The Social Internet Essay Example | Topics and Well Written Essays - 1750 words

The Social Internet - Essay Example Probably the most seasoned foundation that we have utilized as a position of party and association has been the congregation. While church enrollment has fallen marginally lately, the Internet has been a recovery for strict associations. Mount Calvary Baptist Church in Greenville SC downloaded 80,000 Internet lessons a year ago from their webpage (Hills, 2003). A large number of these surfers would presumably have never walked inside a congregation. As indicated by The Barna Group, by 2010 upwards of 50 million Americans will depend on the Internet as their sole strict contact (as refered to in Hills, 2003). In spite of the fact that the Internet has the ability to push more individuals toward religion, it is unmistakably moving them away from the congregation and away from the social setting that was significant for discussion and nearby news in earlier decades. Similarly as the Internet can convey religion to the individuals, it likewise has the ability to convey individuals to governmental issues. Political commitments, discussion, and communication have taken off as of late. The Internet has made tremendous amounts of data in a flash accessible for any individual who thinks about it and can possibly make another type of electronic majority rule government. However, with this data accessible, it is as yet occupant upon the client to search it out, read it, and review it. Polat (2005) proposes that we are experiencing data over-burden and says we [...] may get subject to others to assess the accessible data (p. 438).

Reaction Paper Essay Example | Topics and Well Written Essays - 250 words - 8

Response Paper - Essay Example Einstein at that point presumes that logical revelation summons a high-leveled strict mindfulness that is over the religion that others get (Letters, p. 1). In the wake of perusing the letter, I envisioned an enticing, touchy, and educated communicator. He utilizes an impartial and indifferent way to deal with judge the scientists’ thought regarding religion. He doesn't reprimand assessments of the researchers. He likewise doesn't straightforwardly concur with them however says that the scientists’ sentiments on religion don't concur with that of the average folks. The researchers anyway realize that strict force is available. This thought is genuine in light of the fact that researchers have not prevailing with regards to clarifying all events. The disappointment thusly shows that there are a few powers, past logical information, and the researchers know it. I likewise enjoyed his nonpartisan methodology that is touchy to the kids who are as yet youthful in suspecting. This is on the grounds that he prevails to wiping out conceivable predicament that could upset the children’s

Skyhigh Networks

Skyhigh Networks INTRODUCTIONMartin: Hi. Today we are in Campbell at Skyhigh. Hi, Rajiv. Who are you and what do you do?Rajiv Gupta: Hi, Martin. I am an entrepreneur by choice, technology by training. I am formally the CEO of Skyhigh but more interestingly, I am one of the team members at Skyhigh.Martin: That’s great. Awesome.Martin: What did you do before Skyhigh and what made you come up with a business idea?Rajiv Gupta: Prior to Skyhigh, I was running a business unit at Cisco. As I mentioned, I am an entrepreneur by choice. I was at Cisco because it acquired my previous company. That’s how I was at Cisco, running a business unit, BBGM.The idea for Skyhigh actually is very old and I thought of it myself. As a fresh PhD in 1991, I had just graduated from Caltech and joined HP labs. My day job was to design HP â€" Intel microprocessor   but I had an epiphany, an idea, that all computing, storage, applications, network would one day be available as a utility. You plug in the wall, you dial NSA an d a broker would make it available to you. Remember the time? You cannot remember it because you were too young in 1991. The common technology constriction was a client server. You have a client and you have servers. However, I said no. It is going to be utility. I did not call it a cloud but the same idea that you plug into something and then computing happens somewhere, storage happens somewhere. Networking happens somewhere. All you get is the byproduct / the end product that you need, what I had thought of in 1991. Again, I was 25 years too early but that is the genesis of what we’re doing today at Skyhigh.BUSINESS MODEL OF SKYHIGH NETWORKSMartin: What is Skyhigh?Rajiv Gupta: The intent of Skyhigh is to take this disruption called cloud or cloud computing, which all analysts called disruptive â€" in fact, they say it is as disruptive as the PC was 25 years ago â€" and to take this disruption called cloud, but as with all disruptions they can be good and bad, and make sure that enterprises benefit from the promise of cloud and not get hurt from the perils of the cloud. There are things like, how to make sure that my data is secure, how do I make sure that I can govern the use of cloud, how do I make sure I can map privacy, how can I make sure it is compliant? Because all those things are required for enterprises to be able to leverage cloud. So that is our [Skyhighs] focus. In a different sense, again, if you take a step back and put it in perspective, just like the PCs or devices, they created the need for a governance and control point. Symantec and McAfee and others stepped in and they were helping control the data on the device.In the recent industry connecting devices together, the internet came along and there was the inside of the enterprise and the outside of the enterprise. We then created this kind of layer of controlling, governing the data inside the enterprise as well as outside. Cisco, CheckPoint, Palo Alto Networks, Blue Coat, and others ca me along and created that control point for the internet.We think that the same movement is now moving to the cloud where I want my data to be used for collaboration purposes for my employees who are mobile, they are using their own devices, BYOD environment, when they are trying to use their data to get the job done. My partners are connecting with the data I made available to them. My customers are running in a cloud service because it is much more efficient way than trying to run my data service centers. That same movement of liberation, of collaboration requires another control point. That is what we’re trying to create at Skyhigh â€" it is to create the next generation control point for the data. As Symantec was for the PC, as Cisco was for the network. There is a need for a control point for the data that is moved to the cloud. That is what we are trying to create at Skyhigh.Martin: Great. Rajiv, once the idea for Skyhigh grew like for more than 20 years, what was actually t he point when you started it and what was it like in the first 3 to 6 months? When did you find the first employees? When did you work on the product? When did you raise money?Rajiv Gupta: It is a very good question. I obviously wanted to work on this, on what I called cloud for many, many years. But when I was working at Cisco, running this business unit, obviously, my day job was doing that. Once my team… I’ve been fortunate, by the way, across everything I’ve done. I’ve been fortunate to work with some very, very good folks. That is why I say, ‘with pride’, as I am a team player. I am one of the team at Skyhigh. That to me is the biggest pride I can have.Once my team at Cisco, they delivered a product that won the Pioneer Award at Cisco, which is a very coveted award. Essentially only products that are game changing, from a Cisco perspective, win that award and this team won it. Then I decided maybe it was time to go back to my roots into something entrepreneurial aga in outside of a big company. Even though I thought and had this love affair with what we are calling the cloud for a long time, I did not want to marry the first girl I met. With my two co-founders I said: “Let’s figure out what the industry needs. Let’s come up with five different game-changing ideas, different ones and then let’s choose the best and go with it.” Because I did not want to bias it and just do cloud.So what we did was we spoke with 140 different IT executives in the industry, CIOs, CEOs, CISOs (Chief Information Security Officer), infrastructure folks, IT leaders and asked them: “What are some of the issues that you see coming down the pipe that you need addressed?” And they said, storage came up again and again, the cost of storage was going up, mobility came up, security came up and cloud came up a number of times, and then the fifth one kept changing, identity and different things.So what we did was building, as I mentioned, mini business plans, not full-fledged MBA but market, size of market, route to market, competition, what are the key trends in the industry that we are going to be working with. Based on that analysis, we chose this particular one because we thought that this was the biggest need, fastest growing. None of the existing incumbents were addressing it adequately. That is how we came up with the idea, which was essentially, like I said, the rebirth of an idea which emerged more than 25 years ago. It is today’s version of what we had thought about 25 years ago.Martin: How long did it take you to validate this idea and choose the right one?Rajiv Gupta: That process took us a couple of months, maybe three months or so. Then what we did was leaving Cisco, my co-founders and I. We left Cisco on very good terms. Cisco is a customer, partner, our advocates. When we left Cisco, we decided that now we have the idea what we want to do. We wanted to make sure that we map into how to take it to the customers equally well before we wrote any code. So what we did was very much like the Lean Startup outside in approach, we created mock ups, no line of code, and went back to those 140 people. We said: “Hey, we understood the problem. If we addressed it in this particular way, is this what you had in mind?” Some of them said “yes”, some of them said “no”.Then we iterated on that and when we showed them, they said: “Yes, that is it.” That became my PRD, my product requirements document because essentially I could have my team build this. That is how my customers see, that’s how they wanted it. And that was very effective for us, that worked very well for us.Because what happens in most startups, the issue they have is they start off with a technology base and especially startups founded by technologists. They say: “This is the technology, where can we apply it?” This is completely different. This was an outside-in approach. We wanted to make sure that the need as the customer saw it was manifested in what we were showing them. That became the PRD as I described. That is why the team built it very quickly, thats why you have today more than 500 of the world’s largest enterprises and some of the biggest companies in every vertical industry using Skyhigh to help them in their cloud adoption. We had very few of those experiences that startups have when they turn left or turn right… Because in many cases after they create the product is when they get the feedback and that’s when they learn â€" we did that early on. That was very effective for us.Back to your question, it took us a couple of months (maybe three months) to get that kind of industry feedback to decide which particular area we want to focus on. It took us about, I would say 4 or 5 months, to do that mock ups and get the feedback and hold it what it wanted to be. Then it became a much easier task in terms of recruiting people because when we recruit engineers we would rather give them a very brief description saying: “This is what we were trying to do.” For a lot of engineers that specificity is also very helpful. That helped us significantly.Martin: What was the sequence? Did you first build a product and try to sell it to customers, get some cash and then maybe try to bootstrap and only afterwards you raised some money? Or did you raise the money first and then went to customers?Rajiv Gupta: That is a good question. I think given my experience, the fact that my co-founders and I have been around the block a few times, this is my third startup, we did it slightly differently than what I think a lot of entrepreneurs should do. I will tell you my experience and what I expect entrepreneurs to do.What we did was when we left Cisco, the three of us left Cisco, we had Greylock ready to fund us the day we left. Asheem Chandna at Greylock was a leading investor at my previous company that Cisco acquired. The relationship with him at Greylock was very, very good, just outstanding . I told him earlier which entrepreneurs typically shouldn’t do, it is not a good idea because it takes away our leverage. I told him that based on how well we worked together, anything I do next you have the first, dibs, the first rights. Just to make sure it is fair. I went to him and said this is what I want to do and he said: “That sounds great. Let me take it to the partnership.” The partnership said go for it. And so it was a very, very short cycle because we paid our dues and we had experience working with Greylock.For most entrepreneurs, they don’t have that luxury. They don’t have benefits so it might be slightly different. In our case, back to your question, we had funding on day one when we started the company, which makes it easy in some sense, but as I said most entrepreneurs have a different sequence that they would choose to use.Martin: When I look at entrepreneurs nowadays, they can raise tons of money. They seem to be having problems focusing on being very lean. How did you focus on that?Rajiv Gupta: That is so accurate. That comment you made about being lean and being focused is highly relevant, almost independent of money. What I mean by that is, I believe that startups that don’t succeed don’t succeed not because of starvation. They don’t succeed because of indigestion. They try to eat too much. They try to do too much and they don’t do anything really well. That is absolutely a big concern that any entrepreneur should have.For us, the way we manage to stay focused is â€" by the way, we have challenges as well, there are so many things we want to do, the space is so large, the option is so big, our imagination is so wild that there’s so many things we want to do. We have to keep ourselves in check. It is not all roses. Let me grant you that. I think what has helped us is that homework we did earlier where we actually got all the feedback early from the customers, from the prospective customers. Based on that feedback, we defined some very important foundational principles. Those foundational principles have been sort of the bearings for what’s kept us so focused. Those were:Seamless consumption. You are moving to the cloud. The reason why people are in the cloud today is because people can use it today. They do not have to worry about waiting for 9 months for IT to deliver something.Zero friction. In today’s day and age, people don’t have patience and time for friction. You give them too much friction and they go around it.The last one is because we are appealing to enterprises â€" in fact, our first three customers at Skyhigh were Cisco, and I dont know if I publically can name their names or not. One was a Fortune 10 company and the other one was one of the top five banks in the world â€" we started with some very large customers.Martin: Not too bad?Rajiv Gupta: No, not too bad but again not wise either. Because, normally as an entrepreneur you start with something where you can make some m istakes. Choosing those three sort of companies (Cisco is the largest networking and the largest in banking) it was not particularly clever. It worked well, but it is not an advice I would give to anybody else.Because of our focus on enterprises our third principle is… But since I took a detour, I will remind you: First, seamless consumption, zero friction, the third one was making sure we leverage and extend all the enterprises already have. Because even though in theory ‘rip and replace’ works, in practice it is very difficult. Enterprises, they spend a lot of time and money getting somewhere. They wouldn’t want to just throw out anything and start with you.Our focus is held by (A) doing homework early on as opposed to get in the market and trying to figure it out. The second (B) is using that homework to come up with those foundational principles.Those principles have kept us very focused and disciplined. The third one (C) is that we do a pretty good job of taking custome r feedback (very customer driven) and apply our own set of imagination of where we think the world is heading. The way we describe that is, and that is may be subtle but, ‘discerning want from need’.Customers can tell you: “I want this”, but to understand when they say they want A: Do they really need A or do they need A prime? For example, no customer has told Steve Jobs that he wants an iPad or wants an iPhone but Steve Job’s team, discerned there is a need for it. Something between want and need is something that we try to formalize â€" I would not say formalize but at least we are cognizant of it. We are very good listeners of our customers. They tell us what they want. We make sure we stay back and say: “What is the real need?” and focus on that.Martin: It seems that you have taken out a lot of risks at the beginning so that you don’t need to pivot that much. You understand pain points and then you can work some kind of flexible solutions. What have been the mai n challenges and obstacles that you perceived although you took out those risks? How did you react to that?Rajiv Gupta: We took out some risk. There is never a situation where there is no risk. Then there would be no return either. We took out some risk. We took out the market need risk which is one of the most important risks that people take. We early on addressed the product market fit risk because we had this feedback before we had the first line of code, and once we had that code we were very customer focused, so we reduced that risk somewhat. We reduced the funding risk because we had Greylock and Sequoia, arguably two of the top worlds VCs. We also took the risk out because we wanted to create something game changing, not just a simple extension or something. These two companies have backed such game changing companies as Palo Alto Networks and LinkedIn. So we knew they have a muscle memory to do something big. We have reduced some of that risk as well.Many other risks that w e have experienced and we are experiencing still, one of them ironically, is the risk that we didn’t even realize we were taking, is one of scaling. Even though we had this confidence that the industry needs this product we are creating, it is a game changing, and it is a control point. We were a little bit surprised by how quickly customers have adopted it. There are more than five hundred enterprises for a start up company in the enterprise space. Again, our focus is large enterprises primarily. We have midsized companies as well but my direct sales team is focused on large enterprises. To have that many enterprises at that scale, 400 thousand employees, and 320 thousand employees use â€" it was a bit of a surprise to us.Luckily, as I said, we have three of the largest customers who helped define the scale. That is something that could have tripped us badly if we were not careful.Another risk and you will be surprised because most of the entrepreneurs, they are worried (correctl y so) about market risk, product market fit, funding risk and so on â€" and maybe that’s why this one comes later because those were the big ones, the long poles in the tent. Another, not risk, but opportunity challenge that we are facing today, and will continue facing, is that technology is changing very rapidly. Initially we did not think about that as much, but now we’ve learned from that â€" today we have a platform where we anticipate that the underpinnings of the platform whether I’m using EdgeBase or Cloudera, that those can change over time. And I have to get prepared to change my engine once it applies. That kind of introduces risk as well.Thankfully, those are the kinds of risks â€" scale or technology risk â€" are the ones that are within our control in some sense, within the four walls of Skyhigh. That we can decide which one to adopt and which one not to adopt. The biggest risks of any startup are the external risks, the market risk and the product market fit ris k. Those are the ones, I think, we have done a pretty good job on. Because we took the time to think through it before we wrote the code or pivot three times as mentioned.Martin: Rajiv, you briefly touched on the point if technology changes how should I change as my company. When I look at some companies, they started with some very crappy code because it is cheaper and they try to scale and they notice that they have a scaling problem there. How do you address it? Are you putting some kind of resources aside, are you decreasing technical debt, or is it that you are doing some kind of green field approach where you have time for parallel platforms?Rajiv Gupta: Actually, it is a very insightful question. You’ve done this before because that is a very insightful question and it is not an easy one to answer. Because creating a green field approach in parallel with your existing approach means that your investment has to be, not doubled but obviously significant. Sometimes it also cre ates a cultural problem of today’s technology vs. tomorrow’s technology and no one wants to be yesterday’s technology. You know what I mean? That creates a cultural problem as well that you have to be very careful about it.I think, the biggest reason why we have been, in all humility so successful as we have been so far â€" success isn’t granted, it can change. But at least it looks like we have done reasonably well. We have done it well because of the people. It is the team that we have at Skyhigh, and I say with pride I am privileged to be part of the team, that is the best in the industry, the best in the particular field. And the way we work as a team is I think our strength.The folks that we have here are the ones who know their domain really well but they also have the mindset to understand that things change. They are all attuned to change. In my field (my big data, my analytics, or my high bandwidth frequency network, or whatever it is) they themselves have the minds et of what is the latest, what is changing that they can adopt.I have never felt a need that this is my team that is doing today’s technology. They may not be aware. They may not be comfortable with tomorrow’s technology, or to have a separate team for tomorrow’s technology â€" we don’t do that because I think it has a lot of challenges (investment challenge). Investment is fine because we have a reasonable amount of money. But back to your point. Sometimes too much money can create problems as well because you do the wrong things.We have been careful to make sure we don’t use that fact that we have very strong VCs to take approaches which we think could be a cultural mistake. I think it is often a cultural mistake to have yesterday’s team and tomorrow’s team. It creates ‘us’ opposed to ‘them’ mentality. By the way, I know many big companies that have today what they call internal competition. But I am not sure that is the right thing for us to do.Martin: Rajiv , when many people talk about the cloud it sounds to me like there is one cloud, let’s take it up. But actually, there are several services, which you can plug in, but I am not aware of one kind of platform or middleware where I can really plug in. Do you see any trend that there might be coming up one or two bigger platforms? When I look at Windows for example or Microsoft in general, they have a trend to go in a cloud sphere as an operating system or platform. Do you perceive some kind of trends?Rajiv Gupta:   It’s a very good question. Your first point about the cloud that we talk of cloud as one entity, as one homogenous entity, that is not the case at all. It is very heterogeneous and growing heterogeneous by the moment. Today we have more than 16 thousand public cloud services in our registry and are growing about a hundred per week. It is expanding. That entropy is not going to go away. It is easy to create cloud service that people do and they should and they will. So I dont think that it is going away.I think what you describe is a shift in the economy of scale. Today you see Amazon, Microsoft, Google, maybe IBM, and maybe one other, two others who have the scale today in creating that infrastructure of a service, platform as a service so that people can build their SaaS cloud services on top of that. I think there is always some sort of scale based consolidation. That is at one level.At the level above that, where people are using these platforms to create new cloud services/SaaS services â€" I don’t see that consolidating at all. Another question is, will a platform provider, lets say Microsoft, be a platform provider and be a SaaS provider with Office365? Does that give them the right to be the control point for the generic cloud? I think the answer is no. By the way, I have a lot of respect for Microsoft. Sataya is doing a fantastic job there. I think the rule of the game is that if you are a SaaS company you cannot be an honest broker betwe en that SaaS Company and other SaaS companies. It is like almost saying, I want to be the player and the referee at the same time. I think there is going to be this need for the control point, which is going to be independent of any of the SaaS providers or the platform providers because there are many of those. So I feel pretty comfortable that this will not be assumed by any of them. If you go above that stack, I think this economy scale is going to be consolidation that already has five or six pillars in terms of infrastructure. If you go above that, you have people who can create new business logic, new SaaS â€" that, I don’t think is going to consolidate in time soon. If anything, it is going wider.ADVICE TO ENTREPRENEURS FROM RAJIV GUPTA In Campbell (CA), we meet Co-Founder CEO of Skyhigh Networks, Rajiv Gupta. Rajiv talks about his story how he came up with the idea and founded Skyhigh Networks, how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Hi. Today we are in Campbell at Skyhigh. Hi, Rajiv. Who are you and what do you do?Rajiv Gupta: Hi, Martin. I am an entrepreneur by choice, technology by training. I am formally the CEO of Skyhigh but more interestingly, I am one of the team members at Skyhigh.Martin: That’s great. Awesome.Martin: What did you do before Skyhigh and what made you come up with a business idea?Rajiv Gupta: Prior to Skyhigh, I was running a business unit at Cisco. As I mentioned, I am an entrepreneur by choice. I was at Cisco because it acquired my previous company. That’s how I was at Cisco, running a business unit, BBGM.The idea for Skyhigh actually is very old and I thought of it myself. As a fresh PhD in 1991, I had just graduated from Caltech and joined HP labs. My day job was to design HP â€" Intel microprocessor   but I had an epiphany, an idea, that all computing, storage, applications, network would one day be available as a utility. You plug in the wall, you dial NSA and a broker would make it available to you. Remember the time? You cannot remember it because you were too young in 1991. The common technology constriction was a client server. You have a client and you have servers. However, I said no. It is going to be utility. I did not call it a cloud but the same idea that you plug into something and then computing happens somewhere, storage happens somewhere. Networking happens somewhere. All you get is the byproduct / the end product that you need, what I had thought of in 1991. Again, I was 25 years too early but that is the genesis of what we’re doing today at Skyhigh.BUSINESS MODEL OF SKYHIGH NETWORKSMartin: What is Skyhigh?Rajiv Gupta: The intent of Skyhigh is to take this disrupti on called cloud or cloud computing, which all analysts called disruptive â€" in fact, they say it is as disruptive as the PC was 25 years ago â€" and to take this disruption called cloud, but as with all disruptions they can be good and bad, and make sure that enterprises benefit from the promise of cloud and not get hurt from the perils of the cloud. There are things like, how to make sure that my data is secure, how do I make sure that I can govern the use of cloud, how do I make sure I can map privacy, how can I make sure it is compliant? Because all those things are required for enterprises to be able to leverage cloud. So that is our [Skyhighs] focus. In a different sense, again, if you take a step back and put it in perspective, just like the PCs or devices, they created the need for a governance and control point. Symantec and McAfee and others stepped in and they were helping control the data on the device.In the recent industry connecting devices together, the internet came along and there was the inside of the enterprise and the outside of the enterprise. We then created this kind of layer of controlling, governing the data inside the enterprise as well as outside. Cisco, CheckPoint, Palo Alto Networks, Blue Coat, and others came along and created that control point for the internet.We think that the same movement is now moving to the cloud where I want my data to be used for collaboration purposes for my employees who are mobile, they are using their own devices, BYOD environment, when they are trying to use their data to get the job done. My partners are connecting with the data I made available to them. My customers are running in a cloud service because it is much more efficient way than trying to run my data service centers. That same movement of liberation, of collaboration requires another control point. That is what we’re trying to create at Skyhigh â€" it is to create the next generation control point for the data. As Symantec was for the PC, as Cisco was for the network. There is a need for a control point for the data that is moved to the cloud. That is what we are trying to create at Skyhigh.Martin: Great. Rajiv, once the idea for Skyhigh grew like for more than 20 years, what was actually the point when you started it and what was it like in the first 3 to 6 months? When did you find the first employees? When did you work on the product? When did you raise money?Rajiv Gupta: It is a very good question. I obviously wanted to work on this, on what I called cloud for many, many years. But when I was working at Cisco, running this business unit, obviously, my day job was doing that. Once my team… I’ve been fortunate, by the way, across everything I’ve done. I’ve been fortunate to work with some very, very good folks. That is why I say, ‘with pride’, as I am a team player. I am one of the team at Skyhigh. That to me is the biggest pride I can have.Once my team at Cisco, they delivered a product that won th e Pioneer Award at Cisco, which is a very coveted award. Essentially only products that are game changing, from a Cisco perspective, win that award and this team won it. Then I decided maybe it was time to go back to my roots into something entrepreneurial again outside of a big company. Even though I thought and had this love affair with what we are calling the cloud for a long time, I did not want to marry the first girl I met. With my two co-founders I said: “Let’s figure out what the industry needs. Let’s come up with five different game-changing ideas, different ones and then let’s choose the best and go with it.” Because I did not want to bias it and just do cloud.So what we did was we spoke with 140 different IT executives in the industry, CIOs, CEOs, CISOs (Chief Information Security Officer), infrastructure folks, IT leaders and asked them: “What are some of the issues that you see coming down the pipe that you need addressed?” And they said, storage came up a gain and again, the cost of storage was going up, mobility came up, security came up and cloud came up a number of times, and then the fifth one kept changing, identity and different things.So what we did was building, as I mentioned, mini business plans, not full-fledged MBA but market, size of market, route to market, competition, what are the key trends in the industry that we are going to be working with. Based on that analysis, we chose this particular one because we thought that this was the biggest need, fastest growing. None of the existing incumbents were addressing it adequately. That is how we came up with the idea, which was essentially, like I said, the rebirth of an idea which emerged more than 25 years ago. It is today’s version of what we had thought about 25 years ago.Martin: How long did it take you to validate this idea and choose the right one?Rajiv Gupta: That process took us a couple of months, maybe three months or so. Then what we did was leaving Cisco, my co-founders and I. We left Cisco on very good terms. Cisco is a customer, partner, our advocates. When we left Cisco, we decided that now we have the idea what we want to do. We wanted to make sure that we map into how to take it to the customers equally well before we wrote any code. So what we did was very much like the Lean Startup outside in approach, we created mock ups, no line of code, and went back to those 140 people. We said: “Hey, we understood the problem. If we addressed it in this particular way, is this what you had in mind?” Some of them said “yes”, some of them said “no”.Then we iterated on that and when we showed them, they said: “Yes, that is it.” That became my PRD, my product requirements document because essentially I could have my team build this. That is how my customers see, that’s how they wanted it. And that was very effective for us, that worked very well for us.Because what happens in most startups, the issue they have is they start off with a technology base and especially startups founded by technologists. They say: “This is the technology, where can we apply it?” This is completely different. This was an outside-in approach. We wanted to make sure that the need as the customer saw it was manifested in what we were showing them. That became the PRD as I described. That is why the team built it very quickly, thats why you have today more than 500 of the world’s largest enterprises and some of the biggest companies in every vertical industry using Skyhigh to help them in their cloud adoption. We had very few of those experiences that startups have when they turn left or turn right… Because in many cases after they create the product is when they get the feedback and that’s when they learn â€" we did that early on. That was very effective for us.Back to your question, it took us a couple of months (maybe three months) to get that kind of industry feedback to decide which particular area we want to focus o n. It took us about, I would say 4 or 5 months, to do that mock ups and get the feedback and hold it what it wanted to be. Then it became a much easier task in terms of recruiting people because when we recruit engineers we would rather give them a very brief description saying: “This is what we were trying to do.” For a lot of engineers that specificity is also very helpful. That helped us significantly.Martin: What was the sequence? Did you first build a product and try to sell it to customers, get some cash and then maybe try to bootstrap and only afterwards you raised some money? Or did you raise the money first and then went to customers?Rajiv Gupta: That is a good question. I think given my experience, the fact that my co-founders and I have been around the block a few times, this is my third startup, we did it slightly differently than what I think a lot of entrepreneurs should do. I will tell you my experience and what I expect entrepreneurs to do.What we did was when we left Cisco, the three of us left Cisco, we had Greylock ready to fund us the day we left. Asheem Chandna at Greylock was a leading investor at my previous company that Cisco acquired. The relationship with him at Greylock was very, very good, just outstanding. I told him earlier which entrepreneurs typically shouldn’t do, it is not a good idea because it takes away our leverage. I told him that based on how well we worked together, anything I do next you have the first, dibs, the first rights. Just to make sure it is fair. I went to him and said this is what I want to do and he said: “That sounds great. Let me take it to the partnership.” The partnership said go for it. And so it was a very, very short cycle because we paid our dues and we had experience working with Greylock.For most entrepreneurs, they don’t have that luxury. They don’t have benefits so it might be slightly different. In our case, back to your question, we had funding on day one when we started the comp any, which makes it easy in some sense, but as I said most entrepreneurs have a different sequence that they would choose to use.Martin: When I look at entrepreneurs nowadays, they can raise tons of money. They seem to be having problems focusing on being very lean. How did you focus on that?Rajiv Gupta: That is so accurate. That comment you made about being lean and being focused is highly relevant, almost independent of money. What I mean by that is, I believe that startups that don’t succeed don’t succeed not because of starvation. They don’t succeed because of indigestion. They try to eat too much. They try to do too much and they don’t do anything really well. That is absolutely a big concern that any entrepreneur should have.For us, the way we manage to stay focused is â€" by the way, we have challenges as well, there are so many things we want to do, the space is so large, the option is so big, our imagination is so wild that there’s so many things we want to do. We have to keep ourselves in check. It is not all roses. Let me grant you that. I think what has helped us is that homework we did earlier where we actually got all the feedback early from the customers, from the prospective customers. Based on that feedback, we defined some very important foundational principles. Those foundational principles have been sort of the bearings for what’s kept us so focused. Those were:Seamless consumption. You are moving to the cloud. The reason why people are in the cloud today is because people can use it today. They do not have to worry about waiting for 9 months for IT to deliver something.Zero friction. In today’s day and age, people don’t have patience and time for friction. You give them too much friction and they go around it.The last one is because we are appealing to enterprises â€" in fact, our first three customers at Skyhigh were Cisco, and I dont know if I publically can name their names or not. One was a Fortune 10 company and the ot her one was one of the top five banks in the world â€" we started with some very large customers.Martin: Not too bad?Rajiv Gupta: No, not too bad but again not wise either. Because, normally as an entrepreneur you start with something where you can make some mistakes. Choosing those three sort of companies (Cisco is the largest networking and the largest in banking) it was not particularly clever. It worked well, but it is not an advice I would give to anybody else.Because of our focus on enterprises our third principle is… But since I took a detour, I will remind you: First, seamless consumption, zero friction, the third one was making sure we leverage and extend all the enterprises already have. Because even though in theory ‘rip and replace’ works, in practice it is very difficult. Enterprises, they spend a lot of time and money getting somewhere. They wouldn’t want to just throw out anything and start with you.Our focus is held by (A) doing homework early on as opposed t o get in the market and trying to figure it out. The second (B) is using that homework to come up with those foundational principles.Those principles have kept us very focused and disciplined. The third one (C) is that we do a pretty good job of taking customer feedback (very customer driven) and apply our own set of imagination of where we think the world is heading. The way we describe that is, and that is may be subtle but, ‘discerning want from need’.Customers can tell you: “I want this”, but to understand when they say they want A: Do they really need A or do they need A prime? For example, no customer has told Steve Jobs that he wants an iPad or wants an iPhone but Steve Job’s team, discerned there is a need for it. Something between want and need is something that we try to formalize â€" I would not say formalize but at least we are cognizant of it. We are very good listeners of our customers. They tell us what they want. We make sure we stay back and say: “What i s the real need?” and focus on that.Martin: It seems that you have taken out a lot of risks at the beginning so that you don’t need to pivot that much. You understand pain points and then you can work some kind of flexible solutions. What have been the main challenges and obstacles that you perceived although you took out those risks? How did you react to that?Rajiv Gupta: We took out some risk. There is never a situation where there is no risk. Then there would be no return either. We took out some risk. We took out the market need risk which is one of the most important risks that people take. We early on addressed the product market fit risk because we had this feedback before we had the first line of code, and once we had that code we were very customer focused, so we reduced that risk somewhat. We reduced the funding risk because we had Greylock and Sequoia, arguably two of the top worlds VCs. We also took the risk out because we wanted to create something game changing, no t just a simple extension or something. These two companies have backed such game changing companies as Palo Alto Networks and LinkedIn. So we knew they have a muscle memory to do something big. We have reduced some of that risk as well.Many other risks that we have experienced and we are experiencing still, one of them ironically, is the risk that we didn’t even realize we were taking, is one of scaling. Even though we had this confidence that the industry needs this product we are creating, it is a game changing, and it is a control point. We were a little bit surprised by how quickly customers have adopted it. There are more than five hundred enterprises for a start up company in the enterprise space. Again, our focus is large enterprises primarily. We have midsized companies as well but my direct sales team is focused on large enterprises. To have that many enterprises at that scale, 400 thousand employees, and 320 thousand employees use â€" it was a bit of a surprise to us.Lu ckily, as I said, we have three of the largest customers who helped define the scale. That is something that could have tripped us badly if we were not careful.Another risk and you will be surprised because most of the entrepreneurs, they are worried (correctly so) about market risk, product market fit, funding risk and so on â€" and maybe that’s why this one comes later because those were the big ones, the long poles in the tent. Another, not risk, but opportunity challenge that we are facing today, and will continue facing, is that technology is changing very rapidly. Initially we did not think about that as much, but now we’ve learned from that â€" today we have a platform where we anticipate that the underpinnings of the platform whether I’m using EdgeBase or Cloudera, that those can change over time. And I have to get prepared to change my engine once it applies. That kind of introduces risk as well.Thankfully, those are the kinds of risks â€" scale or technology risk â€" are the ones that are within our control in some sense, within the four walls of Skyhigh. That we can decide which one to adopt and which one not to adopt. The biggest risks of any startup are the external risks, the market risk and the product market fit risk. Those are the ones, I think, we have done a pretty good job on. Because we took the time to think through it before we wrote the code or pivot three times as mentioned.Martin: Rajiv, you briefly touched on the point if technology changes how should I change as my company. When I look at some companies, they started with some very crappy code because it is cheaper and they try to scale and they notice that they have a scaling problem there. How do you address it? Are you putting some kind of resources aside, are you decreasing technical debt, or is it that you are doing some kind of green field approach where you have time for parallel platforms?Rajiv Gupta: Actually, it is a very insightful question. You’ve done this befor e because that is a very insightful question and it is not an easy one to answer. Because creating a green field approach in parallel with your existing approach means that your investment has to be, not doubled but obviously significant. Sometimes it also creates a cultural problem of today’s technology vs. tomorrow’s technology and no one wants to be yesterday’s technology. You know what I mean? That creates a cultural problem as well that you have to be very careful about it.I think, the biggest reason why we have been, in all humility so successful as we have been so far â€" success isn’t granted, it can change. But at least it looks like we have done reasonably well. We have done it well because of the people. It is the team that we have at Skyhigh, and I say with pride I am privileged to be part of the team, that is the best in the industry, the best in the particular field. And the way we work as a team is I think our strength.The folks that we have here are the ones who know their domain really well but they also have the mindset to understand that things change. They are all attuned to change. In my field (my big data, my analytics, or my high bandwidth frequency network, or whatever it is) they themselves have the mindset of what is the latest, what is changing that they can adopt.I have never felt a need that this is my team that is doing today’s technology. They may not be aware. They may not be comfortable with tomorrow’s technology, or to have a separate team for tomorrow’s technology â€" we don’t do that because I think it has a lot of challenges (investment challenge). Investment is fine because we have a reasonable amount of money. But back to your point. Sometimes too much money can create problems as well because you do the wrong things.We have been careful to make sure we don’t use that fact that we have very strong VCs to take approaches which we think could be a cultural mistake. I think it is often a cultural mistake to have yesterday’s team and tomorrow’s team. It creates ‘us’ opposed to ‘them’ mentality. By the way, I know many big companies that have today what they call internal competition. But I am not sure that is the right thing for us to do.Martin: Rajiv, when many people talk about the cloud it sounds to me like there is one cloud, let’s take it up. But actually, there are several services, which you can plug in, but I am not aware of one kind of platform or middleware where I can really plug in. Do you see any trend that there might be coming up one or two bigger platforms? When I look at Windows for example or Microsoft in general, they have a trend to go in a cloud sphere as an operating system or platform. Do you perceive some kind of trends?Rajiv Gupta:   It’s a very good question. Your first point about the cloud that we talk of cloud as one entity, as one homogenous entity, that is not the case at all. It is very heterogeneous and growing heterogeneous by the momen t. Today we have more than 16 thousand public cloud services in our registry and are growing about a hundred per week. It is expanding. That entropy is not going to go away. It is easy to create cloud service that people do and they should and they will. So I dont think that it is going away.I think what you describe is a shift in the economy of scale. Today you see Amazon, Microsoft, Google, maybe IBM, and maybe one other, two others who have the scale today in creating that infrastructure of a service, platform as a service so that people can build their SaaS cloud services on top of that. I think there is always some sort of scale based consolidation. That is at one level.At the level above that, where people are using these platforms to create new cloud services/SaaS services â€" I don’t see that consolidating at all. Another question is, will a platform provider, lets say Microsoft, be a platform provider and be a SaaS provider with Office365? Does that give them the right to be the control point for the generic cloud? I think the answer is no. By the way, I have a lot of respect for Microsoft. Sataya is doing a fantastic job there. I think the rule of the game is that if you are a SaaS company you cannot be an honest broker between that SaaS Company and other SaaS companies. It is like almost saying, I want to be the player and the referee at the same time. I think there is going to be this need for the control point, which is going to be independent of any of the SaaS providers or the platform providers because there are many of those. So I feel pretty comfortable that this will not be assumed by any of them. If you go above that stack, I think this economy scale is going to be consolidation that already has five or six pillars in terms of infrastructure. If you go above that, you have people who can create new business logic, new SaaS â€" that, I don’t think is going to consolidate in time soon. If anything, it is going wider.ADVICE TO ENTREPRENEUR S FROM RAJIV GUPTAMartin:   You have started three companies. You have learned a lot. What types of learning can you share with other people interested in starting a company?Rajiv Gupta: Yes. I have learned a lot and I have a lot more to learn. We should talk again in a year and I can tell you what else I have learned. I think if I was to talk to an entrepreneur who is maybe starting out, no matter what age, there are a few things that I would probably advise this person. The first one that a person already knows is that the most important thing is passion as an entrepreneur. You cannot take the role of an entrepreneur, you cannot take risks, you cannot take the ups and downs because as an entrepreneur the high is a high and the low is a low. If you are doing it for any other reason than passion for what you are doing, for that product, that service that you are bringing to that industry It is also important because what happens is it is not just you. Most startups, most companies a re built with many people joining. That passion is what attracts other people. In order to attract the right type of people, a group, a team that is going to make this thing take life, that product to take life, you need to have that passion. You need to use that to get other like-minded passionate people to grow and build that. The other thing I would advise and say is the whole idea of doing it outside in, which is, don’t focus on the technology. Most technologies, as I mentioned earlier, they make a mistake as they have a new technology and they don’t know where to apply it. In my mind, the best way is to focus on: If you were to build this how would it be different? Make sure that you can articulate that carefully, the before and the after. Before and after can never be based on features. It is based on something bigger than that. Focus on that first. Focus on describing what you do in terms of its impact on people, on your users, on your consumers and customers. The other t hing I would like to say is the route to market. A lot of entrepreneurs, and I am one of them, make the mistake of saying if I build this, they will come. It will sell. How could anyone miss the wonderful thing that I am building?Martin: And this is not true?Rajiv Gupta: Maybe something of it was true. I am telling you my experience. It is challenging. You need to think through how do you know about it, how to take it to the market? Think that through because sometimes that informs what you built and how you built it as well. I go back and say passion first, the second one is focus on the ‘what’ before you are worried about ‘how’, and the third one is focus on the how, not only on how you build it but how you take the market and how people know about it. The whole route to market is really importantMartin: Rajiv, I’ll give you an extra one if you want to, about this Mahatma Gandhi thing.Rajiv Gupta: There is a quote I really like by Mahatma Gandhi. I end up giving a lot of talks. I’ve tried to find different approaches to give talks because I get bored myself. One approach I have tried is for a talk of half an hour, I had 280 slides. Essentially, it is almost like a movie. It is a slide with five or ten words and you move on. It keeps you engaged. That worked interestingly well. The other thing I try is I give my talk based on interesting quotes to me but typically from famous people. I quote Steve Jobs a lot. He made a comment back that all I want to do is leave a mark in the cosmos or something like that. The other one was do not ask customers, because by the time you build it they will ask for something else. I am paraphrasing, but it is something like that. I will give you three quotes that I like very much. One is from McLuhan, most people haven’t heard of him. He said that We don’t know who discovered water, but we know it wasn’t a fish. The interesting thing is that sometimes you are so close to something and you don’t see it because you have to be far enough to be able to observe it. I like that. The other quote that I like is from Mother Theresa; again, I am paraphrasing. Not all of us can do big things but all of us can do small things with love. As an entrepreneur, you want big things. That is the idea but it depends on how you execute it. Make sure everything you do, you do it with passion, care, and love. The Mahatma Gandhi quote that I like is: Live like you will die tomorrow but learn like you will live forever, which I think is really interesting. Live your life fully because you never know how long you will live, but take the time to learn because that learning is going to help you for how long you live. I am not saying that I apply the last one in my entrepreneurial world, in my entrepreneurial journey, but I will think about it. I will maybe find a way to apply it.Martin: Rajiv, thank you so much for sharing your knowledge. If you are currently starting up a company go for or with Mahatma Gandhi â€" learn the whole way.

Martin Luther King Jr. - 1040 Words

After Martin Luther King Jr. presenting his speech known as â€Å"I have a dream† on March 1963, now five decades has passed. We were once again forced to ask ourselves: did we yet have a long way? A 21-year-old white man, Dylann Roof, killed nine African-American people at the Emanuel African Methodist Episcopal Church in Charleston, S.C. on Wednesday, June 17. They gathered for Bible study. The mass murder has acted as an anti-black racist with radical violent statements of African-Americans. Mr. Roof posted a few views of flying the white power flag on his Facebook page several days before the tragedy. And his friend said that signs had been showed up but nobody took it serious. The news shocked the nation since the struggles of race have been brought up several times among the year. People around the nation mourned the deaths after the tragedy happened. At the same time, similar issues happen repeatedly lead people to self-examine. No matter the massacre occurred in Charleston, the police shooting in Cleveland or Boston, all of these facts lead us to a same destination: the conflicts between the people in different skin tone. Although 52 years from the date of the speech d elivered have passed, these issues are still there. Moreover, they even go further on an unexpected path. Mr. Roof, the mass murder, picked up the view of anti-black evidently on his Facebook page a few days before he finally sat in the church. As his friend said, Mr. Roof claimed to â€Å"start a civilShow MoreRelatedMartin Luther King Jr.867 Words   |  4 Pagespeople, one of them is Martin Luther King Jr. He made the world a better place for black citizens by doing non-violence movements and marched the way to freedom. Martin Luther King Jr. was born on January 15, 1929, in Atlanta Georgia as Michael King Jr., but changed his name to Martin Luther King Jr. in honor of Protestant Martin Luther. Through his activism, King played a pivotal role in ending the legal discrimination of African American citizens. During his childhood, Martin Jr.’s father stronglyRead MoreMartin Luther King Jr1194 Words   |  5 Pagesï » ¿ Simmons 1 Gabrielle Simmons Mrs. Fitzgerald Social Studies 8A 4/27/10 Martin Luther King Jr. Martin Luther King Jr. is a well known and an inspiring man to all cultures of the world. King was and still is one of the most influential heroes. King s views and believes helped African Americans through the 50 s and 60 s to the rights and liberties that was their right. King faced many obstacles on his journey, things like jail and even assassination attempts. Despite these obstacles,Read MoreMartin Luther King Jr.1078 Words   |  5 PagesMartin Luther King, Jr., was a very strong person, constantly fighting for what he believed in, which was equality for African Americans. He was not scared to stand up and tell the world what he wanted for society. 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Essay about The Human Being and Living the Good Life

Philosophy 1000C Final Paper The Human Being and Living The Good Life This paper contains the different definitions of what it means to be a human being and living a good life. In this paper we will take a look at Hobbes and Augustine’s definition of the human being and the good life. Both of these philosophers give examples of what they think the good life is, and the desires of human nature. In this paper I will talk about Augustine and his thought of how in order to live a good life, one needs to seek God to find true happiness. I will also talk about what being a human being and living the good life means to Hobbes, and his thought of how human equality is the ticket to happiness and the good life. I think Augustine offers a†¦show more content†¦He believes that a person that chases materialistic items is one who is selfish, because that person is always thinking about what the world/ another person can do for me; A godly person is one who appreciates the world for who it is and another person for who he/she is. A godly person fin ds the life fulfilled. He believes that because human beings are all sinners, chasing after materialistic items will only lead to more sin and addiction, it won’t give us the ultimate satisfaction and fulfillment. Augustine shares his personal experience with us about how he chased after materialistic items and stole for fun, but it was never enough to fulfill him. He talks about his lust and search for love, but he didn’t find true love, fulfillment, or happiness until he found God. Human beings are the same, they chase after fame, money, popularity, success, and material items, but they will always feel the void, emptiness, and unfulfilled. Materialistic happiness is only temporary. Ultimate fulfillment and happiness requires spiritual existence and not tangible existence. Hobbes believes that the definition of human nature is a person who desires happiness. Hobbes believes that happiness is relative to the individual. There is no universal happiness. Hobbes believes that human beings are self-centered, self- preservative, and desire power. Hobbes believed that the state of nature would lead to the state of war because there are no laws in the stateShow MoreRelatedThe Philosophy Of Philosophy And Philosophy1451 Words   |  6 Pages Philosophy is recognized by the questions being asked, and the methods used to answer them. These questions are usually the ones that are open-ended, abstract, or the ones that lead to controversial answers. Due to the openness in philosophy, the uncertainty, there is not just one viewpoint that is completely accepted by all to be true. 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Finding this ends to itself is how one can achieve the ultimate happiness. Aristotle discovers that if everything has an ends to itself, man too, must have an end. What does being a â€Å"person† really mean,Read MoreThe Means Of Being Happy Essay1637 Words   |  7 PagesIntroduction to Happiness 10 December 2016 The Means of Being Happy Human happiness would be more widespread if everyone were to know how to achieve it, and choose to achieve it. Happiness, and the act of being happy, is not complex, but more a long process meant for a good person. Many authors over generations have been curious as to obtaining happiness, but in today’s world these authors0 are associated with happiness in connection to material goods. The true happiness comes from within and around oneselfRead More What Is a Good Human Life and How Should It Be Lived? Essay1665 Words   |  7 PagesWhat is a good human life and how should it be lived? Introduction The ancient philosophers had put much emphasis on the constitution of the human life and the manner in which it should be lived. From Aristotle to Plato and Socrates, all these philosophers had different views concerning the manner in which people should live with themselves and with each other. The aim of this paper is to explore the views of these three philosophers and then analyze where they compare and contrast with each otherRead MoreThe Ethics For Respect For Nature1477 Words   |  6 Pages the good of a being, and the concept of inherent worth. The good of a being is applicable to â€Å"every organism, species population, and community of life† (Taylor 103). An entity has a good of its own if, â€Å"without reference to any other entity, it can be benefited or harmed† (Taylor 103). Simply stated, what is advantageous for an entity in the sense of â€Å"enhancing or preserving its life and well-being† is good for it (Taylor 103). What is disadvantageous for an entity in the sense of being â€Å"detrimentalRead MoreAristotle’s Theory of Virtue and Happiness1621 Words   |  7 PagesAristotle, his theory of a persons happiness and good morals is explained. I agree that a human’s goal in life is to be happy, and to live a good life but happiness and good do not come hand in hand. In this paper, I disagree with Aristotle’s proper function argument. The word happiness is a much broader term to Aristotle than what we think of. (Johnston, Para. F) By happiness he means successful, living a good life and physical well being. A fully happy life would include success for themselves, their

New Example Final Exam Table Free Essays

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Venue Seat 20 – 35 44 – 50 13 – 35 1 – 19 1 – 50 6 – 12 1 – 50 5-5 1 – 85 1 – 37 1-1 1 – 50 38 – 50 36 – 43 2 – 50 Total 16 7 23 19 50 7 50 1 85 37 1 50 13 8 49 16 1805/06 7 1007/08 23 1007/08 69 1805/06 1807/08 IMD21603 INSTRUCTIONAL DESIGN MIIT L01 7 1007/08 2007/08 INB24302 PROJECT MANAGEMENT MIIT MIIT L01 L01 1 1007/08 WBB10202 INNOVATION MANAGEMENT 122 Level29 2005/06 L02 64 2406/07 2404/05 2005/06 L03 57 1007/08 2406/07 Total 2 02:00 PM IAB40803 PORTFOLIO DESIGN AND MANAGEMENT MIIT L01 416 5 1807/08 44 – 48 5 UNIVERSITI KUALA L UMPUR Report ID : PQR004 Page : 2 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 07/05/2013 TUESDAY 2 Session 02:00 PM Code IGB30303 Name CYBER LAW Institute MIIT Group L01 Tot. We will write a custom essay sample on New Example Final Exam Table or any similar topic only for you Order Now Stud. Venue Seat 1 – 20 1 – 50 1 – 50 1 – 48 21 – 50 85 – 85 49 – 50 33 – 58 59 – 84 1 – 50 1-7 8 – 36 37 – 50 1 – 31 Total 20 50 50 48 30 1 2 26 26 50 7 29 14 31 120 2007/08 1805/06 2005/06 L02 78 2404/05 2007/08 IGD20103 IGD20302 IGD21302 IMB11703 ITD10103 MATHEMATICS 3 MATHEMATICS FOR TECHNOLOGIES 3 TECHNICAL MATHEMATICS 3 INTRODUCTION TO MULTIMEDIA FUNDAMENTALS OF PROGRAMMING MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 1 2 Level29 1807/08 26 Level29 26 Level29 57 2406/07 805/06 L02 L03 29 805/06 45 805/06 807/08 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 3 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 07/05/2013 TUESDAY 2 Session 02:00 PM Code ITD10903 Name C# PROGRAMMING Institute MIIT Group L01 L02 Tot. Stud. Venue Seat 1 – 47 48 – 50 1 – 48 32 – 50 49 – 49 49 – 50 1 – 32 Total 47 3 48 19 1 2 32 47 1007/08 51 1007/08 1005/06 L03 22 807/08 2404/05 1005/06 ITD21003 JAVA PROGRAMMING MIIT L01 Total 32 Level29 541 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 4 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 08/05/2013 WEDNESDAY 3 Session 09:00 AM Code IBB21103 IBB42703 ICB41303 IDB40203 Name SIGNALS AND SYSTEMS PATTERN RECOGNITION PROJECT MANAGEMENT FOR E-COMMERCE PROJECT MANAGEMENT Institute MIIT MIIT MIIT MIIT Group L01 L01 L01 L01 Tot. Stud. Venue Seat 1 – 30 47 – 50 49 – 50 1 – 50 1-5 1 – 50 6 – 85 1-1 26 – 47 1 – 50 1-9 31 – 42 48 – 50 Total 30 4 2 50 5 50 80 1 22 50 9 12 3 30 2406/07 4 2 2404/05 2406/07 105 1807/08 Level29 1805/06 L02 81 Level29 1007/08 IEB20503 IFD20703 INTRODUCTION TO FINANCE UNIX PROGRAMMING MIIT MIIT L01 L01 22 1007/08 59 2005/06 2404/05 IKB41203 IKB41303 ADVANCED CYBER FORENSICS PROJECT MANAGEMENT FOR INFORMATION SECURITY SOFTWARE ENGINEERING PROJECT MANAGEMENT MIIT MIIT L01 L01 12 2406/07 3 1007/08 ISB41403 MIIT L01 6 2406/07 43 – 48 6 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 5 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 08/05/2013 WEDNESDAY 3 Session 09:00 AM Code Name Institute MIIT Group L01 Tot. Stud. Venue Seat 1 – 50 1 – 11 2-8 12 – 50 10 – 46 15 – 15 1 – 45 1 – 28 46 – 50 9 – 14 29 – 50 Total 50 11 7 39 37 1 45 28 5 6 22 WEB10302 FUNDAMENTAL ENGLISH 61 2007/08 807/08 L02 46 1007/08 807/08 L03 WQD10102 TECHNICAL MATHEMATICS 1 WQD10103 TECHNICAL MATHEMATICS 1 MIIT MIIT L01 L01 L02 37 2404/05 1 1007/08 45 1005/06 33 805/06 1005/06 L03 28 1007/08 805/06 Total 4 02:00 PM IBB12503 ICB46703 IFD20802 ELECTROMAGNETICS FOR ENGINEERS SECURITY FOR ECOMMERCE PROJECT MANAGEMENT MIIT MIIT MIIT L01 L01 L01 75 12 1807/08 4 1807/08 1 – 12 19 – 22 25 – 36 1 – 50 23 – 50 35 – 49 37 – 40 12 4 12 50 28 15 4 62 2007/08 805/06 IGB22302 IMB20803 INB24203 INTRODUCTION TO ECONOMETRICS WEB-BASED AUTHORING JAVA PROGRAMMING MIIT MIIT MIIT L01 L01 L01 28 1807/08 15 807/08 4 2007/0 8 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 6 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 08/05/2013 WEDNESDAY 4 Session 02:00 PM Code INB47302 INB47303 INB47703 ISB16003 Name REAL-TIME SYSTEM REAL-TIME SYSTEM DIGITAL SIGNAL PROCESSING OBJECT-ORIENTED PROGRAMMING Institute MIIT MIIT MIIT MIIT Group L01 L01 L01 L01 L02 Tot. Stud. Venue Seat 34 – 45 46 – 49 13 – 18 1 – 42 43 – 85 1 – 19 1 – 24 1 – 34 1 – 50 1 – 10 11 – 24 Total 12 4 6 42 43 19 24 34 50 10 14 12 1007/08 4 6 1007/08 1807/08 42 Level29 62 Level29 1007/08 L03 ISB41203 ITD21203 REUSE AND COMPONENTBASED DEVELOPMENT ASP. NET WEB PROGRAMMING MIIT MIIT L01 L01 24 2406/07 34 807/08 60 1805/06 2007/08 L02 Total 14 2007/08 383 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 7 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 09/05/2013 THURSDAY 5 Session 09:00 AM Code IBB42203 INB35403 INB47605 Name CRYPTOGRAPHY NETWORK TROUBLESHOOTING NETWORK TROUBLESHOOTING Institute MIIT MIIT MIIT Group L01 L01 L01 Tot. Stud. Venue Seat 22 – 46 81 – 85 48 – 49 47 – 50 1 – 50 1 – 23 1 – 31 32 – 80 1 – 50 1 – 50 1 – 11 12 – 50 1 – 21 1 – 39 40 – 50 1 – 21 22 – 46 1 – 47 Total 25 5 2 4 50 23 31 49 50 50 11 39 21 39 11 21 25 47 25 807/08 5 Level29 56 2007/08 807/08 2404/05 ISB42603 ITD21103 ADVANCED PROGRAMMING VISUAL BASIC. NET PROGRAMMING MIIT MIIT L01 L01 L02 23 2005/06 31 Level29 49 Level29 111 1005/06 1007/08 805/06 WBB10102 TECHNOPRENEURSHIP MIIT L01 L02 60 805/06 807/08 WQD10203 TECHNICAL MATHEMATICS 2 MIIT L01 L02 39 1805/06 32 1805/06 1807/08 L04 L05 Total 25 1807/08 47 2007/08 503 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 8 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 09/05/2013 THURSDAY 6 Session 02:00 PM Code IBB12304 IFD20104 INB30503 ISB30503 Name ELECTRIC CIRCUIT ANALYSIS CCNA2: ROUTER CONFIGURATION ALGORITHM AND DATA STRUCTURES DATA STRUCTURES AND ALGORITHMS Institute MIIT MIIT MIIT MIIT Group L01 L01 L01 L01 Tot. Stud. Venue Seat 32 – 45 1 – 31 46 – 50 1 – 50 1 – 39 1 – 34 40 – 50 35 – 50 31 – 41 1 – 56 57 – 85 1 – 30 Total 14 31 5 50 39 34 11 16 11 56 29 30 4 1007/08 31 1007/08 5 1007/08 89 1807/08 1805/06 L02 45 2007/08 1805/06 L03 27 2007/08 807/08 WED10302 FOUNDATION ENGLISH MIIT L01 L02 56 Level29 59 Level29 807/08 Total 326 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 9 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 10/05/2013 FRIDAY 7 Session 09:00 AM Code ICB10103 Name INTRODUCTION TO COMPUTING AND INFORMATION SYSTEMS Institute MIIT Group L01 L02 Tot. Stud. Venue Seat 1 – 38 1 – 19 39 – 50 40 – 47 41 – 50 1 – 50 1 – 12 47 – 50 34 – 50 85 – 85 84 – 84 1-7 13 – 50 59 – 83 21 – 39 8 – 40 1 – 33 31 – 58 Total 38 19 12 8 10 50 12 4 17 1 1 7 38 25 19 33 33 28 38 2005/06 31 Level29 2005/06 IEB30403 ECONOMICS OF INNOVATION ENTREPRENEURSHIP CCNA 3:LAN TECHNOLOGY MIIT L01 18 1005/06 1007/08 IFD20504 MIIT L01 62 805/06 807/08 IGB13203 INTRODUCTION TO ECONOMICS MIIT L01 22 2404/05 2406/07 Level29 IGB30602 IGD10703 TECHNOLOGY VENTURE AND ENTREPRENEURSHIP FUNDAMENTALS OF ACCOUNTING MIIT MIIT L01 L01 1 Level29 45 1007/08 807/08 IKB42303 INB48302 INB48303 ISB42403 ITD22303 OPERATING SYSTEM SECURITY VOIP VOIP WEB APPLICATION DEVELOPMENT OBJECT ORIENTED SYSTEM ANALYSIS AND DESIGN MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 5 Level29 19 1005/06 33 1007/08 33 2406/07 28 Level29 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 10 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 10/05/2013 FRIDAY 7 Session 09:00 AM Code MPW1133 Name PENGAJIAN MALAYSIA Institute MIIT Group L01 Tot. Stud. Venue Seat 1 – 50 1-7 1 – 19 8 – 50 20 – 50 1 â€⠀œ 25 Total 50 7 19 43 31 25 57 1807/08 1805/06 L02 62 2007/08 1805/06 L03 56 2007/08 2404/05 Total 8 03:00 PM IBB11504 IBB42603 ICB20403 C PROGRAMMING DATA COMPRESSION OBJECT ORIENTED SYSTEMS ANALYSIS AND DESIGN WEB-BASED SOFTWARE DESIGN E-BUSINESS MODELS MIIT MIIT MIIT L01 L01 L01 30 15 1805/06 13 1805/06 47 807/08 1 – 15 16 – 28 1 – 47 15 13 47 ICB26203 ICB36603 MIIT MIIT L01 L01 20 1807/08 8 1007/08 1807/08 1 – 20 49 – 50 45 – 50 29 – 44 25 – 48 1 – 24 29 – 39 20 2 6 16 24 24 11 IED24103 IGB40302 IKB20303 INB47503 MICROPROCESSOR BASED SYSTEM IT REVOLUTION: MYTH OR REALITY SYSTEM ADMINISTRATION SYSTEM ADMINISTRATION MIIT MIIT MIIT MIIT L01 L01 L01 L01 Total 16 1807/08 24 1007/08 24 1007/08 11 1805/06 178 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 11 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 11/05/2013 SATURDAY 9 Session 09:00 AM Code IAB30703 Name 3D PARTICLE AND DYNAMICS Institute MIIT Group L01 Tot. Stud. Venue Seat 40 – 50 42 – 49 1 – 35 1 – 39 1 – 50 1-4 50 – 50 61 – 81 1 – 50 1 – 49 48 – 49 1 – 26 48 – 50 1 – 29 1 – 41 1 – 47 1 – 60 50 – 50 Total 11 8 35 39 50 4 1 21 50 49 2 26 3 29 41 47 60 1 19 2005/06 2404/05 IEB31003 IED11102 IED23503 STRATEGIC MANAGEMENT INTRODUCTION TO ELECTRONICS MICROPROCESSOR TECHNOLOGY MIIT MIIT MIIT L01 L01 L01 35 2404/05 39 2005/06 54 1807/08 805/06 IFD20303 IGB11103 IGD10102 MICROPROCESSOR PRINCIPLES OF MANAGEMENT INTRODUCTION TO BUSINESS ORGANISATION MIIT MIIT MIIT L01 L01 L01 1 807/08 1 Level29 99 1805/06 2007/08 IKB10203 IKB31103 IMB10103 IMB20503 IMD20603 INB23604 INB35605 INB47103 ROUTER CONFIGURATION BUSINESS CONTINUITY PLANNING VISUAL PROGRAMMING MULTIMEDIA INSTRUCTIONAL DESIGN DIGITAL ANIMATION ROUTING PROTOCOLS AND CONCEPTS ADVANCED ROUTING ADVANCE D ROUTING MIIT MIIT MIIT MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 L01 L01 L01 2 807/08 26 2406/07 3 1007/08 29 1005/06 41 807/08 47 1007/08 60 Level29 1 2007/08 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 12 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 11/05/2013 SATURDAY 9 Session 09:00 AM Code ISB16103 Name INTRODUCTION TO SOFTWARE ENGINEERING Institute MIIT Group L01 Tot. Stud. Venue Seat 36 – 41 30 – 50 27 – 50 42 – 47 5 – 50 82 – 85 Total 6 21 24 6 46 4 27 2404/05 1005/06 ISB23203 VISUAL PROGRAMMING MIIT L01 30 2406/07 807/08 ITD12203 COMPUTER ARCHITECTURE MIIT MIIT L01 L01 Total 46 805/06 4 584 33 Level29 116 1805/06 1807/08 2007/08 Level29 WBB11103 PRINCIPLES OF MANAGEMENT 10 02:00 PM IBB42103 ICB20503 SYSTEM PERFORMANCE MODELING DATABASE MANAGEMENT SYSTEM MIIT MIIT L01 L01 1 – 33 1 – 50 1 – 50 1 – 16 47 – 48 73 – 84 31 – 46 1 – 31 17 – 30 57 – 72 40 – 46 33 50 50 16 2 12 16 31 14 16 7 ICB26403 IED12102 IFD21603 IGB12102 IKB10103 IKB41403 IMB20703 DATABASE SYSTEMS ANALOGUE ELECTRONICS WIRELESS NETWORKS MATHEMATICS FOR TECHNOLOGIST 1 INFORMATION SECURITY SOFTWARE AND SYSTEM VULNERABILITIES MULTIMEDIA DATABASE SYSTEMS MIIT MIIT MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 L01 L01 2 805/06 12 Level29 16 2007/08 31 1007/08 14 2007/08 16 Level29 7 805/06 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 13 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 11/05/2013 SATURDAY 10 Session 02:00 PM Code IMD20503 ISB31203 Name DIGITAL AUDIO AND VIDEO SOFTWARE INTEGRATION Institute MIIT MIIT Group L01 L01 Total Tot. Stud. Venue Seat 1 – 39 34 – 56 Total 39 23 39 805/06 23 Level29 309 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 14 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 12/05/2013 SUNDAY 11 Session 09:00 AM Code IFD10304 Name CCNA1:NETWORK FUNDAMENTALS Institute MIIT Group L01 L02 Tot. Stud. Venue Seat 1 – 44 33 – 50 81 – 84 80 – 80 1-3 1 – 50 4 – 32 44 – 72 79 – 79 1 – 43 73 – 78 45 – 45 24 – 50 11 – 50 1 – 18 19 – 32 14 – 50 1 – 23 Total 44 18 4 1 3 50 29 29 1 43 6 1 27 40 18 14 37 23 44 807/08 22 2404/05 Level29 IMB31503 IMD10303 HUMAN COMPUTER INTERACTION BASIC GRAPHIC DESIGN MIIT MIIT L01 L01 1 Level29 53 1805/06 1807/08 L02 IMD11303 INB12404 INB22603 INB48202 INB48203 INTRODUCTION TO MULTIMEDIA MICROPROCESSOR AND DIGITAL SYSTEM MICROPROCESSOR HIGH SPEED NETWORK (BROADBAND) HIGH SPEED NETWORK (BROADBAND) MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 29 1805/06 29 Level29 1 Level29 43 Level29 6 Level29 28 807/08 2406/07 ISB10103 PRINCIPLES OF COMPUTER PROGRAMMING MIIT L01 58 2005/06 2404/05 L02 ISB36403 INTERACTION DESIGN MIIT L01 14 2404/05 60 805/06 2406/07 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 15 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 12/05/2013 SUNDAY 11 Session 09:00 AM Code ITD20603 Name DATA STRUCTURE Institute MIIT Group L01 Tot. Stud. Venue Seat 85 – 85 1 – 50 1 – 50 33 – 50 1 – 10 Total 1 50 50 18 10 51 Level29 1005/06 ITD22403 DATABASE SYSTEMS MIIT L01 78 2007/08 1805/06 2005/06 Total 12 02:00 PM IED12503 IED24203 IGB10503 IGB30702 IKB41103 ELECTRICAL CIRCUIT ANALYSIS COMPUTER PLATFORM ENGINEERING MATHEMATICS 2 STARTING UP A NEW VENTURE ADVANCED NETWORK SECURITY MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 Total 517 24 Level29 20 2007/08 9 805/06 60 – 83 29 – 48 13 – 21 35 – 59 1 – 34 24 20 9 25 34 5 Level29 34 Level29 112 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 16 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 13/05/2013 MONDAY 13 Session 09:00 AM Code ICB26303 Name INTRODUCTION TO ECOMMERCE SYSTEMS Institute MIIT Group L01 Tot. Stud. 6 Venue 805/ 06 1005/06 Seat 50 – 50 46 – 50 78 – 84 10 – 50 85 – 85 32 – 50 1-9 1 – 50 31 – 50 33 – 48 1-7 1 – 50 1 – 31 1 – 62 1 – 34 63 – 77 1 – 49 1 – 30 Total 1 5 7 41 1 19 9 50 20 16 7 50 31 62 34 15 49 30 ICB41503 IDD20103 E-COMMERCE DEVELOPMENT FUNDAMENTALS OF NETWORK MIIT MIIT L01 L01 7 Level29 42 2007/08 Level29 IEB20403 IFD20603 INTRODUCTION TO ACCOUNTING NETWORK MANAGEMENT MIIT MIIT L01 L01 19 807/08 59 2007/08 2005/06 IFD30203 IGB12402 IGD10803 NETWORK SECURITY BUSINESS MATHEMATICS STATISTICS MIIT MIIT MIIT L01 L01 L01 20 1807/08 16 2406/07 57 2404/05 1805/06 IKB20603 INB12604 INB23704 INB47402 INB47403 ISB23103 ADVANCE NETWORKING NETWORK FUNDAMENTALS LAN SWITCHING WIRELESS NETWORK WIRELESS NETWORK SOFTWARE REQUIREMENTS ENGINEERING MIIT MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 L01 31 807/08 62 Level29 34 1005/06 15 Level29 49 805/06 30 1807/08 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 17 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 13/05/2013 MONDAY 13 Session 09:00 AM Code ISB42303 Name SOFTWARE CONFIGURATION MANAGEMENT INTRODUCTION TO INFORMATION TECHNOLOGY Institute MIIT Group L01 Tot. Stud. Venue Seat 1 – 25 Total 25 25 2406/07 ITD12103 MIIT L01 57 2406/07 1007/08 26 – 32 1 – 50 35 – 45 8 – 50 7 50 11 43 L02 54 1005/06 2404/05 Total 14 02:00 PM ICB47503 IDB20203 IEB30503 IFD20203 IKB42003 INB10403 CUSTOMER RELATIONSHIP MANAGEMENT OPERATING SYSTEMS MANAGEMENT OF IT RESOURCES FUNDAMENTALS OF VOICE AND DATA CABLING INCIDENT HANDLING AND RESPONSE DIGITAL SYSTEM MIIT MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 L01 83 21 1005/06 50 1807/08 30 Level29 34 Level29 20 Level29 78 1007/08 1005/06 29 – 49 1 – 50 1 – 30 51 – 84 31 – 50 1 – 50 1 – 28 1 – 49 21 50 30 34 20 50 28 49 ITD32603 HUMAN COMPUTER INTERACTION MIIT L01 49 1805/06 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 18 of 27 Date : 16-A PR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 13/05/2013 MONDAY 14 Session 02:00 PM Code MPW1143 Name PENGAJIAN ISLAM Institute MIIT Group L01 Tot. Stud. Venue Seat 1-7 1 – 50 1 – 11 8 – 50 12 – 50 Total 7 50 11 43 39 57 805/06 2406/07 L02 54 2404/05 805/06 L03 Total 39 2404/05 432 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 19 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 14/05/2013 TUESDAY 15 Session 09:00 AM Code IBB31103 Name INTRODUCTION TO ARTIFICIAL INTELLIGENCE Institute MIIT Group L01 Tot. Stud. 9 Venue 1007/08 2007/08 Seat 47 – 47 43 – 50 19 – 42 35 – 46 Total 1 8 24 12 ICB10203 IEB30703 COMPUTER ORGANIZATION IMAGINATION AND CREATIVITY PROBLEM SOLVING DIGITAL ELECTRONICS MIIT MIIT L01 L01 24 2007/08 12 1007/08 IED12303 MIIT L01 L02 44 1807/08 47 2404/05 1807/08 1 – 44 1 – 41 45 – 50 42 – 50 1 – 50 1-8 9 – 41 1 – 50 1 – 18 42 – 45 1 – 29 30 – 34 46 – 46 44 41 6 9 50 8 33 50 18 4 29 5 1 IGD10202 PENDIDIKAN ISLAM MIIT L01 67 2404/05 2005/06 805/06 INB23103 INB48103 DATA COMMUNICATIONS NETWORK MANAGEMENT MIIT MIIT L01 L01 33 805/06 68 1805/06 2007/08 MPW1153 MPW2143 PENDIDIKAN MORAL PENGAJIAN ISLAM MIIT MIIT L01 L01 L02 4 805/06 29 1007/08 5 1 343 1007/08 805/06 MPW2153 PENDIDIKAN MORAL MIIT L01 Total 16 02:00 PM UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 20 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 14/05/2013 TUESDAY 16 Session 02:00 PM Code IMB42003 INB24604 INB35503 ISB42503 Name WEB APPLICATION DEVELOPMENT WAN TECHNOLOGY INTERNET PROGRAMMING INTERNET PROGRAMMING Institute MIIT MIIT MIIT MIIT Group L01 L01 L01 L01 L02 Tot. Stud. 1 Venue Level29 Seat 67 – 67 1 – 48 62 – 66 1 – 32 33 – 61 1 – 30 Total 1 48 5 32 29 30 48 1807/08 5 Level29 32 Level29 29 Level29 30 805/06 145 ITD31303 PHP WEB PROGRAMMING MIIT L01 Total UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 21 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 15/05/2013 WEDNESDAY 17 Session 09:00 AM Code IBB22203 ICB47203 IDB20103 IGB10003 IGB12202 IGB40102 INB35303 Name MICROCONTROLLER SUPPLY CHAIN MANAGEMENT COMPUTER NETWORKS ENGINEERING MATHEMATICS 1 MATHEMATICS FOR TECHNOLOGIST 2 Institute MIIT MIIT MIIT MIIT MIIT Group L01 L01 L01 L01 L01 L01 L01 Tot. Stud. Venue Seat 39 – 48 1 – 42 1 – 32 1 – 47 1 – 38 29 – 49 1 – 28 1 – 50 43 – 46 49 – 50 47 – 48 48 – 85 Total 10 42 32 47 38 21 28 50 4 2 2 38 10 2406/07 42 1007/08 32 807/08 47 Level29 38 2406/07 21 1805/06 78 1805/06 1807/08 TECHNOLOGY INNOVATION MIIT AND ENTREPRENEURSHIP NETWORK SECURITY MIIT MPW1113 MPW1123 MPW2113 MPW2123 BAHASA KEBANGSAAN (A) BAHASA KEBANGSAAN B BAHASA KEBANGSAAN (A) BAHASA KEBANGSAAN (B) MIIT MIIT MIIT MIIT L01 L01 L01 L01 Total 4 2 2 1007/08 2406/07 1007/08 38 Level29 314 9 1807/08 18 02:00 PM IEB30903 IGD20203 INB34403 ISB37503 OPERATIONS MANAGEMENT MATHEMATICS FOR IT SYSTEM AND NETWORK PROGRAMMING REAL TIME AND EMBEDDED SYSTEMS MIIT MIIT MIIT MIIT L01 L01 L01 L01 42 – 50 1 – 41 1 – 60 1 – 49 9 41 60 49 41 1807/08 60 Level29 49 1805/06 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 22 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 15/05/2013 WEDNESDAY 18 Session 02:00 PM Code MPW2133 Name PENGAJIAN MALAYSIA Institute MIIT Group L01 Tot. Stud. Venue Seat 1 – 50 61 – 69 Total 50 9 59 1007/08 Level29 Total 218 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 23 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 16/05/2013 THURSDAY 19 Session 09:00 AM Code ICB42003 IGB10403 IGB13103 Name MANAGEMENT INFORMATION SYSTEMS DISCRETE MATHEMATICS FOR IT PRINCIPLE OF MARKETING Institute MIIT MIIT MIIT Group L01 L01 L01 Total Tot. Stud. Venue Seat 59 – 74 1 – 42 43 – 58 Total 16 42 16 16 Level29 42 Level29 16 Level29 74 8 1805/06 20 02:00 PM IBB11204 ICB10303 IKB42203 INB10303 INB24403 ISB41303 DIGITAL PRINCIPLES INTRODUCTION TO EBUSINESS SECURE SOFTWARE DEVELOPMENT DIGITAL PRINCIPLES SYSTEM TOOLS AND ADMINISTRATION SOFTWARE TESTING MIIT MIIT MIIT MIIT MIIT MIIT L01 L01 L01 L01 L01 L01 Total 36 – 43 37 – 58 1 – 48 1 – 35 1 – 36 59 – 77 8 22 48 35 36 19 22 Level29 48 1807/08 35 1805/06 36 Level29 19 Level29 168 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 24 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 17/05/2013 FRIDAY 21 Session 09:00 AM Code IFD20403 Name OPERATING SYSTEM Institute MIIT Group L01 Tot. Stud. Venue Seat 1 – 50 1 – 30 1 – 71 46 – 50 72 – 85 1 – 45 1 – 43 Total 50 30 71 5 14 45 43 80 2406/07 2404/05 IGB20303 IKB31003 PROBABILITY AND STATISTICS FOR IT CYBER FORENSICS MIIT MIIT L01 L01 1 Level29 19 1807/08 Level29 INB33103 ISB23303 TELECOMMUNICATIONS SOFTWARE DESIGN MIIT MIIT L01 L01 Total 45 1807/08 43 1007/08 258 63 1805/06 1807/08 22 03:00 PM IFD21903 NETWORK OPERATING SYSTEM MIIT L01 34 – 46 1 – 50 1 – 33 13 50 33 INB35705 MULTILAYER SWITCHING M IIT L01 Total 33 1805/06 96 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 25 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 03/06/2013 MONDAY 25 Session 09:00 AM Code IDP05303 Name KOREAN LANGUAGE BEGINNERS Institute MIIT Group L01 Total Tot. Stud. 7 7 Venue 2102 Seat 1-7 Total 7 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 26 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 04/06/2013 TUESDAY 27 Session 09:00 AM Code IDP01103 Name INTRODUCTION TO PC HARDWARE AND MAINTENANCE Institute MIIT Group L01 Tot. Stud. 7 Venue 2102 Seat 1-7 Total 7 Total 7 UNIVERSITI KUALA LUMPUR Report ID : PQR004 Page : 27 of 27 Date : 16-APR-2013 04:02 PM Exam Schedule Final Semester January 2013 Date 05/06/2013 WEDNESDAY 29 Session 09:00 AM Code IDP02105 Name MATHEMATICS 1 Institute MIIT Group L01 Total Tot. Stud. 7 7 7 7 Venue 2102 Seat 1-7 Total 7 30 02:00 PM IDP05103 FUNDAMENTALS OF SPEECH COMMUNICATION MIIT L01 Total 2102 1-7 7 How to cite New Example Final Exam Table, Papers

The Short

The Short-cut Essay Situational CompositionIt was getting dark and you and your friend were running late in gettinghome. Thus, your friend suggested taking a short-cut through a dimly litalley. Suddenly, a bright light flashed in the darkness. It was a rainy night. Rain poured relentlessly from every corner ofthe sky. Thunder rumbled and growled overhead. It was pure bad luck to runinto a thunderstorm. I was already running late in getting home. I hadpromised my parents that I would be home by eight oclock, but it was nineoclock already. I was sure that I would get a good hiding from my parentswhen I reached home. We will write a custom essay on The Short-cut specifically for you for only $16.38 $13.9/page Order now Just then, my neighbour, John interrupted my thoughts and suggested,I know of an alley that will serve as a short-cut home.I considered his suggestion very carefully. I knew that it was ratherfoolish to go to an alley which was empty and deserted unarmed, but it wasan emergency. My parents would probably ban me from going out for a week ifI arrived home any later. The dimly lit alley greeted us with an overpowering stench of rottinggarbage. We held our breath as we ran, trying to avoid the disgustingodour. Just then, we saw a bright light ahead. A heavily-tattooed manapproached us and asked in a deep and gruff voice, How dare you intrudeinto our territory?The gangster flexed his muscles and lifted John off the ground. Heknocked John unconscious with one swift punch. He smiled to himself. Iquickly dived into a garbage bin and closed the lid without making a singlesound. Ughh I thought to myself. An assortment of the yuckiestrubbish greeted me full force. I choked. I felt like vomiting. I thought tomyself, Just bear with the stench now and youll be out of this disgustinggarbage bin soon. I regained my composure, pulled out my cell phone andcalled the police to report my case. Meanwhile, the gangster was continuing his search for me, but to noavail. Suddenly, I caught sight of a cockroach. It was not just a smallone, but a really huge one! Without thinking twice, I screamed out loud. Iheard footsteps nearing. I was shivering. I was in pieces. Adrenalinesurged and thoughts raced through my mind. What if the gangster shot me?What were my parents going to do without me?My only hope of living was the police arriving now, right now. However, I knew that the chance was gone when the gangster opened the lidof the garbage bin. Gotcha, boy, the gangster smiled menacingly. I closed my eyes,awaiting death. The gangster cocked the pistol. Chills ran up my spine. Just as I had given up hope of escaping, the police arrived. Loud sirensbroke the silence of the night. I heard a voice boom from outside, Listen,you are now surrounded. Do not try to escape or well shoot. Now, placeyour hands on your heads and walk out in single file.The gangster and his accomplices, who were hiding in a humongous,wooden crate knew that there was no chance of escaping and had no choicebut to surrender without putting up a struggle. They were handcuffed andwere shoved into a large police van. Meanwhile, John had gained his consciousness and was being treated bythe paramedics. I was praised by the police constable for my quick-thinking. He claimed that the police had been trying to find the gang for afew months, but they always managed to escape. Of course, I was flatteredby his what he said, but of course, I did not want this to happen again. Iwas grateful to be alive and I definitely did not want my life to be atrisk again. I did not ever want to experience such a horrifying incidentagain. .u855a52fd01e036e161d51a25fea35b54 , .u855a52fd01e036e161d51a25fea35b54 .postImageUrl , .u855a52fd01e036e161d51a25fea35b54 .centered-text-area { min-height: 80px; position: relative; } .u855a52fd01e036e161d51a25fea35b54 , .u855a52fd01e036e161d51a25fea35b54:hover , .u855a52fd01e036e161d51a25fea35b54:visited , .u855a52fd01e036e161d51a25fea35b54:active { border:0!important; } .u855a52fd01e036e161d51a25fea35b54 .clearfix:after { content: ""; display: table; clear: both; } .u855a52fd01e036e161d51a25fea35b54 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u855a52fd01e036e161d51a25fea35b54:active , .u855a52fd01e036e161d51a25fea35b54:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u855a52fd01e036e161d51a25fea35b54 .centered-text-area { width: 100%; position: relative ; } .u855a52fd01e036e161d51a25fea35b54 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u855a52fd01e036e161d51a25fea35b54 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u855a52fd01e036e161d51a25fea35b54 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u855a52fd01e036e161d51a25fea35b54:hover .ctaButton { background-color: #34495E!important; } .u855a52fd01e036e161d51a25fea35b54 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u855a52fd01e036e161d51a25fea35b54 .u855a52fd01e036e161d51a25fea35b54-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u855a52fd01e036e161d51a25fea35b54:after { content: ""; display: block; clear: both; } READ: The Atomic Bomb and Other Government Experiments EssayWhen I reached home, I still got a ticking off from my mother forgoing to a deserted alley unarmed. Even though she scolded me, I knew thatshe was extremely proud of me. Primary 4K