BRIEFLY EXPLAIN THE TERMS AS STATED BELOW

v FIXED IP ADDRESS VS DYNAMIC IP ADDRESS

Fixed IP: Manual configuration for each and every computer. Address will not change once is assigned.

Dynamic IP: Software program that assign IP address to computer with no manual intervention computer can add and remove with no impact on network configuration.

v INTRANET VS EXTRANET

Intranet is a self-contained, in-house internet. An intranet is a computer network that uses Internet Protocol technology to share information, operational systems, or computing services within an organization. The term is used in contrast to internet, a network between organizations, and instead refers to a network within an organization. Sometimes, the term refers only to the organization's internal website, but may be a more extensive part of the organization's information technology infrastructure, and may be composed of multiple local area networks. The objective is to organize each individual's desktop with minimal cost, time and effort to be more productive, cost efficient, timely, and competitive.

Extranet is a computer network that allows controlled access from the outside, for specific business or educational purposes. In a business-to-business context, an extranet can be viewed as an extension of an organization's intranet that is extended to users outside the organization, usually partners, vendors, and suppliers, in isolation from all other Internet users. In contrast, business-to-consumer (B2C) models involve known servers of one or more companies, communicating with previously unknown consumer users. An extranet is similar to a DMZ in that it provides access to needed services for channel partners, without granting access to an organization's entire network.

Intranet	Extranet
An intranet is a private network, operated by a large company or other organisation, which uses internet technologies, but is insulated from the global internet.	An extranet is an intranet that is accessible to some people from outside the company, or possibly shared by more than one organization.
Intranets typically start by publishing web pages about company events, health and safety policies, and staff newsletters. Popular applications follow, such as forms to reclaim expenses or request holidays. All these help eliminate paperwork and speed up workflows.	Extranets take this process a step further, by providing access to people who work for different organizations. For example, a company could provide access to a supplier for online ordering, order tracking and inventory management. Instead of sending information to suppliers, it lets them fetch it on a self-service basis. Another example would be a hospital providing local GPs with access to a booking system so they can make appointments for their patients.
Benefit of Intranet ü Communication with the other employees or partners with in the companies organization for the sake of sharing some resources or management ü With the help of intranet companies can increase their production by reducing the work and saving the time ü Cost effective and also enhance the work collaboration	Benefit of extranet ü With the help of extranet technology companies can exchange the data at large scale ü Important catalogs can be shared between the partners of the particular companies ü Online banking is also one of the important advantages of the extranet

v SERVER VS CLIENT

The server is a rather passive process. It just sits there, waiting for somebody to request something from it. When a request comes in, the server fulfills it, and then goes back to waiting for more requests.

The word "server" is often used both to describe the program that handles the fulfillment of requests, and the physical machine this program runs on.

The client, or "user agent", is what a user runs to access the Web. A browser is a user agent, but there are other sorts of user agents too, like search engine indexing robots. The client makes requests from servers, and takes the resulting data and renders it in some manner which may vary greatly depending on what sort of user agent it is.

v ENCRYPTION

Encryption is the process of transforming information (referred to as plaintext) using an algorithm (called a cipher) to make it unreadable to anyone except those possessing special knowledge, usually referred to as a key. The result of the process is encrypted information (in cryptography, referred to as ciphertext). The reverse process, i.e., to make the encrypted information readable again, is referred to as decryption (i.e., to make it unencrypted)

v CONTROL VS EXPOSURE

Controls are needed to reduce exposures. Exposures consist of potential financial effect of an event multiply by an event multiplied by its probability of occurrence. Control will rarely affect the causes of exposure.

Common exposure:

• DEFICIENT REVENUES
• LOSS OF ASSETS'STATUTORY SANCTIONS
• COMPETITIVE DISADVANTAGES
• FRAUD AND EMBEZZLEMENT
• INACCURATE ACCOUNTING
• BUSINESS INTERRUPTION
• EXCESSIVE COST

v ONE(1) TRUE CASE OF WHITE COLLAR CASE THAT HAPPENED IN MALAYSIA

A forensic audit has revealed breaches of duties and misconduct in the beleaguered energy and utilities (E&U) division of government conglomerate Sime Darby group, which last month reported a RM77 million fourth-quarter loss and RM977 million in writedowns.

In an announcement made available on the Bursa Malaysia website today, the forensic and legal consultants engaged by the group’s board of directors in May had found irregularities in the division’s four key projects, namely the Bulhanine and Maydan Mahzam project with Qatar Petroleum, the Maersk Oil Qatar project, the Bakun hydroelectric dam project and the “Marine Project”.

“The investigations have found evidence to suggest, on a prima facie basis, that there may have been breaches of duties and obligations an inappropriate conduct,” the announcement read.

The announcement also said that the board had resolved to initiate legal proceedings “where appropriate” and would lodge reports with the relevant authorities.

The nature of the proceedings and further details from the forensic report, however, would not be revealed, it said.

“The board has been advised by legal counsel to keep confidential the details of the report and nature of such proceedings so as not to adversely affect the interests of the group,” the announcement said.

The plantations-to-property giant had engaged forensic consultants on May 27 to conduct audits into its energy division’s key projects and an independent legal consultant to conduct follow-through investigations to determine whether there was any evidence of culpability.

The controversial Sime Darby shake-up hit the headlines earlier this year following the announcement that its president and group chief Datuk Seri Ahmad Zubir Murshid was asked to take leave of absence following concerns over cost overruns amounting to RM964 million from the four troubled projects.

The cost overruns were discovered by a board work group formed in October 2009 to “assess the corporate governance and performance” of Sime Darby’s energy and utilities division.

On August 26, the group turned in a net profit of RM726 million for this year but booked foreseeable losses of RM2.1 billion for its E&U division, one of the highest ever for a local conglomerate.

It also reported a fourth-quarter net loss after tax and minority interest of RM77.4 million.

Sime Darby’s 2010 earnings fell short of analyst consensus forecast of a profit of between RM1.3 billion and RM1.5 billion excluding fourth-quarter provisions.

The last time the conglomerate spilled red ink on its balance sheets was just after the 1997 Asian Financial Crisis, when a plunge in the stock market and a sharp depreciation of the ringgit led its financial arm, Sime Bank, to post a RM1.6 billion loss — the largest in Malaysian banking history — for the six months to December 1997. The conglomerate also went on to post a six-month loss of RM676.2 million and closed the 1998 financial year with a net loss of RM540.9 million.

Its acting chief executive, Datuk Bakke Salleh, a close ally of Prime Minister Datuk Seri Najib Razak, said after the group’s second consecutive quarterly loss was revealed that Sime Darby was now in the process of reviewing its business activities — which began when Sime Darby first came to know about the massive costs overruns incurred by its energy and utilities division.

However, he said it was “still early days” and far too soon to decide if the group will divest some non-core operations.

“We reckon it will take us a few months before we can safely make the decision as to whether we want to divest some of the companies that are in our stable, or we want to call it a day in some of the business segments we’re in.

“Once we’re in a position to make a conclusion that we should not be hanging to some of these business activities, then the appropriate decision will be made,” he had reportedly said.

He noted that provisions of RM773 million at its stricken energy division pushed the firm to a fourth-quarter net loss of RM77.35 million and did not rule out further provisions.

Revamped in 2007 after a merger with two other state-owned plantation groups, Sime Darby earns more than half of its operating income from its plantation business. Its business model has come under question, with many analysts saying a break-up would create long-term value for the group.

“We are going to look at the implementation of a new business structure, which is similar to the old Sime Darby structure of having anchor subsidiaries in each business segment.

“The concept has been endorsed by the board this morning (August 26) and we are looking to implement it as early as January 1,” he had said.