1 . What are the ethical implications of artificial intelligence and machine learning

2. Can we ever achieve true artificial general intelligence (AGI)?

3.How can we ensure data privacy and security in the age of digital surveillance?

4.What are the potential risks and benefits of nanotechnology?

5. How can we bridge the digital divide and ensure equal access to technology worldwide?

6. What are the long-term environmental impacts of technological advancements?

7. How can we address the ethical challenges of gene editing and genetic engineering?

8. What are the potential consequences of quantum computing for encryption and cybersecurity?

9. How can we balance the benefits and risks of autonomous vehicles?

10. What are the ethical considerations surrounding the development and use of facial recognition technology?

 

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.

Q1: Please revise the following paragraph for clarity and conciseness

Due to the fact that access to internet resources is actually at the present time very easy to access in many places, electronic devices have become more and more portable and convenient, providing nearly constant (and ever more efficient) access to the Internet and a diverse range of software applications and digital media. With this ease of access, technology is playing an increasingly large role in our mental lives, it serves as a form of “extended cognition”. This situation can be viewed as a double-edged sword in a way that although it allows us to communicate, learn, and entertain ourselves, it also makes it difficult to avoid doing so even when engaging with technology is likely to distract from other ongoing activities. Notifications which are built into smartphones and other e-devices can serve as intrusion on three of our five senses, with lights, tones, and vibrations each beckoning us to extricate ourselves from our current tasks and engaging instead with the device. Even in the absence of notifications, internal and external cues (a thought about work or a social relationship, something brushing against your pocket, noticing others on their phones, etc.) provide regular reminders of the opportunity for engagement with the digital world.

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)