Explain how Java code gets executed under the hood.

IntelliJ uses the Java compiler to compile our code into a different format called Java bytecode. This Java code is platform independent and that means it can run on Windows Mac Linux or any operating systems that has a Java runtime environment. Java applications are portable or platform independent. Java was developed by James Gosling in 1995 at Sun Microsystems which was later acquired by Oracle in 2010. Java has close to 9 million developers worldwide currently about 3 billion mobile phones run Java as well as 120 million TV sets and every blu-ray player. Average salary of a Java developer is just over $ 100,000 per year in the US. This course is the first part of my complete four-part Java series. Each part is about three to four hours long so it can easily complete it in a day or two. The first part will give you a solid foundation on how to start programming in Java in the second part we 'll talk about object oriented programming which is a style of programming use in most if not all Java applications. The third part will talk about core Java API is or application programming interfaces.

Once you learn all this I 'm gon na give you a project you 're gon na build a mortgage calculator on your own so make sure to pay great attention to all the materials. Make sure to use most of them in this project are you ready now let 's jump in and get started in this tutorial we're gon na talk about variables in Java we use variables to temporarily store data. In the next tutorial we're going to talk about various types in Java. We have two categories of types we have primitive types and non primitive types or reference types for storing complex objects. All these types are for storing whole numbers that do n't have a decimal point. In one bite we can store values from 128 to 127. In Java whenever you deal with a large number like this you can use an underscore to separate every three digits just like how we use a comma in our documents to make our numbers more readable. With integers we can store values up to two billion but let 's say the number of times this video has been watched is three billion so I had a three here now we have a red line that indicates an error.

Q3: Summarize the following article in your own words for nontechnical readers interested in current voice cloning technologies. Reduce to roughly 25% of the original text. Include the in-text citation and end-of text reference using IEEE style.

Modern Social Engineering Voice Cloning Technologies 

by S. Sokolov, O. M. Alimov October 9, 2020 

Published in IEEE Xplore (pp. 513-514)   doi: 10.1109/EIConRus49466.2020.9038954 

Over the past few years, technologies capable of recognizing the human voice have made tremendous advances. The voice biometrics of each person is unique, which allows it to be used as an authenticator of a specific user. In 1952, the first voice recognizer from 0 to 9 was introduced, developed by Bell. This was the first major step in the development of speech recognition technology. Nowadays, people can observe a wide range of use of voice recognition technologies both in security systems and in ordinary and entertainment fields. This makes it easier to solve human problems and gradually become an integral part of life. 

The first mass-produced speech recognition product was released in 1990 - it was Dragon Dictate. IBM introduced ViaVoice in 1994, and Bell introduced the Val telephone system in 1995 to automate dispatchers and call routing. At the moment, the most popular speech recognition technologies have contributed to smartphones, the development of which since 2011 began the integration of digital (or virtual) assistants. 

Over time, the set of features gradually increases, but the functions and availability of services depend on the language, country, and region. Modern speech recognition technologies are also used in banking systems (voice authorization system), security systems, "smart homes", household appliances, social services for people with disabilities, in-car systems, and others. 

Nowadays, the number of services using voice control is growing steadily. Many of the largest digital technology companies have or are preparing to introduce a digital assistant. This list includes Alibaba (AliGenie), Amazon (Alexa), Apple (Siri), Facebook (M / Aloha), Google (Assistant), Samsung (Bixby). Now we can say that virtual assistants are still in their infancy, but already now companies are developing their development vector aimed at achieving different goals. And the systems of "smart home", shown back in the 80s and 90s in films and on television, ceased to be expensive and inaccessible. Now this management is not much gone from the first type, people just began to include in their voices what they turned on with their hands. But these systems will be able to increase their capabilities with further development. 

At the moment, technology allows people not only to recognize the speech delivered by a particular person, but also to imitate the necessary voice. Nowadays, neural networks synthesizing the voice of specific people are actively gaining popularity. A system based on a neural network is capable of cloning a human voice based on the analysis of even a very short fragment of the source material. Programs not only very well imitate human speech, but also are able to introduce their own peculiarities into it like an accent.

Review the following case study and answer the questions at the end of the case study. 
MoMP CobIT Case Study

While attending one of the ISACA continuous professional education (CPE) sessions related to optimizing IT spending using COBIT 5 practices, it was surprising to realize that many IT audit and assurance professionals who attended the session confided having difficulty in initiating governance of enterprise IT (GEIT) and wished they had more insight on where to begin when implementing GEIT in their respective organization. This article describes the experience of initiating GEIT at the 

The Primary Stakeholders
The MoMP was established to regulate the labor market by providing stable work environments with a productive national workforce with the contribution from all three stakeholders (government, employers and employees) and to increase the percentage of national man power in the private sector to enhance its role in supporting the national economy. One of the objectives of MoMP is building an integrated labor market informational system and preparing the national labor force register with the aim of developing human resources (HR) in the country and ensuring their optimum utilization.

The Information Technology Authority (ITA), Sultanate of Oman, was established to implement national IT infrastructure projects and supervise all projects related to implementation of the Digital Oman Strategy while providing professional leadership to various other e-governance initiatives of the Sultanate. ITA serves as a competency center on best practices in e-governance and in harnessing information and communication technologies (ICTs), thereby offering efficient and timely services, integrating processes, and improving efficiency in service delivery.

The Background
In alignment with the eOman e-Transformation vision of 2020 as part of the Digital Oman Strategy, ITA mandated services provided by all the Ministries to be transformed into electronic format and, consequently, qualifying as many as 145 key government services that MoMP provides to the sponsors (companies), residents (expatriates) and citizens (Omani nationals) as part of the e-governance initiative.

As a response to the mandate, MoMP’s network and information security department and systems and applications development department set out to first implement an information security management system (ISMS) across the entire Ministry, adopting ISO/IEC 27001:2005 in 2010 and, subsequently, getting certified in 2011. It took the initiative until 2012 to setup a project management department as a provision to effectively and efficiently manage several IT projects associated with MoMP e-Transformation Strategy. The project management department adopted a combination of the Projects in Controlled Environments version 2 (PRINCE2) methodology and the Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK Guide) for the project management system (PMS). Additionally, it adopted Information Technology Infrastructure Library version 3 (ITIL V3), as an ITSM methodology to manage the IT services provided to the internal and external stakeholders, and to manage the e-services provided to the MoMP beneficiaries.

The Challenges
The biggest challenge was the unstructured awareness, absence of training and the knowledge gap of IT governance among the stakeholders within MoMP. The situation was made trickier due to the prevalence of inaccurate information and incorrect perceptions about the term “governance” itself. The “unlearning” and “relearning” was quite an uphill task, and it took a majority of the time and efforts.

ITA also acknowledged1 the challenges of obsolete technologies, lack of sharing of infrastructure and data, ad hocapplication development and manual government services. As a solution, it introduced an enterprise architecture framework specifically designed for ministries and other government entities. The framework was aptly titled the Oman e-Governance Architecture Framework (OeGAF), a set of standards/best practices and process management systems to enhance the delivery of government services in alignment with the mission of ITA.

At MoMP, the ISMS was already quite mature and generally accepted by the stakeholders; however, since the PMS and the ITSM were relatively new, there were mixed feeling about the effectiveness and value of additional systems. Furthermore, there were concerns raised about additional paperwork and documentation related to these 2 systems, which were perceived as a burden to an already overloaded MoMP staff of more than 5,000 employees across numerous branches, locations and directorates.

Another challenge was that while the ISMS was more prescriptive in nature, the PMS and the ITSM were more adaptive, more like guidelines. Hence, initially the ISMS team was somewhat reluctant to cooperate with the other two teams, fearing noncompliance in their control objectives.

Choosing a Framework
The PMS team realized that their current role needed enhancement to address the challenges at hand. Hence, it was transformed into a functional IT project and program management office (IT PMO), within the network and information security department and the systems and applications development department.

After conducting carefully facilitated workshops with the identified stakeholders, the IT PMO eased all fears and reluctance relating to common pain areas, and common functional and organizational objectives. Eventually, the ISMS and IT PMO teams joined hands forming the process engineering group (PEG) as a potential IT governance implementation team.

One of the critical points of initial discussions was how to integrate the external mandates, along with 3 somewhat divergent management systems (ISMS, ITSM and PMS). Some of the other points raised were: who would be held responsible and accountable for the different interdependent functional duties and who would provide direction for the strategies.

The PEG team was tasked to research, review and analyse the drivers and the pain areas. It determined that the gap or the missing piece was IT governance, especially since MoMP had already embarked on the e-governance journey. Various options for implementing IT governance and available frameworks were categorically and systematically reviewed and, finally, the PEG recommended COBIT 5 as the solution for the implementation of GEIT, specifically its 5 principles 

⦁ Who are the stakeholders and how did they go about identify them? (what activity was conducted)

Review the following case study and answer the questions at the end of the case study. 
MoMP CobIT Case Study

While attending one of the ISACA continuous professional education (CPE) sessions related to optimizing IT spending using COBIT 5 practices, it was surprising to realize that many IT audit and assurance professionals who attended the session confided having difficulty in initiating governance of enterprise IT (GEIT) and wished they had more insight on where to begin when implementing GEIT in their respective organization. This article describes the experience of initiating GEIT at the 

The Primary Stakeholders
The MoMP was established to regulate the labor market by providing stable work environments with a productive national workforce with the contribution from all three stakeholders (government, employers and employees) and to increase the percentage of national man power in the private sector to enhance its role in supporting the national economy. One of the objectives of MoMP is building an integrated labor market informational system and preparing the national labor force register with the aim of developing human resources (HR) in the country and ensuring their optimum utilization.

The Information Technology Authority (ITA), Sultanate of Oman, was established to implement national IT infrastructure projects and supervise all projects related to implementation of the Digital Oman Strategy while providing professional leadership to various other e-governance initiatives of the Sultanate. ITA serves as a competency center on best practices in e-governance and in harnessing information and communication technologies (ICTs), thereby offering efficient and timely services, integrating processes, and improving efficiency in service delivery.

The Background
In alignment with the eOman e-Transformation vision of 2020 as part of the Digital Oman Strategy, ITA mandated services provided by all the Ministries to be transformed into electronic format and, consequently, qualifying as many as 145 key government services that MoMP provides to the sponsors (companies), residents (expatriates) and citizens (Omani nationals) as part of the e-governance initiative.

As a response to the mandate, MoMP’s network and information security department and systems and applications development department set out to first implement an information security management system (ISMS) across the entire Ministry, adopting ISO/IEC 27001:2005 in 2010 and, subsequently, getting certified in 2011. It took the initiative until 2012 to setup a project management department as a provision to effectively and efficiently manage several IT projects associated with MoMP e-Transformation Strategy. The project management department adopted a combination of the Projects in Controlled Environments version 2 (PRINCE2) methodology and the Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK Guide) for the project management system (PMS). Additionally, it adopted Information Technology Infrastructure Library version 3 (ITIL V3), as an ITSM methodology to manage the IT services provided to the internal and external stakeholders, and to manage the e-services provided to the MoMP beneficiaries.

The Challenges
The biggest challenge was the unstructured awareness, absence of training and the knowledge gap of IT governance among the stakeholders within MoMP. The situation was made trickier due to the prevalence of inaccurate information and incorrect perceptions about the term “governance” itself. The “unlearning” and “relearning” was quite an uphill task, and it took a majority of the time and efforts.

ITA also acknowledged1 the challenges of obsolete technologies, lack of sharing of infrastructure and data, ad hocapplication development and manual government services. As a solution, it introduced an enterprise architecture framework specifically designed for ministries and other government entities. The framework was aptly titled the Oman e-Governance Architecture Framework (OeGAF), a set of standards/best practices and process management systems to enhance the delivery of government services in alignment with the mission of ITA.

At MoMP, the ISMS was already quite mature and generally accepted by the stakeholders; however, since the PMS and the ITSM were relatively new, there were mixed feeling about the effectiveness and value of additional systems. Furthermore, there were concerns raised about additional paperwork and documentation related to these 2 systems, which were perceived as a burden to an already overloaded MoMP staff of more than 5,000 employees across numerous branches, locations and directorates.

Another challenge was that while the ISMS was more prescriptive in nature, the PMS and the ITSM were more adaptive, more like guidelines. Hence, initially the ISMS team was somewhat reluctant to cooperate with the other two teams, fearing noncompliance in their control objectives.

Choosing a Framework
The PMS team realized that their current role needed enhancement to address the challenges at hand. Hence, it was transformed into a functional IT project and program management office (IT PMO), within the network and information security department and the systems and applications development department.

After conducting carefully facilitated workshops with the identified stakeholders, the IT PMO eased all fears and reluctance relating to common pain areas, and common functional and organizational objectives. Eventually, the ISMS and IT PMO teams joined hands forming the process engineering group (PEG) as a potential IT governance implementation team.

One of the critical points of initial discussions was how to integrate the external mandates, along with 3 somewhat divergent management systems (ISMS, ITSM and PMS). Some of the other points raised were: who would be held responsible and accountable for the different interdependent functional duties and who would provide direction for the strategies.

The PEG team was tasked to research, review and analyse the drivers and the pain areas. It determined that the gap or the missing piece was IT governance, especially since MoMP had already embarked on the e-governance journey. Various options for implementing IT governance and available frameworks were categorically and systematically reviewed and, finally, the PEG recommended COBIT 5 as the solution for the implementation of GEIT, specifically its 5 principles 

Steps to Initiate GEIT

Once the gap in GEIT was confirmed, the first task of the PEG was training on GEIT and COBIT 5. Weekly training workshops were held for all the PEG members to enhance their knowledge of the COBIT 5 framework (COBIT 5 Foundation certificate), and, in turn, the PEG members conducted awareness workshops and informal discussions about GEIT and COBIT 5 with the rest of the MoMP IT staff members.

Next, PEG drafted an outline of a business case for GEIT implementation, which was based on COBIT 5 Implementation.2 Since ITA helped tremendously by surveying the external stakeholders through a nationwide landscape survey, as part of the e-Transformation Business Process Re-engineering (BPR) initiative for MoMP, simultaneously the PEG also drafted a MoMP internal survey for assessing the IT challenges within the organization, especially for the network and information security department and the systems and application development department. The survey was modeled from the GEIT pain points to COBIT 5.3 To get better responses, the survey which was initially presented in English, was translated to Arabic as well, and distributed among the staff while attending a short awareness workshop regarding the same.

Both the ITA’s BPR Landscape Survey and MoMP’s internal IT Challenges Survey reports served as starting reference points to address any additional drivers and to initially identify the relevant COBIT 5 and MoMP business processes to prioritize. These details were added in an executive-level recommendation report and presented to the directorate general (DG) of planning and development of MoMP, along with the outline business case and the updated survey results. A short visual presentation further elaborating the need for GEIT and for adopting COBIT 5 was conducted for the DG.

As a result of this meeting, the scope of the GEIT implementation program was finalized, and the initial mandatory processes from COBIT 5 and key performance indicators (KPIs) were agreed upon with the DG. This helped secure executive sponsorship from a business stakeholder and a business champion, which helped ensure the sustainability of the GEIT program in MoMP in the long term.

Next Steps
The GEIT journey for the MoMP is a long, but strategically positioned initiative. The immediate next steps for GEIT include baselining the business case, preparing the GEIT implementation program plan, drafting and formulating IT governance polices and processes, forming the IT executive strategy committee and the IT governance steering committee in the MoMP, defining the IT-related goals, and conducting the “as-is” current state assessment using self-assessment guides such as the COBIT Process Assessment Model (PAM): Using COBIT 5 and ISO/IEC 15504.

⦁ What government mandated framework/strategy were they trying to comply to and who set it?