This document covers various topics related to networking fundamentals, including IP protocols, just-in-time designing technique, failure factors in projects, and the design and development processes at Apple.
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Question 1 Part (i) Given, The size of the file = 1024 bytes The size of the payload = 128 bytes The number of datagrams required to transfer the entire file is calculated in the following way; Numberofdatagrams=File¿¿Payload¿¿¿¿ ¿1024 128 ¿8datagramsrequired The overhead is additional information which is added to the packet during transformation. IP datagram has an overhead with the following features. > Each IP datagram contains 20 bytes of IP overhead > Each IP datagram contains 20 bytes of TCP overhead and > 128 bytes of payload, thus The total size of the IP datagram is given by; (IP overhead + TCP overhead + Payload) * Number of datagrams = (20+20+128) * 8 = 1344 bytes Since the system is running IPv4 protocol, the protocol overhead will be calculated for the 8 datagrams Protocol overhead = 40*8 = 320 bytes Protocoloverheadpercentage=320 1344∗100% = 23.80 % 1
Part (ii) For IPv6 protocol, the protocol overhead will be calculated for the 8 datagrams, and each IPv6 protocol has 60 bytes, thus Protocol overhead = 60*8 = 480 bytes Protocoloverheadpercentage=480 1344∗100% = 35.71 % Question 2 IP protocol is used for networking and delivering of source packets to their destinations with an address that is unique to specific devices. Every host or node is uniquely identified by an IP address. TCP and IP form a model that is based on the OSI model for TCP/IP functions. The model has many layers, including the physical, transport, network and application layers TCP/IP facilitates device to device communication and encapsulates a packet in an IP datagram. TCP/IP takes the amount of data, packages it and transfer it over a given network. IP, together with TCP, allows the packets information to be sent and received in their respective source and destination addresses. Both the TCP/IP and The OSI model contain IP layers that allow for the transportation of packets across networks(DelCampo, Cintioni, Spinsante, & Gambi, 2017). Question 3 The just in time designing technique of agile programming gives great flexibility to change the needs of the development process with the demand of the soft wares. These increase the quality of the project to a great extent as no fixed set of rules are designed for the development process. It is also worth noting that agile software helps to reduce the cost of production and also increase the revenue of the firm by the development of software suiting the market needs. One disadvantage of agile methodology is the lack of emphasis on the necessary 2
design and documentation of the development process(Kumar, Akhter, Misra, Fantazy, & Kumar, 2012). Question 4 In theevolutionary software development process, every software project management tries to maximize the usage of the three major constraints. These comprise of the scope, time and cost. At the same time, these also ensure that the software project measures up to the quality anticipated, and it is a part of the scope too. On the other hand, the agile methodology does not emphasise on documenting the process and is based on customer feedback given at every level until the end of the process(Kumar et al., 2012). Question 5 Apple is a household name associated with high quality, innovative products. Conversely, the processes followed in designing and manufacturing Apple products are shrouded in deep secrecy and mystery. In spite of the secrecy surrounding Apple product design and development processes, these products arouse strong fascination from both consumers and competitors. At Apple, the design is the fulcrum of product development and innovation(Montgomerie & Roscoe, 2013). Instead of beholding the design process to finance or manufacturing departments, as is the norm for majority companies, Apple has dedicated the design function to a group of employees in the design department. Once a new product has been conceived, the team of designers is bound by secrecy regulations and more often than not, physical barriers. Question 6 The major reasons for the failure of projects include, (i)User inputs were inadequate. They got a look at the software or had a chance to comment only when the project was completed. This also results in a rush during the 3
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requirements identification phase. When there is a quick jump from the requirements to the design phase, the project requirements are not clearly understood. This also causes failures(Obadia, 2018). (ii)Requirement creep caused by a continuous change in the needs of the users. During thedesignphase,requirementchangescouldbeaccepted.Butduringthe development or during the implementation phases, the changes requested could make the system design unstable and therefore, not productive. Not accommodating the changes could also cause misjudgement and hence, failure of the project. Therefore, in either case, the project could fail(Taherdoost & Keshavarzsaleh, 2016). (iii)Commitment of the management in ensuring that all the resources needed by the project are supplied. Failure to provide adequate resources could cause the project to slow down and thereby cause failures. Question 7 A project is taken to be successful if it meets every one of the management criteria. This includes completing the project within the specified time; completing the project within the specified budget. Every project should really be working on these two major constraints. At the same time, the project should also meet all the original expectations of the people or the stakeholders in the project. Every stakeholder might have his or her own needs and expectations from the project(Taherdoost & Keshavarzsaleh, 2016). This would decide on how he considers the project to be. If all his requirements have been met, then he might consider the project successful. In some cases, a project is considered successful even if it overshoots the budget but stays within specific limits. These limits could vary with the company that is executing the project. Whereas, in some cases, even a minor variation in the project specifications, might not 4
be acceptable! In some cases, the success was measured more by the ROI and the strategic impact that the project had on the business rather than whether it met the deadline or whether it was done within the budget originally specified. 5
References DelCampo, A., Cintioni, L., Spinsante, S., & Gambi, E. (2017). Analysis and Tools for Improved Management of Connectionless and Connection-Oriented BLE Devices Coexistence. Sensors (Basel, Switzerland),17(4). https://doi.org/10.3390/s17040792 Kumar, U., Akhter, M., Misra, S., Fantazy, K., & Kumar, V. (2012). Agile software development practices: evolution, principles, and criticisms.International Journal of Quality & Reliability Management,29(9), 972–980. https://doi.org/10.1108/02656711211272863 Montgomerie, J., & Roscoe, S. (2013). Owning the consumer—Getting to the core of the Apple business model.Accounting Forum,37(4), 290–299. https://doi.org/10.1016/j.accfor.2013.06.003 Obadia, B. (2018). Why Projects Fail.Project Management Journal,Vol 1, 7. https://doi.org/10.3390/s7289203 Taherdoost, H., & Keshavarzsaleh, A. (2016). Critical Factors that Lead to Projects’ Success/Failure in Global Marketplace.Procedia Technology,22, 1066–1075. https://doi.org/10.1016/j.protcy.2016.01.151 6