Promise #1: The cloud will save money. Disappointment: It never did, and still won’t Why it won’t: You can buy servers as cheaply as the cloud providers, and they need to add a profit margin when they charge you for using them. What you should promise instead: Unlike on-premises infrastructure, the cloud lets IT easily add capacity in small increments when demand requires it. And — and this is the biggie — it also lets IT shed capacity when it’s no longer needed. The result? When demand is seasonal or unpredictable the cloud truly does save money. But when demand is steady, or increases in demand are predictable, on-premises infrastructure costs less. In the cloud, fixed costs are small but incremental costs are big. The costs of on-premises systems are the opposite. ... Promise #4: ‘Agile’ means no more big-project failures. Disappointment: Your name will be on some miserable Agile project failures this year What’s going to go wrong: Your company is going to make three Agile mistakes. The first, and worst, is that it won’t lose the habit of insisting on multitasking — developers will still be asked to juggle multiple competing projects, and their top priority will still be the next phone call.
Cybersecurity training keeps employees, customers, and vendors safe from cyberattacks. Take the initiative to seek out top-of-the-line training resources that will walk you through every aspect of promoting a secure environment. Training does not need to be expensive. Learn how to avoid data breaches, cultivate a security-first mindset, and maintain airtight security. While no measure can prevent a cyberattack entirely, proper training can help minimize your risk and reduce the chance of a breach. In addition, continue to sweat the small stuff. While one weak password or phishing email may not seem like a big deal, it’s in your best interest to take every threat seriously. Implement strong password complexity controls and policies, develop and maintain phishing campaigns, track user activity, and create policies for sharing information on the internet. For example, posting information on social media could reveal answers to common security questions. Staying vigilant will help your organization avoid trouble in the future.
We are yet to witness the full potential of IoT, but before that, we need to overcome a big challenge. The sensors that make IoT networks possible require power to stay functional, and unfortunately, our existing energy solutions are not enough to support this demand. A team of researchers at King Abdullah University of Science and Technology (KAUST) in Saudi Arabia has been working on this problem and in their latest study, they propose an interesting solution. The authors reveal details about wireless-powered electronics that promise to meet the energy demands of IoT networks in a sustainable and eco-friendly manner. Sensors are currently powered by technologies like Li-ion batteries. Although batteries can power a large network of devices, they need to be replaced again and again. Therefore a battery-based approach is expensive, unsustainable, and harmful to the environment. For instance, conventional batteries are made of metals that are procured through mining activities resulting in air and soil contamination. Plus, when these batteries are not carefully disposed of, they release toxic chemicals into our environment.
Waterfall and agile culture are different forms of managing software projects, but they are made of the same constituent concept: people managing people. The values we covered, on the other hand, are not interchangeable. They are different in kind, they are indeed the quintessential difference between agile and waterfall. Following the scrum guide by the book, having squads, agile coaches, dailies, and meetups might make you show up as agile, but unless your values are aligned with the Manifesto, you’re just dressing waterfall as agility. This is precisely the scenario we have been witnessing in the last few years. As more and more companies see the results of strong agile culture creating unicorns and industry juggernauts, more of them want a quick way to execute digital transformation. What happens is that they start practicing agile, but keep the waterfall values of control with a lack of flexibility and hierarchy. Even worse, since the number of successfully transformed companies is way smaller than those who just pretend to have transitioned, more and more people have no experience with agile values, leading them to believe that doing agile with waterfall values is perfectly normal.
According to Martin Fowler, DTO is: “An object that carries data between processes in order to reduce the number of method calls. When you're working with a remote interface, such as Remote Facade, each call to it is expensive. As a result, you need to reduce the number of calls. The solution is to create a Data Transfer Object that can hold all the data for the call.” So, initially, DTOs were intended to be used as a container for remote calls. In a perfect world, DTOs should not have any logic inside and be immutable. We use them only as state holders. Nowadays, many developers create DTOs to transfer data between application layers, even for in-app method calls. If we use JPA as a persistence layer, we can read an opinion that it is a bad practice to use entities in the business logic, and all entities should be immediately replaced by DTOs. We recently introduced DTO support in the JPA Buddy plugin. The plugin can create DTOs based on JPA entities produced by data access layer classes and vice versa – create entities based on POJOs. This allowed us to look at DTOs closer and see how we can use them on different occasions.
It won’t all be plain sailing if we’re to migrate IoT workloads to a blockchain-based infrastructure. There are some key issues that need to be overcome, but luckily a number of interesting solutions are already being built. One of the main challenges with blockchain is that it’s not a low-latency protocol. As such, most blockchains process a very low number of transactions per second, and that presents issues for large-scale IoT device networks, as these require extremely rapid rates of data transfer to keep up. Ethereum, the world’s most popular smart contract blockchain, is only capable of processing around seven transactions per second, for example. Moreover, the Ethereum network is often congested, leading to high transaction costs. In its natural state, it’s not a realistic platform for large-scale IoT deployments. The answer to this problem may lie in scaling solutions like Boba Network, which is a Layer-2 network and hybrid compute platform that powers lightning fast transactions with much lower costs than traditional Layer-1 networks. Boba Network relies on a technology called optimistic rollups, which enable multiple transactions to be bundled into one and processed simultaneously.
DLP is not a plug-and-play solution. There is considerable prep work that must take place before anything is deployed. Reliable processes must exist for identifying data, performing continuous inspections, and verifying results. There must be a clear framework that identifies how data is classified, what gets blocked, and who is responsible for ultimately setting policies. Historically, many DLPs have relied on data access pattern recognition (REGEX), which offers mediocre insights into how data is used. In other words, even with the right people at the helm, the tools may be lackluster. DLP’s middling capabilities, often wielded by untrained IT departments, have given it a reputation for over-promising and under-delivering. Without a strong ability to apply context to data, many DLPs are glorified string-matching tools that overwhelm analysts with false positives. ... Much of DLP’s shortcomings are attributable to untrained staff or poor implementations. Some DLPs are built upon frameworks with functional limitations that may negatively impact their effectiveness.
The ransomware ecosystem has changed significantly in 2022, with attackers shifting from large groups that dominated the landscape toward smaller ransomware-as-a-service (RaaS) operations in search of more flexibility and drawing less attention from law enforcement. This democratization of ransomware is bad news for organizations because it also brought in a diversification of tactics, techniques, and procedures (TTPs), more indicators of compromise (IOCs) to track, and potentially more hurdles to jump through when trying to negotiate or pay ransoms. ... "Fast forward to this year, when the ransomware scene seems as dynamic as ever, with various groups adapting to increased disruptive efforts by law enforcement and private industry, infighting and insider threats, and a competitive market that has developers and operators shifting their affiliation continuously in search of the most lucrative ransomware operation." ... This trend is likely to continue in 2023 with ransomware groups expected to come up with new extortion tactics to monetize attacks on victims where they're detected before deploying the final ransomware payload.
When the job market reopened as the pandemic wound down, there simply weren’t enough workers to fill jobs. Recruiters and hiring managers were under a lot of pressure to fill roles and fill them fast. The Muse CEO and founder Kathryn Minshew explains it this way: With companies desperate to hire and HR pros stretched thin, recruiters may be going rogue and stretching the truth to fill roles. Or, they could say things they think are true, but they don’t have the full picture of the workplace experience. She advises companies to be honest about what it’s like to work there, including successes as well as areas for improvement. Interviews should be a two-way street, and you must give candidates enough time to ask questions about company culture. "When people feel like they have opted into a situation with eyes wide open," Minshew says, "they’re much more likely to accept the good and the bad, and to show up as engaged, productive, satisfied employees. Rather than fluffy mission statements, what if you were able to openly and transparently connect candidates to their personal purpose from their first connection to your employer brand?
Quote for the day:
"A lot of people have gone farther than they thought they could because someone else thought they could. " -- Zig Zigler