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Showing posts with label Project. Show all posts
Showing posts with label Project. Show all posts

Friday, August 23, 2013

Exclusive: UK’s secret Mid-East internet surveillance base is revealed in Edward Snowden leaks

Data-gathering operation is part of a £1bn web project still being assembled by GCHQ

Duncan Campbell, Oliver Wright, James Cusick, Kim Sengupta

Friday 23 August 2013

 

The surveillance station in the Middle East intercepts and processes vast quantities of emails, telephone calls and web traffic

 

Britain runs a secret internet-monitoring station in the Middle East to intercept and process vast quantities of emails, telephone calls and web traffic on behalf of Western intelligence agencies, The Independent has learnt.

The station is able to tap into and extract data from the underwater fibre-optic cables passing through the region.

The information is then processed for intelligence and passed to GCHQ in Cheltenham and shared with the National Security Agency (NSA) in the United States. The Government claims the station is a key element in the West’s “war on terror” and provides a vital “early warning” system for potential attacks around the world.

The Independent is not revealing the precise location of the station but information on its activities was contained in the leaked documents obtained from the NSA by Edward Snowden. The Guardian newspaper’s reporting on these documents in recent months has sparked a dispute with the Government, with GCHQ security experts overseeing the destruction of hard drives containing the data.

The Middle East installation is regarded as particularly valuable by the British and Americans because it can access submarine cables passing through the region. All of the messages and data passed back and forth on the cables is copied into giant computer storage “buffers” and then sifted for data of special interest.

Information about the project was contained in 50,000 GCHQ documents that Mr Snowden downloaded during 2012. Many of them came from an internal Wikipedia-style information site called GC-Wiki. Unlike the public Wikipedia, GCHQ’s wiki was generally classified Top Secret or above.

The disclosure comes as the Metropolitan Police announced it was launching a terrorism investigation into material found on the computer of David Miranda, the Brazilian partner of The Guardian journalist Glenn Greenwald – who is at the centre of the Snowden controversy.

Edward Snowden (AFP/Getty)Edward Snowden (AFP/Getty)

Scotland Yard said material examined so far from the computer of Mr Miranda was “highly sensitive”, the disclosure of which “could put lives at risk”.

The Independent understands that The Guardian agreed to the Government’s request not to publish any material contained in the Snowden documents that could damage national security.

As well as destroying a computer containing one copy of the Snowden files, the paper’s editor, Alan Rusbridger, agreed to restrict the newspaper’s reporting of the documents.

The Government also demanded that the paper not publish details of how UK telecoms firms, including BT and Vodafone, were secretly collaborating with GCHQ to intercept the vast majority of all internet traffic entering the country. The paper had details of the highly controversial and secret programme for over a month. But it only published information on the scheme – which involved paying the companies to tap into fibre-optic cables entering Britain – after the allegations appeared in the German newspaper Süddeutsche Zeitung. A Guardian spokeswoman refused to comment on any deal with the Government.

A senior Whitehall source said: “We agreed with The Guardian that our discussions with them would remain confidential”.

But there are fears in Government that Mr Greenwald – who still has access to the files – could attempt to release damaging information.

He said after the arrest of Mr Miranda: “I will be far more aggressive in my reporting from now. I am going to publish many more documents. I have many more documents on England’s spy system. I think they will be sorry for what they did.”

David Miranda, left, with Glenn Greenwald (AP)David Miranda, left, with Glenn Greenwald (AP)

One of the areas of concern in Whitehall is that details of the Middle East spying base which could identify its location could enter the public domain.

The data-gathering operation is part of a £1bn internet project still being assembled by GCHQ. It is part of the surveillance and monitoring system, code-named “Tempora”, whose wider aim is the global interception of digital communications, such as emails and text messages.

Across three sites, communications – including telephone calls – are tracked both by satellite dishes and by tapping into underwater fibre-optic cables.

Access to Middle East traffic has become critical to both US and UK intelligence agencies post-9/11. The Maryland headquarters of the NSA and the Defence Department in Washington have pushed for greater co-operation and technology sharing between US and UK intelligence agencies.

The Middle East station was set up under a warrant signed by the then Foreign Secretary David Miliband, authorising GCHQ to monitor and store for analysis data passing through the network of fibre-optic cables that link up the internet around the world

The certificate authorised GCHQ to collect information about the “political intentions of foreign powers”, terrorism, proliferation, mercenaries and private military companies, and serious financial fraud.

However, the certificates are reissued every six months and can be changed by ministers at will. GCHQ officials are then free to target anyone who is overseas or communicating from overseas without further checks or controls if they think they fall within the terms of a current certificate.

The precise budget for this expensive covert technology is regarded as sensitive by the Ministry of Defence and the Foreign Office.

However, the scale of Middle East operation, and GCHQ’s increasing use of sub-sea technology to intercept communications along high-capacity cables, suggest a substantial investment.

Intelligence sources have denied the aim is a blanket gathering of all communications, insisting the operation is targeted at security, terror and organised crime.

Tuesday, January 25, 2011

How to use LinkedIn strategically

 

Takeaway: LinkedIn is a great tool for getting your profile out in front of potential employers. And with the addition of some new apps, it just got better.

I think a lot of people think of LinkedIn as just a more staid version of social networking. And I think the gainfully employed often neglect their LinkedIn pages in favor of its more scintillating cousin, Facebook. After all, would you rather hear who a former colleague is now connected to or read trash-talking among your Facebook friends?

Okay, maybe that’s just me.

The fact is, LinkedIn is a great tool for what are perhaps the most important aspects of searching for a job-networking and online presence. And with the addition of some new LinkedIn apps, these have become tasks have become even easier to do.

First of all, you can put your work profile up there for the world to see. While you still should send targeted resumes for positions you want to apply for, LinkedIn gives everyone a snapshot of your capabilities. So if a potential employer is just looking around before he or she even posts an opening, you’re out there. Here are some tips for using LinkedIn to its greatest advantage:

Avoid overused keywords just as you would on a resume

LinkedIn late last year released its top 10 overused buzzwords used in U.S. member-profiles. Avoid:

extensive experience

  • innovative
  • motivated
  • results-oriented
  • dynamic
  • proven track record
  • team-player
  • fast-paced
  • problem-solver
  • entrepreneurial

Take advantage of new LinkedIn apps

I found three apps that I think are invaluable:

WordPress

This app will synch your WordPress blog posts automatically with your profile. It offers a filtering option if you don’t want to share every entry with your LinkedIn connections-you can just use a special LinkedIn tag.

Events

The Events application adds a box to your profile that shows what events people in your network are attending. This helps you find events based on your industry and job function. You can sort by most popular events, search for events, and create new ones.

SlideShare Presentations

With this app, you can share presentations and documents with your LinkedIn network and upload portfolios, resume, conference talks, PDFs, marketing/sales presentations. If you’re really adventuresome, you can upload a video of yourself.

Toni BowersBy Toni Bowers January 24, 2011, 4:07 AM PST

Thursday, September 16, 2010

Project Success Factors

 

image
Before we begin, let’s take a look at the factors that can make or break projects. As you
move forward, keep these factors in mind so that your project will start out on a positive
note. If these success factors do not exist in your organization, perhaps more up front work
will be needed before you begin your project management journey.

Project Success Factor 1

In order for project management to be successful within an organization, it must have top
down, senior-level or executive support. The project owner must support the benefi ts of the
project, accept responsibility for funding and budget status, concur with project and charter
requirements, sign off on risk plans, and be knowledgeable of the status of both planned
and actual results.

Project Success Factor 2

Clients and users must have ownership of the project. This is demonstrated by providing
resources, being involved in the project initiative, signing off on requirements once the plan
is completed, signing off on the schedule, participating in the risk management processes,
and concurring with scope changes.

Project Success Factor 3

Business processes must be fully known. The project manager and the team must demonstrate
knowledge of business processes. Many projects are generated due to a business
problem, and the team must understand that problem and defi ne how the project solution
will change business processes. When there are changes, the impacts should be documented
and fully understood by the client. Process improvement metrics must also be identifi ed so
that it can be determined whether the project has met its intended purpose relative to the
business problem.

Project Success Factor 4

Projects should be chosen based on a sound business plan that is completed for a particular
stage or effort. The infrastructure and business solution units must be identifi ed and
synched with the corporate plan and economically validated.
Introduction xxiii

Project Success Factor 5

The project scope should be clearly defi ned and identifi ed in the project charter. Impact
analysis relative to budget and schedule must be performed when scope changes occur, and
the focus of the team must be limited to approved changes only. Owners must step up to
the risks and benefi ts for all scope changes.

Project Success Factor 6

An effective change control process must exist that is followed by all stakeholders. The
project manager must regularly review all changes and their impacts with the owner, who
must approve change requests and associated funding.

Project Success Factor 7

The business drivers must be fully identifi ed and agreed upon by the owner and user community.
In other words, the project must add value to the business. The solution elements
of the project should be traced back to business drivers, with success criteria defi ned at the
onset and benchmarked at each phase. A means to collect data should be established so
that the metrics can be demonstrated.

Project Success Factor 8

There should be limited experimentation with new technology. Previous use must be demonstrated
prior to commitment for mission-critical projects. Previous industry application
must be demonstrated before application for customer-affecting projects. The appropriate
technology group must agree to support the technology in a deployed state.

Copy Rights :

Project Manager Street Smarts: A Real World Guide to PMP® Skills

Linda Kretz Zaval, PMP

Terri A. Wagner, MA, PMP

 

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