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n some shops, the path to production can be complicated. For a recent contract, the client had 20 servers dedicated to the project, which included a dev environment, a QA testing environment, an integration testing environment, a performance testing environment, and a production environment. Because the project scaled out using four servers, each environment had four identical servers. Adding my development notebook to the mix pushed us to 21 machines. At least once, as I was deploying change scripts, I missed a server and of course I wouldn t catch it in my testing. If I was lucky, another DBA would catch it before it broke something for one of the app programmers. No doubt you ve been there too. While the schema audit trigger presented in this chapter couldn t have prevented my error, it would have made it much easier to diagnose and correct.

In general, deployment descriptors allow an easy mapping of the message-driven beans to the message sources, specify acknowledgment modes, control the number of message consumers and work with many other configurable bean s attributes. After the beans are deployed, they can be accessed by the clients, and this is the next topic of our chapter.

45. H. Klocker, H.-J. Bart, R. Marr, et al.,

To add contacts that are already in your address book, click the Select Members button. Outlook displays the Select Members dialog box as shown in Figure 10.11. If you have more than one address book you have to select the desired one in the Address Book list. Then select individual contacts by clicking (Ctrl+Click to select more than one) and click the Members button followed by the OK button. You can also select existing distribution lists to add to the new list.

FIGURE 8.14 Elements near each other, such as images and their captions, are often perceived as a single unit of information. For example, you probably assume that this image of cheese has some logical connection with this caption.

Good metrics directly informative of risk are nonexistent, at least in the area of information security Although we can get more-or-less direct metrics on technical vulnerabilities, those on most other components of risk, including procedural vulnerabilities, threats, frequency, probability, and magnitude, will not be as simple to obtain Risk assessments are the primary approach to ascertaining risks but are highly speculative; they are only a snapshot in time and just a form of monitoring They are also subjective and imprecise, which results in the likelihood that some risks will be overestimated and excessive precautions taken, or that the underestimation of risks will ultimately result in unfortunate consequences Although the increasingly sophisticated approaches such as value-at-risk (VAR) computations and other complex analysis methods offer the promise of providing better risk management metrics, most are not ready for general implementation and their utility remains to be demonstrated.

Several companies have already lost a considerable amount of money when they guessed wrong on one of these threats The point here is, many companies have no formalized incident response process and no experience in negotiating with hackers, thus they typically react poorly to extortion attempts Thieves are learning that the Internet offers a great deal of extortion potential: It provides the anonymity they need to go undetected, the technology to stage or actually carry out a threat, and sufficiently valuable assets to make a payoff more likely The trend in extortion attempts will continue, and extortion attempts will become more widely known to the public, whereas today many are kept secret by companies in an attempt to avoid losing face with their customers, investors, and owners Defending against it.

Figure 15.20 Redox diagram for U, Np, Pu and Am in 1M HClO4 at 258C (Choppin, Liljenzin, and Rydberg, 2002).

In most situations, technical vulnerability scans, security reviews, audits, and monitoring are typically the only viable options Against this backdrop of high hurdles, it is nevertheless an imperative that risks must be managed and they are often managed quite successfully It is probably helpful to be lucky as well The decisions that must be made by an information security manager about managing risk are numerous, complex, and generally lacking information of sufficient clarity and precision for any degree of certainty These decisions are often guided by intuition and experience They are, of course, also sometimes wrong The range of decisions that are typically most important are the type and level of protection that should be afforded various information-related assets and whether the protection provided is in fact adequate The whole notion of layered security shown in Table 6.