FACULTY OF BUSINESS AND MANAGEMENT STUDIES
UNDERGRADUATE BUSINESS PROGRAMME
ACADEMIC YEAR 2019-2020, 2nd Semester
August – 2020
WRIT3

Programme Title: A&F
Module Title: Performance Management
Module Code: GAC5010
Assessment Method: Coursework
Level: 5	Block: 2
Module Credits: 20	Weighting: 50%
Due Date: 23-Jun-2020, 12:00 AM	Word Count: 3,000
Examiner(s): Dr. Rodrigo M. Velasco

Version: 1

Pg. 2 Version 1
Gulf College – Faculty of Business and Management Studies – In academic
Affiliation with CARDIFF SCHOOL OF MANAGEMENT

A. 	Written work A signed declaration that the work is your own (apart from otherwise referenced acknowledgements) must be included after the reference page of your assignment Each page must be numbered. Where appropriate, a contents page, a list of tables/figures and a list of abbreviations should precede your work. All referencing must adhere to School/Institutional requirements. A word count must be stated at the end of your work. Appendices should be kept to the minimum and be of direct relevance to the content of your work. All tables and figures must be correctly numbered and labelled.
 
  


B. 	Other types of coursework/assignments Where coursework involves oral presentations, discussions, poster presentations, etc., specific instructions will be provided by your module leader/team.

———————————————————————————————————————————————
Rewrite below part just after the References of your assignment.
WORK DECLARATION
I, , hereby declare that the uploaded Coursework through Turnitin is my own work. I affirm that this
has been researched and completed in accordance with the college rules and regulations on
plagiarism.
I acknowledge the advice given by the module tutors on proper referencing to avoid plagiarism and
the rules on the academic unfair practice.
I acknowledge that I read and understand the plagiarism guide written at the end of this assessment.
Any academic misconduct will be handled according to the rules and regulations of the university.
Pg. 3 Version 1
General instructions
Coursework must be submitted online through Turnitin before due date. An acknowledgement will
be given to you by your teacher upon presentation of the finance clearance. This is your receipt,
keep it.
The only circumstance in which assignments can be uploaded late via Turnitin is if a Mitigating
Circumstances (MC) form is submitted at the same time. In these circumstances work may be
submitted within five (5) working days. Make sure to secure MC form and submit the same to the
concerned staff.
Write the number of words used, excluding references, at the end of your assignment. Provide the
list of sources you used at the last page of your assignment with proper label ‘References’. You may
include diagrams, figures etc. without word penalty. The number of words will be + or – 10% of the
total words allowed.
A work declaration must be included just after the reference page of your assignment. This ensures
that you prepare your work in good faith. Any form of collusion and/or academic unfair practice will
be dealt with according to the pertinent rules and regulations of the partner university. Please read
carefully the plagiarism guide.
Assessment Details
This Coursework comprises 50% of the total assessments marks. It will develop the following skills:
1. Research skills. Students are able to search for relevant literature and studies to support the
assignment theories and concepts.
2. Critical thinking. Students are able to evaluate the scenario given in the assignment and apply
solutions to the queries posed.
In addition, the assessment will test the following learning outcomes:
Identify relevant costs & appropriate techniques for decision making & use them to
facilitate the solution of a range of realistic management problems
Pg. 4 Version 1
Assessment Task
Ahmed Ali, the operations manager of Muscat Traders, is not fully convinced that he will be removed from his
post any time soon. After he received a letter from the CEO asking for clarifications on the various major
decisions he made, he felt that everyone is just perplexed by the implementations of the various performance
management tools. He was given by the CEO three days for complete explanation. He hired you as a consultant
on this matter. The following details were made clear by Ahmed Ali:
1. Mansoor, the production head, complained about the immediate implementation of Business
Process Re-engineering (BPR). He explained that the company is not yet ready for BPR. Instead, he
suggested that lean management be applied in all the production processes and procedures.
2. Fathma, the marketing manager, asked for the equal production of the various sizes of bed
sheets that the home decoration department manufactures. According to Ahmed Ali, there is limited
supply of raw materials used in the production. The decision comes after the preparation of the production
budget. He presented to you the following production data.
The home decoration department of the company produces three sizes of bed sheets. The sheet is made
from linen fabric that costs OMR 0.550 per metre. The workers are paid for OMR 0.200 per hour. The
company incurred fixed costs of OMR1,200 in 2019. The production data for 2019 follows:

Size	Twin	Queen	King
Direct material (metre per unit)	1.3	2	2.5
Direct labour (hours per unit)	2	2.5	3
Direct expenses (per unit)	OMR 2	OMR 2.5	OMR 4
Selling price per unit	OMR 5	OMR 5	OMR 5

The supply of linen fabric is limited to 1,000 metres. The budget production (based upon maximum
demand) follows: Twin (200 bed sheets); Queen (220 bed sheets) and King (180 bed sheets).
3. Mahmood, the finance manager, argued that it is wrong decision to reduce the selling price of the
personalised mugs the houseware department manufactures. He said that reducing the price does not
give them advantage over the competitors. However, Ahmed Ali explained that the selling price
reduction gives lower contribution margin but increases the inventory turnover. Relevant to this, he
gave the following production data.
The houseware department manufactures personalised mugs used as token on various corporate events.
There were 2,000 mugs sold for OMR 3.950 each in 2019.
Pg. 5 Version 1

Cost	Unit price in OMR
Direct materials	OMR 1.100
Direct labour	OMR 0.900
Variable overhead	OMR 0.100
Variable selling costs	OMR 0.150
Fixed manufacturing	OMR 2,200
Fixed non-manufacturing costs	OMR 2,200
Fixed selling expenses	OMR 500

Prepare a report for Ahmed Ali addressing the following:
1. Concerns on production process and procedures: (600 words)
a. Discuss the specific aims and applications of Business Process Re-engineering.
b. Discuss the specific aims and applications of Lean Management.
c. In terms of small-scale productions, discuss the appropriate performance management measures.
2. Concerns on limited resources: (1000 words)
a. Critically analyse the factors affecting limited resources in production management.
b. Based from the given data, prepare a production budget that will yield maximum profit from the
material available.
c. Based from your production budget, explain the reasons for unequal production of bed sheets.
d. Discuss measures to maximize profit with limited resources.
3. Concerns on production costing: (1000 words)
a. Discuss the application of variable costing and absorption costing in manufacturing industries.
b. Based from the given data, prepare the income statement using the variable and absorption
costing.
c. If Ahmed Ali decides to reduce the selling price of the product to OMR 3, prepare the income
statement using both the costing methods.
d. Discuss whether the decision to reduce the selling price is favourable or unfavourable.
4. Recommendation (400 words)
a. Prepare a summary report identifying the major decisions made by Ahmed Ali. State your stand,
whether the decision is justified or not.
b. Discuss the implications of the CEO’s actions on the performance of Ahmed Ali as production
manager.
References

 	Use at least 5 sources preferably refereed accounting journals and books or e-books. Use the proper Harvard referencing style adopted by Gulf College.

Pg. 6 Version 1
GAC5010 – Performance Management
AY: 2019-2020 / 2nd Semester
Marking Scheme

No.	Description	Marks Allocated
1	 Discussion on Business Process Re-engineering – 5 marks  Discussion on Lean Management – 5 marks  Discussion on the appropriate performance management measures of small scale production – 10 marks	20
2	 Analysis of limited resources in production – 10 marks  Preparation of production budget – 10 marks  Explanation of the unequal production – 5 marks  Discussion on maximisation of profit – 10 marks	35
3	 Discussion of variable and absorption costing – 5 marks  Preparation of income statement – 10 marks  Preparation of income statement using reduced price – 10 marks  Discussion of the decision – 10 marks	35
4	 Preparation of summary report – 5 marks  Discussion on the implications of the CEO’s actions – 5 marks	10

FINAL ASSESSMENT 2019 – 2020

Program		Year		Semester		Paper
LOGISTIC AND TRANSPORT MANAGEMENT		3		2		MAIN

MODULE NAME:	TRANSPORT LAW AND CHARTER PARTIES
MODULE CODE:	PSHI III.II		EXAM DATE:	07 JUNE 2020
TEACHER’S NAME:	UMUT MEHMET YURUYEN		DURATION:	–

Questions to be answered on:	Allowed requirements	Number of pages
Space provided on the question paper	Pen, Personal Computer, Mobile Devices	5

Points of Attention: For each question, the maximum earned points are mentioned between brackets at the end of each question. Write very clearly! Answers that are not readable are not marked and do not get points! Make sure your answers are written to the point. All answers should be written in English. Write all the answers in BLUE or BLACK pen only (NO PENCIL) OR TYPING Answer written in PENCIL will not be marked. Use the pencil/computer graphic/application only for diagrams, graphs & drawings. Show all the calculation steps in the given space. When finished, submit the question paper, together with the answer scripts and the signed cover page to to the teacher through the Moodle (E-Learning). All answer scripts must be submitted along with Academic Integrity form. Any cheating/copying may result in an instant failing of the examination.

FINAL MARKS

				100 MARK
STUDENT NAME:
STUDENT ID:

Number of answer scripts: ……………………… Lecturer: ………….……………..

Student’s signature: ……………………………… Time of receipt: …………………..

DECLARATION OF ACADEMIC INTEGRITY

	Form Title	Declaration of Academic Integrity
Department	Academic Departments
Form Code	IMCO/QMS/AD/FORM
Issue Date	17/01/2016

Please sign to confirm that you have read and accepted the following statements. Your assessment will not be accepted without this signed declaration.

1. I confirm that I have read and fully understood IMCO’s policy on Academic Integrity, including practices that may lead to committing plagiarism and which I must avoid. 2. I confirm that in the attached assessment I have not presented or attempted to present anyone else’s work as my own, except where I have indicated. I confirm that I understand that doing so would mean I had committed plagiarism. 3. I confirm that I understand that, if I fail to comply with IMCO’s policy on Academic Integrity, IMCO will impose penalties which may in the most serious of cases result in termination of my studies at IMCO. I confirm that I understand that if I am judged guilty of plagiarism I will receive a score of zero and the other penalties indicated under IMCO’s policy on Academic Integrity in the Student’s Handbook will apply. 4. I agree to IMCO submitting my work to Turn-it-in or using any other source to verify whether my work contains plagiarised material.

The extent to which I have worked with others is as follows:

Programme: ………………………………………………………….

Module Code: …………………………………………………………….

Module Title: …………………………………………………………

Name: …………………………………………………………………

IMCO student ID number: …………………………….

Class: …………………………………………………….

Signature ……………………………………………….. Date: …………………

See the Student Handbook for IMCO’s policy on Academic Integrity and Plagiarism before you sign.

FINAL ASSIGNMENT FOR PSHI III.II TRANSPORT LAW & CHARTER PARTIES

-Students are expected to analyze below given cases on Transport Law and Charter Parties

individually

-Discussions on each given case has to contain students’ interpretation of related articles/clauses in

Transport Conventions and Charter Party Forms and must be reflecting and depending on valid

lawful causes

-Deadline for the Assignment 07^th June 2020 by email

-Assignments delivered later than 07^th of June will be marked 0

CASE STUDY ASSIGNMENT

Case 1. A dispute has been filed between a shipper and ship owner regarding to a maritime contract for the carriage of live animals. The transport contract was incorporated according to the Hamburg Convention.

The shipper claims that 234 cattle out of 1200 has been dead during the sea voyage due to lack of ventilation in the livestock carrier M.V Denizos operated under a T/C of Seagull Chartering Ltd. Shipper claims “234 cattle has been lost due to omission of the carrier or his servants even the shipper has given their instructions for the proper ventilation in written and these instructions has been inserted into the contract. Shippers also claims that carrier provided them an expired third party verification report to prove compliance with air flow standards and yet carrier confirmed that the latest third party ventilation verification report would be provided after sailing” shipper claims a partial compensation for their loss.

Discuss the possible outcome of shipper’s claims according to the related articles in Hamburg Convention by providing proof. (15 Mark)

Case 2. The consignee claims a total of 120,000 GBP from carriers as a compensation for the five unit motor generators which has been damaged during the sea voyage. The consignee states that they had given a notice of damage to the carrier after 14 day of the delivery day On the other hand, the carrier and their agents claims that they have never received such notice in written within that time period but only after 35 days after the delivery and they do not accept shippers’ claims about the compensation of this damage. The B/L was incorporated according the Rotterdam Convention

Discuss the possible outcomes for consignee’s claims in terms of basis of liability of carriers and notice of time for the loss, damage or delay (10 Mark)

Case 3. The shipper claims compensation for the delay of delivery of their goods due to the carriers’ intended reaction of unloading the goods as soon as they realized that loaded goods were having a dangerous nature which has been listed in IMDG Code. Carriers claims that they have the right to make this discharge because shippers has not inform carriers about the nature of their goods. The maritime contract has been incorporated according to Hamburg Convention.

Discuss the court’s possible decision for resolution of this dispute of contractors’ claims (15 Mark)

Case 4. Assume that, you are the chartering manager for the company who owns the MV High Seas. You have chartered out your vessel to AA shipping for a voyage from Port of Sohar to Port of Sydney. During the loading operations in Sohar the laytime was exceeded as the cargo was not available for loading for another week and as a result the vessel entered demurrage. AA Shipping accepted the demurrage costs and agreed to pay the vessel owner on a daily basis on receipt of the demurrage invoice. The first invoice was sent to AA Shipping on Sunday 20^th May. By close of business on Thursday 24^th May, the vessel owner had received no payment for demurrage from AA Shipping.

Utilising the Gencon 94 document formulate a plan of action for the best interests of your company. How would you bring evidence to protect your lawful rights against the charterers. (15 Mark)

Case 5. The charterers and vessel owners entered into a C/P Agreement for the MV Lucas. The POL was noted as Dubai Port, Terminal 2 and the POD was noted as Dublin Port, North Side Docks. The owner’s broker (You) had inserted the following wording into the C/P:

“ Discharging port or berth- 1/1 safe port/berth aaaa. Time lost in waiting for berth for berth to count as laytime wipon/wibon/wifpon/wccon”

During the voyage from Dubai to Dublin the vessel suffered delays due to bad weather. The parties had agreed separate laytime at POL and POD as 24/48 hrs. Upon arrival in Dublin at 10.00 am, the captain was notified by the port authority that the berth was currently occupied for the next 4-5 days and the vessel will have to wait in the anchorage area until the berth was free. On arrival to the waiting place master tendered NOR to the charterers/charterers’ agent at 13:00 pm in the afternoon. At this point the charterers refused to accept commencement of laytime.

As being the owners’ broker, formulate a commercially appropriate response to the charterers based on the terms and conditions under Gencon 94 to remind them your principal’s (ship owner) rights according to the articles settled regarding the commencement of laytime (15 Mark)

Case 6. Fidelity Shipping Inc. have chartered out the M/V Golden Express to Hanzo Shipping LLC on a 6-year time charter in year 2014. Hanzo Shipping LLC operated the vessel on a route from Port of Sohar to Port of Los Angeles. POL-POD-POL takes 50 days. The vessel is due to be off-hired on the 19^th July 2020 at Sohar Port.

As of 6^th June 2018 the vessel is en-route from LA and is due to arrive Port of Sohar on the 12th June 2018. But Hanzo Shipping LLC is currently taking new bookings for next shipments from Port of Sohar to Port of Los Angeles upon the vessel arrival which means Hanzo Shipping will be not able to redeliver the vessel to Fidelity on the 19^th July 2020.

As being the chartering manager of Fidelity Shipping, Discuss your reaction by support your answer by using NYPE 15 C/P form (15 Mark)

Case 7. In order to ship 220,000 metric ton of product from Dubai to Rotterdam, Lavey Metals Ltd entered into a contract with Wilde Shipping Services LLC. The contract was to be completed over 14 voyages. Lavey Metals agreed to transfer the freight payment or give a QNB bank guarantee letter for the freight payment when in receipt of the NOR from Wilde Shipping Services LLC. as per box 18 and 19 of the VOLCOA agreement.

On Sunday 29^th April Wilde Shipping Services LLC tendered the NOR for the first shipment at 10:00 am and Wilde Shipping Services received a bank guarantee letter in the afternoon of same day from charterer’s bank QNB. By close of business on 1^nd May, Wilde Shipping Services LLC had received no payment from Lavey Metals Ltd and sent a written notification to Lavey Metals that owners will be exercising their withdrawal right for the vessel and cancel the C/P.

As the commercial manager of Lavey Metals Ltd., compose a response to Wilde Services LLC based on the standard VOLCOA agreement. (15 Mark)

MARKING CRITERIA

Criteria	Standards
Excellent (9-10)	Advanced (7-8)	Satisfactory (6-7)	Not Satisfactory (4-5)	Failed (0-3)	Weight
Ability to identify the problem	Give more than 5 problems with excellent explanation	Give 5 problems with good explanation	Give 2-3 problems with explanation	Give poor problems	Give problems without explanation	10
Ability to identify the causes	Give more than 5 causes with excellent explanation	Give 5 causes with good explanation	Give 2-3 causes with explanation	Give poor causes	Give causes without explanation	15
Ability to identify legal articles and clauses	Give more than 5 solutions and more than 5 recommendation	Give 5 solutions and 5 recommendation	Give 2-3 solutions and 2-3 recommendation	Give 1 solutions and 1 recommendation	poor solution and poor recommendation	15
Anticipate on possible consequences/propose lawful causes for claims	Give more than 5 excellent outcomes for more than 5 problems	Give 5 good outcomes for 5 problems	Give 2-3 outcomes for 2-3 problems	Give poor outcomes	No outcomes	15
Draw Conclusion	Demonstrate excellent comprehension ( abbreviation about the research and challenges)	Demonstrate good comprehension ( abbreviation about the research and challenges)	Give good conclusion	Give poor conclusion	No conclusion	15
GENERIC SKILLS
Teamwork skills	Demonstrate excellent ability to multi-task and prioritize workload effectively resulting in perfectly organized presentation	Demonstrate ability to multi-task and prioritize workload effectively resulting in organized presentation	Demonstrate ability to prioritize but files are not organized presentation as per standard	Does not demonstrate ability to prioritize resulting in files not organized presentation up to standard	Does not demonstrate ability to prioritize resulting in incomplete and unorganized files	15
Time management	Deliver all assignments in time and is never late.	Deliver most assignments in time and few assignments deliver late	Deliver some assignment in time and some late	Deliver most assignments late and few in time	Deliver all assignment late	15
					Total Mark :100

Curtin University is a trademark of Curtin University of Technology. CRICOS Provider Code 00301J
CPA STRATEGIC MANAGEMENT ACCOUNTING ACCT5017
CASE PRESENTATION
The case presentation for CPA Strategic Management Accounting is the final assessment in the unit. You
will work individually to develop a short report on a novel student engagement project for Curtin
University, School of Accounting.
Proposal: Your brief here is to prepare a novel student engagement project for the School of Accounting
Head of School (as the project Sponsor the Head of School is trying to find a great project to invest in
which will create value for current and future students). It is expected that you will develop an a GANTT
Chart of activities and deliverables of your project and a Balanced Scorecard (Strategic Performance
Measurement System) which will help achieve your project deliverables within a 6-12 month time-frame
(please see the numbered items below for more detailed requirements).
This assessment has been modified to extend the due data and relieve some requirements so that it can
be completed individually; allowing for the current circumstances of COVID social distancing.
A short written report is required that uses the following headings (refer to the online rubric for
alignment with marking criteria):
1) Introduction (1-page): Write an Introduction which explains a project you would like to Project
Manage. The Project should be designed to create value for future student stakeholders
enrolled in a course at the School of Accounting, Curtin University.
Hint: Try to use your own experience of being an undergraduate and/or postgraduate student in
a course at Curtin University. Think of a project which can be completed in 6-12 months from
planning to post-implementation review (from start to finish). A project which could also create
value for future students.
2) Time Management (2-pages): Developing the Project to make it happen: Identify activities and
deliverables (milestones) which will be necessary to make the project happen. This section can
be quite short because it can be a table showing the different activities and their expected time
of completion. A Gantt or PERT chart should be included in this section to visually represent the
activities, deliverables and timing of your project.
3) Project proposal and Strategic Performance Measurement System (PMS) (2-page): Use
interesting and appealing visual images in your report to engage the Head of School of the
School of Accounting because they will most likely be the Project Sponsor. Explain at the start of
this section your Concept or Project Proposal in more detail (remember you are aiming to
thoroughly convince different University stakeholder groups of the value in your project for
current and future students at the School of Accounting.
In the last part of this section in your report please devise a Strategic PMS which will result in
achieving the CSR project. In other words you should write a Balance Scorecard PMS which has
SMART performance measures for each activity and deliverable you want from your Project.
Hint: The SMART performance measures you write into each section of the balanced scorecard
should help you as the Project Manager convey to your team the importance of achieving each
of the activities and milestones of your project.
Curtin University is a trademark of Curtin University of Technology. CRICOS Provider Code 00301J
4) Conclusion (1-page) – Provide a summary at the end of this report to explain what is the
expected best outcome of your project for current and future students at the School of
Accounting. Emphasize the important stakeholders who will need to be monitored by the
Project Manager and explain some of the performance measures you have developed which you
are convinced will help project completion.
A short report is due for this presentation (simple business format with an executive summary at the
beginning. Page numbers are indicated at the end of each section above and the following formatting
requirements should be strictly followed.
Essential formatting requirement for your report:

   

Cover-page (available from the Case Presentation assessment folder). Pitch 12 Calibri Font. Line spacing, strictly 1.5 Headings structure for the report will be: Executive Summary; 1. Introduction; 2. Time Management; 3. Project Proposal and Strategic PMS; and, 4. Conclusion. Content of the report should be guided by items 1-5 previously. Please include any Referencing as an in-text citation and Footnote for the reference.

Unit 1017 303 Botany Road

Zetland, NSW 2017

Mobile: 040 108 7759

donenfeldml@gmail.com

www.linkedin.com/in/matthewdonenfeld

Professional summary

Former military-trained Information technology professional with experience in auditing and evaluating the security of complex IT application and infrastructure environments. Identifying information security risks and providing technical solutions to align with best practices and industry standards. Versatile, self-motivated team player with exceptional organization and strong interpersonal skills.

AREAS OF EXPERTISE

IT security best practices	Audit reporting
Working with shifting priorities	Project/task management
Analytical, critical thinking and creative problem solving	Strong client relations and collaboration

Experience

Audit Manager 2019 – Present

Commonwealth Bank of Australia, Group Audit & Assurance

Sydney, NSW

• Performing complex and high-risk integrated IT and business audits. Including examining and verifying operational and managerial processes throughout bank;
• Assisted the delivery of IT audits within agreed timeframes and in line with the CBA internal audit methodology;
• Perform high quality, risk focused assurance work which provides management with powerful insights and recommendations for improving the control environment in line with Group strategic objectives;
• Interview customers and conduct process walkthroughs to understand the risk and control environment;
• Make recommendations to improve and simplify internal control processes;
• Integrate knowledge and assurance provided by other Line 102 risk functions and the external Auditors when undertaking audit fieldwork;
• Continuously seek ways to execute audits efficiently, without negatively impacting audit coverage/quality;
• Test key technology controls by gathering relevant audit evidence and interpreting data;
• Assist with issue trending and validation of closed audit issues;

Network Administrator 2017 – 2019

Sony Music Entertainment Australia

Sydney, NSW

• Provided network administration for office of over 90 employees to include support and troubleshooting for switching, routing, IP telephony, and Desktop support for Linux, MacOS, and windows platforms.

Senior IT Auditor 2016 – 2017

Sony Corporation of America

New York, NY

• Executed Sarbanes-Oxley IT General and application controls advisory audit testing around IT Security, Change Management, and IT Operations across various Sony platforms, including UNIX, AS-400, MainFrame and SAP Environments.
• Assessed key IT risks, evaluated effectiveness of internal IT controls, developed appropriate audit procedures, reviewed audit workpapers, and prepared and presented audit reports to senior management.

Senior Consultant 2015 – 2016

Ernst & Young

New York, NY

• Performed Financial Audit IT (FAIT) Integration procedures for Fortune 500 companies in the Government, Media and Entertainment, and Life Sciences industries.
• Conducted IT General Controls (ITGC) process walkthroughs and testing of change management, access management, and other IT operations (backups, restorations, issue tracking) pertaining to a variety of IT application environments.
• Evaluated design and operating effectiveness of controls supporting the IT environment and business processes.
• Evaluated cybersecurity risk assessments, system development life cycle reviews for large-scale application implementations; tools and utilities assessments; infrastructure security (Windows, SQL, UNIX, and Oracle) technical assessments; and application control tests.
• Articulated audit findings, risks, and detailed recommendations for improvements based on international standards; communicated to upper management through written reports and presentations
• Developed strategic plans to mitigate security risks by identifying compensating controls for issue remediation
• Coordinated tracking and status of audit evidence while working directly with process owners to answer follow-up questions.
• Led teams of 1-3 staff / interns to interact effectively with both clients and internal engagement managers while providing coaching and guidance on delegated tasks

Communications Information Systems Officer 2013 – 2014

U.S. Marine Corps

Okinawa, Japan

• Planned and directed the innovative use of tactical communication systems, and analyzed IT risks around cyber security, confidentiality and technology reliability for 6 tactical exercises over 10 months by managing a team of 6 personnel to do the work normally conducted by 60-80; ensuring the effective computing needs and technology in deployed and home-station environments for an organization of more than 600 personnel.
• Created and implemented a schedule consisting of tactical radio and data training and instruction for 6 personnel, developing a level of proficiency and readiness that supported the tactical communication needs of the employing organization.
• Improved tactical IT equipment maintenance readiness by identifying and correcting discrepancies in maintenance management practices, and providing guidance and direction for better procedures; ultimately increasing readiness from 50% to more than 90%.
• Accounted for $5M worth of military and commercial communications assets, including National Security Agency controlled cryptographic items, resulting in 100% accountability of principal end items.
• Revitalized the unit’s knowledge management program in support of a collaborative information environment for more than 600 personnel by interpreting organizational goals, policies, and procedures; renovating the organization’s SharePoint website; allowing for a streamlined and more systematic way for sharing information at all unit levels.

Assistant Operations / Training Officer 2013 – 2013

U.S. Marine Corps

Okinawa, Japan

• Directed, scheduled, and reported the training for more than 700 personnel by managing a team of 3 personnel, ensuring compliance with the Marine Corps’ Headquarters directed annual training requirements.
• Enabled the unit’s commanding officer visibility of scheduled training and its compliance down to the lowest echelons of the organization by single-handedly creating, actualizing, and administering an online SharePoint based training management and reporting tool, leading to more effective management and supervision of training requirements of over 60 Military Occupational Specialties against a very aggressive operational cycle.
• Supported over 200 service members with encrypted radio communications, internet, E-mail, file sharing, and directory services by analyzing IT risks around cyber security, confidentiality and technology reliability, planning a forward deployed IT architecture and managing a team of 14 personnel and more than $300k worth of communications assets; ensuring successful communication for a month long training exercise.

Radio Platoon Commander 2012 – 2013

U.S. Marine Corps

Okinawa, Japan

• Successfully managed and provided direction for 50 personnel by supervising training, human resources, and promoting morale and welfare; creating an effective people first system that allowed mission readily available Marines for operations across the pacific region.
• Coordinated and supervised the execution of 4 tactical communication exercises, validating tactical IT circuits across three geographically dispersed organizations.
• Provided technical supervision and control of a deployed IT architecture by monitoring tactical communication circuits, reporting discrepancies to higher echelons of leadership, and coordinating with adjacent and lower agencies to implement change management; providing more than 140 users with command and control capabilities

Satellite Communications Technician 2008- 2009

U.S. Marine Corps

Camp Pendleton, CA

• Successfully managed and provided direction for 120 personnel by supervising training, human resources, and promoting morale and welfare; creating an effective people first system that allowed mission readily available high performing Marines for operations across the pacific region.
• Employed and installed ground satellite terminals, adjusted audio and data levels, utilized test equipment to identify and diagnose terminal faults to the component level, and making risk assessments and repairs as required.
• Implemented quality and inventory control processes.
• Communicated maintenance status both verbally and in writing to subordinates, supervisors, contractors and vendors.

Marine Security Guard 2005- 2008

U.S. Marine Corps

The Hague, Netherlands; Niamey, Niger; Canberra, Australia

• Provided more than 4800 of armed internal security for American Embassies in the Netherlands, Niger, and Australia; resulting in safeguarding of government classified materials, personnel, and property.
• Coordinated and participated in More than 60 training response drills and 2 actual response drills improving the operational readiness of the security detachments in preparation for various contingencies.
• Responsible for evaluating and updating emergency action plans in preparation for various contingencies.
• Wrote more than 10 security violation reports while performing detailed inspections of the physical and procedural security measures of post, ensuring strict adherence to classified material accountability and control procedures.
• Wrote more than 50 incident reports identifying potential vulnerabilities and recommending improvements.

Electronic Switching Equipment Technician 2004 – 2004

U.S. Marine Corps

Okinawa, Japan

• Successfully used test equipment to check system status and effectively replaced inoperative components and interconnections for Nortel switching systems supporting the telecommunications need of more than 25,000 end users.
• Expertly programmed codes to establish system modes of operation and executed diagnostic routines, ensuring 100% operation for the duration of tour.

Education

Bachelor of Arts, International Studies, University of South Florida, Tampa, FL, 2011

Master of Science, Information Technology, Internetworking University of Technology Sydney, Sydney, NSW Expected Graduation June 2020

Industry CerTIFICATIONS

CompTIA Security +, COMP001020601832

Certified Information System Auditor, 16128640

Cisco Certified Network Associate, 433238043692CLUK

Certified Information Security Manager (Exam passed and application pending)

ISACA Cybersecurity Audit Certificate, 123474825

JAMF Certified Tech, 201710-26997-6345327

Blue Prism Accredited Developer, 4e128f28-dfdd-4fe9-9a0f-3159677f3ca9

Section A. (80) For five possible points each, provide a brief explanation of the following in terms of Risk Management and Information Systems Security. Please note that if you copy a definition, you are required to cite the source.

1. Briefly define:

• Asset –
• Threat –
• Vulnerability –
• Countermeasure –
• Contingency Plan –

2. Provide a brief synopsis of your understanding of the value of a Risk Management program to an organization based on the lecture and reading.

3. Explain why the risk management process is cyclical?

4. Discuss the importance of providing and reinforcing security training of:

• Program Manager
• Approval Authority
• User
• Security Staff
• Systems Administrators

5. Given the vulnerability “No firewall exists to prohibit vulnerable TCP/UDP services from network access”, Write a Recommended Countermeasure for it, within the context of the scenario, following the format of the example in the class presentation slides.

6. Discuss in general terms (though you may use an example) how a Vulnerability interacts with a Threat against one or more Asset(s).

7. Discuss the difference between a vulnerability and a safeguard (countermeasure).

8. Briefly define:

• Confidentiality
• Integrity
• Availability
• Authentication
• Non-Repudiation

9. Explain why “script kiddies” or “ankle-biters” are requiring less and less in-depth knowledge of Operating Systems and still can cause so much havoc on the Internet.

10. Discuss the difference between a “Threat” and a “Threat Agent”.

11. What are the typical steps in the Risk Assessment process?

12. Provide four examples of physical security safeguards.

13. Define/describe the concept of criticality as it relates to asset valuation. Provide an example.

14. Briefly explain the difference between qualitative and quantitative risk analysis processes.

15. Why is it so necessary to have a diversified team with a variety of experiential and work-related backgrounds for the RA?

16. a) Briefly describe how each selection below is a threat to a network and b) list two vulnerability examples that you would look for/interview for when researching each. Do not provide the same vulnerability for more than one threat.

1. Inadequate environmental controls
2. Misuse of computer resources
3. Unauthorized communication alteration
4. Malicious software infestation
5. Unauthorized user action

Section B. (20) Multiple choice: for two points each, select the answer that BEST completes the sentence or answers the statement in terms of Information Systems Security.

1. A Risk Assessment methodology that uses the quantification of assets and threats in numeric values, normally monetary, is known as:

1. Annual Loss Expectancy
2. Security Test and Evaluation
3. Quantitative
4. Qualitative
5. Standard

2. The three key aspects of IA that when combined with common sense are what IT risk management is all about are:

a. Protect, Detect, Recover

2. Confidentiality, Integrity, Availability
3. Destruction, Modification, Disclosure
4. Assets, Threats, Safeguards (Countermeasures)
5. Destruction, Disclosure, Denial of Service

2. Using the qualitative risk analysis will determine each of the following EXCEPT:

1. Probability of threats occurring
2. Monetary value of assets
3. Annual Loss Expectancy
4. Non-Technical Vulnerabilities to our assets
5. Technical Vulnerabilities to our assets

2. The very last thing that is accomplished when completing a risk assessment, prior to delivery to the accreditor, is:

1. Identification and documentation of additional recommended Countermeasures
2. Writing the Introduction and Executive Summary
3. Determining risk weights
4. Quantifying the Annual Loss Expectancy
5. Both “c” and “d”

2. According to the Text, choose all that apply for the three stages of asset valuation, risk evaluation, and risk management:

1. Are universal concepts applicable to both quantitative and qualitative risk assessments
2. Are essential to summarize in the Executive Overview section of a quantitative risk assessment
3. Are necessary when comparing tangible and intangible aspects of asset valuation
4. Are important to consider only if the asset is of high value.

2. Once a Risk Assessment has been performed on a network, it will have to be performed again?

1. Never, once is enough.
2. Each month.
3. Whenever there is a significant change to the network that might introduce new vulnerabilities
4. Upon Management direction.
5. Both “b” and “c”, only.
6. Both “c” and “d”, only.

2. When required to develop an Annual Loss Expectancy, the resulting figure is actually anticipated to occur:

1. Always that figure, each year.
2. Only This Year
3. Some time in the future, the impact of which is anticipated to be the combination of previous year “ALEs”, whether this year, the next or the one after that.
4. Both “b” and “c”, only.

2. When conducting an interview with an authoritative source and receive an answer to an important question, you should:

1. Accept the answer and ensure it’s properly documented in the Risk Assessment.
2. Verify the answer from a second authoritative source or document.
3. Discount the answer because it was not provided in writing.
4. Verify that the source should have access to the system information.

2. Recommended additional countermeasures must be:

1. Cost Effective.
2. Mandatory for the organization.
3. The very last thing developed before presenting the Risk Assessment to the Approval Authority.
4. Provided, one-for-one with each and every vulnerability identified in the Risk Assessment (i.e., one recommended countermeasure for each vulnerability).

2. Risk Assessments may result in friendly arguments among the team with applying risk weights or values because:

1. All Risk Assessments are subjective.
2. The Asset categories do not follow the normal Risk Assessment methodologies.
3. The very last thing determined and documented before presenting the Risk Assessment to the Approval Authority are the risk weights.
4. Some of the Team may not be knowledgeable in the Risk Assessment Charter process.
5. Both “a” and “c”.
6. Both “b” and “c”.