July 2019

INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019

UK: Managing Editor International Journal of Innovative Technology and Creative Engineering 1a park lane, Cranford London TW59WA UK

USA: Editor International Journal of Innovative Technology and Creative Engineering Dr. Arumugam Department of Chemistry University of Georgia GA-30602, USA.

India: Editor International Journal of Innovative Technology & Creative Engineering 36/4 12th Avenue, 1st cross St, Vaigai Coliny Ashok Nagar Chennai , India 600083 Email: editor@ijitce.co.uk

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019

IJITCE PUBLICATION

International Journal of Innovative Technology & Creative Engineering Vol.9 No.7 July 2019

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019

Dear Researcher,

Greetings!

Article in this issue discusses about COBIT (Control Objectives for Information and Related Technology) Management and Governance System (CMGS): Business-IT Alignment for Boardroom Discussion, Glassless 3D Technology - A 3D Solution without glasses - the future of 3D Technology, Corporate Governance — Emerging Trends.

Let us look around the world for latest inventions, Diamonds could be used to search for the mysterious substance, a team of scientists suggests. Detectors containing the crystals could spot potential dark matter particles with relatively low masses, the researchers report in the June 15 Physical Review D. The rules about what makes a good magnet may not be as rigid as scientists thought. Using a mixture containing magnetic nanoparticles, researchers have now created liquid droplets that behave like tiny bar magnets.

It has been an absolute pleasure to present you articles that you wish to read. We look forward to many more new technologies related research articles from you and your friends. We are anxiously awaiting the rich and thorough research papers that have been prepared by our authors for the next issue.

Thanks, Editorial Team IJITCE

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019

Editorial Members Dr. Chee Kyun Ng Ph.D Department of Computer and Communication Systems, Faculty of Engineering,Universiti Putra Malaysia,UPMSerdang, 43400 Selangor,Malaysia.

Dr. Simon SEE Ph.D Chief Technologist and Technical Director at Oracle Corporation, Associate Professor (Adjunct) at Nanyang Technological University Professor (Adjunct) at ShangaiJiaotong University, 27 West Coast Rise #08-12,Singapore 127470 Dr. sc.agr. Horst Juergen SCHWARTZ Ph.D, Humboldt-University of Berlin,Faculty of Agriculture and Horticulture,Asternplatz 2a, D-12203 Berlin,Germany Dr. Marco L. BianchiniPh.D Italian National Research Council; IBAF-CNR,Via Salaria km 29.300, 00015 MonterotondoScalo (RM),Italy Dr. NijadKabbara Ph.D Marine Research Centre / Remote Sensing Centre/ National Council for Scientific Research, P. O. Box: 189 Jounieh,Lebanon Dr. Aaron Solomon Ph.D Department of Computer Science, National Chi Nan University,No. 303, University Road,Puli Town, Nantou County 54561,Taiwan Dr. Arthanariee. A. M M.Sc.,M.Phil.,M.S.,Ph.D Director - Bharathidasan School of Computer Applications, Ellispettai, Erode, Tamil Nadu,India Dr. Takaharu KAMEOKA, Ph.D Professor, Laboratory of Food, Environmental & Cultural Informatics Division of Sustainable Resource Sciences, Graduate School of Bioresources,Mie University, 1577 Kurimamachiya-cho, Tsu, Mie, 514-8507, Japan Dr. M. Sivakumar M.C.A.,ITIL.,PRINCE2.,ISTQB.,OCP.,ICP. Ph.D. Project Manager - Software,Applied Materials,1a park lane,cranford,UK Dr. Bulent AcmaPh.D Anadolu University, Department of Economics,Unit of Southeastern Anatolia Project(GAP),26470 Eskisehir,TURKEY Dr. Selvanathan Arumugam Ph.D Research Scientist, Department of Chemistry, University of Georgia, GA-30602,USA. Dr. S.Prasath Ph.D Assistant Professor, Department of Computer Science, Nandha Arts & Science College, Erode , Tamil Nadu, India

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Review Board Members Mr. Rajaram Venkataraman Chief Executive Officer, Vel Tech TBI || Convener, FICCI TN State Technology Panel || Founder, Navya Insights || President, SPIN Chennai Dr. Paul Koltun Senior Research ScientistLCA and Industrial Ecology Group,Metallic& Ceramic Materials,CSIRO Process Science & Engineering Private Bag 33, Clayton South MDC 3169,Gate 5 Normanby Rd., Clayton Vic. 3168, Australia Dr. Zhiming Yang MD., Ph. D. Department of Radiation Oncology and Molecular Radiation Science,1550 Orleans Street Rm 441, Baltimore MD, 21231,USA Dr. Jifeng Wang Department of Mechanical Science and Engineering, University of Illinois at Urbana-Champaign Urbana, Illinois, 61801, USA Dr. Giuseppe Baldacchini ENEA - Frascati Research Center, Via Enrico Fermi 45 - P.O. Box 65,00044 Frascati, Roma, ITALY. Dr. MutamedTurkiNayefKhatib Assistant Professor of Telecommunication Engineering,Head of Telecommunication Engineering Department,Palestine Technical University (Kadoorie), TulKarm, PALESTINE. Dr.P.UmaMaheswari Prof &Head,Depaartment of CSE/IT, INFO Institute of Engineering,Coimbatore.

Dr. T. Christopher, Ph.D., Assistant Professor &Head,Department of Computer Science,Government Arts College(Autonomous),Udumalpet, India.

Dr. T. DEVI Ph.D. Engg. (Warwick, UK), Head,Department of Computer Applications,Bharathiar University,Coimbatore-641 046, India.

Dr. Renato J. orsato Professor at FGV-EAESP,Getulio Vargas Foundation,São Paulo Business School,RuaItapeva, 474 (8° andar),01332-000, São Paulo (SP), Brazil Visiting Scholar at INSEAD,INSEAD Social Innovation Centre,Boulevard de Constance,77305 Fontainebleau - France Y. BenalYurtlu Assist. Prof. OndokuzMayis University Dr.Sumeer Gul Assistant Professor,Department of Library and Information Science,University of Kashmir,India Dr. ChutimaBoonthum-Denecke, Ph.D Department of Computer Science,Science& Technology Bldg., Rm 120,Hampton University,Hampton, VA 23688 Dr. Renato J. Orsato Professor at FGV-EAESP,Getulio Vargas Foundation,São Paulo Business SchoolRuaItapeva, 474 (8° andar),01332-000, São Paulo (SP), Brazil Dr. Lucy M. Brown, Ph.D. Texas State University,601 University Drive,School of Journalism and Mass Communication,OM330B,San Marcos, TX 78666 JavadRobati Crop Production Departement,University of Maragheh,Golshahr,Maragheh,Iran VineshSukumar (PhD, MBA) Product Engineering Segment Manager, Imaging Products, Aptina Imaging Inc. Dr. Binod Kumar PhD(CS), M.Phil.(CS), MIAENG,MIEEE HOD & Associate Professor, IT Dept, Medi-Caps Inst. of Science & Tech.(MIST),Indore, India Dr. S. B. Warkad Associate Professor, Department of Electrical Engineering, Priyadarshini College of Engineering, Nagpur, India

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019 Dr. doc. Ing. RostislavChoteborský, Ph.D. Katedramateriálu a strojírenskétechnologieTechnickáfakulta,Ceskázemedelskáuniverzita v Praze,Kamýcká 129, Praha 6, 165 21 Dr. Paul Koltun Senior Research ScientistLCA and Industrial Ecology Group,Metallic& Ceramic Materials,CSIRO Process Science & Engineering Private Bag 33, Clayton South MDC 3169,Gate 5 Normanby Rd., Clayton Vic. 3168 DR.ChutimaBoonthum-Denecke, Ph.D Department of Computer Science,Science& Technology Bldg.,HamptonUniversity,Hampton, VA 23688 Mr. Abhishek Taneja B.sc(Electronics),M.B.E,M.C.A.,M.Phil., Assistant Professor in the Department of Computer Science & Applications, at Dronacharya Institute of Management and Technology, Kurukshetra. (India).

Dr. Ing. RostislavChotěborský,ph.d, Katedramateriálu a strojírenskétechnologie, Technickáfakulta,Českázemědělskáuniverzita v Praze,Kamýcká 129, Praha 6, 165 21

Dr. AmalaVijayaSelvi Rajan, B.sc,Ph.d, Faculty – Information Technology Dubai Women’s College – Higher Colleges of Technology,P.O. Box – 16062, Dubai, UAE Naik Nitin AshokraoB.sc,M.Sc Lecturer in YeshwantMahavidyalayaNanded University Dr.A.Kathirvell, B.E, M.E, Ph.D,MISTE, MIACSIT, MENGG Professor - Department of Computer Science and Engineering,Tagore Engineering College, Chennai Dr. H. S. Fadewar B.sc,M.sc,M.Phil.,ph.d,PGDBM,B.Ed. Associate Professor - Sinhgad Institute of Management & Computer Application, Mumbai-BangloreWesternly Express Way Narhe, Pune - 41 Dr. David Batten Leader, Algal Pre-Feasibility Study,Transport Technologies and Sustainable Fuels,CSIRO Energy Transformed Flagship Private Bag 1,Aspendale, Vic. 3195,AUSTRALIA Dr R C Panda (MTech& PhD(IITM);Ex-Faculty (Curtin Univ Tech, Perth, Australia))Scientist CLRI (CSIR), Adyar, Chennai - 600 020,India Miss Jing He PH.D. Candidate of Georgia State University,1450 Willow Lake Dr. NE,Atlanta, GA, 30329 Jeremiah Neubert Assistant Professor,MechanicalEngineering,University of North Dakota Hui Shen Mechanical Engineering Dept,Ohio Northern Univ.

Dr. Xiangfa Wu, Ph.D. Assistant Professor / Mechanical Engineering,NORTH DAKOTA STATE UNIVERSITY SeraphinChallyAbou Professor,Mechanical& Industrial Engineering Depart,MEHS Program, 235 Voss-Kovach Hall,1305 OrdeanCourt,Duluth, Minnesota 55812-3042 Dr. Qiang Cheng, Ph.D. Assistant Professor,Computer Science Department Southern Illinois University CarbondaleFaner Hall, Room 2140-Mail Code 45111000 Faner Drive, Carbondale, IL 62901 Dr. Carlos Barrios, PhD Assistant Professor of Architecture,School of Architecture and Planning,The Catholic University of America

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019 Y. BenalYurtlu Assist. Prof. OndokuzMayis University Dr. Lucy M. Brown, Ph.D. Texas State University,601 University Drive,School of Journalism and Mass Communication,OM330B,San Marcos, TX 78666 Dr. Paul Koltun Senior Research ScientistLCA and Industrial Ecology Group,Metallic& Ceramic Materials CSIRO Process Science & Engineering Dr.Sumeer Gul Assistant Professor,Department of Library and Information Science,University of Kashmir,India Dr. ChutimaBoonthum-Denecke, Ph.D Department of Computer Science,Science& Technology Bldg., Rm 120,Hampton University,Hampton, VA 23688

Dr. Renato J. Orsato Professor at FGV-EAESP,Getulio Vargas Foundation,São Paulo Business School,RuaItapeva, 474 (8° andar)01332-000, São Paulo (SP), Brazil Dr. Wael M. G. Ibrahim Department Head-Electronics Engineering Technology Dept.School of Engineering Technology ECPI College of Technology 5501 Greenwich Road - Suite 100,Virginia Beach, VA 23462 Dr. Messaoud Jake Bahoura Associate Professor-Engineering Department and Center for Materials Research Norfolk State University,700 Park avenue,Norfolk, VA 23504 Dr. V. P. Eswaramurthy M.C.A., M.Phil., Ph.D., Assistant Professor of Computer Science, Government Arts College(Autonomous), Salem-636 007, India.

Dr. P. Kamakkannan,M.C.A., Ph.D ., Assistant Professor of Computer Science, Government Arts College(Autonomous), Salem-636 007, India.

Dr. V. Karthikeyani Ph.D., Assistant Professor of Computer Science, Government Arts College(Autonomous), Salem-636 008, India.

Dr. K. Thangadurai Ph.D., Assistant Professor, Department of Computer Science, Government Arts College ( Autonomous ), Karur - 639 005,India.

Dr. N. Maheswari Ph.D., Assistant Professor, Department of MCA, Faculty of Engineering and Technology, SRM University, Kattangulathur, Kanchipiram Dt - 603 203, India.

Mr. Md. Musfique Anwar B.Sc(Engg.)

Lecturer, Computer Science & Engineering Department, Jahangirnagar University, Savar, Dhaka, Bangladesh.

Mrs. Smitha Ramachandran M.Sc(CS)., SAP Analyst, Akzonobel, Slough, United Kingdom.

Dr. V. Vallimayil Ph.D., Director, Department of MCA, Vivekanandha Business School For Women, Elayampalayam, Tiruchengode - 637 205, India.

Mr. M. Moorthi M.C.A., M.Phil., Assistant Professor, Department of computer Applications, Kongu Arts and Science College, India PremaSelvarajBsc,M.C.A,M.Phil Assistant Professor,Department of Computer Science,KSR College of Arts and Science, Tiruchengode Mr. G. Rajendran M.C.A., M.Phil., N.E.T., PGDBM., PGDBF., Assistant Professor, Department of Computer Science, Government Arts College, Salem, India.

Dr. Pradeep H Pendse B.E.,M.M.S.,Ph.d Dean - IT,Welingkar Institute of Management Development and Research, Mumbai, India

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019 Muhammad Javed Centre for Next Generation Localisation, School of Computing, Dublin City University, Dublin 9, Ireland Dr. G. GOBI Assistant Professor-Department of Physics,Government Arts College,Salem - 636 007 Dr.S.Senthilkumar Post Doctoral Research Fellow, (Mathematics and Computer Science & Applications),UniversitiSainsMalaysia,School of Mathematical Sciences, Pulau Pinang-11800,[PENANG],MALAYSIA. Manoj Sharma Associate Professor Deptt. of ECE, PrannathParnami Institute of Management & Technology, Hissar, Haryana, India RAMKUMAR JAGANATHAN Asst-Professor,Dept of Computer Science, V.L.B Janakiammal college of Arts & Science, Coimbatore,Tamilnadu, India Dr. S. B. Warkad Assoc. Professor, Priyadarshini College of Engineering, Nagpur, Maharashtra State, India Dr. Saurabh Pal Associate Professor, UNS Institute of Engg. & Tech., VBS Purvanchal University, Jaunpur, India Manimala Assistant Professor, Department of Applied Electronics and Instrumentation, St Joseph’s College of Engineering & Technology, Choondacherry Post, Kottayam Dt. Kerala -686579 Dr. Qazi S. M. Zia-ul-Haque Control Engineer Synchrotron-light for Experimental Sciences and Applications in the Middle East (SESAME),P. O. Box 7, Allan 19252, Jordan Dr. A. Subramani, M.C.A.,M.Phil.,Ph.D. Professor,Department of Computer Applications, K.S.R. College of Engineering, Tiruchengode - 637215 Dr. SeraphinChallyAbou Professor, Mechanical & Industrial Engineering Depart. MEHS Program, 235 Voss-Kovach Hall, 1305 Ordean Court Duluth, Minnesota 558123042 Dr. K. Kousalya Professor, Department of CSE,Kongu Engineering College,Perundurai-638 052 Dr. (Mrs.) R. Uma Rani Asso.Prof., Department of Computer Science, Sri Sarada College For Women, Salem-16, Tamil Nadu, India.

MOHAMMAD YAZDANI-ASRAMI Electrical and Computer Engineering Department, Babol"Noshirvani" University of Technology, Iran.

Dr. Kulasekharan, N, Ph.D Technical Lead - CFD,GE Appliances and Lighting, GE India,John F Welch Technology Center,Plot # 122, EPIP, Phase 2,Whitefield Road,Bangalore – 560066, India.

Dr. Manjeet Bansal Dean (Post Graduate),Department of Civil Engineering,Punjab Technical University,GianiZail Singh Campus,Bathinda -151001 (Punjab),INDIA Dr. Oliver Jukić Vice Dean for education,Virovitica College,MatijeGupca 78,33000 Virovitica, Croatia Dr. Lori A. Wolff, Ph.D., J.D. Professor of Leadership and Counselor Education,The University of Mississippi,Department of Leadership and Counselor Education, 139 Guyton University, MS 38677

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019

Contents COBIT (Control Objectives for Information and Related Technology) Management and Governance System (CMGS): Business-IT Alignment for Boardroom Discussion ……………….…..…..[705] Glassless 3D Technology - A 3D Solution without glasses - the future of 3D Technology

……………….……...[709]

Corporate Governance — Emerging Trends

……………….……...[713]

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019

COBIT (Control Objectives for Information and Related Technology) Management and Governance System (CMGS): Business-IT Alignment for Boardroom Discussion Murugan.Kuppuswamy Master Class Certified, IoD Life Member.

An abstract of IoD Master Class Dissertation

Abstract: Information Technology (IT) touches every aspect of a business operations; the number of questions boards could pose about IT related decisions is nearly limitless.

For any Enterprise, Efficiency and Value creation are two most important factors for sustainable success of a business to increase the Bottom line and Top line.

As a result, today, more than ever, enterprises and their executives strive to: a) Maintain high-quality information to support business decisions. b) Generate business value from IT-enabled investments, i.e., achieve strategic goals and realize business benefits through effective and innovative use of IT. c) Achieve operational excellence through the reliable and efficient application of technology. d) Maintain IT-related risk at an acceptable level. e) Optimize the cost of IT services and technology. f) Comply with ever-increasing relevant laws, regulations, contractual agreements and policies.

Security, Governance and Compliance should be addressed across the above stack. Here is an example of Security viewed for the above stack.

Governance ensures that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritization and decision making; and monitoring performance and compliance against agreedon direction and objectives.

Governance Cycle

Information is a key resource for all enterprises, and from the time that information is created to the moment that it is destroyed, Information system (application), Information technology plays a significant role. Below is the relationship of information, Information System and Information Technology.

Information Stack

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019

Corporate Governance and IT governance:

PMBOK, the Balanced Scorecard, and Six Sigma. It is very easy to get confused by the “alphabet soup” of alternatives, which can lead to paralysis (when CIOs can’t make a decision), or choosing one and then finding out later that it misses the mark.

Key IT Governance Questions

Today without IT investment efficiency and Value creation is not possible. Hence Company invest huge amount of investment in terms of Capital Expenditure and Operational Expenditure for IT. IT is complex but IT Governance need not to be complex.

ISACA (www.isaca.org) , an independent, nonprofit, global association, ISACA engages in the development, adoption and use of globally accepted, industry-leading knowledge and practices for information systems.

Previously known as the Information Systems Audit and Control Association, ISACA now goes by its acronym only, to reflect the broad range of IT governance professionals it serves with 95,000 constituents in 160 countries.

Aligning IT governance to COBIT was regarded as a natural extension for the overall organizational governance practices. Implementation of CMGS (COBIT Management & Governance System) using COBIT 5 framework for the Management of IT function and its outcome discussion in the Board room for Governance discussion is proposed as a report in this Dissertation.

An Effective IT Governance model must address three key questions: 1.What decisions need to be made about IT? 2.Who should contribute and make those decisions?

3.How will we monitor and evaluate the results of decisions?

Frameworks are proliferating to help with governance.

During the past five years, a number of frameworks, methodologies, and practices have been developed for or adopted by IT to better govern and manage performance. These include control objectives for information and related technologies (COBIT), IT Infrastructure Library (ITIL), International Organization for Standardization (ISO) 17799, CMM, PRINCE, MSP,

Relationship Between IT Governance & IT Management and Key Stakeholder

ISO/IEC 38500, the international standard for corporate governance of ICT, tends to be more specific. It identifies ‘six principles for good ICT governance’ which are also identically identified in AS8015-2005, the Australian Standard for Corporate Governance of Information and Communication Technology (ICT) 1. Responsibility – the need to establish clearly understood responsibilities for ICT 2. Strategy – the need to plan ICT to best support the organization’s business 3. Acquisition – the need to acquire ICT validly 4. Performance – the need to ensure that ICT performs well whenever required 5. Conformance – the need to ensure that ICT conforms with formal rules 6. Human Behavior – the need to ensure that ICT respects human factors, through ICT policies, practices and decisions.

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019 Management system proposed with sound framework should also four key risk area of the business. Since IT touches most areas of a business, IT risk shouldn’t be viewed as a single policy-based issue. Rather, boards should consider IT in the context of a wide range of business concerns. It should also give board members and executives a common language to address ITrelated risks.

The four risk areas Business can be exposed to by ineffective management and Governance of IT are 1. Competitive risk: The threat of competitors getting to market faster, gaining market share, or achieving an insurmountable first-mover advantage through the use of technology by Value creation.

2. Portfolio risk: The danger business is spending too much of its IT budget and resources on basic operational expenses instead of truly transformational investments for value creation.

3. Execution risk: The failure to execute IT programs effectively or to deliver critical capabilities to the business on time and on budget.

4. Service & Security risk: The risk that systems aren’t available to support and/or service employees and customers as needed and that critical data assets of the firm are not properly secured.

The focus of this report is on COBIT 5 framework and how it covers both the governance and management of IT and implements Management system called CMGS, in similar line to QMS (Quality Management System) and ISMS (Information Security Management System) for business.

COBIT5 also integrates various ISACA’s frameworks and knowledge resources.

COBIT 5 Principles: COBIT 5 is built on 5 key principles for the Governance and Management of enterprise Information Technology.

1. Meeting Stakeholder Needs. 2. Covering the Enterprise End-to-End. 3. Applying a Single Integrated Framework. 4. Enabling a Holistic approach. 5. Separating Governance from Management.

COBIT 5 defines 7 categories of enablers: 1. Principles, Policies and Frameworks. 2.

Processes. 3. Organizational Structures 4. Culture, Ethics and Behavior. 5. Information. 6. Services, Infrastructure and Applications. 7. People, Skills and Competencies Board room executives need to take three important steps toward building IT Governance:

1. Get informed. Take a structured approach to assessing business and IT objectives.

2. Get aligned. Implement and enforce internal controls across the extended enterprise.

3. Get smart. Use a scorecard methodology to proactively highlight risks and identify, monitor and address.

Following suggestive questions, Independent Directors can place as agenda item about IT investment and Risk before board for discussion. a) How Strategic Importance of IT to the Business, evaluated, determined and executed? b) How IT capabilities are evaluated periodically with respect to competition, market structure & Client needs that could threaten business? c) How funds (Capex & Opex) are allocated across the portfolio of IT investments to ensure an efficient risk return? d) How IT Portfolio realize efficiency in operation (benchmarked against similar business) in business, in terms of Bottom line? e) How IT portfolio add Value creation, in terms of Top Line reference to business. f) What trade-offs are you making in managing the IT portfolio? g) How effectiveness of major IT programs execution and results are evaluated. h) How IT staffing expertise, turnover, and talent attracted and retained. i) How third party service providers and suppliers relationships monitored and controlled. j) Has board considered for creation of an IT subcommittee? k) Who on the Management Team has responsibility for IT corporate Governance?

Does he/she empower sufficiently? l) Does management table periodic conduct of Risk assessment report and action items, covering use of IT resources, outsourced services and third party communication based on documented IT Risk Management Methodology policy? m) Has business identified to comply with privacy regulation? If so does someone from management responsible for privacy policy, privacy legislation and compliance therewith? n) Has Business identified necessary legislative and regulatory requirements for protecting personal information and developed a policy and procedure for monitoring compliance with them? o) If the business involved either directly or indirectly in e-business activity. Does business has specific review of Risks and controls over the e-business activities? Does e-business

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019 activities appropriately protected from external and internal threats? Does threat results, lead to loss of customer satisfaction or public embarrassment? p) Has IT Disaster Recovery Planning and business Continuity policy. Process and procedure in place? q) Does business have policies covering software licenses, agreements and copyright been formulated and disseminated to relevant stakeholder. Ways to address legal implications. r) Does Management ensure data integrity, completeness, accuracy and timeliness for key decision making sources like MIS, report & databases? s) Does Management place before board periodic audit report & action plan of mitigation and remediation controls as per documented Audit policy of the business? t) How to ensure that a breadth of best practice capabilities and processes are in place to protect the firm from operational, compliance and Information security, Information System Security and information Technology risks— both now and in the future?

Six recommendations are important to achieve and maintain the necessary involvement at the management board level: 1. Ensuring a transparent assessment framework—A transparent assessment framework promotes transparent communications and creates clear expectations.

2. Understanding good points and points for improvement—Strong points as well as shortcomings must be explained.

3. Ensuring direct involvement—Signing off on a completed assessment framework by a board

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member responsible for IT increases involvement and prevents a lack of engagement.

4. Benchmarking—Benchmark information shows the organization’s performance relative to its peers.

5. Translating IT risk factors—IT risk factors must be linked to the institution’s risk appetite or operational strategy.

6. Monitoring improvement actions—Active and regular monitoring ensures permanent attention for points for improvement and follow-up thereof.

The results of CMGS implementation provide a determination of process capability and can be used for: 1. Delivering value to the business. This is viewed as an incremental achievement of strategic goals and a clear realization of business benefits through effective and innovative use of IT. 2. Developing IT process improvement.

Periodic measurement of IT processes supports the definition of effective governance of enterprise IT (GEIT) road maps to drive continuous improvement.

3. Measuring the achievement of business goals. Each business goal can be evaluated every time the related GEIT processes are evaluated.

4. Generating consistent reports. .

5. Ensuring organizational compliance.

6. Benchmarking. Periodic measurement of GEIT process capabilities allows for constructive and ongoing comparison between businesses employing the same or equivalent industry best practices.

INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019

Glassless 3D Technology A 3D Solution without glasses - the future of 3D Technology Mr. M. Venkatesan Founder / CEO, SAI3D (a unit of SAI Media Productions) India–Canada Abstract: Today it's hard to find a person who's never heard about 3D technology. With the popularity of 3D tablets, 3D TV sets, 3D laptops and 3D smartphones on the rise it's no wonder that more and more people are getting interested in the nature of three dimensional technology. 3D vision has started with the invention of stereoscopic 3D concept and has gradually evolved to many modern methods of 3D technology. So if you can tell the difference between anaglyph red cyan, polarized and shutter 3D glasses, you definitely have a clear perception of what 3D is and how it works . Most of us associate 3D technology with the use of special glasses or virtual reality headgear to filter what image each of our eyes sees. But what do we know about 3D without glasses? Is it just a futuristic concept or already a reality?

The visible world around us has three dimensions: width (X), height (Y) and depth (Z).

How 3D without glasses works?

eye-tracking and multiple views. The eye-tracking system was first implemented in autostereoscopic 3D displays by Reinhard Boerner in 1985.

The technology of 3D without glasses is called autostereoscopy. Because this kind of three dimensional technologies doesn't utilize special spectacles or headgear it became also known as glasses-less 3D or glasses free 3D.

In order to experience depth, we require information from the other two perspectives. Each of our eyes picks up a slightly different image and, thanks to this information, our brain is able to draw conclusions about how far away an object is from us and this allows us to experience 3D with auto-stereoscopy technology.

Glasses less 3D is approaches of viewing:

based

on

two

different

Those 3D displays with eye-tracking employed provided high resolution, but were limited to a single viewer only.

That's why eye-tracking approach can't be widely used for consumer products. The alternative concept is multiple views technique that has swiftly become the next best thing in the development of glasses-free 3D. This particular approach is based on sending imagery to multiple regions of viewing at once, thus enabling several viewing zones. Today this concept is implemented in the most flat panel displays, because it allows simultaneous viewing for multiple spectators.

The methods of 3D technology without glasses include a parallax barrier, lenticular, volumetric and holographic techniques.

Auto-stereoscopy is a method of displaying stereoscopic images (adding binocular perception of 3D depth) without the use of special headgear or glasses on the part of the viewer. Because headgear is not required, it is also called "glasses-free 3D" or "glasses less 3D".

Glasses-less 3D Methods 1) Parallax barrier This method is widely used in modern 3D liquid crystal displays. Parallax barrier is a special device with a

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019 series of precision slits that's placed in front of LCD, serving as a filter for output image perception. The slits allow left and right eye to see their corresponding image, which is produced by a different set of pixels. That's how the illusion of 3D vision is created by parallax barriers.

To have a clearer understanding of this method see the image - it should help a lot.

The technique of lenticular lenses as a method of receiving a glasses-free 3D image is executed in Nintendo 3DS and iPhone and iPod touch in the form of third-party hardware overlay & screens.

Lenticular lens Work method

The examples of parallax barrier employed in consumer products are Nintendo 3DS game console, HTC EVO 3D and LG Optimus 3D smartphones. Also used in Range Rover's navigation system, the parallax method allows both the driver to view GPS directions and a passenger to watch movies from the same display simultaneously.

However, the parallax method is not perfect, because it has some disadvantages. First one is that in order to experience stereoscopic 3D effect the viewer must be positioned at a certain angle to the display. That's actually not a big problem if we're talking about video game consoles or smartphones, but not good when it comes to 3D TV sets, laptops etc. Another constraint is that the count of horizontal pixels that work to create a different image for each eye is limited to one half.

Image 2a

2) Lenticular lens

The second mostly used method of glasses free 3D is lenticular lens technique. You may have heard about lenticular printing that creates the illusion of depth, haven't you? If not then you should know that an autostereoscopic 3D display with lenticular lenses utilized is actually the same technique as lenticular printing. Generally speaking the lenticular method is based on the use of magnifying lenses. Those lenses are set in arrays to produce slightly different images when viewed from different angles. They are also constructed in such way that when you see the image from one angle and then move to another angle the image changes as well and even moves (see the image).

Image – 2b

3) Volumetric displays Another type of autostereoscopic 3D is a volumetric display. This method relates to the construction of three dimensional images by means of various physical mechanisms. Volumetric displays use light fields to reconstruct 3D object in the volume of space. The created 3D images are thus measured in voxels (volumetric pixels) and can be seen with the unaided eye. A good example of volumetric imaging

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019 devices are 3D displays used for tomography (see the image below).

imprint on some recording medium (photographic plate or other) placed in the interference area.

The main advantage of volumetric displays is that they allow automultiscopic (auto stereoscopic multiple viewing) 3D experience.

Holography today is used in modern holographic displays with lasers being the main light source. Lasers are utilized mainly because they are powerful light beams and have a fixed wavelength. The spreading of holographic 3D displays is wide in the artistic field; usually this process is combined with music and computer graphics.

The recent most notable artistic use of holographic display took place on April 15th earlier this year at 2012 Coachella Valley Music & Arts Festival.

The Tupac Hologram: The Act that Kick started the Hologram Trend

Image - Va1

Image -- Th1

Image -Va2

4) Holographic displays The method of holography is based on reconstructing 3D objects using light recording. A hologram is created when an interference of several electromagnetic waves with equal frequencies occurs.

During a hologram recording two electromagnetic waves intersect: the main wave is emanated from the source while the second one is reflected from the object that's being recorded. A pattern of such interference leaves an

Image – Th2 There a hologram of deceased famous rapper Tupac Shakur was projected on the stage, giving a lifelike 3D music performance, soon many artists and groups recreated Holograms of Michel Jackson and other Artist in Musical concerts.

It’s important to note that 3d technology without glasses isn’t new; it has been used in a limited way with televisions. What is new with this research is its potential

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019 application to the film industry along with improvements in picture quality.

Market experts have stressed that “it remains to be seen whether the approach is financially feasible enough to scale up to a full-blown theatre”, but went on to say “we are optimistic that this is an important next step in developing glasses-free 3D for large spaces like movie theatres and auditoriums.”

It could take a while for the technology to get to a stage where it can be used in multiplexes, and the market may need convincing to adopt something which is expected to cost a lot of money. It could prove to be attractive to the advertising industry who may want to use it for billboards, allowing the technology to be introduced at incrementally larger stages.

About the author

Mr. M. Venkatesan is a Media Technology Consultant & Entrepreneur.

He heads the technology company, Sai Media Productions (www.saiproductionsindia.com) engaged in IT, Film Production Technology & Ad Media Industry projects in India & Canada. A professionally qualified person with D.F.M & PGD. D.F.Tech, and BSc-IT, he has represented India in various international forums and technology events and film festivals. As an active technologist, writer & global entrepreneur and a key south Indian filmmaker in the Indo-Canadian international delegation to Canada, he has contributed and participated for the landmark IndoCanadian Co-Production Pact “Audio-Visual CoProduction Treaty" signed between India and Canada, at Toronto in Sep 2015.

Image -- Avh1 The thought of seeing James Cameron’s next Avatar instalment or the latest high-octane thriller played out in 3D without glasses could push the technology forward and get people to return in droves to the silver screen.

With the constant development of 3D technology and the new inventions of our technological age the 3D glasses as we know them will soon become a thing of the past. So whether you are a fan of 3D or not you simply can't deny that 3D without glasses is the future of 3D vision. When it becomes a common practice and employed in the most devices all the last doubts will fall away.

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Corporate Governance — Emerging Trends Premanand Narasimhan FIET, MIEEE, MBCS (UK), FIoD (Ind) Chennai, India premvn@gmail.com

Abstract— Corporate governance. The framework of rules and practices by which a board of directors ensures accountability, fairness, and transparency in a company's relationship with its all stakeholders (financiers, customers, management, employees, government, and the community)

3. Responsiveness 4. Consensus Oriented 5. Equity and Inclusiveness 6. Effectiveness and Efficiency 7. Accountability.

8. Participation. .

I. INTRODUCTION

III. KEY COMPONENTS OF CORPORATE GOVERNANCE

Corporate governance includes the processes through which corporations' objectives are set and pursued in the context of the social, regulatory and market environment. These include monitoring the actions, policies, practices, and decisions of corporations, their agents, and affected stakeholders.

Corporate governance practices can be seen as attempts to align the interests of stakeholders.[4][5] Interest in the corporate governance practices of modern corporations, particularly in relation to accountability, increased following the high-profile collapses of a number of large corporations in 2001–2002, many of which involved accounting fraud; and then again after the recent financial crisis in 2008.

The need for corporate governance follows the need to mitigate cconflicts of interests between stakeholders in corporations.[3] These conflicts of interests appear as a consequence of diverging wants between both shareholders and upper management (principal-agent problems) and among shareholders (principal-principal problems),[7] although also other stakeholder relations are affected and coordinated through corporate governance.

II. EIGHT ELEMENTS OF GOOD GOVERNANCE 1. Rule of Law 2. Transparency

The key components of successful corporate governance are given below. Every organization large or small should concentrate and inculcate these components in every activity that they undertake to conduct the business, most important are points C, D and E. A. Clear Organizational Strategy.

B. Effective Risk Management C. Discipline and Commitment.

D. Fairness to Employees and Customers.

E. Transparency and Information Sharing.

F. Corporate Social Responsibility.

G. Regular Self-Evaluation

IV. GOOD GOVERNANCE EXPLAINED Rule of Law Good governance requires fair legal frameworks that are enforced impartially. It also requires full protection of human rights, particularly those of minorities. Impartial enforcement of laws requires an independent judiciary and an impartial and incorruptible police force.

Transparency

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019 Transparency means that decisions taken and their enforcement are done in a manner that follows rules and regulations. It also means that information is freely available and directly accessible to those who will be affected by such decisions and their enforcement. It also means that enough information is provided and that it is provided in easily understandable forms and media.

depending on whether decisions or actions taken are internal or external to an organization or institution. In general an organization or an institution is accountable to those who will be affected by its decisions or actions.

Accountability cannot be enforced without transparency and the rule of law.

Participation

Responsiveness Good governance requires that institutions and processes try to serve all stakeholders within a reasonable timeframe Consensus Oriented There are several actors and as many view points in a given society. Good governance requires mediation of the different interests in society to reach a broad consensus in society on what is in the best interest of the whole community and how this can be achieved. It also requires a broad and long-term perspective on what is needed for sustainable human development and how to achieve the goals of such development. This can only result from an understanding of the historical, cultural and social contexts of a given society or community.

Participation by both men and women is a key cornerstone of good governance. Participation could be either direct or through legitimate intermediate institutions or representatives. It is important to point out that representative democracy does not necessarily mean that the concerns of the most vulnerable in society would be taken into consideration in decision making.

Participation needs to be informed and organized. This means freedom of association and expression on the one hand and an organized civil society on the other hand.

Equity and Inclusiveness A society’s well-being depends on ensuring that all its members feel that they have a stake in it and do not feel excluded from the mainstream of society. This requires all groups, but particularly the most vulnerable, have opportunities to improve or maintain their well-being.

Effectiveness and Efficiency Good governance means that processes and institutions produce results that meet the needs of society while making the best use of resources at their disposal. The concept of efficiency in the context of good governance also covers the sustainable use of natural resources and the protection of the environment.

Accountability Accountability is a key requirement of good governance.

Not only governmental institutions but also the private sector and civil society organizations must be accountable to the public and to their institutional stakeholders. Who is accountable to who varies

V. HOW GOOD GOVERNANCE CAN MAKE LIFE BETTER

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019 Many organizations have already realized that if they want to be successful, they must have a sense of responsibility not only for their business activities, but also for the whole society. That approach is entirely consistent with the basic idea of the concept of corporate social responsibility (CSR). In the economic area of the CSR concept, corporate governance plays an important role. Based on the OECD definition, corporate governance (CG) is a system by which business corporations are directed and controlled.

Responsibility in business again come to the fore and the current period is one of the factors that can significantly contribute to achieving stability and sustainable growth in the global economic environment.

Enterprises should build their position on the principles of transparency and integrated approach to sustainable products and services, and the active cooperation of all stakeholders contribute to the overall well-being of society and the entire planet.

Responsible behavior is not a one-off or short-term matter; it has to be a long-term consistent business philosophy. It often involves radical changes in the thinking of owners, managers and employees of companies, who apart from their own corporate interests and needs and wishes of customers also factor in longterm interests of the society.

Thus Good Governance can lead to Good Quality of Life for all stakeholders

VI. EMERGING TRENDS GLOBAL Institutional investors (both active managers and index fund giants) spent the last few years raising their expectations of public company boards—a trend we expect to see continue in 2019. The demand for board quality, effectiveness, and accountability to shareholders will continue to accelerate across all global markets.

Toward the end of each year, Russell Reynolds Associates interviews a global mix of institutional and activist investors, pension fund managers, proxy advisors, and other corporate governance professionals regarding the trends and challenges that public company boards may face in the coming year. This year we interviewed over 40 experts to develop our insights and identify trends.

Board quality and composition Since investors cannot see behind the boardroom veil, they have little choice but to rely on various governance

criteria as a stand-in for board quality: whether the board is truly independent, whether its composition is deliberate and under regular review, and whether board competencies align with and support the company’s forward-looking strategy. Directors face increased scrutiny around how equipped the board is with industry knowledge, capital allocation skills, and transformation experience. Institutional investors are pushing to further encourage robust, independent, and regular board evaluation processes that may result in board evolution.

Boards will need to be vigilant as they consider individual tenure, director over boarding, and gender imbalance—all of which may provoke votes against the nominating committee or its chair. Gender diversity continues to be an area of focus across many countries and investors. Companies can expect increased pressure to disclose their prioritization of board competencies, board succession plans, and how they are building a diverse pipeline of director candidates.

Norges Bank Investment Management, the world’s largest sovereign wealth fund, has set a new standard for at least two independent directors with relevant industry experience on each of their 9,000 investee boards.

Deeper focus on oversight of corporate culture.

Human capital and intangible assets, including organizational culture and reputation, are important aspects of enterprise value, as they directly impact the ability to attract and retain top talent. Culture risk exists when there is misalignment between the values a company seeks to embody and the behaviors it demonstrates. Investors are keen to learn how boards are engaging with management on this issue and how they go about understanding corporate culture. A few compensation committees are including culture and broader human capital issues as part of their remit.

Investors placing limits on shareholder primacy and emphasizing long-termism.

The role of corporations in many countries is evolving to include meeting the needs of a broader set of stakeholders. Global investors are increasingly discussing social value; long-termism; and environment, social, and governance (ESG) changes that are shifting corporations from a pure shareholder primacy model.

While BlackRock CEO Larry Fink’s 2018 letter to investee companies on the importance of social purpose and a strategy for achieving long-term growth generated

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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO.7 JULY 2019 discussion in the US, much of the rest of the world viewed this as further confirmation of the focus on broader stakeholder, as well as shareholder, concerns.

Institutional investors are more actively focusing on longtermism and partnering with groups to increase the emphasis on long-term, sustainable results.

ESG continues to be a critical issue globally Asset managers and asset owners are integrating ESG into investment decisions, some under the framework of sustainability or integrated reporting. The priority for investors will be linking sustainability to long-term value creation and balancing ESG risks with opportunities.

ESG oversight, improved disclosure, relative company performance against peers, and understanding how these issues are built into corporate strategy will become key focus areas. Climate change and sustainability are critical issues to many investors and are at the forefront of governance in many countries. Some investors regard technology disruption and cybersecurity as ESG issues, while others continue to categorize them as a major business risk. Either way, investors want to understand how boards are providing adequate oversight of technology disruption and cyber risk.

Activist investors continue to impact boards.

Activist investors are using various strategies to achieve their objectives. The question for boards is no longer if, but when and why an activist gets involved. The characterization of activists as hostile antagonists is waning, as some activists are becoming more constructive with management. Institutional investors are increasingly open to activists’ perspectives and are deploying activist tactics to bring about desired change.

Activists continue to pay close attention to individual director performance and oversight failures. We are seeing even more boards becoming “their own activist� or commissioning independent assessments to preemptively identify vulnerabilities. Firms such as Russell Reynolds are conducting more directorvulnerability analysis, looking at the strengths and weaknesses of board composition and proactively identifying where activists may attack director composition. In the following sections, we explore these trends and how they will impact the United States and Canada, the European Union and the United Kingdom, Brazil, India, and Japan.

VII. EMERGING TRENDS Regulatory Reform Motivated by a desire to attract global investments, curb corruption, and strengthen corporate governance, India is continuing to push for regulatory reform. In the spring of 2018, much to the surprise of many, the Securities and Exchange Board of India (SEBI) adopted many of the 81 provisions put forward by the Kotak Committee.

The adoption of the recommendations has caused many companies to consider and aspire to meet this new standard. Kotak implementation has triggered a significant wave of governance implications centered around improving transparency and financial reporting.

The adoption of these governance reforms is staggered, with most companies striving to reach compliance between April 2019 and April 2020.

Board composition, leadership, and independence.

Boards will face enhanced disclosure rules regarding the skills and experience of directors, which has triggered many companies to engage in board composition assessments. Directors will also be limited in the number of boards they can serve on simultaneously: eight in 2019; seven in 2020. The top 1,000 listed companies in India will need to ensure they have a minimum of six directors on their boards by April 2019, with the next 1,000 having an additional year to comply. Among other changes are new criteria for independence determinations and changes to director compensation.

Additionally, the CEO or managing director role and the chair role must be separated and cannot be held by the same person for the top 500 listed companies by market capitalization. This will significantly change board leadership and control in many companies where the role was held by the same person, and it will boost overall independence. To further drive board and director independence, the definition of independence was strengthened, and board interlocks will receive greater scrutiny.

Board Diversity India continues to make improvements toward gender diversity five years after the Companies Act of 2013 and ongoing pressure from investors and policymakers.

Nevertheless, institutional investors and proxy advisors are calling for more progress, as a quarter of women appointments are held by family members of the

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Starting in 2019, boards of the top 500 listed companies will need to ensure they have at least one independent woman director; by 2020, the top 1,000 listed companies will need to comply.

Board Effectiveness The reforms also include a requirement for the implementation of an oversight process for succession planning and updating the board evaluation and director review process.

Investor Expectations Governance stakeholders are eager to see how much progress Indian companies will make during the next 18 months, but many are not overly optimistic given the magnitude of change required in such a short period of time. Investors are setting their expectations accordingly and understand that regional governance norms will not transform overnight. While it is unclear exactly how the government and regulators will respond to noncompliance, companies and their boards are feeling anxious about the potential repercussions and penalties.

VIII.

CONCLUSION

Good governance is an ideal which is difficult to achieve in its totality. Very few countries and societies have come close to achieving good governance in its totality. However, to ensure sustainable human development, actions must be taken to work towards this ideal with the aim of making it a reality.

REFERENCES [1] Corporate Governance Wikipedia [2] Accounting Today

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