Before the Federal Communications Commission Washington, D.C. 20554
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Access Control
Security Engineering: A Guide to Building Dependable Distributed Systems CHAPTER 4 Access Control Going all the way back to early time-sharing systems, we systems people regarded the users, and any code they wrote, as the mortal enemies of us and each other. We were like the police force in a violent slum. —ROGER NEEDHAM Microsoft could have incorporated effective security measures as standard, but good sense prevailed. Security systems have a nasty habit of backfiring, and there is no doubt they would cause enormous problems. —RICK MAYBURY 4.1 Introduction Access control is the traditional center of gravity of computer security. It is where se- curity engineering meets computer science. Its function is to control which principals (persons, processes, machines, . .) have access to which resources in the sys- tem—which files they can read, which programs they can execute, how they share data with other principals, and so on. NOTE This chapter necessarily assumes more computer science background than previous chapters, but I try to keep it to a minimum. 51 Chapter 4: Access Controls Figure 4.1 Access controls at different levels in a system. Access control works at a number of levels, as shown in Figure 4.1, and described in the following: 1. The access control mechanisms, which the user sees at the application level, may express a very rich and complex security policy. A modern online busi- ness could assign staff to one of dozens of different roles, each of which could initiate some subset of several hundred possible transactions in the system. Some of these (such as credit card transactions with customers) might require online authorization from a third party while others (such as refunds) might require dual control. -
Introducing Windows Azure for IT Professionals
Introducing Windows ServerIntroducing Release 2012 R2 Preview Introducing Windows Azure For IT Professionals Mitch Tulloch with the Windows Azure Team PUBLISHED BY Microsoft Press A Division of Microsoft Corporation One Microsoft Way Redmond, Washington 98052-6399 Copyright © 2013 Microsoft Corporation All rights reserved. No part of the contents of this book may be reproduced or transmitted in any form or by any means without the written permission of the publisher. Library of Congress Control Number: 2013949894 ISBN: 978-0-7356-8288-7 Microsoft Press books are available through booksellers and distributors worldwide. If you need support related to this book, email Microsoft Press Book Support at [email protected]. Please tell us what you think of this book at http://www.microsoft.com/learning/booksurvey. Microsoft and the trademarks listed at http://www.microsoft.com/about/legal/en/us/IntellectualProperty/ Trademarks/EN-US.aspx are trademarks of the Microsoft group of companies. All other marks are property of their respective owners. The example companies, organizations, products, domain names, email addresses, logos, people, places, and events depicted herein are fictitious. No association with any real company, organization, product, domain name, email address, logo, person, place, or event is intended or should be inferred. This book expresses the author’s views and opinions. The information contained in this book is provided without any express, statutory, or implied warranties. Neither the authors, Microsoft Corporation, nor -
Microsoft TV Test by John Williams
Application Note Microsoft TV Test by John Williams Microsoft has developed a TV middleware platform called Mediaroom that focuses upon Internet Protocol (IP) video services offering significant enhancements in delivered quality compared to networks that do not use their middleware. These enhancements include content control through embedded digital rights management (DRM) and encrypted content, reduced channel change times, and robust error recovery mechanisms. JDSU has developed specific test support for service providers using Mediaroom-based networks. While Mediaroom has now been extended to work with and through other devices, including Windows computers, compatible smart phones, and the Xbox 360, this application note deals only with IPTV service delivered to typical residential subscribers using set top boxes (STBs) and a TV display device. Technology Background The JDSU Microsoft TV (MSTV) Test Suite analyzes two significant portions of Mediaroom: instant channel change (ICC) and Reliable User Datagram Protocol (R-UDP), the error recovery mechanism. Both of these elements involve a software client in a STB that can communicate with Distribution Servers (D-Servers) located in the network, typically in video serving offices at the network edge. In order to analyze the unicast flows that make up the ICC and R-UDP elements of Mediaroom, the tester must be in a Monitor mode so that it can “observe” the unicast flows as well as the associated signaling. However, the tester can work in a Terminate mode and join multicast video programming in a Mediaroom network conducting the normal broadcast IP video analysis. ICC Technology While the Microsoft system uses the basic Internet Group Management Protocol (IGMP) leave/join protocol to change channels, an additional operation has been added so that a D-Server specifically paired with an STB client becomes part of the process and can burst a unicast stream to the STB carrying a segment of the target channel’s data flow, thus filling the STB decode buffer more quickly. -
Caveat Venditor: Technologically Protected Subsidized Goods and the Customers Who Hack Them Christopher Soghoian
Northwestern Journal of Technology and Intellectual Property Volume 6 Article 3 Issue 1 Fall Fall 2007 Caveat Venditor: Technologically Protected Subsidized Goods and the Customers Who Hack Them Christopher Soghoian Recommended Citation Christopher Soghoian, Caveat Venditor: Technologically Protected Subsidized Goods and the Customers Who Hack Them, 6 Nw. J. Tech. & Intell. Prop. 46 (2007). https://scholarlycommons.law.northwestern.edu/njtip/vol6/iss1/3 This Article is brought to you for free and open access by Northwestern Pritzker School of Law Scholarly Commons. It has been accepted for inclusion in Northwestern Journal of Technology and Intellectual Property by an authorized editor of Northwestern Pritzker School of Law Scholarly Commons. NORTHWESTERN JOURNAL OF TECHNOLOGY AND INTELLECTUAL PROPERTY Caveat Venditor: Technologically Protected Subsidized Goods and the Customers Who Hack Them Christopher Soghoian Fall 2007 VOL. 6, NO. 1 © 2007 by Northwestern University School of Law Northwestern Journal of Technology and Intellectual Property Copyright 2007 by Northwestern University School of Law Volume 6, Number 1 (Fall 2007) Northwestern Journal of Technology and Intellectual Property Caveat Venditor: Technologically Protected Subsidized Goods and the Customers Who Hack Them By Christopher Soghoian* I. INTRODUCTION ¶1 This paper focuses on the subsidization of a technology-based durable good.1 It goes on to discuss the delicate dance between the producer trying to protect its profit, competitors trying to create and sell aftermarket goods,2 and those innovative customers who use the items in completely unplanned and unprofitable ways. ¶2 An age old, but increasingly popular business model involves the subsidization of a proprietary durable good by a manufacturer, such that the good is sold below cost.3 Due to careful design, technological, and legal restrictions, the producer creates a primary product that is only compatible with its own aftermarket goods. -
The Basic Economics of Internet Infrastructure
Journal of Economic Perspectives—Volume 34, Number 2—Spring 2020—Pages 192–214 The Basic Economics of Internet Infrastructure Shane Greenstein his internet barely existed in a commercial sense 25 years ago. In the mid- 1990s, when the data packets travelled to users over dial-up, the main internet T traffic consisted of email, file transfer, and a few web applications. For such content, users typically could tolerate delays. Of course, the internet today is a vast and interconnected system of software applications and computing devices, which society uses to exchange information and services to support business, shopping, and leisure. Not only does data traffic for streaming, video, and gaming applications comprise the majority of traffic for internet service providers and reach users primarily through broadband lines, but typically those users would not tolerate delays in these applica- tions (for usage statistics, see Nevo, Turner, and Williams 2016; McManus et al. 2018; Huston 2017). In recent years, the rise of smartphones and Wi-Fi access has supported growth of an enormous range of new businesses in the “sharing economy” (like, Uber, Lyft, and Airbnb), in mobile information services (like, social media, ticketing, and messaging), and in many other applications. More than 80 percent of US households own at least one smartphone, rising from virtually zero in 2007 (available at the Pew Research Center 2019 Mobile Fact Sheet). More than 86 percent of homes with access to broadband internet employ some form of Wi-Fi for accessing applications (Internet and Television Association 2018). It seems likely that standard procedures for GDP accounting underestimate the output of the internet, including the output affiliated with “free” goods and the restructuring of economic activity wrought by changes in the composition of firms who use advertising (for discussion, see Nakamura, Samuels, and Soloveichik ■ Shane Greenstein is the Martin Marshall Professor of Business Administration, Harvard Business School, Boston, Massachusetts. -
Mediaroom Evolution Program
Mediaroom Evolution Program Evolution Path for Mediaroom To enable these business outcomes, Mediakind is Customers pleased to introduce the Mediaroom Evolution Program, a term based bundling solution that underscores our commitment to the Mediaroom operators, providing Introduction access to our latest Mediaroom capabilities and evolution path to mobile services at discounted prices, In a rapidly-changing Pay TV market with increased all in one bill. competition from Multi-channel Distributors (MVPD) and OTT services, it is essential for Mediaroom customers to be able to rapidly adopt features that enhance the user experience, enable new monetizable services and attract new subscribers. All of this, while optimizing infrastructure and operational costs. 1 Mediaroom Evolution Program | 04-2020 v1 mediakind.com The Challenges • Server SW Upgrade: Customer-specific production environment upgrade path to reach and maintain • Increasing content & network/CPE/operational costs latest SW. Includes HW upgrade planning and phasing. • Bypass by direct-to-consumer offerings and low-cost OTT players • Live Poster Art: Right of use for live poster art SW. Design, Integration and test in production. SW Life • Need for an efficient and predictable CAPEX/OPEX Cycle mgmt. Is included throughout term. structure • Client signing and logo customization: Available for • Customer retention concerns client releases commercially deployed throughout • Need for monetizable features term. • Unclear TV evolution path Optimized Cloud Storage The Solution This component -
HULU and the FUTURE of TELEVISION: a CASE STUDY An
HULU AND THE FUTURE OF TELEVISION: A CASE STUDY An Honors Thesis (HONRS 499) by Matthew Rodgers Thesis Advisor Michael Hanley Associate Professor of Journalism Ball State University Muncie, Indiana May 2011 Expected Date of Graduation May 2011 Abstract Understanding current media trends and adapting to ever-changing consumer desires is essential to success in advertising. Hulu is one of several new Internet-based services that deliver television content to consumers without using the traditional broadcast or cable channels used in the recent past. This document compiles information concerning this new service and presents it as a case study for the evolving television market, especially as it concerns advertisers. 2 Acknowledgements I would like to thank the following people for their patience, understanding, guidance and encouragement throughout the duration of this project: Michael Hanley Kevin and Karen Rodgers Katie Mathieu Nathan Holmes and Noah Judd microPR: Joey Lynn Foster, Kenzie Grob, Kati Ingerson, Ben Luttrull and Adam Merkel 3 Table of Contents I. Abstract ..............................................................,........................... " ...... 2 II. Acknowledgements ... '" ........... .. .. ........... ... ................. .... ....... .................... 3 III. Table of Contents ............................. ................ .... ...................................... 4 IV. Statement of Problem ...... ...... ............ .. ...................................................... 5 V. Methodology ............ '" -
Microsoft Mediaroom Features Because a Different Device Button Has Been Pressed
TROUBLESHOOTING: If the settop box is not responding it is most likely Microsoft Mediaroom Features because a different Device button has been pressed. Press the STB button to Welcome to Microsoft Mediaroom from Halstad Telephone ensure the remote is controlling the settop box. Company! DVR Controls These pages provide helpful pointers on how to get the most out of your (These features only apply to users who have the DVR feature enabled on Mediaroom television system from HTC. their system) DVR controls are just the same as any you would see on any VCR, DVD player, Your Remote (Style with “Power” button in a row at top of remote) or any other playback device. However, there are two buttons that offer Your remote control is divided into 4 main areas special features: Skip – when viewing recorded programming, this buttons jumps the playback ahead 30 seconds Device Control Replay – this button backs up what you are viewing by seven seconds (including live TV) DVR Controls Record button – When viewing TV, this button will start saving a recording of the program you are watching Viewing, When browsing the guide, this button will schedule a recording of the Browsing, program you have selected in the guide and Sound Viewing, Browsing, and Sound Controls Controls Here are the highlights of the buttons in this section: Video on Demand – takes you to the menu where you can purchase additional programming for an additional fee Back – when browsing the guide or menu, this button returns you to the previous screen Keypad Up, down, left, right arrows – these buttons allow you to navigate through menus OK – enables you to select highlighted items on a menu or guide TV (Exit to) – takes you out of menus or the guide directly to TV viewing A (Yellow Triangle) – shortcut to Search B (Blue Square) – shortcut to Favorites Device Control C (Red Circle) – shortcut to Caller ID History These buttons determine which of your electronic devices the remote is Info – displays information about the currently viewed program or a controlling. -
Part 1: Practical Time Management Strategies. Tyler Hoffman // Digital Solutions Consultant the Vision
Part 1: Practical Time Management Strategies. Tyler Hoffman // Digital Solutions Consultant The Vision. 2 The Vision: Essentialism. 3 The Vision: Essentialism. Removing “non-essentials”… • Non-essential tasks • Non-essential engagements • Non-essential information …to focus on what is essential: • “What can I and only I do, that if done well, will make a real difference?” 4 The Plan: Big Rocks First. 5 The Plan: Eat that Frog. Plan, Prioritize and Complete your most essential tasks first. “There is never enough time to do everything, but there is always enough time to do the most important thing. ” 6 The Tools. 7 Eat that Frog: Upgrade Your Key Skills “With practice , you can learn any behavior or develop any habit that you consider either desirable or necessary.” 8 Lynda.com Online, Self-Paced Learning • Video-based online learning for hundreds of topics • Free for CWRU faculty • Available for computer, smartphone and tablet → case.edu/utech/lynda 9 Unlocking CWRU Account. • help.case.edu à reset forgotten password • IT Service Desk à 216.368.HELP (4357) 10 Grammarly Improve Grammar and Spelling • Browser plug-in for checking grammar and spelling online • Improves document and email proofreading in Microsoft Office • Basic account is free → grammarly.com → Lynda.com training video 11 Grammarly Check Grammar and Spelling Online 12 Eat that Frog: Plan Every Day in Advance “The most sophisticated Outlook system , computer app, or time planner is based on the same principle . It is based on your sitting down and making a list of everything you have to do before you begin.” 13 Wunderlist Create a Better To-Do List • Create lists of tasks that sync across all of your devices • Set reminders and due dates • Create sub-tasks • Invite collaborators • “Add to Calendar” feature → wunderlist.com → Lynda.com training video 14 Wunderlist Create a Better To-Do List 15 Eat that Frog: Use the ABCDE Method A A task that will yield very positive or negative results if you fail to do it. -
Agile Processes in Software Engineering and Extreme
Juan Garbajosa · Xiaofeng Wang Ademar Aguiar (Eds.) Agile Processes in Software Engineering and Extreme Programming LNBIP 314 19th International Conference, XP 2018 Porto, Portugal, May 21–25, 2018 Proceedings Lecture Notes in Business Information Processing 314 Series Editors Wil M. P. van der Aalst RWTH Aachen University, Aachen, Germany John Mylopoulos University of Trento, Trento, Italy Michael Rosemann Queensland University of Technology, Brisbane, QLD, Australia Michael J. Shaw University of Illinois, Urbana-Champaign, IL, USA Clemens Szyperski Microsoft Research, Redmond, WA, USA More information about this series at http://www.springer.com/series/7911 Juan Garbajosa • Xiaofeng Wang Ademar Aguiar (Eds.) Agile Processes in Software Engineering and Extreme Programming 19th International Conference, XP 2018 Porto, Portugal, May 21–25, 2018 Proceedings Editors Juan Garbajosa Ademar Aguiar Technical University of Madrid University of Porto Madrid, Madrid Porto Spain Portugal Xiaofeng Wang Free University of Bozen-Bolzano Bolzano Italy ISSN 1865-1348 ISSN 1865-1356 (electronic) Lecture Notes in Business Information Processing ISBN 978-3-319-91601-9 ISBN 978-3-319-91602-6 (eBook) https://doi.org/10.1007/978-3-319-91602-6 Library of Congress Control Number: 2018944291 © The Editor(s) (if applicable) and The Author(s) 2018. This book is an open access publication. Open Access This book is licensed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license and indicate if changes were made. -
The U.S. Chamber of Commerce: out of Step with the American People and Its Members
The U.S. Chamber of Commerce: Out of Step with the American People and its Members A Report from Senators Sheldon Whitehouse, Elizabeth Warren, Barbara Boxer, Bernard Sanders, Sherrod Brown, Jeff Merkley, Richard Blumenthal, and Edward Markey The U.S. Chamber of Commerce: Out of Step with the American People and Its Members Executive Summary The United States Chamber of Commerce (the Chamber), the U.S. Chamber on appropriate strategies to pursue.” 5 The the largest lobbying organization in the country, has used findings of this analysis—based on correspondence with its considerable resources to fight legislation in Congress the Chamber’s Board members and a review of publicly and Obama Administration actions on tobacco and available information on Chamber Board member positions climate change at home and abroad. A series of 2015 on tobacco and climate change—reveal the following: New York Times articles exposed the Chamber’s aggressive tactics to help the tobacco industry fight international • The Chamber’s positions and actions on tobacco and antismoking laws, regulations, and policies, 1 and described climate change are at odds with those of its Board the organization’s systematic efforts to undermine the members. Approximately half of the companies on Environmental Protection Agency’s work to address climate the Chamber’s Board of Directors have adopted anti- change and carbon pollution. 2 These activities raised tobacco and pro-climate positions that contrast sharply questions about the Chamber’s policy-making process; one with the Chamber’s activities. Chamber Board member analyst concluded that “the Chamber is at odds with the companies have acknowledged the public health harms interests of some, if not most, of its membership in three of tobacco and support the efforts of their employees to other areas: climate change, minimum wages and tobacco,” quit smoking. -
Microsoft Corporation
A Progressive Digital Media business COMPANY PROFILE Microsoft Corporation REFERENCE CODE: 8ABE78BB-0732-4ACA-A41D-3012EBB1334D PUBLICATION DATE: 25 Jul 2017 www.marketline.com COPYRIGHT MARKETLINE. THIS CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR DISTRIBUTED Microsoft Corporation TABLE OF CONTENTS TABLE OF CONTENTS Company Overview ........................................................................................................3 Key Facts.........................................................................................................................3 Business Description .....................................................................................................4 History .............................................................................................................................5 Key Employees .............................................................................................................26 Key Employee Biographies .........................................................................................28 Major Products & Services ..........................................................................................35 SWOT Analysis .............................................................................................................36 Top Competitors ...........................................................................................................44 Company View ..............................................................................................................45