Saturday, March 5, 2011

Consultation on new UK CCTV code of practice

The Home Office is running a consultation into a proposed new UK code of practice related to CCTV usage.


The consultation is the first step towards establishing a formal Code of Practice as promised in the Government's Protection of Freedoms Bill.

The proposals include:
* Establishing a checklist of actions to be carried out by CCTV operators before installing new cameras to check whether they are absolutely necessary;
* Developing industry standards for equipment to ensure it is reliable, effective and gathers images that are of sufficient quality and in a useable format;
* Improving public knowledge about systems in communities through consultation by police and local authorities and better public information; and
* Considering whether further guidance is needed on how long data collected by CCTV should be retained.

Crime Prevention Minister James Brokenshire said that the code would be introduced on an incremental basis, with local authorities and police required to have due regard to it straightaway. The Government will consider whether the code should be extended to other organisations, such as businesses and private security firms, in due course.

The consultation will run for 12 weeks. For further information click here.

NIST Publication on Information Security - March 2011


The US National Institute of Standards and Technology (NIST) has published the final version of a special publication that can help organisations to more effectively integrate information security risk planning into their mission-critical functions and overall goals.

‘Managing Information Security Risk: Organization, Mission, and Information System View’ (NIST Special Publication 800-39) provides the groundwork for a three-tiered, risk-management approach that "fundamentally changes how we manage information security risk," according to Ron Ross, NIST Fellow and one of the principal authors of the publication.

For decades, organisations have managed risk at the information system level that resulted in a very narrow perspective that constrained risk-based decisions by senior management, Ross explains.

SP 800-39 calls for a holistic approach in which senior leaders determine what needs to be protected based on the organization's core missions and business functions. 

For example, managers of a power plant tied to the distribution grid need to ensure that its computer security keeps hackers from interfering with the plant's power generation or getting into the power grid to wreak greater havoc.

The publication is the fourth in the series of risk management and information security guidelines being developed by the Joint Task Force Transformation Initiative, a joint partnership among the Department of Defense, Intelligence Community, NIST and the Committee on National Security Systems.

SP 800-39 can be downloaded from here (PDF) or by clicking on the picture.

Review of business continuity plan activations

A recent review of 253 disaster recovery and business continuity plan activations classified the failures and shortcomings of those plans.

The most common issue, occurring in 62% of all recovery plans were basic errors in the plans. Mainly this was due to the plan not being kept up to date (47%), the unavailability or inaccurate passwords (34%), and failure of the initial restoration process (13%).

Additional reasons for failures were: insufficient backup power - 22%; communications not in place - 18%; personnel not adequately trained - 17%; system recovery priorities not identified - 14%; recovery processes not sufficiently documented - 13%; and disruption event not identified quickly enough and therefore the BC plan activation was late - 12%.

It may seem surprising to see a number of SMB companies moving their backup processes to the cloud, which can be a positive step; however some physical media and the control process, needs to be retained or strengthened by the organisations involved.

Three Laws of Business Continuity

You can communicate the concept of Risk management in Business Continuity quite simply by describing the Three Laws of Business Continuity. These three laws are aligned with Murphy's Law.

The First Law is generally well known and accepted:

“If it can go wrong, it will go wrong.”


Murphy’s First Law reminds us of the importance of risk assessment and the value of investment in risk prevention.

Murphy’s Second Law is not so well known, but is widely appreciated based upon individual experience:

“If it cannot possibly go wrong, it’ll still go wrong!”

However hard we try and however much we invest in risk prevention we never completely identify and eliminate all risks. The rules of mathematics are clear; regardless of how small the probability of risk occurrence, given enough time it is certain to happen.

So the Business Continuity’s Second Law reminds us of the need for a business continuity plan, which is our last ditch defence to enable recovery, once that unforeseen event has taken place.

So what is the Third Law? The Third Law reminds us of the fact that bad stuff happens and when it does there is always an impact that we have to deal with. This Third Law is a truism:

“In real life, bad things happen to good people… Get over it.”

When disasters occur, in spite of all of our planning and preparation there is always an impact. If there was no impact then it wouldn’t be a disaster and we wouldn’t require business continuity.

Your job is to put plans in place to make sure that the impact is contained to a level that your organisation can accept and survive. You need to communicate this level of acceptable risk to stakeholders and top management in your organisation and have their prior acceptance.

A structured and layered Business Continuity plan, agreed and accepted by stakeholders might help defend your otherwise pressurised budgets and provides you with the opportunity to dispel the myth that business continuity plans somehow guard us against all events and the subsequent impact stemming from a disaster.

Friday, March 4, 2011

H9N2 Avian flu and H1N1 pandemic: High genetic compatibility and increased pathogenicity of reassortants

H9N2 influenza viruses have been circulating worldwide in multiple avian species and repeatedly infecting mammals, including pigs and humans, posing a significant threat to public health.

The coexistence of H9N2 and pandemic influenza H1N1/2009 viruses in pigs and humans provides an opportunity for these viruses to reassort.

To evaluate the potential public risk of the reassortant viruses derived from these viruses, we used reverse genetics to generate 127 H9 reassortants derived from an avian H9N2 and a pandemic H1N1 virus, and evaluated their compatibility, replication ability, and virulence in mice.

These hybrid viruses showed high genetic compatibility and more than half replicated to a high titer in vitro. In vivo studies of 73 of 127 reassortants revealed that all viruses were able to infect mice without prior adaptation and 8 reassortants exhibited higher pathogenicity than both parental viruses.

All reassortants with higher virulence than parental viruses contained the PA gene from the 2009 pandemic virus, revealing the important role of the PA gene from the H1N1/2009 virus in generating a reassortant virus with high public health risk.

Analyses of the polymerase activity of the 16 ribonucleoprotein combinations in vitro suggested that the PA of H1N1/2009 origin also enhanced polymerase activity.

Our results indicate that some avian H9-pandemic reassortants could emerge with a potentially higher threat for humans and also highlight the importance of monitoring the H9-pandemic reassortant viruses that may arise, especially those that possess the PA gene of H1N1/2009 origin.

Read the full paper at PNAS website:
High genetic compatibility and increased pathogenicity of reassortants derived from avian H9N2 and pandemic H1N1/2009 influenza viruses

Thursday, March 3, 2011

Visualising WiFi Signals with Ligh



Have you ever wondered what the WiFi signal looks like around your office, school, or local café? In this video, Timo Arnall, Jørn Knutsen, and Einar Sneve Martinussen show you the invisible. And they pulled this off by building a WiFi measuring rod, measuring four meters in length, that can visualize WiFi signals around Oslo, Norway with the help of long exposure photography.

What’s fascinating to see is how the WiFi signals vary across the city. Away from residential buildings, the drop-off in WiFi strength is steep. On the other hand, the WiFi signal is dense around commercial and academic buildings. The amazing visualization gives us a glimpse into the complex relationships between WiFi networks and the physical environments underpinning them. For a deeper read about this project, see this blog post.

Tuesday, March 1, 2011

How Introverts can Convey Confidence at Interviews

What can you do to convey confidence at interviews, both verbally and nonverbally? Improve their presentation skills and job interview skills, by following these ten tips, with some special insights for introverts.

1. Rest up, prepare, and practice.
This simple rule works for everyone and anyone. However, introverts benefit more by resting up during a sel imposed quiet or preparation time, to refuel their social energy.

Preparation and practice are essential for introverts, because they are more thoughtful in their responses and less inclined than extroverts, to respond quickly on our feet.

Also, they like to concentrate fully on one task ata time and are therfore, not multi-taskers by nature. So the better they prepare communications for job interviews, negotiations, presentations, and other meetings, the more likely you’ll come across as confident.

2. Make a positive first impression.
Decades of research in social psychology illustrate the surprising power of first impressions. From contexts as diverse as evaluating classroom teachers, selecting job applicants, or predicting the outcomes of court cases, human judgments made on the basis of a ‘thin slice’ of observational data can be highly predictive of subsequent evaluations.

This is particularly important for introverts who don’t make friendly connections quickly. Instead, they are more cautious, taking time to build relationships over a longer time.

That’s acceptable in normal life but at job interviews you nned to make an instant impact and consider how you come across, your appearance and demeanour or attitude, the moment you walk through the door.

3. Keep your emotions cool.
Great leaders are in control and don’t get agitated. They don’t shout and scream and they don’t have tantrums. They control and, in some way to conceal emotions. They are respectful and don’t belittle others in public, they are calm, responsive and empathetic. These things can be learned and practiced offline and fit comfortably with being introverted.

4. Listen attentively.
Introverts spend more time listening than talking. Use the information you are gathering to your advantage. Collate it and start forming intelligent questions to ask. Write them down as they occur, for future use and as an indication that you are being attentive. You’ll come across as interested, informed and more confident. We need to ask questions to learn more but also to show interest and empathy.

5. Stand up.
If you sitting at your desk and a more extroverted person enters your office. Stand up, it shows respect and puts you on an equal footing. How you stand is also important but that is a separate blog on it's own. Sufficient to say, this is your space, you control what happens there and you should stand your ground with relaxed confidence.

6. Command your space.
Take commnad of your space and use it confidently and comfortably. Don't coil up and shrink, spread out but don't sprawl. You can easily extend your space by gesturing and extending your arms. Practice this to get attention in a busy shop, you will be suprised as to how much more attention you will receive.

7. Stand with your feet slightly apart.
Some Psychologists recommend a wide stance with one foot forward pointing in a direction to suggest “some dynamic motion” If you want more excellent information on Body Language, do some research on Joe Navarro. His writing is a treasure trove of information on the language of the feet, legs, arms and hands.

Navarro believes that feet are the most honest part of the body because, as he says in the book, “the behaviour is a limbic brain response that has been hardwired into our nervous system during an evolutionary period that spans millions of years.” Consequently, our brains are unconsciously attentive and responsive to the position of other people's feet.

8. Interact and interject.
Extroverts enjoy the cut and thrust of boisterous meetings and lively networking events but these can be especially challenging for introverts.

How can you project confidence in these events? You need to be seen and heard. You need to join the throng! Interaction only comes from interjection, in these cases.

Lean forward, raise a finger, hand or arm, depending on the level of excitement at the event. Make good eye contact with the person speaking, say her or his name, smile, and just jump in.

You may not like to interrupt anymore than you like to be interrupted. However, if you don’t interject, you can appear worse than under-confident, you’ll become invisible and irrelevant.

9. Modulate your voice.
A simple mistake at job interviews is betraying their nervousness by speaking at a monotonous, boring and impassionate level. Relax your voice and practice “punching” key words. You’ll sound more compelling and you’ll come across as more passionate and confident.

10. Avoid verbal filler.
Speech hesitation is not the same as a pause. There is nothing worse than listening to someone um-ing and er-ing at an interview. Avoid punctuating your speech with um, er, you know, like, and other dialectic fillers, which makes you sound less than confident and more lightweight.

If you need extra time to compose your thoughts a little, which is not unusual for introverts, simply say, “Let me think about that for a moment” or “That’s a compelling question. Let me ponder on it for a moment.” You can also ask the interviewer for more information or to explain the question more.

If you are feeling a little lost or confused during the interview, try turning it back on the interviewer by asking; "Why is that issue so important to what you're trying to achieve in the organisation?" This should trigger a short respite for you and will provide you with more information to construct a response.

In conclusion, prepare well for any important events and look your best; arrive early and go through your confident relaxation routine; be aware of your posture and your voice; control your space and try to enjoy the opportunity to share your knowledge and views.