Examination Paper: Entrepreneurship Management
4
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
E-Commerce
Section A: Objective Type (30 marks)
•This section consists of True and False and short notes type questions.
•Answer all the questions.
•Part One questions carry 1 mark each and Part two questions carry 5 marks each.
Part One:
True and False:
1. The term WWW stands for world wild web.
2. Number of levels in OSI model are 4.
3. PEP is a protocol for extending HTTP.
4. COBRA is an implementation independent language.
5. HTML stands for hyper text make up language.
6. ‘Action Time’ is the actual processing time for the service provided.
7. IPR stands for Important Property Rights.
8. Electronic Commerce intersects the domains of telecommunication, broadcasting and computing.
9. A TCP/ IP Network protocol is developed by Sun micro System.
10. NOC stands for Network Operation Center.
Part Two:
1. Write a short note on ‘WWW’.
2. What is ATM technology?
3. What do understand by ‘V market services’?
4. Explain the ‘Application Layer’ of OSI model.
END OF SECTION A
Examination Paper: Entrepreneurship Management
5
IIBM Institute of Business Management
Section B: Caselets (40 marks)
•This section consists of Caselets.
•Answer all the questions.
•Each Caselet carries 20 marks.
•Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
ITies like giving PR interviews, print ads, local campaigns, FM-ads, posters, etc. The present scenario
of the IT industry was that there was a huge demand in the IT industry with 200% manpower growth
for the year 2006-2007. Therefore, all IT industries were in the hiring phase. Big companies were
looking for new hunting grounds and poaching was common from mid-size companies. Average
industry attrition rate was 14-16%. Lateral hiring had become Titus Technologies was established in
the US in the year 1996, by a young engineering graduate, Nitesh Khare, from India who had come to
pursue his Masters’ degree in Computer Science. After obtaining his Masters’ degree from Michigan
University, he served there in a couple of organizations like Scientific Computing Associates, Linda
and 4D Corporation before the idea of Titus Technologies germinated. Before coming to the US, he
had founded Titus InfoTech in the year 1991, just at the age of 21, at Bhopal, his hometown from
where he had graduated. The cost of living in this city was lower. The distances between places were
lesser and so it was easier to maintain a balance between one’s professional and personal life. Many
reputed educational institutions were coming up. The city was developing at a fast pace and
moreover, the people had strong family bonding. The availability of professionally qualified persons
made Bhopal a good hunting ground for human resources. The company was basically a mid-size
software developing company that was into services like up gradation and product development. It
catered to the software industry and not the end consumers. Initially, the company at Bhopal
developed a product for the newspaper industries called ‘News-Sever’. The initial start at Bhopal was
with seven to eight members who were all computer graduates. Meanwhile, Nitesh got an opportunity
to go to the US for pursuing his Master’ degree in Computers. In 1996, he registered Titus
Technologies as a software service company in Cupertino, USA and Titus InfoTech became the 100%
subsidiary to this. Titus Technologies USA, provided services to premier software companies like 4D
Company, Delta Soft, Lantive, InfraOne, Logistics, Night Mire Software, etc. In its expansion move,
some more members like Vice-President Sales, Director Engineer and President Marketing of the
company were inducted into the company. Most of them were fresh computer graduates and shared
alma mater with Nitesh. Titus InfoTech at Bhopal started focusing mainly on software product
development and Titus Technologies USA concentrated on the marketing and the sales functions. 90-
95% of the revenue of the company was from the US market. In 2001, Titus InfoTech started its
branch at Bangalore and in 2004, at Gurgaon with all corporate functions centered at Bhopal. All the
three centre’s functional with the same facilities and parity were maintained in salary structure of its
employees. The organization was almost at per with the industry in offering its packages. The Bhopal
centre had more than 350 software engineers in the age group of 22-35 years who were engaged in
upgrading systems, developing new products, etc. At present, the company was operating in two
buildings on three floors. The workforce had male/female ratio of 3:2. The company had the vision to
continue to be a strong outsourced software product, R&D and services company to provide
compelling benefits of global distributive development. Titus, in its aim to have customer focus, tried
to offer higher value to its customers by suggesting improvement is ‘Changes in processes through
technology initiatives’. For this, they had developed ‘White Box Offshore Engagement Model’ which
allowed a fast-paced client development group to engage with the team without losing any control
Examination Paper: Entrepreneurship Management
6
IIBM Institute of Business Management
and visibility ay any time. This was a USP (Unique Selling Proposition) since most of the IT services
followed ‘Black Box Engagement Model’ where a client did not have complete knowledge or control
over the team and its process and cared only about contracted deliverables. On the contrary, the
‘White Box Offshore Engagement Model’ ensured adequate one to one communication and enduring
relationship with the client. The company in its attempt to pick up the right team often engaged the
client in team selection and refrained from shuffling the team members among the different projects.
Some of their employees had been working on the same project, albeit in different projects roles, for
the last five years. The company also took care in maintaining customers’ confidentially by ensuring
data and information security and by working with the direct competitors of their clients. In 1998, it
co-founded Logistics, which was involved in project architecture. Titus InfoTech encouraged open
and free work environment wherein they opted for open door policy to encouraged communication at
all levels and the senior management made themselves accessible to every employee. The
participation of the employees was given high priority irrespective of their level in the organization.
The management encouraged employees to put forth their suggestions while working on a project. All
the team members had total involvement in product development through full exposure to all facets of
project development. This was further accentuated by the size of the team that would not exceed 20
members. The company was totally result-oriented and had no fixed working hours. The organization
had a flat structure. The company had a half-yearly performance appraisal system where every
employee was appraised at two levels. The first was the self-appraisal and the second was at the
supervisory level. Since the employees directly interacted with the clients, there was an appraisal
from the clients, which was taken into consideration while evaluating the performance. Based on this
evaluation, the team leader would give the feedback to the employees and also have the feedback
from the employees and help them to upgrade their performance. Based on the performance appraisal,
the employees would be promoted to the next higher level as per the career growth chart of the
organization. Titus had an induction policy wherein new recruiters were made to stay in their guest
house and, helped in settling down by giving them the feel of the place. They also founded SPTCS
(Social Pool of Titus Computing System), an informal group of employees that would look after the
activities like picnics, birthdays, anniversaries, festive week, etc. The company had also founded
hobby groups who would look after Yoga classes, Gym facility and Titus Band. Both these groups
were regulated by HR dept of the company that was headed by young localities, Amit Sharma, a 31
year old MBA who had earlier worked with mid-size organizations like Celtron, Mumbai as
Executive Marketing and Shruti Industries, Bhopal as Ass. HR, before joining Titus InfoTech. He had
been with Titus InfoTech for the last five years. The informal talks. There was also a small pantry
operating, for 24 hours. It served lunch, breakfast and tea etc. at subsidized rates. Since, the
employees had to work late at night, pick-n-drop facility was also provided. To look into the
satisfaction level of the employees, Titus InfoTech had started programmes like ‘know your Team”,
wherein the team leader took his members for lunch or coffee once in two months outside the
company premises, to have an informal interaction and have an unbiased feedback from the
employees. The team leader communicated this feedback to the top management. He also provided
counseling to the employees when the need arose. The company would also provide in-house training
for skills up gradation as and when required. Besides, there was HR-helpline, finance helpline,
administrative helpline, where employees had direct access to respective departments to seek instant
help. The respective helplines were bound to reply within 3-4 days. The company also had the system
of exit interview. In their recruitment policy, the company recruited fresh software engineering
graduates and gave them rigorous training according to their requirement. They claimed that their six
months trained engineers were equivalent to other engineers in IT Industry, with two years
experience. To have the best from the campus Titus conducted pre-placement talks, career counseling
and arranged seminars for the students to impart them the awareness about the company. They
offered pre-pre placement live projects wherein the students would get an opportunity to have the
exposure to the job requirement and a direct interaction with the clients while pursuing their studies.
During this time, they also paid stipend to the students. Recognizing the importance of brand
Examination Paper: Entrepreneurship Management
7
IIBM Institute of Business Management
consciousness among the software professionals, the company began investing heavily in advertising
and PR active a costly affair. There was a high demand for skilled employees, which had made the
scenario all the more complicated. Highly skilled employees wanted challenging jobs and always
sought better career prospectus and thus, were always on the move. Brands had become their first
priority followed by metro facilities, comfortable work environment, and lucrative packages.
Moreover, the employees further looked for tax benefit packages. This had made difficult for the
industry to retain the knowledge workers. Titus InfoTech was no exception to it. it had to experience
the brunt of the competitive environment of the industry. The attrition rate at the middle and the lower
level was high almost, 16-17%, though it was comparatively less at the senior level i.e. 3-4%.While
reviewing the exit interviews of the employees who had recently left by stating the reason of leaving
for better job opportunities, the HR head, Amit Sharma was wondering how to define better job
opportunities and what steps should be taken to cater to the job opportunities that could be termed
better.
Questions:
1. Critically evaluate the Human Resources Policies of “Titus InfoTech”.
2. What other strategies would you suggest to reduce the attrition rate at the lower and middle
levels?
Caselet 2
Tycoon Technologies was an Australia based multinational company having offices in Australia and
India. The company was dealing in the onsite project development and offshore software
development like Healthcare, Financial Services, Insurance, Supply Chain Management, Telecom,
MIS and Migration & Up gradation. Besides handling various offshore projects, the company had
values partnership with other successful software companies such as Bea, IBM, Sun Microsystems to
name a few and outsourced software R&D and supported services to software companies. It also
offered expert product engineering services with higher value benefits than merely the outstanding
advantage. The company focused on solving the unique and challenging problems of building and
supporting cutting-edge software products. Their processes complemented the best practices of their
Software Product Development Maturity Model (SPDMM). Tom Hanks was the President of Tycoon
Technologies and had served as General Manager and CEO at IBM earlier. He focused on the
development, satisfaction and expansion of client relationships for offshore services. Sumit Tandon
was the CEO the founder of Tycoon in India, a visionary responsible for the success of these
ventures. In India, the office was located at Pune, Maharashtra. The company was working on the
component-based and service-oriented projects using J2EE, NET, various operating systems,
relational and object databases and application server platforms. Initially, the company started with a
team of ten technical members only and successfully progressed to a term of forty-five. The company
believed that their Knowledge and competence was a key differentiator and practiced knowledge –
Innovation – Technology (K-I-T) philosophy. It adhered to their four principles to work efficiently,
be focused on detailed system specification and project planning, meticulous division of work, roles
and responsibilities between the clients. This kept the client team updated with the progress of the
development efforts, through effective communication of e-mails, conference calls, weekly updates,
and regular reporting procedures. Tycoon Technologies while undergoing the concerned project had
to meet specific customer requirements that were tackled for the first time in the IT Industry was
operating like any other website based on ‘pull technology’ i.e., if the user working on the net made
some changes at Application Server and wanted that changes to be visible at the browser end then
refreshing of the page was necessary to pull back (or get) data from Application Server. However, the
requirement of client was to get rid from the compulsion of refreshing the page i.e., the changes
Examination Paper: Entrepreneurship Management
8
IIBM Institute of Business Management
submitted to the Application Server must be visible at browser end at that particular instance without
refreshing the page, the data from the application server must be pushed back to the browser. For the
implementation of push, the company maintained a queue at the web server end. In this queue
concept, the technology used two invisible frames for asynchronous subscription of data over the
heterogeneous applications. The first frame performed publishing of data that is, putting back the data
to client. The second frame made sure that the connection was always there to push back the data.
The subscribed call was asynchronous and every time a new object was required. The object used two
fields’ call number and customer id to push back data. The coding was about 15-20 thousand lines of
JavaScript and due to limitation of Java Script the implementation was quite complex and took 6-7
years. After the implementation of project, the client faced an operational problem when one of its
users opened several windows of the web site by pressing Ctrl-N button. After opening the successive
browser windows, user was not aware that same object code was shared amongst all the windows
while HTML code for individual browser window was different. The first limitation that was found
during usage was that maximum four instances of browser windows could be made functional.
Another limitation was upon closing the main browser window; all the instances created by main
browser window became un-operational. To resolve the problem few options were there, the first
option was to associate separate object with each instance browser window but the problem with this
option was CPU cycle got elongated because of each new object code thereby decreasing the CPU
utilization. The second option was to make the main browser window as the leader and the
declaration that it is dying and then new leader is selected on the basis of a separate algorithm and
operations go on as normal. This option was found effective in terms of CPU utilization as well as
meeting client requirements. Hence, it was implemented for the successful completion of the project
module in this line, the features incorporated by Tycoon Technologies in the Website had been
implemented and was running successfully since four years. The clients patented the developed
modules.
Questions:
1. What were the factors of KIT philosophy that helped the company in being successful?
2. While were the leader is dying what could be the possible criteria for selection of a new leader in
the algorithm?
END OF SECTION B
Section C: Applied Theory (30 marks)
•This section consists of Applied Theory Questions.
•Answer all the questions.
•Each question carries 15 marks.
•Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. ‘Liability of Third-party network vendor s is must’ Justify.
2. ‘VAN agreements are executed between a value added data communications service provider or
VAN and a party desiring data communications services, typically for EDI.’ What are the
necessary agreements? Elaborate.
END OF SECTION C S-2-210311
4
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
E-Commerce
Section A: Objective Type (30 marks)
•This section consists of True and False and short notes type questions.
•Answer all the questions.
•Part One questions carry 1 mark each and Part two questions carry 5 marks each.
Part One:
True and False:
1. The term WWW stands for world wild web.
2. Number of levels in OSI model are 4.
3. PEP is a protocol for extending HTTP.
4. COBRA is an implementation independent language.
5. HTML stands for hyper text make up language.
6. ‘Action Time’ is the actual processing time for the service provided.
7. IPR stands for Important Property Rights.
8. Electronic Commerce intersects the domains of telecommunication, broadcasting and computing.
9. A TCP/ IP Network protocol is developed by Sun micro System.
10. NOC stands for Network Operation Center.
Part Two:
1. Write a short note on ‘WWW’.
2. What is ATM technology?
3. What do understand by ‘V market services’?
4. Explain the ‘Application Layer’ of OSI model.
END OF SECTION A
Examination Paper: Entrepreneurship Management
5
IIBM Institute of Business Management
Section B: Caselets (40 marks)
•This section consists of Caselets.
•Answer all the questions.
•Each Caselet carries 20 marks.
•Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
ITies like giving PR interviews, print ads, local campaigns, FM-ads, posters, etc. The present scenario
of the IT industry was that there was a huge demand in the IT industry with 200% manpower growth
for the year 2006-2007. Therefore, all IT industries were in the hiring phase. Big companies were
looking for new hunting grounds and poaching was common from mid-size companies. Average
industry attrition rate was 14-16%. Lateral hiring had become Titus Technologies was established in
the US in the year 1996, by a young engineering graduate, Nitesh Khare, from India who had come to
pursue his Masters’ degree in Computer Science. After obtaining his Masters’ degree from Michigan
University, he served there in a couple of organizations like Scientific Computing Associates, Linda
and 4D Corporation before the idea of Titus Technologies germinated. Before coming to the US, he
had founded Titus InfoTech in the year 1991, just at the age of 21, at Bhopal, his hometown from
where he had graduated. The cost of living in this city was lower. The distances between places were
lesser and so it was easier to maintain a balance between one’s professional and personal life. Many
reputed educational institutions were coming up. The city was developing at a fast pace and
moreover, the people had strong family bonding. The availability of professionally qualified persons
made Bhopal a good hunting ground for human resources. The company was basically a mid-size
software developing company that was into services like up gradation and product development. It
catered to the software industry and not the end consumers. Initially, the company at Bhopal
developed a product for the newspaper industries called ‘News-Sever’. The initial start at Bhopal was
with seven to eight members who were all computer graduates. Meanwhile, Nitesh got an opportunity
to go to the US for pursuing his Master’ degree in Computers. In 1996, he registered Titus
Technologies as a software service company in Cupertino, USA and Titus InfoTech became the 100%
subsidiary to this. Titus Technologies USA, provided services to premier software companies like 4D
Company, Delta Soft, Lantive, InfraOne, Logistics, Night Mire Software, etc. In its expansion move,
some more members like Vice-President Sales, Director Engineer and President Marketing of the
company were inducted into the company. Most of them were fresh computer graduates and shared
alma mater with Nitesh. Titus InfoTech at Bhopal started focusing mainly on software product
development and Titus Technologies USA concentrated on the marketing and the sales functions. 90-
95% of the revenue of the company was from the US market. In 2001, Titus InfoTech started its
branch at Bangalore and in 2004, at Gurgaon with all corporate functions centered at Bhopal. All the
three centre’s functional with the same facilities and parity were maintained in salary structure of its
employees. The organization was almost at per with the industry in offering its packages. The Bhopal
centre had more than 350 software engineers in the age group of 22-35 years who were engaged in
upgrading systems, developing new products, etc. At present, the company was operating in two
buildings on three floors. The workforce had male/female ratio of 3:2. The company had the vision to
continue to be a strong outsourced software product, R&D and services company to provide
compelling benefits of global distributive development. Titus, in its aim to have customer focus, tried
to offer higher value to its customers by suggesting improvement is ‘Changes in processes through
technology initiatives’. For this, they had developed ‘White Box Offshore Engagement Model’ which
allowed a fast-paced client development group to engage with the team without losing any control
Examination Paper: Entrepreneurship Management
6
IIBM Institute of Business Management
and visibility ay any time. This was a USP (Unique Selling Proposition) since most of the IT services
followed ‘Black Box Engagement Model’ where a client did not have complete knowledge or control
over the team and its process and cared only about contracted deliverables. On the contrary, the
‘White Box Offshore Engagement Model’ ensured adequate one to one communication and enduring
relationship with the client. The company in its attempt to pick up the right team often engaged the
client in team selection and refrained from shuffling the team members among the different projects.
Some of their employees had been working on the same project, albeit in different projects roles, for
the last five years. The company also took care in maintaining customers’ confidentially by ensuring
data and information security and by working with the direct competitors of their clients. In 1998, it
co-founded Logistics, which was involved in project architecture. Titus InfoTech encouraged open
and free work environment wherein they opted for open door policy to encouraged communication at
all levels and the senior management made themselves accessible to every employee. The
participation of the employees was given high priority irrespective of their level in the organization.
The management encouraged employees to put forth their suggestions while working on a project. All
the team members had total involvement in product development through full exposure to all facets of
project development. This was further accentuated by the size of the team that would not exceed 20
members. The company was totally result-oriented and had no fixed working hours. The organization
had a flat structure. The company had a half-yearly performance appraisal system where every
employee was appraised at two levels. The first was the self-appraisal and the second was at the
supervisory level. Since the employees directly interacted with the clients, there was an appraisal
from the clients, which was taken into consideration while evaluating the performance. Based on this
evaluation, the team leader would give the feedback to the employees and also have the feedback
from the employees and help them to upgrade their performance. Based on the performance appraisal,
the employees would be promoted to the next higher level as per the career growth chart of the
organization. Titus had an induction policy wherein new recruiters were made to stay in their guest
house and, helped in settling down by giving them the feel of the place. They also founded SPTCS
(Social Pool of Titus Computing System), an informal group of employees that would look after the
activities like picnics, birthdays, anniversaries, festive week, etc. The company had also founded
hobby groups who would look after Yoga classes, Gym facility and Titus Band. Both these groups
were regulated by HR dept of the company that was headed by young localities, Amit Sharma, a 31
year old MBA who had earlier worked with mid-size organizations like Celtron, Mumbai as
Executive Marketing and Shruti Industries, Bhopal as Ass. HR, before joining Titus InfoTech. He had
been with Titus InfoTech for the last five years. The informal talks. There was also a small pantry
operating, for 24 hours. It served lunch, breakfast and tea etc. at subsidized rates. Since, the
employees had to work late at night, pick-n-drop facility was also provided. To look into the
satisfaction level of the employees, Titus InfoTech had started programmes like ‘know your Team”,
wherein the team leader took his members for lunch or coffee once in two months outside the
company premises, to have an informal interaction and have an unbiased feedback from the
employees. The team leader communicated this feedback to the top management. He also provided
counseling to the employees when the need arose. The company would also provide in-house training
for skills up gradation as and when required. Besides, there was HR-helpline, finance helpline,
administrative helpline, where employees had direct access to respective departments to seek instant
help. The respective helplines were bound to reply within 3-4 days. The company also had the system
of exit interview. In their recruitment policy, the company recruited fresh software engineering
graduates and gave them rigorous training according to their requirement. They claimed that their six
months trained engineers were equivalent to other engineers in IT Industry, with two years
experience. To have the best from the campus Titus conducted pre-placement talks, career counseling
and arranged seminars for the students to impart them the awareness about the company. They
offered pre-pre placement live projects wherein the students would get an opportunity to have the
exposure to the job requirement and a direct interaction with the clients while pursuing their studies.
During this time, they also paid stipend to the students. Recognizing the importance of brand
Examination Paper: Entrepreneurship Management
7
IIBM Institute of Business Management
consciousness among the software professionals, the company began investing heavily in advertising
and PR active a costly affair. There was a high demand for skilled employees, which had made the
scenario all the more complicated. Highly skilled employees wanted challenging jobs and always
sought better career prospectus and thus, were always on the move. Brands had become their first
priority followed by metro facilities, comfortable work environment, and lucrative packages.
Moreover, the employees further looked for tax benefit packages. This had made difficult for the
industry to retain the knowledge workers. Titus InfoTech was no exception to it. it had to experience
the brunt of the competitive environment of the industry. The attrition rate at the middle and the lower
level was high almost, 16-17%, though it was comparatively less at the senior level i.e. 3-4%.While
reviewing the exit interviews of the employees who had recently left by stating the reason of leaving
for better job opportunities, the HR head, Amit Sharma was wondering how to define better job
opportunities and what steps should be taken to cater to the job opportunities that could be termed
better.
Questions:
1. Critically evaluate the Human Resources Policies of “Titus InfoTech”.
2. What other strategies would you suggest to reduce the attrition rate at the lower and middle
levels?
Caselet 2
Tycoon Technologies was an Australia based multinational company having offices in Australia and
India. The company was dealing in the onsite project development and offshore software
development like Healthcare, Financial Services, Insurance, Supply Chain Management, Telecom,
MIS and Migration & Up gradation. Besides handling various offshore projects, the company had
values partnership with other successful software companies such as Bea, IBM, Sun Microsystems to
name a few and outsourced software R&D and supported services to software companies. It also
offered expert product engineering services with higher value benefits than merely the outstanding
advantage. The company focused on solving the unique and challenging problems of building and
supporting cutting-edge software products. Their processes complemented the best practices of their
Software Product Development Maturity Model (SPDMM). Tom Hanks was the President of Tycoon
Technologies and had served as General Manager and CEO at IBM earlier. He focused on the
development, satisfaction and expansion of client relationships for offshore services. Sumit Tandon
was the CEO the founder of Tycoon in India, a visionary responsible for the success of these
ventures. In India, the office was located at Pune, Maharashtra. The company was working on the
component-based and service-oriented projects using J2EE, NET, various operating systems,
relational and object databases and application server platforms. Initially, the company started with a
team of ten technical members only and successfully progressed to a term of forty-five. The company
believed that their Knowledge and competence was a key differentiator and practiced knowledge –
Innovation – Technology (K-I-T) philosophy. It adhered to their four principles to work efficiently,
be focused on detailed system specification and project planning, meticulous division of work, roles
and responsibilities between the clients. This kept the client team updated with the progress of the
development efforts, through effective communication of e-mails, conference calls, weekly updates,
and regular reporting procedures. Tycoon Technologies while undergoing the concerned project had
to meet specific customer requirements that were tackled for the first time in the IT Industry was
operating like any other website based on ‘pull technology’ i.e., if the user working on the net made
some changes at Application Server and wanted that changes to be visible at the browser end then
refreshing of the page was necessary to pull back (or get) data from Application Server. However, the
requirement of client was to get rid from the compulsion of refreshing the page i.e., the changes
Examination Paper: Entrepreneurship Management
8
IIBM Institute of Business Management
submitted to the Application Server must be visible at browser end at that particular instance without
refreshing the page, the data from the application server must be pushed back to the browser. For the
implementation of push, the company maintained a queue at the web server end. In this queue
concept, the technology used two invisible frames for asynchronous subscription of data over the
heterogeneous applications. The first frame performed publishing of data that is, putting back the data
to client. The second frame made sure that the connection was always there to push back the data.
The subscribed call was asynchronous and every time a new object was required. The object used two
fields’ call number and customer id to push back data. The coding was about 15-20 thousand lines of
JavaScript and due to limitation of Java Script the implementation was quite complex and took 6-7
years. After the implementation of project, the client faced an operational problem when one of its
users opened several windows of the web site by pressing Ctrl-N button. After opening the successive
browser windows, user was not aware that same object code was shared amongst all the windows
while HTML code for individual browser window was different. The first limitation that was found
during usage was that maximum four instances of browser windows could be made functional.
Another limitation was upon closing the main browser window; all the instances created by main
browser window became un-operational. To resolve the problem few options were there, the first
option was to associate separate object with each instance browser window but the problem with this
option was CPU cycle got elongated because of each new object code thereby decreasing the CPU
utilization. The second option was to make the main browser window as the leader and the
declaration that it is dying and then new leader is selected on the basis of a separate algorithm and
operations go on as normal. This option was found effective in terms of CPU utilization as well as
meeting client requirements. Hence, it was implemented for the successful completion of the project
module in this line, the features incorporated by Tycoon Technologies in the Website had been
implemented and was running successfully since four years. The clients patented the developed
modules.
Questions:
1. What were the factors of KIT philosophy that helped the company in being successful?
2. While were the leader is dying what could be the possible criteria for selection of a new leader in
the algorithm?
END OF SECTION B
Section C: Applied Theory (30 marks)
•This section consists of Applied Theory Questions.
•Answer all the questions.
•Each question carries 15 marks.
•Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. ‘Liability of Third-party network vendor s is must’ Justify.
2. ‘VAN agreements are executed between a value added data communications service provider or
VAN and a party desiring data communications services, typically for EDI.’ What are the
necessary agreements? Elaborate.
END OF SECTION C S-2-210311
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