QUESTION 1. The objective of this assignment is to challenge you to effectively communicate the state of scholarly literature and research for a specific cybersecurity topic orally and in writing.

The topic in question is:

Blockchain technology in the context of information security

a. Write a summary (between 1,500-2,500 words that describes the technology and how it can be used, its implications, and issues related to either information security.

Students will conduct a comparative analysis of at least five songs by any BLACK artists of any genre (it can be the same or multiple artists). The comparative analysis of the songs must address any aspect of Black life in the U.S. Specific areas must relate to social progress, social inequality, social problems and/or social change that you have also identified in class readings. Students should (1) select artists & state at least five songs (post as lyrics or a live link to the music video); (2) site the lyrics; (3) provide a brief description of the song and year published: and (4) state an analysis of the songs based on the above criteria and utilizing the weekly course material to contextualize the analysis within current societal conditions – leadership, emploment, policies, movements, etc.that connect to the lyrics of the song.

This assignment can be submitted in the form of a chart or powerpoint-type presentation

It is designed for you to demonstrate your understanding and be able to apply basic capital budgeting

concepts, working capital management, dividend policy, and international financial

management.

Part 1: Capital Budgeting Analysis

Adams, Incorporated would like to add a new line of business to its existing retail

business. The new line of business will be the manufacturing and distribution of animal

feeds. This is a major capital project. Adams, Incorporated is aware you an in an MBA

program and would like you to help analysis the viability of this major business venture

based on the following information:

• The production line would be set up in an empty lot the company owns.
• The machinery’s invoice price would be approximately $200,000, another

$10,000 in shipping charges would be required, and it would cost an additional

$30,000 to install the equipment.

• The machinery has useful life of 4 years, and it is a MACRS 3-year asset.
• The machinery is expected to have a salvage value of $25,000 after 4 years of

use.

• This new line of business will generate incremental sales of 1,250 units per year

for 4 years at an incremental cost of $100 per unit in the first year, excluding

depreciation. Each unit can be sold for $200 in the first year. The sales price

and cost are expected to increase by 3% per year due to inflation.

• Net working capital would have to increase by an amount equal to 12% of sales

revenues. The firm’s tax rate is 40%, and its overall weighted average cost of

capital is 10%.

Required:

1. If the company spent $40,000 last year in the upkeep of the empty lot, should this

cost be included in the analysis? Why or why not?

2. Disregard the assumptions in part 1 above. What is the machinery’s depreciable

basis? What are the annual depreciation expenses?

3. Calculate the annual sales revenues and costs (other than depreciation).

4. Construct annual incremental operating cash flow statements.

5. Estimate the required net working capital for each year based on sales for the

following year. Working capital will be recovered at the end of year 4.

6. Calculate the after-tax salvage cash flow.

7. Calculate the net cash flows for each year. Based on these cash flows, what are

the project’s NPV, IRR, Profitability Index (PI), and payback?

8. Can you use the Payback method to decide whether this is a good project or

not? Why or why not?

9. Interpret what NPV, IRR, and Profitability Index (PI) mean. Based on your

interpretation, do these indicators suggest the new business line should be

undertaken?

Part 2: Working Capital Management

1. Adams Stores, Inc. is trying to determine the effect of its inventory turnover ratio and days

sales outstanding (DSO) on its cash flow cycle. Adams’ sales last year (all on credit) were

$150,000, and it earned a net profit of 6%. It turned over inventory 7.5 times, during the year

and its DSO was 36.5 days. Its annual cost of goods sold was $121,667. The company had

fixed assets totally $35,000. Adams’ payable deferral period is 40 days.

A. Calculate Adams’ cash conversion cycle

B. Calculate assets turnover and return on assets (ROA)

C. As one of the managers at Adams Stores, Inc, you believe the annual inventory turnover

can be raised to 9 times without affecting sales. What would Adams’ cash conversion

cycle, total assets turnover, and ROA have been if the inventory turnover had been 9 for

the year?

2. Assume the company work for reported sales of $10 million and an inventory turnover of 2.

The company is now adopting a new inventory system as part of its working capital

management. If the new system is able to reduce the company’s inventory level and increase

inventory turnover ratio to 5 while maintaining the same level sales, how much cash will be

freed up as a result of the new inventory system.

Part 3: Dividend Policy:

Assume that you were recently hired by a national consulting firm, which has been asked to

help Adams, Stores, Inc. prepare for its public offering. Prepare a presentation in which you

review the theory of dividend policy and discuss the following:

A. The terms “irrelevance,” “bird-in-the-hand,” and “tax preference” have been used to

describe three major theories regarding the way dividend payouts affect a firm’s value.

Explain what these terms mean, and briefly describe each theory.

B. What do the three theories indicate regarding the actions management should take with

respect to dividend payout?

C. What are stock repurchases? Discuss the advantages and disadvantages of a firm’s

repurchasing its own shares.

D. What are stock dividends and stock splits? What are the advantages and disadvantages

of stock dividends and stock splits?

Part 4: International Financial Management

Citrus, Inc. is a medium-sized producer of citrus juice drinks in Florida. Until now, the company

has confined its operations and sales to the United States, but its CEO, Heidi Sims, wants to

expand into Europe. The first step would be to set up sales subsidiaries in Spain and Sweden,

then to set up a production plant in Spain, and, finally, to distribute the product throughout the

European Union. The firm’s financial manager, George Benson, is enthusiastic about the plan,

but he is worried about the implications of the foreign expansion on the firm’s financial

management process. He has asked you, the firm’s most recently hired financial analyst, to

develop a 1-hour tutorial package that explains the basics of multinational financial

management. The tutorial will be presented at the next board of director’s meeting. To get you

started, Benson has supplied you with the following list of questions.

A. What is a multinational corporation? Why do firms expand into other countries?

B. Discuss at least six major factors which distinguish multinational financial management

from financial management as practiced by a purely domestic firm. (Please consider

doing additional research on this question and document your findings).

C. Discuss exchange rate risk as they relate to multinational corporations.

D. Describe the current International Monetary System. How does the current system differ

from the system that was in place prior to August 1971? (Please consider doing

additional research on this question and document your findings).

E. What is the difference between spot rates and forward rates? When is the forward rate

at a premium to the spot rate? At a discount? (Please consider doing additional

research on this question and document your findings).

F. From a managerial point of view, discuss how your responses above will help Citrus, Inc.

as they plan to expand overseas.

Rapid changes in the workplace have necessitated the development of several working solutions. One vital solution in recent years is agile working alongside other flexible working methods. Companies in the new world face new opportunities and problems due to the precarious state of the global markets and various industries, thus, necessitating rapid adjustment policies for new working methods. In a world where technological solutions have become necessary, companies in the software development space may also be roped into the search for effective workplace strategies to optimize their core competencies and retain market dominance. This research paper reviews agile workplace strategies in the context of Spotify, an audio streaming service company, and presents compelling recommendations for further implementations of agile workplace strategies.

Background

            Spotify has grown into one of the ubiquitous applications in the modern world. Founded by Daniel Ek and Martin Lorentzon in 2006, a proprietary Swedish company has grown to become one of the most extensive music streaming, audio, and media services providers (“About Spotify,” n.d). The company’s headquarters are in Stockholm, Sweden (“About Spotify,” n.d). As of December 2020, Spotify had 271 million active users, including 124 million paying subscribers (Zhang et al., 2013). Spotify offers two tiers of service: a free, ad-supported tier and a paid subscription tier. The free tier allows users to listen to music on demand, but with ads between tracks (“About Spotify” n.d). The paid subscription tier removes ads, allows users to download music for offline listening, and gives access to exclusive content and features (“About Spotify,” n.d). Spotify has been a public company since 2018 and is traded on the New York Stock Exchange (“About Spotify,” n.d). The company has been profitable since 2017 but has faced criticism for its slow growth from some financial insiders (“About Spotify,” n.d). Nonetheless, the company provides a practical foundation to understand the potential of using an agile workplace strategy within a large institution.

Spotify has a broad set of external stakeholders, mostly comprised of listeners (consumers) globally. The firm’s digital music service provides access to millions of songs, is available in more than 60 countries, and has more than 200 million active users (“About Spotify,” n.d). The company is organized into three main divisions: Spotify Technology, Spotify Global, and Spotify Labs, with each division serving unique roles (Zhang et al., 2013). For instance, Spotify Technology is responsible for developing and maintaining the Spotify platform, whereas Spotify Global is responsible for marketing, sales, and business development (“About Spotify,” n.d). On the other hand, Spotify Labs focuses on research and development (“About Spotify,” n.d). Based on the company’s past, it is evident that Spotify’s core competencies include its user-friendly interface, robust brand positioning, vast music library, and ability to stream music without requiring a download (Skog et al., 2021). In addition, the subscription numbers indicate a critical element of the company’s competitive advantage by showing how the firm has a loyal user base (Skog et al., 2021). Therefore, the firm will likely continue recording significant positive results in the future.

Industry Needs

            Digital music services such as Spotify require a high-speed Internet connection to stream music without interruption (Kniberg & Ivarsson, 2012). For several reasons, a high-speed internet connection is essential for digital music services companies (Kniberg & Ivarsson, 2012). Firstly, it allows for near-instantaneous music streaming, essential for a good user experience, by minimizing buffering and other problems that can occur when streaming music (Kniberg & Ivarsson, 2012). Additionally, a high-speed internet connection reduces the amount of data that needs to be downloaded, which can save on bandwidth costs (Kniberg & Ivarsson, 2012). Finally, it can allow for higher-quality music streams, improving the listening experience.

Digital music services also require ample storage space to keep a library of songs and albums. The importance of ample storage space for digital music services cannot be overstated. With the ever-growing popularity of streaming music, it is more important than ever for music services to have ample storage space (Kniberg & Ivarsson, 2012). This assertion is because an ample storage space allows music services to keep many songs and albums on their servers, allowing them to offer their users a wider variety of music. Furthermore, a large storage space also allows music services to keep many songs and albums in high-quality audio formats, which is essential for users who care about audio quality.

There is also a need for digital music services to be compatible with a variety of devices, including smartphones, tablets, and computers. Digital music services need to be compatible with a variety of devices in order to be accessible to as many people as possible. Smartphones, tablets, and computers are all common ways people listen to music, so digital music services must work well on all of these devices. If a digital music service is not compatible with a particular device, it may be difficult or impossible for people to use it, limiting its popularity.

Content Analysis

The following section presents theories and concepts related to the effective development of an agile workplace strategy. The section will provide a foundation to understand agile workplace strategy as applied by Spotify and present potential recommendations for improvement.

            Agile workplace strategy presents a sensitive relationship between personal interests and firm welfare. Sometimes referred to as Activity-based working (ABW), agile workplace strategies ensure that employees can work flexibly using agile methods by selecting and hopping between various unassigned workstations with differing levels of privacy (Kavantera et al., 2020). Organizational imperatives and personal preferences are not conflicting issues. However, they must work in tandem and intersect to provide optimal preferences, as elucidated by the models operated in specific countries like the Netherlands (Kavantera et al., 2020). Therefore, Kavantera et al. (2020) infer deliberate and conscious measures to ensure that agile organizations have lucid objectives that combine personal and firm objectives for the best possible outcomes.

According to Owusu (1999), agile workplace strategies require employee involvement. Owusu (1999) focuses on human resources development, arguing that employee involvement is a vital component of a world-class agile management system. Therefore, according to Owusu (1999), improving management systems in an agile setting necessitates a sufficient employee-centric framework to achieve the core aims and objectives. Some reflective attributes of an agile working space that values employee involvement are that employees are proactive and forward-thinking and value open communication with healthy interpersonal feedback channels (Owusu, 1999). Additionally, Owusu (1999) posits the strategic value of employee involvement and communication for agile world-class management systems accentuating the value of effective communication and the positive impacts of employee involvement in agile management techniques.

Even though agile workplace strategies offer significant benefits, there are several innate shortcomings that firms must consider to ensure they accentuate potential outcomes. One critical challenge of agile workplace strategies is the load on collaboration projects (Lal, 2018). According to Lal (2018), combining different workplace strategies in the same setting, for example, combining waterfall precepts with agile strategic aspects, can trivialize the inherent challenges one strategy presents and accentuate the aggregate benefits of both elements. Therefore, Lal (2018) asserts the need for an agile workplace strategy to reflect precepts of other strategies in tactful congruence to present optimal outcomes.

Julian et al. (2019) present a novel theory of agile process evolution, which includes theoretical and practical precepts of execution surrounding aspects of agile workplace strategies. The first stage in the agile process evolution is the “big bang” process, where people in the higher ranks in an organizational structure offer a broad set of principles that the team follows in the initial stages (Julian et al., 2019). Through individual and collectivist aspects, the teams accumulate experience with the principles and offer their inputs about practices that could be improved or replaced (Julian et al., 2019).On the other hand, a divergent theoretical perspective that can infer critical information related to adopting an agile methodology is the gradual adoption process (Julian et al., 2019). In this process, the teams are presented with an initial choice of the various practices that suit them in a workplace setting (Julian et al., 2019). Therefore, according to Julian et al., 2019 understanding the agile process evolution is necessary because it can infer critical directions on the potential outcomes of the workplace objectives

Spotify Employee Retention and Recruitment

Spotify values employee retention and recruitment congruent with the precepts of agile workplace strategies. According to Issa et al. (2019), agile workplace strategies prioritize employee retention to ensure that the organization can benefit from workers’ abilities. Spotify is cognizant of employee retention and recruitment elements associated with agile workplace strategies. Additionally, Spotify accentuates employee retention because of the need to maintain a strong company culture (Tingvall, 2022). Furthermore, employee retention fosters a sense of belonging, optimism about the future, and engagement among remote workers (Tingvall, 2022). Therefore, Spotify is conscious of the aspects of employee retention associated with the agile workplace strategy.

An additional aspect of Spotify’s agile workplace strategy is effective employee recruitment. According to an interview with Daniel Ek, the company head, the firm is conscious of specific aspects of the working environment, arguing that the firm must expunge static jobs (Cain, n.d). According to the firm’s head, the agile workplace strategy encompasses efforts to include employees in decision-making frameworks, where the firm seeks information on redundant jobs and positions requiring new talent (Cain, n.d). These abovementioned efforts are critical in ensuring conformity with the broader agile workplace strategy.

Cost Control Measures

Cost control measures entail strategies for determining the actual expenses of an organization against budgeted or estimated expenses to address variances (Salameh & Bass, 2020) proactively. The measures include directly addressing the company’s budget variances to initiating corrective actions that reduce unexpected costs. Various cost control measures can be taken in order to keep costs down. One measure is to keep track of all expenditures and set a budget. Another measure is to make use of cost-effective methods and materials. Spotify carries out regular maintenance checks to ensure that all equipment and resources are in working order and only uses necessary equipment and resources to control costs (Salameh & Bass, 2020). This process includes checking all electrical and mechanical systems, as well as any software systems. Spotify also regularly checks the premises and grounds to ensure that everything is in good condition and that there are no health and safety hazards (Salameh & Bass, 2020). Therefore, the firm has a practical framework to keep its costs within control.

Spotify keeps track of all expenditures to set a budget and control costs. This process includes monitoring employee spending, vendor contracts, and product costs. Spotify does so a software called “Finance.” This software allows Spotify to see how much money is being spent on what and where they can cut back if need be (Vonderau, 2019). For example, if Spotify sees that they are spending a lot of money on marketing, it may decide to cut back on that area to save money. The organization further uses such information to make informed decisions about where to allocate its resources and how to best control its costs. These measures help Spotify keep its overhead low and maintain a profit margin.

Spotify uses cost-effective methods to keep its costs down. One way they do this is by using lower-quality materials. For example, the company uses lower-quality audio files, which take up less space on their servers (“About Spotify,” n.d). This strategy saves them money on storage costs. Additionally, Spotify uses cheaper marketing methods, such as online advertising, allowing them to reach a larger audience without spending as much on marketing campaigns (“About Spotify,” n.d). Lastly, Skog et al. (2021) posit that Spotify is a prolific user of the freemium marketing strategy where the firm offers a free version of its digital music services without specific services, allowing it to attract more users and gain more subscriptions.

The organization has well-defined communication channels that help control costs by preventing unnecessary wastage of time and resources. In order to establish good communication channels between all team members, Spotify relies on several tools and processes (Smite et al., 2019). First, the company uses a tool called “Slack,” a messaging platform that allows for real-time communication between team members(Smite et al., 2019). This strategy is crucial for Spotify because it allows for quick back-and-forth between team members to resolve problems or discuss new ideas (Smite et al., 2019). Secondly, Spotify holds regular team meetings to ensure everyone is on the same page and knows what needs to be done (Smite et al., 2019). Lastly, the company has a process for handling conflict resolution, which helps keep communication channels open and prevent problems from festering (Smite et al., 2019). Therefore, current applications of agile workplace strategy have assisted the firm in having a credible hold on communication, reflected in optimal outcomes.

Remote Workplace Issues and Challenges

The Covid-19 pandemic has necessitated a change in tactics by most firms adjusting to the new norm. Most firms had to incorporate changes in strategies when encompassing the myriad of variables in the remote working environment. According to Marek et al. (2021), agile software development teams (ASDT) were not materially affected during the pandemic because of the innate benefits of an agile workplace strategy. Most ASDTs had prior experience working remotely or in distributed teams (Marek et al., 2021). As a result, most ASDTs could make the switch to complete remote work (Marek et al., 2021). Therefore, switching to remote work during the pandemic significantly reduced expected workplace issues and challenges.

In addition, various challenges associated with the pandemic’s effect on the workplace were aggravated by considering ongoing projects. Because of the transient nature of software development and the significant reliance that Spotify company has formed on its online platform, the pandemic increased anxiety about the potential of handling product backlog and vision. Even though the company has not released an official report on the state of affairs, Marek et al. (2021) assert that the pandemic had no substantial effect on the product backlog and vision for firms adopting an agile workplace strategy. Additionally, most ASDTs did not alter their Definition of Done (DoD) or release frequency, elucidating the minimal effect of the pandemic on the caliber of work (Marek et al., 2021). Therefore, an agile workplace strategy allowed most firms to reconcile some innate challenges associated with remote workplace experiences and the projected effects on the core competencies and the general outcomes.

Recommendations

Implementations of further developments of agile workplace strategies at Spotify require several considerations, including

• Evaluation of the remote working capacities
• Current product backlogs
• The vision of potential future development
• Competition from other firms and the potential for change

Therefore, Spotify should have compelling directions on the future trajectory of their workplace strategies

Conclusion

In conclusion, Spotify’s agile workplace strategy has been implemented to fruition. The inherent pillars are critical to understanding the strategy’s resilience during the Covid-19 pandemic. The future of Spotify’s agile workplace strategy is associated with the firm’s vision, the current backlogs, and the potential trajectories of the industry to reflect potential competition.

The lipid panel of a blood test measures the total cholesterol in blood. This consists of the four types of lipids in blood, which include those considered as “good” and “bad” cholesterol. Besides, the body stores excess calories by creating triacylglycerols, which are stored in fat cells. The amounts of lipids in the human body are very important since researchers suggest that saturated fats and cholesterol are associated with diseases.Write a research paper of 2-3 pages of discussion in APA format on the topic below. Be sure to use at least two reliable sources to document the information provided, including the textbook and a source from LIRN (see rubric on Blackboard for more details).“Types of lipids, their structures, functions in the body, and health effects

Begin the virtual lab on using Microsoft Access. The deliverable will be an Access database file.

Also submit any supporting documents such as Excel spreadsheets.

1. When deciding whether how to acquire an IT technology, it is useful to look at the total cost of ownership. a. Research the topic of total cost of ownership with respect to acquiring IT for a corporation: a software application that will require supporting hardware. Be sure to include citations to the sources that you use in your answer.

Consider three alternatives:

i. the local build option, buying hardware and custom development of the necessary software (either in-house or contract); ii. commercial-off-the-shelf solution, buying hardware and a commercial application; or

iii. subscribing to a Cloud service. Identify the factors in each scenario that must be considered as part of the total cost of ownership, both initial and on-going costs, and direct and indirect costs.

b. Other than total cost of ownership, what other factors do you think must be considered when deciding between the three options above?

2. Take the set of use cases you developed in the Module 2 virtual lab on UML use case and activity diagrams. From these use case, develop a list of system functional requirements like that for the library in the sequence of videos in Georgia Tech: Software Development Process. Add nonfunctional requirements to your list. From your requirements, following the analysis in Georgia Tech: Software Development Process, develop a high-level class diagram. You can use Visual Paradigm to draw the class diagrams.

3. One software development metric is lines of code (LOC) or source lines of code (SLOC). Research this topic and answer the questions below. Be sure to include citations of the sources that you use in your answer. a. How is the LOC or SLOC metric used in the software development process? That is, what does SLOC tell you about software that is being developed? b. How “accurate” is the LOC or SLOC metric? What factors affect the metric? c. Find estimates for LOC for some popular applications

Part 1
Goal: Design packet based networking solutions for a video streaming application.
A user in Tokyo wants to stream a live video over 100 minutes from a server in London.The
communication happens with a fiber optic cable through a public ISP. Assume the Seven
Layer Open Systems Interconnection (OSI) model is used in communication between the
two devices.
Consider the following specifications:
Channel bandwidth : 120 Msymbols/s
RGB 16K video signal spatial resolution : 15,360 x 8,640
Frame rate : 150 fps
Bits/pixel : 12
Video compression rate : 300
Modulator : 1,024 QAM
Interleaver : 150×300 block interleaver
Convolutional encoder : Rate 4/5 encoder
Header/Tail Lengths
• Application Layer : 5 bytes
• Presentation Layer : 7 bytes
• Session Layer : 10 bytes
• Transport Layer : 20 bytes
• Network Layer : 19 bytes
• Data Link Layer : 15 bytes (Header), 10 byes (Tail)
Data packet size : 10,000 bits
The cable length between London and Tokyo : 13,000km
Speed of the light : 3 x108 m/s
Refractive index in the fiber optic cable : 1.5
2
Calculate the followings:
1. The data rate at the physical layer after the channel coding.
2. Calculate the QAM symbol rate required.
[5%]
[5%]
3. Assuming the UDP is used in streaming the video, can the user stream the
video in real-time? Support your answer with calculations.
[5%]
4. How long it will take the user to download it?
[5%]
5. If the streaming switched to TCP and packets are dropped at a rate of 5%,
calculate the maximum TCP throughput.
[5%]
6. Comment on the packet size in streaming the above video in an error-prone
environment like in a mobile application?
[5%]
7. Comment on the channel coding, QAM and video compression rate used in this
scenario. How do you adjust them to obtain real-time performance in the proposed
network communications? What modifications you need to do when the
communication channel is switched to a wireless channel such as a satellitechannel?
[5%]
8. Now assume that the frame rate has been increased to 300 frames per second and
all other specifications are remained same, calculate the optimum packet size which
will allow the user to stream the content in real time. Comment on the observations.
Show your calculations clearly.
[5%]
9. Instead of channel coding, it was proposed to investigate the suitability of CRC and
checksum as a mechanism to handle the channel errors. If the following
specifications are provided, calculate the new required channel symbol rates when
CRC and Checksum are used for real-time streaming. Comment on the results.
■ Consider the CRC generator is x7 + x6 + x4 + x3 + x + 1.
■ CRC block size : 16 bits
■ Checksum block size : 16 bits
■ Checksum length : 8 bits
■ Frame rate : 150 frames/second
[5%]
3
10.Due to the significant distance between two cities, it is needed to use repeaters
throughout the optical cable. If following specifications are given, calculate the
number of repeaters need in meeting the requirements. Clearly show the
calculations.
■ Transmitter power: 100W
■ Attenuation : 0.2dB/km
■ Repeater sensitivity: 0.01 mW
■ Repeater amplification: 100
■ Receiver sensitivity: 100mW
[5%]
Deliverable 1: A Report with all calculations and answers to above questions.
Part 2
Goal: Implement a unidirectional Reliable Data Transfer (RDT) transfer layer
protocol.
See Section 3.4 of the class textbook for more information.
Stage 1: Implement a stop and wait RDT transport layer protocol
You need to write the sending and receiving transport level code for a stop and wait
RDT protocol. Your protocol must be able to handle all situations that can occur when
sending packets over the network layer.
Since you don’t have standalone machines (with an OS that you can modify), your
code will have to execute in a simulated hardware/software environment you will be
provided with. However, the programming interface provided to your routines, i.e., the
code that would call your entities from above and from below is very close to what is
done in an actual UNIX environment. Stopping/starting of timers are also simulated,
and timer interrupts will cause your timer handling routine(s) to be activated.
You will be provided with the following code:
• Main.java – the main method for executing the simulation. You will need to set the
sender and receiver.
• NetworkSimulator.java – this simulates the network and allows us to insert controlled
errors into our data. DO NOT CHANGE ANY CODE IN THIS FILE.
• TransportLayer.java – an abstract transport layer class. This defines the minimum
required functionality for a transport layer.
• TransportLayerPacket.java – defines the transport layer packet. You may need to
add extra fields and methods to this class.
4
You can download the code from here:
https://gitlab.cis.strath.ac.uk/gcb17199/rdtassessmentstarter
You can use the following methods in the NetworkSimulator class to help with your
implementation:
• sendToApplicationLayer(TransportLayer source, byte[ ] data)
• sendToNetworkLayer(TransportLayer source, TransportLayerPacket pkt)
• startTimer(TransportLayer t, double increment) – start timer for t. Timeout will occur
at current simulation time + increment
• stopTimer(TransportLayer t) – stop timer event for t (if one exists)
You can change the parameters of sim (the NetworkSimulator instance) in main to
test your protocol implementation.
NOTE:
• You shouldn’t use sockets in this implementation as we are simulating the transport
layer
• You can’t block application layer messages as you can’t assume that your program
will be ready to read the next packet of data when it arrives
• Code should not make use of external libraries or frameworks
[25%]
Stage 2: Implement a pipelined RDT transport layer protocol
Copy your code from stage 1 and extend it to use pipelining.
[10%]
Deliverable 2: A Report with following information must be submitted. All Java
code from Stage 1 and 2 must also be submitted (See below for instructions).
Stop and Wait RDT:
1. Your packet format and an explanation of all the fields.
2. Explain all situations that can occur when sending packets and how you handle
them.
3. Post screenshots of each situation being handled and include the code fragments
that handle them.
4. How you tested your code? (Note: I’m not looking for extensive JUnit tests but tests.
to show your protocol works for all situations).
Pipelining:
1. Explain how you handled pipelining.
2. Explain steps 1-4 from above for pipelining. If there is no change to a specific part
just state it is the same.
5
Workload report:
1. State of functionality your program achieved.
2. Details of the tasks involved in completing the project.
3. What team members completed what tasks?
4. Summary of how worked together as a team.
5. Lessons learned and what you would do differently next time.
GitLab
All java files should be committed to a repository on Gitlab. Code should be pushed to
the team GitLab repository at a minimum once a week. One member of the team
should create the GitLab repository called ‘CS313 Networking Team? 2022’ where?
should be replaced with the team number and share it with the other team members,
as well as the lecturer and the demonstrators.
Note that the lecturer and the demonstrators must be assigned the role of reporters or
above to allow them access to the code. This can be achieved through the web
interface by accessing specific repository settings, then selecting ‘members’ and
searching for the person you wish to add and identifying their role. It is expected that
each team member will be contributing to the implementation, and hence be pushing
code to the GitLab repository.
Peer Assessment
The mark for this project may be adjusted proportionately to represent individual
contributions to the work. Adjustments based on individual contribution will be
established using a peer evaluation form, review of commits to GitLab, and a workload
report submitted by each team. Team members are required to agree a workload
record and include it in the final written report as detailed above.
Team members are required to complete their own personal assessment of their team
mates. This will be established using a peer assessment activity on MyPlace. Each
member of the team must complete the peer assessment activity on MyPlace by the
final submission deadline for the project. This involves allocating a score of 1-5 to each
team member, including yourself, to reflect the individual’s contribution to the project.
A score of 1 means there was little or no contribution, a score of 5 means they made
a significant contribution to the project. If you do not to submit a peer assessment,
then it will be assumed all team members made a significant contribution to the project.
The peer assessment of contributions is due for the final submission deadline for the
project.
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Go to APA Ethics and carefully review the General Principles and Sections. Describe two past famous psychological studies in detail. Are the studies ethical by today’s standards? Why or why not? Be specific. Identify which principles and sections of the APA Ethics Code relate to the studies. Explain how they relate.

Internal relations lay the groundwork for trust between a company and its employees (Martocchio & Mondy, 2019). Employees are more likely to perform better when they see their managers value their contributions to the organization’s success. To improve internal employee relations, companies introduce innovative strategies. For example, the LinkedIn [in]cubator program enables any employee with a new idea to put together a team and present it to executive staff once every three months. Every quarter, every employee at the organization is allowed to form a team, develop a concept, and present it to the management team. Suppose initiative like Internal tools and HR initiatives for technological advancements is accepted; in that case, the team will have up to three months to build the idea into a tangible good or service. The objective is to provide staff members a platform to share their opinions and ideas and make it simple for anyone to bring an idea into reality (Kaemmerer, 2012). This can be a successful strategy for improving internal employee relations because it makes the workplace where employees have good communication and can openly discuss novel ideas. It helps the management recognize employee accomplishments and actions that contribute to the desired corporate culture in public (Orechwa, 2021). It helps include employees in the organization’s departmental or function- and team-specific goal-setting processes and create leaders.

Employee Wellness Program

Wellness initiatives aim to improve workers’ and their families emotional and physical health. Organizations frequently develop employee support programs as a framework for wellness efforts (Martocchio & Mondy, 2019). A good Employee Assistance Program (EAP) includes services not just for physical health but for mental health as well. For employees with personal or work-related concerns like stress, money, legal, family, office conflict, and alcohol and substance use disorders, the EAP offers assessments, counseling, and recommendations for additional resources. EAPs frequently collaborate with management and supervisors to provide prior planning for issues, including organizational changes, legal issues, disaster preparedness, and reactions to particular traumatic occurrences. Employers can support a culture of prevention by encouraging employees to utilize these benefits. Preventing a mental health issue from worsening can lessen suffering while saving money on treatment costs and lost work time (Halpern, 2019).

Evolution of Global Business

The interdependencies between nations and between organizations are drastically growing as the globe becomes a more global community. A corporation can benefit in many different ways from going global. The main advantage is that it offers some insulation from domestic business cycles to have a worldwide consumer base. Companies that export frequently outperform those that are purely domestically focused in terms of profitability, organization, and competitiveness (Martocchio & Mondy, 2019). For instance, Amazon has expanded this service by adding other languages and currencies. Shoppers have a variety of shipping methods and delivery time options. This strategy helped Amazon dominate the eCommerce market. The competition aspect of globalization is a necessary component that keeps employees motivated (Sameh, 2022). It also enables innovation in technology to increase productivity and reduce costs; for example, Amazon is working with new technology to staff its facilities with robots and employs driverless trucks to distribute packages (Stein, 2021).

Global Employee Recruitment

Recruiting is impacted by a complex web of issues that arise from the interaction of institutional and cultural forces with industry and organizational elements in global talent management plans and operations. With the adoption of new technology, the labor market is becoming considerably broader and truly global for many professional and technical occupations (Martocchio & Mondy, 2019). By implementing a genuinely global s

Internal relations lay the groundwork for trust between a company and its employees (Martocchio & Mondy, 2019). Employees are more likely to perform better when they see their managers value their contributions to the organization’s success. To improve internal employee relations, companies introduce innovative strategies. For example, the LinkedIn [in]cubator program enables any employee with a new idea to put together a team and present it to executive staff once every three months. Every quarter, every employee at the organization is allowed to form a team, develop a concept, and present it to the management team. Suppose initiative like Internal tools and HR initiatives for technological advancements is accepted; in that case, the team will have up to three months to build the idea into a tangible good or service. The objective is to provide staff members a platform to share their opinions and ideas and make it simple for anyone to bring an idea into reality (Kaemmerer, 2012). This can be a successful strategy for improving internal employee relations because it makes the workplace where employees have good communication and can openly discuss novel ideas. It helps the management recognize employee accomplishments and actions that contribute to the desired corporate culture in public (Orechwa, 2021). It helps include employees in the organization’s departmental or function- and team-specific goal-setting processes and create leaders.

Employee Wellness Program

Wellness initiatives aim to improve workers’ and their families emotional and physical health. Organizations frequently develop employee support programs as a framework for wellness efforts (Martocchio & Mondy, 2019). A good Employee Assistance Program (EAP) includes services not just for physical health but for mental health as well. For employees with personal or work-related concerns like stress, money, legal, family, office conflict, and alcohol and substance use disorders, the EAP offers assessments, counseling, and recommendations for additional resources. EAPs frequently collaborate with management and supervisors to provide prior planning for issues, including organizational changes, legal issues, disaster preparedness, and reactions to particular traumatic occurrences. Employers can support a culture of prevention by encouraging employees to utilize these benefits. Preventing a mental health issue from worsening can lessen suffering while saving money on treatment costs and lost work time (Halpern, 2019).

Evolution of Global Business

The interdependencies between nations and between organizations are drastically growing as the globe becomes a more global community. A corporation can benefit in many different ways from going global. The main advantage is that it offers some insulation from domestic business cycles to have a worldwide consumer base. Companies that export frequently outperform those that are purely domestically focused in terms of profitability, organization, and competitiveness (Martocchio & Mondy, 2019). For instance, Amazon has expanded this service by adding other languages and currencies. Shoppers have a variety of shipping methods and delivery time options. This strategy helped Amazon dominate the eCommerce market. The competition aspect of globalization is a necessary component that keeps employees motivated (Sameh, 2022). It also enables innovation in technology to increase productivity and reduce costs; for example, Amazon is working with new technology to staff its facilities with robots and employs driverless trucks to distribute packages (Stein, 2021).

Global Employee Recruitment

Recruiting is impacted by a complex web of issues that arise from the interaction of institutional and cultural forces with industry and organizational elements in global talent management plans and operations. With the adoption of new technology, the labor market is becoming considerably broader and truly global for many professional and technical occupations (Martocchio & Mondy, 2019). By implementing a genuinely global strategy, employers can recruit and hire a more diversified pool of individuals. Organizations must create a solid worldwide employer brand before launching a global recruitment strategy. It is crucial to collaborate with local employees to ensure that employer branding and recruitment marketing efforts are culturally suitable in each region an employer recruits in (Fuqua, 2022). More employee engagement and enhanced productivity are just two advantages of increased diversity. A diverse workforce also increases the organization’s level of cultural literacy. By using a successful global recruiting approach, employers can more easily identify culturally compatible candidates with relevant abilities (Fuqua, 2022).

trategy, employers can recruit and hire a more diversified pool of individuals. Organizations must create a solid worldwide employer brand before launching a global recruitment strategy. It is crucial to collaborate with local employees to ensure that employer branding and recruitment marketing efforts are culturally suitable in each region an employer recruits in (Fuqua, 2022). More employee engagement and enhanced productivity are just two advantages of increased diversity. A diverse workforce also increases the organization’s level of cultural literacy. By using a successful global recruiting approach, employers can more easily identify culturally compatible candidates with relevant abilities (Fuqua, 2022).

Internal relations lay the groundwork for trust between a company and its employees (Martocchio & Mondy, 2019). Employees are more likely to perform better when they see their managers value their contributions to the organization’s success. To improve internal employee relations, companies introduce innovative strategies. For example, the LinkedIn [in]cubator program enables any employee with a new idea to put together a team and present it to executive staff once every three months. Every quarter, every employee at the organization is allowed to form a team, develop a concept, and present it to the management team. Suppose initiative like Internal tools and HR initiatives for technological advancements is accepted; in that case, the team will have up to three months to build the idea into a tangible good or service. The objective is to provide staff members a platform to share their opinions and ideas and make it simple for anyone to bring an idea into reality (Kaemmerer, 2012). This can be a successful strategy for improving internal employee relations because it makes the workplace where employees have good communication and can openly discuss novel ideas. It helps the management recognize employee accomplishments and actions that contribute to the desired corporate culture in public (Orechwa, 2021). It helps include employees in the organization’s departmental or function- and team-specific goal-setting processes and create leaders.

Employee Wellness Program

Wellness initiatives aim to improve workers’ and their families emotional and physical health. Organizations frequently develop employee support programs as a framework for wellness efforts (Martocchio & Mondy, 2019). A good Employee Assistance Program (EAP) includes services not just for physical health but for mental health as well. For employees with personal or work-related concerns like stress, money, legal, family, office conflict, and alcohol and substance use disorders, the EAP offers assessments, counseling, and recommendations for additional resources. EAPs frequently collaborate with management and supervisors to provide prior planning for issues, including organizational changes, legal issues, disaster preparedness, and reactions to particular traumatic occurrences. Employers can support a culture of prevention by encouraging employees to utilize these benefits. Preventing a mental health issue from worsening can lessen suffering while saving money on treatment costs and lost work time (Halpern, 2019).

Evolution of Global Business

The interdependencies between nations and between organizations are drastically growing as the globe becomes a more global community. A corporation can benefit in many different ways from going global. The main advantage is that it offers some insulation from domestic business cycles to have a worldwide consumer base. Companies that export frequently outperform those that are purely domestically focused in terms of profitability, organization, and competitiveness (Martocchio & Mondy, 2019). For instance, Amazon has expanded this service by adding other languages and currencies. Shoppers have a variety of shipping methods and delivery time options. This strategy helped Amazon dominate the eCommerce market. The competition aspect of globalization is a necessary component that keeps employees motivated (Sameh, 2022). It also enables innovation in technology to increase productivity and reduce costs; for example, Amazon is working with new technology to staff its facilities with robots and employs driverless trucks to distribute packages (Stein, 2021).

Global Employee Recruitment

Recruiting is impacted by a complex web of issues that arise from the interaction of institutional and cultural forces with industry and organizational elements in global talent management plans and operations. With the adoption of new technology, the labor market is becoming considerably broader and truly global for many professional and technical occupations (Martocchio & Mondy, 2019). By implementing a genuinely global strategy, employers can recruit and hire a more diversified pool of individuals. Organizations must create a solid worldwide employer brand before launching a global recruitment strategy. It is crucial to collaborate with local employees to ensure that employer branding and recruitment marketing efforts are culturally suitable in each region an employer recruits in (Fuqua, 2022). More employee engagement and enhanced productivity are just two advantages of increased diversity. A diverse workforce also increases the organization’s level of cultural literacy. By using a successful global recruiting approach, employers can more easily identify culturally compatible candidates with relevant abilities (Fuqua, 2022).