) and governance for cloud computing Ali Raslan Abstract In the world of information technology (IT), cloud computing has been the futuristic concept of modern computing for the last decade or more. Nevertheless, in the last few years this concept has become the mainstream. However, with the entire buzz and the evolutionary techniques the information technology companies developing and implementing, many overwhelming issues like interoperability, insecurity, and accessibility represents some of the most anticipated questions every decision maker has to consider before signing the contract of a Cloud Service agreement document. In addition to that, one key issue for every organization trying to make the big move to the world of cloud computing, is to provide governance for data that it no longer directly controls. During this research, I will try to illustrate and point the main ideas and practices of the contractual side of a service level agreement (SLA) and governance for cloud computing by trying to highlight a set of guidelines to help and assist organization in defining and constraining the governance plans for data they are willing to move into the cloud. Keywords: cloud computing, SLA, IT, contract, agreement, constraining. Word count: 4000 words. Introduction Cloud computing is the new era of internet evolution, where this term usually refers to everything involves delivering hosted services and data over the internet to companies, individuals and even other computing systems. The idea of cloud computing started in 1950s when large-scale mainframes made available to schools and corporations (James, 2013). Few decades later, this concept started to become more alive by adopting this concept by some of the major technological companies like Google, Amazon and Microsoft where commercial cloud computing started to take place in the market. This new technology developed through a number of phases, this includes Software as a Service (SaaS), Grid and Utility Computing (GaUC), Application Service Provision (ASP) (Arif, 2014). Nevertheless, through the development of this concept, many issues and uncertainties like security, interoperability, vendor lock-in, and compliance were arising against adopting this technology (North Bridge, 2013). These problems are familiar even with the traditional Information Technology Outsourcing (ITO), and these issues usually treated at the agreement level between the service provider and the customer. Cloud Computing Definitions The National Institute Of Standards And Technology NIST Definition of Cloud Computing â€Å"Cloud computing is a model for enabling ubiquitous, convenient, on-demand network access to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction. This cloud model is composed of five essential characteristics, three service models, and four deployment models.† (Peter Mell, 2011). Moreover, in his book The Big Switch: Rewiring the World from Edison to Google by Nicholas Carr, hundred years from now, the modern era of power grid has begun when corporations started to join the power grid leaving behind the traditional power generator systems every company used to have in order to satisfy the company’s need for electricity. This big transformation at that time is very similar to today’s switching from traditiona l computing and data handling to the cloud. Where with all the unusual concepts and worries about the security, actual data place and the stability of the services provided, companies will soon realize the emerging markets and services Cloud Computing can offer. The main motivation behind Cloud computing mostly represented by the benefits this technology can offer for its clients. Where features like ‘Service on Demand’, usually with a ‘pay as you go’ billing system and factors like the highly abstracted and shared resources, the instantaneous provisioning and scalability makes cloud computing the next power grid transformation. Risks and Issues On the other hand, despite all the mentioned benefits and features cloud computing can offer, it has been realized that there are limits to the acceptance of cloud computing among enterprise companies, because of the level of complexity and dependability these service might become. Moreover, the data governance issues related to this technology represents some of the main difficulties the cloud computing market is facing right now. The European Network and Information Security Agency (ENISA) defines that the client responsibility of data governance is similar to the service provider responsibility in case of any data lose or corruption (Catteddu, 2009). Thus because customer should be aware of the risks that might imply by using this technology, and to encourage these companies to investigate farther in finding a more reliable providers. In addition to that, farther risks might imply to any cloud computing environment, such as hacking attacks or unauthorized access to the actual phys ical data locations. The Journal of Information Technology Management categorized this type of attacks in three main categories: Attacks targets hosted application under a SaaS environment. Attacks through the trusted network connection. This can be done from the customer side to the provider or from the provider side to the customer environment. Attacks targets hosted server under a PaaS or IaaS environment. (Cochran Witman, 2011) Cloud Computing Governance Components In the Information Technology Outsourcing, describing the product or the service specifications to be delivered are usually drafted via a contract is in the form of Service Level Agreement (SLA), this agreement defines the all the important and legal parts of the service between the service provider and the service recipients. The same concept can be implemented with the cloud computing, since most of the main agreement parts involves providing an information technology service. However, cloud computing includes many different ideas and concepts, where in cloud computing agreement the service have to treat different concepts and behaviors like unknown data physical location, rapid scaling, lower IT upfront, and even different way of paying for the service such as monthly or annual subscriptions. In addition to that, in a cloud environment, usually the services are hosted and owned by a separate party. Where in most cases the owner of the application can be different from the owner of the server (Cochran Witman, 2011). Nondisclosure and Confidentiality Agreements These two terms are used in many other areas and through all types in contracts, agreements and forms, but the basic understanding of those two terms refers to the confidentiality of the agreement in general. Therefore, at the level of a service level agreement, a nondisclosure agreement usually means a confidential agreement. Margaret Rouse in her article about Nondisclosure Agreements she defines NDA as â€Å"A non-disclosure agreement (NDA) is a signed formal agreement in which one party agrees to give a second party confidential information about its business or products and the second party agrees not to share this information with anyone else for a specified period of time.† (Margaret, 2005). Similarly, David V. Radack in his article Understanding Confidentiality Agreements, he defines confidential agreement as â€Å"Confidentiality agreements, are contracts entered into by two or more parties in which some or all of the parties agree that certain types of information t hat pass from one party to the other or that are created by one of the parties will remain confidential.† (David, 2014). From the two provided definitions, we can see that a confidential or nondisclosure agreement force all participated parties to protect and never disclose any of the information passed between the parties while building the service. Legal location In general, the actual physical location of the server or the data in a Cloud Computing environment is not important from the technical point of view. However, from a legal point of view a Service Level Agreement requires clearly identifying the actual location of the servers handling the data and services. Thus in case of a security breach from the provider side, punishments or penalties could be issued through the provider’s local authority. For that reason, if the breach resulted the data to be moved into an offshores location, the local government regulations might have no effects towards that (Steele 2010). On the other hand, a civil case could be issued in the right of the vendor or attacker in case of such risks. For that reason, defining the legal location is very important in a service level agreement because it represents a legal cover to the actual data that might get stolen or destroyed. The Restrictions of a Software License Software License Restrictions is a very imperative factor in any Software License Agreement because it might affect the main tasks of the whole system in case of storing on an unknown devices or servers. This might occurs because sometimes software license might get violated when stored or hosted via remote hardware infrastructure. This issue might results a side effects like not being able to run the system as a whole or a part because software licenses might have a security features at the level of linking the software to a special machine MAC address or a processor serial number. User based exposures User based exposures might occurs when an end user posts some data in a secure interface or website in the system, after submitting the data to the main data server, the data might get through a third party communication systems or servers. During this stage, a security breach might occurs were data can be lost, stolen or disclosed. At this level, the Service Level Agreement investigates what administrators at this level have access to during the transmission stage. This point might cover different types and techniques for encrypting the data, or include the third party providers in the agreement to insure the security and safety of the data. Communicating With Remote Networks and Services. The system’s integration and incorporation with the cloud software as a service is one the most important factors any cloud based services have to offer for any system. However, integrating these services with the organization’s internal system sometimes means giving these services the possibility to become a part of the internal system. This can be an issue concerning the security the internal system. Mathias Thurman in his article Tightening Up SaaS Security, discusses how these concerns increase when the security of the SaaS is unidentified or unknown. Basically because when integrating the internal system with the SaaS, the SaaS network becomes a part of the internal system, and when reaching this level of integration, any attacks of security failures from the side of the SaaS provider well results the local network to be at risk too (Mathias, 2010). Cloud Service Level Agreement Components Service Level Agreement Template To illustrate the main parts and layout of a Service Level Agreement in a cloud-computing environment, in the following template we can see the main parts, layout, and definitions of the Service Level Agreement content, made by SLATemplate.com. Certainly, a Service Level Agreement can includes hundreds of pages describing every single specification. However, for the sake of illustrating the sample main part of the agreement we have the following template represents the most important parts of an SLA for a Cloud Computing system. Service Level Agreement (SLA) for Customer by Company name Effective Date: 10-08-2010 Version Approval (By signing below, all Approvers agree to all terms and conditions outlined in this Agreement.) Table of Contents 1. Agreement Overview 2. Goals Objectives 3. Stakeholders 4. Periodic Review 5. Service Agreement 1. Agreement Overview This Agreement represents a Service Level Agreement (â€Å"SLA† or â€Å"Agreement†) between Company name. and Customer for the provisioning of IT services required to support and sustain the Product or service. This Agreement remains valid until superseded by a revised agreement mutually endorsed by the stakeholders. This Agreement outlines the parameters of all IT services covered as they are mutually understood by the primary stakeholders. This Agreement does not supersede current processes and procedures unless explicitly stated herein. 2. Goals Objectives The purpose of this Agreement is to ensure that the proper elements and commitments are in place to provide consistent IT service support and delivery to the Customer(s) by the Service Provider(s). The goal of this Agreement is to obtain mutual agreement for IT service provision between the Service Provider(s) and Customer(s). The objectives of this Agreement are to: Provide clear reference to service ownership, accountability, roles and/or responsibilities. Present a clear, concise and measurable description of service provision to the customer. Match perceptions of expected service provision with actual service support delivery. 3. Stakeholders The following Service Provider(s) and Customer(s) will be used as the basis of the Agreement and represent the primary stakeholders associated with this SLA: IT Service Provider(s): Company name. (â€Å"Provider†) IT Customer(s): Customer (â€Å"Customer†) 4. Periodic Review This Agreement is valid from the Effective Date outlined herein and is valid until further notice. This Agreement should be reviewed at a minimum once per fiscal year; however, in lieu of a review during any period specified, the current Agreement will remain in effect. The Business Relationship Manager (â€Å"Document Owner†) is responsible for facilitating regular reviews of this document. Contents of this document may be amended as required, provided mutual agreement is obtained from the primary stakeholders and communicated to all affected parties. The Document Owner will incorporate all subsequent revisions and obtain mutual agreements / approvals as required. Business Relationship Manager: Company name Review Period: Bi-Yearly (6 months) Previous Review Date: 01-08-2010 Next Review Date: 01-12-2011 5. Service Agreement The following detailed service parameters are the responsibility of the Service Provider in the ongoing support of this Agreement. 5.1. Service Scope The following Services are covered by this Agreement; o Manned telephone support o Monitored email support o Remote assistance using Remote Desktop and a Virtual Private Network where available Planned or Emergency Onsite assistance (extra costs apply) Monthly system health check 5.2. Customer Requirements Customer responsibilities and/or requirements in support of this Agreement include: Payment for all support costs at the agreed interval. Reasonable availability of customer representative(s) when resolving a service related incident or request. 5.3. Service Provider Requirements Service Provider responsibilities and/or requirements in support of this Agreement include: Meeting response times associated with service related incidents. Appropriate notification to Customer for all scheduled maintenance. 5.4. Service Assumptions Assumptions related to in-scope services and/or components include: Changes to services will be communicated and documented to all stakeholders. 6. Service Management Effective support of in-scope services is a result of maintaining consistent service levels. The following sections provide relevant details on service availability, monitoring of in-scope services and related components. 6.1. Service Availability Coverage parameters specific to the service(s) covered in this Agreement are as follows: Telephone support : 9:00 A.M. to 5:00 P.M. Monday – Friday Calls received out of office hours will be forwarded to a mobile phone and best efforts will be made to answer / action the call, however there will be a backup answer phone service Email support: Monitored 9:00 A.M. to 5:00 P.M. Monday – Friday Emails received outside of office hours will be collected, however no action can be guaranteed until the next working day Onsite assistance guaranteed within 72 hours during the business week 6.2. Service Requests In support of services outlined in this Agreement, the Service Provider will respond to service related incidents and/or requests submitted by the Customer within the following time frames: 0-8 hours (during business hours) for issues classified as High priority. Within 48 hours for issues classified as Medium priority. Within 5 working days for issues classified as Low priority. Remote assistance will be provided in-line with the above timescales dependent on the priority of the support request. â€Å"(SLA template, 2010) References Carr, N. G., January 2008. The Big Switch: Rewiring the World, from Edison to Google. s.l.:s.n. COCHRAN, M. WITMAN, P. D., 2011. GOVERNANCE AND SERVICE LEVEL AGREEMENT ISSUES IN A CLOUD COMPUTING ENVIRONMENT. Journal of Information Technology Management Volume XXII, Number 2, pp. 41-55. Peter Mell, T. G., 2011. The NIST Definition of Cloud Computing. [Online] Available at: http://csrc.nist.gov/publications/nistpubs/800-145/SP800-145.pdf Arif Mohamed, A history of cloud computing. 2014. [ONLINE] Available at: http://www.computerweekly.com/feature/A-history-of-cloud-computing. [Accessed 5 March 2014]. James, A Brief History of Cloud Computing | SoftLayer Blog. 2013. [ONLINE] Available at: http://blog.softlayer.com/2013/virtual-magic-the-cloud. [Accessed 10 March 2014]. North Bridge, 2013 Cloud Computing Survey | North Bridge. 2014. [ONLINE] Available at: http://www.northbridge.com/2013-cloud-computing-survey. [Accessed 11 May 2014]. Peter Mell. The NIST Definition of Cloud Computing 2011. [ONLINE] Available at: http://csrc.nist.gov/publications/nistpubs/800-145/SP800-145.pdf. [Accessed 11 May 2014]. Catteddu, D. and G. Hogben, Cloud Computing Benefits, risks and recommendations for information security 2009, European Network and Information Security Agency: Heraklion, Crete, Greece. 125 pp. Margaret Rouse, What is non-disclosure agreement (NDA)? Definition from WhatIs.com. [ONLINE] Available at: http://searchsecurity.techtarget.com/definition/non-disclosure-agreement. [Accessed 11 May 2014]. David V. Radack, Understanding Confidentiality Agreements. 2014. [ONLINE] Available at: http://www.tms.org/pubs/journals/jom/matters/matters-9405.html. [Accessed 11 May 2014]. Steele, C., City of Monrovia, California, personal communication, 2010. Mathias Thurman, Tightening Up SaaS Security Computerworld. 2010. [ONLINE] Available at: http://www.computerworld.com/s/article/352873/Tightening_Up_SaaS_Security. [Accessed 11 May 2014]. SLATeamplate.com, Service Level Agreement Template (SLA). 2010. [ONLINE] Available at: http://www.slatemplate.com/. [Accessed 11 May 2014].