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This is a makeup final paper as I missed my final presentation . The paper should be 3 pages and the sources must be cited. Work cited should be on the 4th page. Topic can be anything related to chemistry but make sure you choose the topic that carry more weights. Paper should be in MLA format, written with 12 size font double spaced. Paper must be well organized. This paper carry up to 75 points in total.
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3.5 Discussion
AssignmentIn 2017, one of the biggest cyberattacks ever to occur was caused by the failure of the management and IT staff ...
3.5 Discussion
AssignmentIn 2017, one of the biggest cyberattacks ever to occur was caused by the failure of the management and IT staff at a well-known, very large enterprise to take the necessary action to prevent the hacking the personal information of over 800 million customers. The ability of the black hats to penetrate the technology portal at mega-giant Equifax and steal personal information was determined to be the simple failure to apply a patch to fix a known risk referred to as the Apache Struts vulnerability. An alert had been promulgated and the employees at Equifax knew of the vulnerability, and even ran some scans, but never applied the patch that would have prevented the reconnaissance and penetration of the data farm at Equifax. The credit-reporting agency had two months to apply the fix before the cybercriminals began stealing the data.DiscussFor this assignment, research a recent cybersecurity issue that had a considerable impact on an enterprise.Describe in detail the recent cybersecurity issue that you selected.How was the enterprise impacted?What could have been done to prevent the incident?
4 pages
Organizational Research Memo Template
This memo provides an overview of ethical issues within the organization and lists a set of recommendations to strengthen ...
Organizational Research Memo Template
This memo provides an overview of ethical issues within the organization and lists a set of recommendations to strengthen the organization’s ethical ...
Strategic Management
Read Case #1, Mystic Monk Coffee (Attached Below) and Answer the following questions:
Videos also attached for reference.
...
Strategic Management
Read Case #1, Mystic Monk Coffee (Attached Below) and Answer the following questions:
Videos also attached for reference.
Has Father Daniel Mary established a future direction for the Carmelite Monks of Wyoming? What is his vision for the monastery? What is his vision for Mystic Monk Coffee? What is the mission of the Carmelite Monks of Wyoming?
Does it appear that Father Daniel Mary has set definite objectives and performance targets for achieving his vision?
What is Father Prior's strategy for achieving his vision? What competitive advantage might Mystic Monk Coffee's strategy produce?
Is Mystic Monk Coffee's strategy a money-maker? What is MMC's business model? What is your assessment of Mystic Monk Coffee's customer value proposition? Its profit formula? Its resources that enable it to create and deliver value to customers?
Does the strategy qualify as a winning strategy? Why or why not?
What recommendations would you make to Father Daniel Mary in terms of crafting and executing strategy for the monastery's coffee operations? Are changed needed in its long-term direction? its objectives? its strategy? its approach to strategy execution? Explain.
MIS 600 GCU Transforming BI Infrastructure & Achieving ROI Application Case Study
Read "Application Case 3.5: AARP Transforms Its BI Infrastructure and Achieves a 347% ROI in Three Years," located in Chap ...
MIS 600 GCU Transforming BI Infrastructure & Achieving ROI Application Case Study
Read "Application Case 3.5: AARP Transforms Its BI Infrastructure and Achieves a 347% ROI in Three Years," located in Chapter 3 of the textbook.In 50-100 words each, address the questions presented at the end of the case study.While APA style is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.Application Case 3.5 AARP Transforms Its BI Infrastructure and Achieves a 347% ROI in Three YearsAARP, Inc., formerly the American Association of Retired Persons, is a U.S.-based membership and interest group, founded in 1958 by Ethel Percy Andrus, PhD, a retired educator from California, and Leonard Davis, founder of Colonial Penn Group of insurance companies. As described in their Web site (aarp.org), AARP is a nonprofit, nonpartisan, social welfare organization with a membership of nearly 38 million that helps people turn their goals and dreams into real possibilities, strengthens communities, and fights for the issues that matter most to families—such as healthcare, employment and income secu-rity, and protection from financial abuse.A Growing Demand for BIIn 2002, the organization first launched a BI initiative that would centralize information (AARP has offices in all 50 states as well as the District of Columbia) and empower its staff with current, relevant, accu-rate, and flexible analytics to:□□Match services and product offerings to mem-bership base and expectations.□□Improve member profitability, retention, and acquisition.□□Protect AARP brand image by managing rela-tionships with third-party service providers.This insight helped fuel AARP’s success and, with this success, came larger data volumes and an increased demand for new analytics.By 2009, the BI team faced a new challenge. Its data warehouse—based on an SQL relational database from Oracle—could no longer keep up with the demand. The team experienced more than 30 systems failures that year. This was both unac-ceptable and costly.System performance was a key concern as well. As the data volumes grew, daily loads into the ware-house couldn’t be completed until 3:00 P.M.—which affected how long staff had to wait for reports. “Our analysts would run a report, then go for coffee or for lunch, and, maybe if they were lucky, by 5:00 P.M.they would get the response,” says Bruni, Practice Director, Business Intelligence, AARP. “It was unac-ceptable. The system was so busy writing the new daily data that it didn’t give any importance to the read operations performed by users.”Analysts also couldn’t create ad hoc queries without IT intervention. When IT received a request for a new type of report, the BI team would have to optimize the queries and send a report sample back to the requestors for review. The process, from start to finish, could take weeks to months. Finally, with more than 36 terabytes of data in the data warehouse, staff found it impossible to back up the system each night. Backups were limited to a few critical tables, making it difficult for staff to create an effective disaster recovery plan.According to Bruni, if left unsolved, these chal-lenges could have affected AARP’s work. “Analytics provide key metrics that are critical to evaluate how well our membership and social goals are being attained,” says Bruni. “It is essential to enabling con-tinuous improvement and decision making to sup-port member needs.”Application Case 3.5 (Continued) Creating an Agile BI EnvironmentAs Bruni’s team looked to modernize the BI envi-ronment, they evaluated two options—upgrading the existing environment or moving to a single data warehouse appliance. “We found the cost of each option comparable, but only the appliance provided us a paradigm shift in terms of the performance we needed,” says Bruni. “Among the different partners we looked at, the IBM Netezza data warehouse appliance provided the safest bet because it didn’t require the data model fine-tuning that other data warehouses do. We were also able to try the solution before we bought it to see whether it really could do everything we needed. Most vendors do not provide this type of ‘try-before-you-buy’ option.” In building the new environment, the organi-zation adopted a “Scrum” development model, usually used by software developers, to provide a framework that shortens development cycles and speeds time to market for BI requests. “Using Scrum in data warehousing is kind of unheard of,” says Bruni. “But the basic premise it provides is an agile, iterative process that enables us to rapidly transform our users’ analytic needs into operating reports that show meaningful data.”Within 9 months from the acquisition of its new platform, the team had converted all the scripts and procedures from Oracle Database into the IBM®Netezza® data warehouse appliance. Core accounts and membership data (which resides on an IBM DB2® for z/OS® database running on an IBM System z® server), financial and human resource data from other smaller databases, and campaign analysis and segmentation data from third-party data sources are now loaded in the IBM Netezza data warehouse appliance nightly and accessible via the organiza-tion’s BI tools without interruption.Running Complex Queries at Lightning SpeedIn terms of performance (which was the BI team’s most pressing concern), daily data loads are now completed before 8:00 A.M.—a 1,400% improve-ment—and reports that previously took minutes to run are completed in seconds—a 1,700% improve-ment. The solution also helped compress the data size from 36 terabytes to just 1.5 terabytes, enabling staff to easily back up the data warehouse in only 30 minutes.Equally important, the nearly 220 human resources, finance, marketing, and campaign staff members that use the system can now conduct what Bruni refers to as “train-of-thought analysis”— creat-ing ad hoc reports to test theories regarding mem-bership needs. “The IBM Netezza data warehouse appliance is like driving a Ferrari,” says Bruni. “We have opened a whole new realm of possibilities to our internal customers, who are actually able to cre-ate reports on-the-fly and get the results back in a matter of seconds. In the first few months of opera-tion, we saw a huge spike in the number of reports being created—nearly three times the number that we had previously supported. With the deep dive they can conduct now, we’ve seen a steady growth in member renewals, acquisitions and engagement.”Achieving Rapid ROIThe new platform has also enabled the organization to redeploy IT support staff from the BI group to other areas. Previously, the team needed one full-time database administrator (DBA) along with part-time support from the organization’s storage area network (SAN) and midrange service teams. “It’s amazing,” says Bruni. “We no longer need IT sup-port. The IBM Netezza data warehouse appliance is shipped already optimized. Give it power, give it network, and you’re done. It doesn’t need anything else.”These improvements have enabled the organi-zation to realize a 9% return on investment in the first year, with an anticipated 274% ROI by the second year, and a 347% investment by the third year. “Our initial analysis projected a positive ROI already in the first year—which is very unusual for infrastructure upgrades given all costs are incurrent in the first year,” says Bruni. “Our actual ROI post-implementation was even higher as we completed the swap three months ahead of schedule.”Expanding the Influence of BIBy modernizing its infrastructure, Bruni’s team has elevated the value and perception of BI in the organization. “After we moved to IBM Netezza, the word spread that we were doing things right and that leveraging us as an internal service was really smart,” says Bruni. “We’ve gained new mission-critical areas, such as the social-impact area which supports our Drive to End Hunger and Create the Good cam-paigns, based on the fact that we have such a robust infrastructure and that we changed our approach to business. We can develop in a more agile way from a development standpoint. From a program manage-ment standpoint, it shrinks our release cycles from months, which is typical with traditional data ware-house infrastructures, to just weeks.”QUESTIONS FOR DISCUSSION1. What were the challenges AARP was facing?2. What was the approach for a potential solution?3. What were the results obtained in the short term, and what were the future plans?Source: IBM customer success story. (2011). AARP transforms its business intelligence infrastructure—Achieving a 347% ROI in three years from BI modernization effort. http://www-03.ibm.com/soft-ware/businesscasestudies/us/en/corp?synkey=A735189Y23828M82 (accessed June 2016).
WRTG 391 CCBC Beyond Frequency Perceived Realism & the CSI Effect Discussion
Please download the article, “Beyond Frequency: Perceived Realism and the CSI Effect,” by Evelyn Maeder and Richard Co ...
WRTG 391 CCBC Beyond Frequency Perceived Realism & the CSI Effect Discussion
Please download the article, “Beyond Frequency: Perceived Realism and the CSI Effect,” by Evelyn Maeder and Richard Corbett. The article is available in the e-reserves of your class.On pages 84-85, the authors provide an introduction to the research study they conducted. You can read this section if you would like to. However, for this discussion thread, please read from page 85 “(“The CSI effect defined”) to page 94 (up to the section entitled “Method”).Then answer the following questions:1. In the first section (“The CSI effect defined”), do the authors ever give you their opinion on the CSI effect? How do they support their definition and their expansion on the definition? How many different sources do they cite in this section?2. From pages 86-88, the authors discuss lawyers, police officers, judges, and community members. In this section, do the authors ever give you their opinion on any of the issues discussed?3. Examine the section entitled “Verdicts” (pp. 90-92). How do the results from the study by Shelton et al. differ from the results of the study by Kim, Barak, and Shelton? How do the results of the study by Baskin and Sommers differ from the results of other studies?4. As a result of having read this article, please write a few sentences about what you might have learned about a) synthesizing sources or b) the CSI effect.
University of The Cumberlands Visualizing and Analysing Data Essay
Select any example of a visualization or infographic, maybe your own work or that of others. The task is to undertake a de ...
University of The Cumberlands Visualizing and Analysing Data Essay
Select any example of a visualization or infographic, maybe your own work or that of others. The task is to undertake a deep, detailed ‘forensic’ like assessment of the design choices made across each of the five layers of the chosen visualization’s anatomy. In each case your assessment is only concerned with one design layer at a time.For this task, take a close look at the annotation choices:Start by identifying all the annotation features deployed, listing them under the headers of either project or chart annotationHow suitable are the choices and deployment of these annotation features? If they are not, what do you think they should have been?Go through the set of ‘Influencing factors’ from the latter section of the book’s chapter to help shape your assessment and to possibly inform how you might tackle this design layer differentlyAlso, considering the range of potential annotation features, what would you do differently or additionally?Submit a two-page document answering all of the questions above. Be sure to show the visualization first and then thoroughly answer the above questions. Ensure that there are at least two-peer reviewed sources utilized this week to support your work.
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3.5 Discussion
AssignmentIn 2017, one of the biggest cyberattacks ever to occur was caused by the failure of the management and IT staff ...
3.5 Discussion
AssignmentIn 2017, one of the biggest cyberattacks ever to occur was caused by the failure of the management and IT staff at a well-known, very large enterprise to take the necessary action to prevent the hacking the personal information of over 800 million customers. The ability of the black hats to penetrate the technology portal at mega-giant Equifax and steal personal information was determined to be the simple failure to apply a patch to fix a known risk referred to as the Apache Struts vulnerability. An alert had been promulgated and the employees at Equifax knew of the vulnerability, and even ran some scans, but never applied the patch that would have prevented the reconnaissance and penetration of the data farm at Equifax. The credit-reporting agency had two months to apply the fix before the cybercriminals began stealing the data.DiscussFor this assignment, research a recent cybersecurity issue that had a considerable impact on an enterprise.Describe in detail the recent cybersecurity issue that you selected.How was the enterprise impacted?What could have been done to prevent the incident?
4 pages
Organizational Research Memo Template
This memo provides an overview of ethical issues within the organization and lists a set of recommendations to strengthen ...
Organizational Research Memo Template
This memo provides an overview of ethical issues within the organization and lists a set of recommendations to strengthen the organization’s ethical ...
Strategic Management
Read Case #1, Mystic Monk Coffee (Attached Below) and Answer the following questions:
Videos also attached for reference.
...
Strategic Management
Read Case #1, Mystic Monk Coffee (Attached Below) and Answer the following questions:
Videos also attached for reference.
Has Father Daniel Mary established a future direction for the Carmelite Monks of Wyoming? What is his vision for the monastery? What is his vision for Mystic Monk Coffee? What is the mission of the Carmelite Monks of Wyoming?
Does it appear that Father Daniel Mary has set definite objectives and performance targets for achieving his vision?
What is Father Prior's strategy for achieving his vision? What competitive advantage might Mystic Monk Coffee's strategy produce?
Is Mystic Monk Coffee's strategy a money-maker? What is MMC's business model? What is your assessment of Mystic Monk Coffee's customer value proposition? Its profit formula? Its resources that enable it to create and deliver value to customers?
Does the strategy qualify as a winning strategy? Why or why not?
What recommendations would you make to Father Daniel Mary in terms of crafting and executing strategy for the monastery's coffee operations? Are changed needed in its long-term direction? its objectives? its strategy? its approach to strategy execution? Explain.
MIS 600 GCU Transforming BI Infrastructure & Achieving ROI Application Case Study
Read "Application Case 3.5: AARP Transforms Its BI Infrastructure and Achieves a 347% ROI in Three Years," located in Chap ...
MIS 600 GCU Transforming BI Infrastructure & Achieving ROI Application Case Study
Read "Application Case 3.5: AARP Transforms Its BI Infrastructure and Achieves a 347% ROI in Three Years," located in Chapter 3 of the textbook.In 50-100 words each, address the questions presented at the end of the case study.While APA style is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.Application Case 3.5 AARP Transforms Its BI Infrastructure and Achieves a 347% ROI in Three YearsAARP, Inc., formerly the American Association of Retired Persons, is a U.S.-based membership and interest group, founded in 1958 by Ethel Percy Andrus, PhD, a retired educator from California, and Leonard Davis, founder of Colonial Penn Group of insurance companies. As described in their Web site (aarp.org), AARP is a nonprofit, nonpartisan, social welfare organization with a membership of nearly 38 million that helps people turn their goals and dreams into real possibilities, strengthens communities, and fights for the issues that matter most to families—such as healthcare, employment and income secu-rity, and protection from financial abuse.A Growing Demand for BIIn 2002, the organization first launched a BI initiative that would centralize information (AARP has offices in all 50 states as well as the District of Columbia) and empower its staff with current, relevant, accu-rate, and flexible analytics to:□□Match services and product offerings to mem-bership base and expectations.□□Improve member profitability, retention, and acquisition.□□Protect AARP brand image by managing rela-tionships with third-party service providers.This insight helped fuel AARP’s success and, with this success, came larger data volumes and an increased demand for new analytics.By 2009, the BI team faced a new challenge. Its data warehouse—based on an SQL relational database from Oracle—could no longer keep up with the demand. The team experienced more than 30 systems failures that year. This was both unac-ceptable and costly.System performance was a key concern as well. As the data volumes grew, daily loads into the ware-house couldn’t be completed until 3:00 P.M.—which affected how long staff had to wait for reports. “Our analysts would run a report, then go for coffee or for lunch, and, maybe if they were lucky, by 5:00 P.M.they would get the response,” says Bruni, Practice Director, Business Intelligence, AARP. “It was unac-ceptable. The system was so busy writing the new daily data that it didn’t give any importance to the read operations performed by users.”Analysts also couldn’t create ad hoc queries without IT intervention. When IT received a request for a new type of report, the BI team would have to optimize the queries and send a report sample back to the requestors for review. The process, from start to finish, could take weeks to months. Finally, with more than 36 terabytes of data in the data warehouse, staff found it impossible to back up the system each night. Backups were limited to a few critical tables, making it difficult for staff to create an effective disaster recovery plan.According to Bruni, if left unsolved, these chal-lenges could have affected AARP’s work. “Analytics provide key metrics that are critical to evaluate how well our membership and social goals are being attained,” says Bruni. “It is essential to enabling con-tinuous improvement and decision making to sup-port member needs.”Application Case 3.5 (Continued) Creating an Agile BI EnvironmentAs Bruni’s team looked to modernize the BI envi-ronment, they evaluated two options—upgrading the existing environment or moving to a single data warehouse appliance. “We found the cost of each option comparable, but only the appliance provided us a paradigm shift in terms of the performance we needed,” says Bruni. “Among the different partners we looked at, the IBM Netezza data warehouse appliance provided the safest bet because it didn’t require the data model fine-tuning that other data warehouses do. We were also able to try the solution before we bought it to see whether it really could do everything we needed. Most vendors do not provide this type of ‘try-before-you-buy’ option.” In building the new environment, the organi-zation adopted a “Scrum” development model, usually used by software developers, to provide a framework that shortens development cycles and speeds time to market for BI requests. “Using Scrum in data warehousing is kind of unheard of,” says Bruni. “But the basic premise it provides is an agile, iterative process that enables us to rapidly transform our users’ analytic needs into operating reports that show meaningful data.”Within 9 months from the acquisition of its new platform, the team had converted all the scripts and procedures from Oracle Database into the IBM®Netezza® data warehouse appliance. Core accounts and membership data (which resides on an IBM DB2® for z/OS® database running on an IBM System z® server), financial and human resource data from other smaller databases, and campaign analysis and segmentation data from third-party data sources are now loaded in the IBM Netezza data warehouse appliance nightly and accessible via the organiza-tion’s BI tools without interruption.Running Complex Queries at Lightning SpeedIn terms of performance (which was the BI team’s most pressing concern), daily data loads are now completed before 8:00 A.M.—a 1,400% improve-ment—and reports that previously took minutes to run are completed in seconds—a 1,700% improve-ment. The solution also helped compress the data size from 36 terabytes to just 1.5 terabytes, enabling staff to easily back up the data warehouse in only 30 minutes.Equally important, the nearly 220 human resources, finance, marketing, and campaign staff members that use the system can now conduct what Bruni refers to as “train-of-thought analysis”— creat-ing ad hoc reports to test theories regarding mem-bership needs. “The IBM Netezza data warehouse appliance is like driving a Ferrari,” says Bruni. “We have opened a whole new realm of possibilities to our internal customers, who are actually able to cre-ate reports on-the-fly and get the results back in a matter of seconds. In the first few months of opera-tion, we saw a huge spike in the number of reports being created—nearly three times the number that we had previously supported. With the deep dive they can conduct now, we’ve seen a steady growth in member renewals, acquisitions and engagement.”Achieving Rapid ROIThe new platform has also enabled the organization to redeploy IT support staff from the BI group to other areas. Previously, the team needed one full-time database administrator (DBA) along with part-time support from the organization’s storage area network (SAN) and midrange service teams. “It’s amazing,” says Bruni. “We no longer need IT sup-port. The IBM Netezza data warehouse appliance is shipped already optimized. Give it power, give it network, and you’re done. It doesn’t need anything else.”These improvements have enabled the organi-zation to realize a 9% return on investment in the first year, with an anticipated 274% ROI by the second year, and a 347% investment by the third year. “Our initial analysis projected a positive ROI already in the first year—which is very unusual for infrastructure upgrades given all costs are incurrent in the first year,” says Bruni. “Our actual ROI post-implementation was even higher as we completed the swap three months ahead of schedule.”Expanding the Influence of BIBy modernizing its infrastructure, Bruni’s team has elevated the value and perception of BI in the organization. “After we moved to IBM Netezza, the word spread that we were doing things right and that leveraging us as an internal service was really smart,” says Bruni. “We’ve gained new mission-critical areas, such as the social-impact area which supports our Drive to End Hunger and Create the Good cam-paigns, based on the fact that we have such a robust infrastructure and that we changed our approach to business. We can develop in a more agile way from a development standpoint. From a program manage-ment standpoint, it shrinks our release cycles from months, which is typical with traditional data ware-house infrastructures, to just weeks.”QUESTIONS FOR DISCUSSION1. What were the challenges AARP was facing?2. What was the approach for a potential solution?3. What were the results obtained in the short term, and what were the future plans?Source: IBM customer success story. (2011). AARP transforms its business intelligence infrastructure—Achieving a 347% ROI in three years from BI modernization effort. http://www-03.ibm.com/soft-ware/businesscasestudies/us/en/corp?synkey=A735189Y23828M82 (accessed June 2016).
WRTG 391 CCBC Beyond Frequency Perceived Realism & the CSI Effect Discussion
Please download the article, “Beyond Frequency: Perceived Realism and the CSI Effect,” by Evelyn Maeder and Richard Co ...
WRTG 391 CCBC Beyond Frequency Perceived Realism & the CSI Effect Discussion
Please download the article, “Beyond Frequency: Perceived Realism and the CSI Effect,” by Evelyn Maeder and Richard Corbett. The article is available in the e-reserves of your class.On pages 84-85, the authors provide an introduction to the research study they conducted. You can read this section if you would like to. However, for this discussion thread, please read from page 85 “(“The CSI effect defined”) to page 94 (up to the section entitled “Method”).Then answer the following questions:1. In the first section (“The CSI effect defined”), do the authors ever give you their opinion on the CSI effect? How do they support their definition and their expansion on the definition? How many different sources do they cite in this section?2. From pages 86-88, the authors discuss lawyers, police officers, judges, and community members. In this section, do the authors ever give you their opinion on any of the issues discussed?3. Examine the section entitled “Verdicts” (pp. 90-92). How do the results from the study by Shelton et al. differ from the results of the study by Kim, Barak, and Shelton? How do the results of the study by Baskin and Sommers differ from the results of other studies?4. As a result of having read this article, please write a few sentences about what you might have learned about a) synthesizing sources or b) the CSI effect.
University of The Cumberlands Visualizing and Analysing Data Essay
Select any example of a visualization or infographic, maybe your own work or that of others. The task is to undertake a de ...
University of The Cumberlands Visualizing and Analysing Data Essay
Select any example of a visualization or infographic, maybe your own work or that of others. The task is to undertake a deep, detailed ‘forensic’ like assessment of the design choices made across each of the five layers of the chosen visualization’s anatomy. In each case your assessment is only concerned with one design layer at a time.For this task, take a close look at the annotation choices:Start by identifying all the annotation features deployed, listing them under the headers of either project or chart annotationHow suitable are the choices and deployment of these annotation features? If they are not, what do you think they should have been?Go through the set of ‘Influencing factors’ from the latter section of the book’s chapter to help shape your assessment and to possibly inform how you might tackle this design layer differentlyAlso, considering the range of potential annotation features, what would you do differently or additionally?Submit a two-page document answering all of the questions above. Be sure to show the visualization first and then thoroughly answer the above questions. Ensure that there are at least two-peer reviewed sources utilized this week to support your work.
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