Phishing An Example Of Social Engineering Techniques...

1. Introduction Phishing is type of computer attack that communicates through messages to humans via email or web page to perform certain actions for the attacker’s benefits. Phishing is an example of social engineering techniques used to financial gain identity thefts Phishers are targeting the customers of banks and online payment services, Emails. 2. Rationale and significance of the study Social networking sites are now a prime target of phishing. the personal details in such sites can be used in identity theft. 2.1 phishing types Phishing Types Above Fig.1 shows types of phishing. we are mainly address phishing, link manipulation, website forgery, convert redirect. 2.1.1 Phishing- An attempt to acquire information such as usernames, passwords, and credit card details by electronic communication. 2.1.2 Spear phishing -Phishing attempts directed at specific individuals or companies have been termed spear phishing Attackers may gather personal information about their target to increase their probability of success[1,2,3,4 ,19-20]. 2.1.3 Clone phishing- A type of phishing attack whereby a legitimate, and previously delivered, email containing an attachment or link has had its content and recipient address(es) taken and used to create an almost identical or cloned email[1,2,3,4 ,19-20] 2.1.4 Whaling-- Several recent phishing attacks have been directed specifically at senior executives and other high profile targets within businesses, and theShow MoreRelatedSocial Engineering954 Words   |  4 PagesSOCIAL ENGINEERING INTRODUCTION Social Engineering is using non-technical means to gain unauthorized access to information or system. Normally a hackers would use exploit a systems vulnerabilities and run scripts to gain access. When hackers deploy social engineering they exploit human nature. Social Engineering is represented by building trust relationships with people who work in the inside of the organization to gain access or who are privilege to sensitiveRead MoreIdentity Theft and Possible Risk in Technology1713 Words   |  7 PagesIdentity Theft and Possible Risk in Technology Identity theft has been a major issue of privacy and fraud. In the data breach analysis from the Identity Theft Resource Center (2013), the number of data breaches from the year 2005 to 2012 increased. In 2012, there had been 49% where the data breach exposed people Social Security Number. The data breach of 2012 has a rate of 27.4% caused by hackers. 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Today social networking and education have dramatically benefitted from this increase in information and accessibility. But this can also be a very bad thing, there are also people who take advantage of this accessibili ty to information in a negative way, with public information being as accessible as it is it makes it a lot easier for people to steal others information. For example identity thieves can steal people’s information they find online and gain access to their identity, because a

The Atomic Bomb Right Or Wrong - 1642 Words

Matt Waitt History 3683 10:30 am Dr. Shedd 11/10/15 Word Count: 1517 The Atomic Bomb: Right or Wrong On August 6th, 1945 the very first atomic bomb was dropped on the Japanese city of Hiroshima. A second atomic bomb was dropped on the Japanese city of Nagasaki a few days later. This was the largest attack a country had ever seen before and there were many different views on whether the bombs were necessary or not. Like any conflict, there were groups that were against dropping the bomb such as the Wall Street Journal and groups that were backing the decision to drop the bombs such as the New York Times. Each of these newspapers interpreted the bomb’s necessity to end the war, the way that the United States viewed the use of the atomic bomb, and the feelings of the public towards the atomic bomb very differently. During the period before and during World War II, many significant events happened such as Harry Truman becoming president, Hitler becoming the Fuhrer of Germany, the attack on Pearl Harbor, and maybe the most devastating event, the dro pping of the atomic bomb on Japan. This event was almost definitely what most considered to be the end of the war. After the bomb was dropped, there was question to whether or not it was the right choice or if the bomb was even worth being used in a war that the United States did not actually have to be in. The New York Times was all for backing the dropping of the atom bomb. In their eyes, dropping the bomb was necessary inShow MoreRelatedAtomic Bomb : The Right Of The Wrong1368 Words   |  6 PagesAtomic Bomb: The Right in the Wrong Bryce K. Richards The splitting of the atom in 1917 by Rutherford [1] brought with it an unimaginable amount of rapid advancements leading up to the world’s first successful atomic bomb explosion on July 16 1945 at Trinity Site near White Sands Air Force Base [3]. This bomb proved that the atomic bomb was a possibility definitively which led to two more bombs, of similar properties and destructive power, being dropped on Japan in both Hiroshima and Nagasaki onRead More Was the U.S. Right or Wrong Using the Atomic Bomb in ?Hiroshima?674 Words   |  3 Pagesopposite opinions about the necessity of using the atomic bomb to the end of World War II. Gar Alperowicz, in his article, â€Å"Hiroshima Remembered: The U.S. was Wrong†, the evidence to prove that America didn’t need to use atomic bomb on Hiroshima and Nagashaki to end the war. nbsp;nbsp;nbsp;nbsp;nbsp;Contrary to this article John Connnor in his article â€Å"Hiroshima Remembered: The U.S. was Right† is trying to prove and convince reader that using atomic bomb on Hiroshima was necessary to end the war andRead MoreTruman and Atomic Bombs649 Words   |  3 Pageswrite an editorial on Harry S Truman’s decision to order the dropping of the atom bomb. HARRY S TRUMAN amp; THE DECISION TO ORDER THE DROPPING OF THE ATOMIC BOMB Boom! Boom! Seventy thousands Japanese citizens were perished instantly after the first atomic bomb was dropped in Hiroshima on August 6, 1945. Japanese still refused to surrender to Allied forces. On August 9, 1945, with the dropping of the second atomic bomb in Nagasaki, where eighty thousands people were vaporized, Japanese surrenderedRead MoreTruman s Decision For The Atomic Bomb980 Words   |  4 Pagesforever. Are other countries making the same bomb? What if it falls into the wrong hands? They would have the power to eliminate whatever they wanted.† Harry S. Truman had the tremendous decision that could and would change life forever. The atomic bomb was not like any other bomb. The atomic bomb dropped on Hiroshima, also known as Little boy was the biggest atomic bomb the world has ever seen. Truman made the right choice of choosing to drop the bomb on Hiroshima and Nagasaki because it saved livesRead MoreThe Atomic Explosion Of Hiroshima And Nagasaki855 Words   |  4 PagesThe disagreement whether it was necessary for the United States to drop the bomb on either Hiroshima and Nagasaki has been going on for about half a century. Many have argued that Harry S. Truman did the right thing while others disagree that it was a horrible decision. There is technically not a right or wrong answer because no one knew what could have happened if the United States did not drop the bombs on either cities. There can only be disagreements over the decisions a leader could make inRead MoreThe Bombing Of Hiroshima And Nagasaki1174 Words   |  5 Pagesnecessary or morally right to drop the atomic bomb on Japan. Depending upon whose side of the argument you have heard causes one to question whether this was a morally right or wrong decision that was made. Serious reconciliation is needed due to this event, and both sides of the argument need to be strongly considered (Shin, 663). There are various possibilities the United States had greater reasoning that pushed them to drop the bombs and view their decision as morally right. On the other hand itRead MoreThe Atomic Bomb Was The Right Decision835 Words   |  4 Pageswas the first country to use the atomic bomb in warfare. On August 6, 1945, the first of two atomic bombs were dropped. The first bomb was named, â€Å"Little Boy,† and was dropped on the city of Hiroshima. The second bomb was named, â€Å"Fat Man,† (History.com Staff 2009) and was dropped on the city of Nagasaki three days later. The bombs resulted in thousands of casualties and radiation among the civilians. Dropping the atomic bomb was the right decision because the bomb would end the war, it was revengeRead MoreIn August 1945, a uranium-type atomic bomb was dropped by the United States on Hiroshima, Japan,900 Words   |  4 PagesIn August 1945, a uranium-type atomic bomb was dropped by the United States on Hiroshima, Japan, during the final stages of World War II. The following months after the bomb was dr opped, many people were killed by burns, radiation sickness, and other injuries. These effects lasted about 4-6 months. Around 90,000 to 166,000 people died either instantaneous or the lasting effects. On August 15th, just days after the bombing of Hiroshima and Nagasaki, Japan announced their surrender to the AlliesRead MoreThe Atomic Bombs910 Words   |  4 PagesDuring the 20th century, specifically the year 1945, the United States of America had two atomic bombs that the commander and chief, and president at the time, Harry Truman, knew about. President Truman plan was to drop the bombs on two of Japans cities, Hiroshima first and then Nagasaki. Truman’s plans went accordingly, which to this day leads to a very controversial topic on whether or not dropping the atomic bombs was a good or bad thing. There is evidence and reasoning to back up both claims, inRead More Drop The Bomb? Essay656 Words   |  3 Pages U.S. History - Grech Atomic Bombs Dropped on Japan, Justified? nbsp;nbsp;nbsp;nbsp;nbsp;On August 6th and 9th of 1945 U.S. bombers dropped atomic bombs on the Japanese cities of Hiroshima and Nagasaki, causing utter destruction and many deaths. These bombs were dropped as the Pacific battles of World War II were coming to an end. Soon after Japan surrendered, ending the war. But, was the use of atomic warfare necessary? Was it too harsh and cruel to the Japanese

Itgs Exam Questions and Full Mark Answers Free Essays

ITGS Homework Area of impact- Science and the environment A) Identify two input devices that are required in order for Jules to interact with a real person. There is several input devices required in order for Jules to interact with a real person, these include a microphone, a web cam or digital camera, normal camera and speakers so the person can hear Jules. B) Describe the steps that Jules would take in order to follow the movement of the person talking to him. We will write a custom essay sample on Itgs Exam Questions and Full Mark Answers or any similar topic only for you Order Now There are several steps that Joules would take to interact with a real person. . Jules could capture the initial image of any human being using its camera or webcam sensors to capture an image. 2. Jules would have to use facial recognitions software to determine the parts of the face to face tracked (reference points) or identify different parts of the face such as skin colour or your eyes. Laptops these days also have sensors built into them. 3. Record an initial position; of the face which is to be tracked/ set the position of the human in relation to the robots own position. 4. Recording of time lapse intervals 5. Capture images at new positions 6. Determine the location of the new position 7. If there is no movement, then no movement is detected and there is no adjustment. 8. Jules can adjust to the movement if there is one 9. Jules can now communicate with the human being 10. So this process can be repeated. C) Jules may have difficulty understanding a sentence in a conversation with a human, explain why this could happen. If a word that is said that is not in the language database of the robot the sentence that is said by the human will not be comprehended by the robot. Unusual grammar and sentence structure that is not programmed in Jules language database will cause difficulties. Jules may understand only one type of accent and may struggle to communicate if Jules communicates with someone with a different accent. Colloquial expression was used. Unclear speech due to unclear conversion of human sound converted to digital sound files which cannot be matched will cause Jules to not understand the human being. Background noises can cause Jules to misinterpret human voices. Linguistic differences- Words may have different meanings depending on the context. D) Evaluate whether the organizers should go ahead with this decision to replace human umpires with robotic umpires such as tennis-umpire There are several positives and negatives of this. Positives include 1. The robot would consistently determine the outcome of each play, so human reaction is not present. So reviews won’t be needed. 2. Any robot will not ever get tires or struggle due to physical conditions. (Reactions of crowd, weather). 3. There is no chance that a robot will be biased towards another player, something that can be present when a human referee is officiating. So they don’t care who win. Robots are more likely to make the right calls first time so this will save time from reviews. 4. Another positive is that robots will not face pressures of the crowd when making a decision because they feel no pressure due to their lack of emotions. Negatives include. 1. Even though robots may be accurate, because of the quick movement of the ball, it may take time for the robot to make the decision; this will make games go a lot slower. 2. Players may block the view of the ball or other obstacles which the robot will find impossible to avoid. . There are ethical issues present as well because the robots can actually replace human umpires if several of them are present within a game. 4. Cost maintenance of robots are very high, example are a lot harder/ more expensive to maintain than human umpires. 5. Players and the crowed might react negatively to robot umpires as they have never been used before. 6. Robot umpires are not designed to argue with players so if any supporter or player disagrees with the ref even with their accuracy what happens then? 7. Robots will not be able to detect any misconduct any player does during the match, something that humans are capable to do because robots do not understand human emotions. 8. Robots aren’t programmed to do the unexpected so anything that happens not regarding to tennis for example a fan interrupting the game by running onto the court, robots will not be able to do anything about or they might hurt the fan that runs onto the court. 9. If let’s say a player wasn’t ready for the ball, a human umpire could call a replay. This is something a Robot cannot interpret. How to cite Itgs Exam Questions and Full Mark Answers, Essay examples

Computerized Maintenance Management Systems Essay Example For Students

Computerized Maintenance Management Systems Essay Facilities departments are under tremendous pressure to provide more information faster, and at a lower cost to the company. At the same time many companies have reduce staff to the bare minimum. Maintenance professional are presented with more difficult challenges today than at any previous point. The biggest obstacle of all confronting maintenance professionals is being forced to do more with fewer resources. Maintenance departments must deliver superior service, comply with regulatory requirements and provided detail financial accountably all within the confines of limited and/or reduce budgets. In order to meet these challenges, maintenance professionals are arming themselves with economical computerized maintenance management systems (CMMS). In recent years flexible, dependable and economical computerized maintenance management systems have become available to help fight the never-ending struggle to operate and maintain the built environment. But what are computerized maintenance management systems? They are management information systems that utilize the technologies of computers, telecommunications, etc. to executed the maintenance management processes and provide management with information for decisions making process.Figure # 1 Maintenance Management ProcessWork IdentificationWork PlanningWork SchedulingAnalysisHistory RecordingWork ExecutionLike any other computerize information system it is made up of the following:We need to acknowledge at the outset that CMMS are not for every organization and that current research shows that as much as fifty percent of all CMMS start up have failed to pay back a meaningful return on investment after two years of operations. That is to say in many cases the heavy investment in CMMS information technologies have failed to live up to the much publicized benefits of automation and have delivered some disappointed results. So we do not want to give the impression that CMMS in themsel ves will cure all the ills of the profession and to advice against walking into the same technology trap that are endemic to the business community at large. In a rush to automate every job function that affects organizational efficiency and bottom line profits, many managers are overlooking important caveats inherent in all information technology implementations. This highlights the point that an organization needs to know how to find the right CMMS and how to implement and maintain the system. The decreasing costs of computer hardware, and the emerging power of microcomputers and software technologies, have disguised the question of feasibility. Many maintenance professionals, in their haste to keep up with contemporary information management technologies, unwittingly, neglected to evaluate these important questions before automating:1.Do we have an information management problem, or a business management problem?2.Have we thoroughly evaluated the real benefits and cost of a CMMS implementation?3.Do we have the internal knowledge and commitment to complete the CMMS effort?If an information system already exists in the organization then the concerns of integrating a new system could also be look at. The purpose of a computerized maintenance management system (CMMS) seems to change constantly. The software initially was designed to assign maintenance tasks to the staff within a company in a more organized manner than the paper method. More recently, it purpose has expanded to include assuring the higher quality of equipment and facility condition and out put, as well as assisting administration and management in increasing production and overall efficiency. To deliver maximum benefit to a facility, a CMMS has to be efficient, address a wide range of demands and be able to expand with evolving needs. With technology exploding throughout the CMMS market, planning that maximizes your system is essential. The decision-making process managers go through in selecting an ideal computerized maintenance management system (CMMS) is often formal and logical. The process includes a needs analysis relative to the CMMS architecture. A resource analysis is also required for the introduction, startup and continued support of the system. The best way to find the right (CMMS) is to look at your current situation. Consider the following area:Organization. An excellent system run by poorly trained or under-motivated people will be adequate at best, but well-trained people with positive attitudes can make an excellent system world class. You will need to know how many people are requesting maintenance services, who the most frequent requesters are, what there needs are, and how many and what kinds of maintenance people you have. Equipment. Maintenance workload is determined by equipments and facilities. Find out about the numbers and kinds of equipment. Find out from client what their top 10 equipment or facility problems are. Operation people will tell you what equipment problems they have, and maintenance people will know the most frequent building system problems. Work orders. You need to know how many work orders you generate each week. A rule of thumb is that the average work order takes an hour. From this and the number of workers, you can estimate the number of work orders per week. After you have determined your current status and needs for computerization, you can start specifying CMMS that can deliver these benefits. The proliferation of software targeting commercial and institutional facilities maintenance continues with no visible signs of letting up. New application and upgrades of existing CMMS appears regularly, and each new generation offers more in the way of flexibility, power and user friendliness. When evaluating CMMS software there are eight major factors that should be considered. These factors are:1.Comprehensive maintenance management functionality2.Management reporting capabilities6.Reliability centered maintenance integration7.Harness the power of Microsoft windows8.Proven expertise and on-going supportComprehensive Maintenance Management FunctionalityThe main factor to consider when selecting a CMMS is the core product. It should be made up of three major elements: Work Management, Physical Asset Management and Resource Management. The Work Management component of the CMMS optimizes day to- day operations, manages corrective work orders and supports a preventative maintenance program. In addition, some CMMSs offer and added feature for detailed management of short duration on-demand work. The Physical Asset Management component acts as the filing cabinet of the CMM, providing quick and easy retrieval of important information, warranty and service contracts, nameplate data, scanned documents, libraries of CAD drawing and complete descriptive information. After all, what good is all of the extensive information if you cannot access it easily?The Resources Management component of a CMMS supports a full inventory and purchasing system. Furthermore, it tracks in-house labour and contracted service costs. Premier CMMS suppliers have field proven experience in data transfer of inventory, purchasing, and time card information to external financial systems. A CMMS is only as good as the information that can be retrieved from it. CMMSs provide extensive management reporting capabilities that include detailed and summary report, graphical reports, and easy to use report writing tools that do not require programming knowledge. We will want to select a system pre-loaded with mechanical and building PM procedures. This PM procedure library will minimize the start up necessary to establish and implement your PM program and provide conformance to generally accepted PM inspection schedules. We should select a CMMS with tools that will assist in achieving compliance with an array of regulatory standards. To achieve compliance, premier maintenance management systems support the work flow process necessary to record, assign and account for both the work and the measures taken to correct and/or prevent maintenance related problems. Look for quick one button access to equipment histories and a flexible, detailed, and graphical reporting mechanism for problem and resolution trending (quality assurance) analysisThe type of CMMS we should be looking for should be capable of working together effectively and transparently with multiple systems. Direct interface between the CMMS and other diagnostic and monitoring systems such as building automation, predictive maintenance, etc can assist greatly in streamlining the maintenance process, by allowing maintenance personnel to respond to early warning signals before they escalate into critical repair problems. CMMS build upon these ty pes of interfaces to automatically create work orders and update facilities histories based on alarms and test result received through these interfaces. CMMSs are also capable of interfacing with other technologies such as bar coding for quick and accurate data entry. Reliability Centered Maintenance IntegrationSelect a CMMS system that fully integrates and takes advantages of Reliability Centered Maintenance (RCM). RCM uses the full capabilities of the modern PC and Microsoft Windows software development environment to provide an interactive method for problem resolution. RCM provides maintenance professional with: (1) an easy to-use library of possible problems for major capital expenditure assets, (2) problem diagnostic techniques and (3) a recommendation to repair the cause of the problem and avoid wasting money fixing its symptoms. Harness The Power of Microsoft WindowSelect a PC based CMMS solution that is compatible with Microsoft Window. Look for a CMMS design that is founded on an industry standard programming architecture like Microsoft Visual Basic, Microsoft Access, and SQL. Todays CMMS objectives are fully realizable using the Microsoft Windows environment. User-friendly, yet powerful features such as: one button access to history, pending work orders, future PMs, electronics file folders for organization information, and notification of duplicate work orders, now allows the maintenance professional to maximize time and effort. Proven Expertise And On-Going SupportRounding out the eight factors for CMMS success is the expertise and support of the CMMS suppliers. The supplier of choice should be that has field proven longevity and offers a complete suite of services to complement the software system. Services to expect include: engineering consulting, data collection, data entry, training, implementation and post implementation support. We have highlighted the eight factors we should evaluated in choose the right CMMS but before we can leave this topic we need also to briefly look at what are called Target Software Solution. These are software application targeted to very specific functions within the scope of the maintenance management process. Such task-specific application offers maintenance professional the power to address and successfully manage these often complex and involved tasks. Among the operation targeted by such software are regulatory compliance, roof inspection, space management and key-and-lock management. Task-specific software application address a range of pressing needs within facility maintenance departments, and since they focus only on one issue, the tend to do so effectively and efficiently. Before buying a task-specific program, make sure the desired function doesnt already exist in your CMMS. Review the manufactures manuals and literature and talk with all users of the system in the facility who may be more familiar with the systems intricacies. Also, consider whether a current function or module in your CMMS can duplicate the function properly and effectively. We should ensure that the initial design of the system encompassed all the major tasks that we are likely to meet and so diminishes our reliance on theses task-oriented software. They do however have a part to play in the continued evolution of the maintenance management process and technology. We will now look at the selection of the hardware to support the software. When buying a computer system they are four main components you must decide upon: the operating system, the processor, the hard disk and the amount of memory. Making a decision on these components will be either deceptively easy or nearly impossible. The decision should be guided by the type of software application you wish to use on the system. The following questions might be helpful:Will the system be used for one function or many?Will the system be a standalone or network?If networked, will it be connected to an outside system, i.e. the Internet, CompuServe, a vendor etc.?What application might you need in the near future?What standard does your company have for hardware?They are both like desk space no matter how much you have you will always use and need more. A CD-ROM is recommended even if your application doesnt require it. Most software is shipped on a CD-ROM. It is less expensive to obtain it on a CD, and the manufactures usually provide additional utilities or programs on the CD version of the software. The only way to overcome the rapidly changing, highly technical world of computers is always to get a consensus of opinions. Ask at least three vendors for three recommendations: high end, middle of the road and the least expensive. Ask for the name of the manufacture of the major components, namely:The whole system if buying a turnkey systemHard disk and type of disk controllerThe challenge for maintenance professionals is to find a hardware system that meets departments needs and support current and future software as well as possible. Implementation of a Computerized Maintenance Management SystemThe Systematic Approach to Computerized Maintenance Management is a practical strategy for designing, developing, and implementing a complete computerized maintenance management system. This comprehensive approach is comprised of two proven implementation methodologies:1.The System Approach to Maintenance Management (SAMM)2.The Computerized Maintenance Management System (CMMS) Life Cycle. These concepts have proven through practical applications in various maintenance environment, to be valuable aids to guide companies through the design and implementation of benefits-producing computerized maintenance management systems. At the core of both the SAMM and CMMS implementation Life Cycle is the concept of developing a complete system. The SAMM model is used to establish the relationship between the individual elements that comprises the complete maintenance management system. The CMMS Implementation life cycle lay out the process or series of activities to design, develop, implement, and effectively use the system. Mother theresa Persuasive EssayThe technology installation should be coordinated and micro managed to the implementation schedule. This requisite planning activity should be a collaborative effort involving the entire maintenance department. The purpose is to elicit commitment throughout the department to accomplish all implementation tasks according to a predetermined schedule. The importance of planning the system installation can not be overemphasized .the schedule should lay out the activities and allocation of resources to accomplish the following:3.Technical installation of hardware and software5.Establish (rearranging) and staffing the work control center6.Initializing the computerized work management program. Step 10 Education and Training ProgramThe education and training program should provide the answers to why, and how to use the computerized maintenance management system. The educational process that began during the second phase should continue to support the issue: why are we computerizing. The training program should be directed towards enhancing users skill. The main objective of training is to teach how to proficiently use the computer equipment and software technology. Comprehensive training will also provide input into the setting up the database schemes and assist the transition to new management procedures. Step 11 Developing the Database(s)Developing the database(s) is one of the action steps that never appear to have a distinct beginning or final ending. The reality is that the database is a dynamic medium that continually changes, usually growing with the increasing proficiency of system users. In terms of overall effort required to complete the CMMS installation, the database is generally the most resource intensive task. For this reason, consideration must be afforded to insuring that all requisite data is collected and entered into the CMMS database. Step 12 Initializing the Work Management ProgramInitializing the work management program is a comprehensive task, which completes the transition from preexisting (paper-based or semi-automated) systems to a fully computerized mode of operation. It will not happen overnight and should be conducted in phases. In other words, install one function at a time, e.g. the work order process, and get it operating to plan, before implementing the others. Work order planning and performance tracking, preventive maintenance scheduling, and maintenance-repair operation (MRO) inventory control are among the many functions often targeted for computerization. The benefits to the organization for computerizing these work control functions will be maximized through the integration of the business processes with the information technology. Process re-engineering applied to these various work management functions will accelerate the return on the investment of the CMMS. The benefits to be gained through computerization will not be achieved through the retooling of technology only. Throughout the CMMS implementation process, maintenance managers must continually rethink business practices and aim to break loose from outdated and inefficient work management routines. Thereby using the power inherent in the computer tools to enable more efficient means, of planning, scheduling, and directing maintenance efforts. The CMMS is a big investment and warrants ongoing monitoring. Facilities can get the most out of their CMMSs by using them as fully as possible, measuring the benefits they add to facility operations and using that information to continue increasing overall efficiency and savings. We will now look at some of the benefits that can result from implementing and maximizing a CMMS. Most maintenance department functions have been affected in some way by the arrivals of CMMS. Among those function affected the most are: generating work orders, tracking inventory, setting up preventative maintenance (PM) and producing reports. The CMMSs can provide can both be short- and long-term benefits. Some of these benefits are:Standardized work order will reduce time, and paper work. All information combined into a central location decrease work time. Permanent, accurate records will help reduce equipment down time. Standardized format aids organization and collection of information. Long-term benefits should be apparent through weekly and monthly production reports. These include:Parts and materials availability will be increase. Maintenance labour effectiveness will increase. More regulated preventive maintenance will increase equipment life and help to reduce emergency maintenance costs. Production saving will increase as unscheduled downtime decrease. Purchase costs of parts and materials will be reduced. Outside contract costs will be reduced. Regular report gives a more effective and up-to-date record of inventory/stores reports, work orders and physical maintenance reports, which will reduce cost of parts, inventory and labour. Reports also help increase management control. We will now look at some of these benefits in details:Currently most form of CMMS are based on forms printed out for use by the maintenance workers. Workers enter information on the forms, which is re-entered into the system after the work is finished. Because the work order contains data entered directly by the technician, it is the focal point of a CMMS. The ability to prioritize work orders so they can accommodate each facility and functions has helped maintenance department considerably. For example some CMMS can prioritize work orders for each day so that those designated, as high priorities will automatically be first on the list orders to complete. Maintenance departments, therefore can more easily discern a high-priority task from one that is routine, helping organized and improve the departments efficiency. Inventory modules on a CMMS have become especially helpful for facilities with more than one stores area. They allow the maintenance department to carefully track parts from the time they are logged in/or scanned in, in departments with bar coding capability to the time they are used. The module have been essential in helping departments set up purchasing schedules and track parts costs more carefully. Inventory modules also help streamline maintenance departments when they are linked to work order modules. I this scenario, the work order screen can display whether the parts needed for the service work are available, saving time that would be spent checking individual parts lists or going to the stores area. Also, the module can alert a facility when parts are almost gone, so parts can be reordered before they run out. This helps the maintenance department avoid extra downtime waiting for parts. Setting up preventive maintenance (PM)Maintenance departments are realizing the benefits of PM, and CMMS are essentials in helping establish such programs. The PM module reminds the maintenance department each time routine work is needs to be performed and alerts the department when a task is coming due, helping reduce the risk of missing regular maintenance work and lengthening the life of the equipment. Developers of maintenance software, who keep a close watch on the many changes that are taking place in the maintenance management profession, say that their products in the future will continue to address and anticipate the many problems related to keeping commercial and institutional facilities operating both efficiently and cost-effectively. Data that is collected by the CMMS including hours worked, failure codes, equipment and system downtime, repair costs, and repair time are been used to support operational decisions, such as reliability analysis to compare manufactures, maintenance effectiveness, and justification of outsourcing specific maintenance functions. Most regulatory agencies expect to be able to review and audit regulatory compliance through a CMMS. Not that long ago, paper records were the default standard for documentation. The latest crop of computerized maintenance management systems (CMMS) tend to reflect the general advances in software that have been occurring at an exponential rate. Five years ago, Window based program were the exception rather than the rule, and larger, multi-user systems were at best serve by mainframe or mini-systems. Todays CMMS releases are invariably 32-bits Window programs able to scale from a single-user standalone system to a 100-user client/server system. Handheld data collection units and pen-based computer transferring data to and from a central database via the Internet are readily available, and historical data is analyzed for maintenance reliability information and for management and budgetary support. Most CMMS started out as either work order management system or inventory control systems designed to be used by the maintenance the department to tract equipment/facility maintenance and to manage their spare parts inventories. In most cases manager made limited use of the historical information available. The role of CMMS system in many organizations, however, has started to transcend simply supporting the maintenance department. In many of todays CMMS implementations, significantly greater requirements are placed upon the CMMS to provide tangible benefits and information to the company. What will the next generation of CMMS bring to maintenance? Developer point to advances in ease of use, ease of integration with other applications, flexibility and speed. They also acknowledge that the rapid rise of the World Wide Web as an information resource and conduit will continue to have tremendous effects, though in concrete terms, many questions remain about precisely what shapes those development will take. Perhaps most provocatively for maintenance departments, developers say, a future generation of CMMS will go well beyond data collection, storage, retrieval and analysis. Future CMMS applications, developers say, will have the ability to learn within parameters preset by users and will be able to offer maintenance technicians a series of options in a particular situation. There is a major push a among CMMS developers to eliminate paper from the maintenance process with the next generation of software. Several developers pointed to the advent of personal digital assistants (PDAs) as an example of more accessible CMMS of the future. PDA are portable handheld computers that allow users to bring computer functionality into areas of facilities that before had not been accessible. PDAs, a well as CMMS that operate on them, will allow the technicians to more easily take work order information into the field, access this information, as well as the departments database and collect information on the project for future downloading back into the database. A soon-to-typical process might start with a telephone call from a building occupant reporting a problem, continue with an automatically generated work order prompted by the telephone call and end with a technician in the field receiving a message via pager alerting him of the reported problem. Accessing the departments CMMS through a PDA, the technician finds the work order request, complete the work and downloads the completed electronic work order back into the system all without the need for paper. The process cuts down on paper handling by creating essential data that is readily available by other software applications. The CMMS application of tomorrow will give facility executives, maintenance and engineering managers and front-line technicians an unprecedented palette of options for collecting, reconfiguring and analyzing information than ever before. Armed with this enhanced ability, as well as additional pieces of complementary technology, developer say workers will be better able to anticipate system and equipment problems, detect trouble spots, spotlight potential saving and, in the end, prepare more effective solutions to these situation. The impact of the Internet on future CMMS is hard to overestimate. This will result in:Expanded data sharing capabilities. Companies with facilities miles or even thousand of miles apart will be able to use the internet to share a wide range of data related to all aspects of operations, including such key areas as inventory and project costs. Greater access to CMMS to casual users. More companies are realizing every day that their business performance is closely related to how they manage their facilities and workplace assets. Operating expenses can be reduced at the same time real estate assets are maximized and employee productivity and the quality of worklife are enhanced. Facilities-related expenses represent most companies second-largest operation cost, next to personnel and their greatest capital asset. As companies look for opportunities to improve financial performance and competitiveness new opportunity have to be explore. Success will depend upon the ability to identify, communicate and manage opportunities to support the companys business objectives. The following processes needs to be examined:1.Monitoring how facilities are being used and managed2.Evaluating whether facilities are best serving corporate objectives3.Anticipating how facilities might better support the organization and respond to its changing needThe design/selection, development, im plementation and monitoring of a CMMS is one opportunity which companies must take advantage if they are to succeed in the dynamic business environment. The introduction of a CMMS and its monitoring and upgrade will enhance the companys competitive edge. Benchmarking, that is researching how best-in class have benefited from CMMS is a clear indicator that only those organization who implement proper CMMS will survive in the global market. It is therefore imperative that organizations that have not implemented a CMMS should investigated the feasibility of implementing a system and organization with a system should ensure that the system is operating at optimum level and upgraded as required to effective and ensure that the organization is competitive. The benefits to the organization includes:Reduce overall facility operating costsBoost productivity and product qualityImprove resource utilization enhance warranty trackingImprove analysis and decision makingBibliography: