RFID implementation and performance analysis of a short MQQ digital signature

Contactless smart cards (RFID cards) have been widely used for manyapplications such as epassport, ebanking, transit fare payment and accesscontrol systems. These cards have limited resources for performing arithmeticand logical operations and storing data along with program code. Asasymmetric cryptographic algorithms, performs time consuming complexoperations and demands more resources therefore these operations are performedin the special co-processors inside smart cards. The implementationof these extra co-processors increase the cost of smart cards.Recently a new algorithm Multivariate Quadratic Quasigroup (MQQ) hasbeen proposed for asymmetric cryptography and it is claimed that decryptionoprations are faster than already existing algorithms (RSA, ECC) [17].Eventually, a digital signature scheme based on MQQ has been proposedand it is named as MQQ-SIG [28]. In original MQQ public key algorithmthe size of private and public key was quite large in (KBytes). The size ofprivate key has been significantly reduced in MQQ-SIG scheme. Due tothis improvement in the private key size, it becomes possible to implementsigning procedure of MQQ-SIG inside contactless smart card. The fastsigning speed and simple operations performed in signing makes MQQSIGan appealing choice for smart cards which has constrained resourcescomparatively to other devices such as mobile cell phones and personalcomputers (PC).In this thesis we have implemented the digital signature part of MQQ-SIGalgorithm in Java for the 8-bit contactless smart card from the NXP familyJCOP 41 V2.2.1. These cards have Java Card Virtual Machine (JCVM)which enables limited features of Java. This is a completely original workand as far as we know there are no other Java implementations of MQQSIGdigital signature.Key generation part of MQQ is quite time consuming and therefore can notbe implemented inside smart cards. Similarly, verification part of MQQSIGutilize public key for verification of signed message. The public keyof MQQ scheme is quite large in hundreds of KBytes and therefore cannot be stored inside smart cards. These two parts of MQQ-SIG has beenimplemented on desktop computers and are not part of our Master thesis

Broadcast mobile television service in Finland : a techno-economic analysis

Kaupallinen DVB-H-tekniikkaan perustuva, matkaviestimillä vastaanotettaville digitaalisille joukkoviestintäpalveluille (DVB-H-mobiilitelevisio) tarkoitettu verkkotoimilupa myönnettiin Digita Oy:lle Suomessa maaliskuussa 2006. Vuotta myöhemmin verkko on toiminnassa, mutta Suomessa ei toimi palveluoperaattoreita eikä yleisölle ole myynnissä DVB-H-vastaanottimia. Yksi mahdollinen syy nykytilanteeseen on parhaisiin liiketoimintamalleihin liittyvä epävarmuus matkaviestinoperaattoreiden ja TV-yhtiöiden kannalta. Tämä DVB-H-liiketoiminnan tulevaisuutta koskeva epävarmuus synnytti motivaation ja kiinnostuksen tämän tutkimuksen tekemiseen. Tämän tutkimuksen tarkoituksena on tunnistaa DVB-H-mobiilitelevision todennäköiset liiketoimintamallit ja järjestää ne taloudellisen suorituskyvyn mukaan. Valitsimme tutkimusmenetelmäksi teknis-taloudellisen analyysin, ja rakensimme DVB-H-mobiilitelevision liiketoimintaekosysteemistä kvantitatiivisen mallin, joka mahdollistaa potentiaalisten kassavirtojen arvioinnin eri parametrein. Keräsimme lähtötiedot mallia varten kirjallisuuskatsauksella sekä haastattelemalla kattavan määrän alan johtavia asiantuntijoita. Teknis-taloudellisen analyysin tulokset tukevat haastateltujen asiantuntijoiden vallitsevia odotuksia: DVB-H-palvelut eivät todennäköisesti tule olemaan suuri tulonlähde tai seuraava 'tappajasovellus' matkaviestinoperaattoreille tai TV-yhtiöille Suomessa. Tulosten mukaan matkaviestinoperaattorin kannalta riskittömin liiketoimintamalli olisi yhteistoiminta TV-yhtiöiden kanssa palvelujen tuomiseksi markkinoille. Tässä mallissa TV-yhtiöt hankkisivat lähetyskapasiteetin ja ohjelmistosisällön, ja matkaviestinoperaattori hoitaisi palvelujen myynnin ja markkinoinnin kuluttajille. Kuitenkin suurin potentiaali arvon luomiselle sekä matkaviestinoperaattorin että TV-yhtiön kannalta näyttäisi olevan toistensa roolin omaksumisessa (matkaviestinoperaattorista tulisi DVB-H-TV-yhtiö, tai TV-yhtiö myisi DVB-H-palveluja suoraan kuluttajille ohittaen matkaviestinoperaattorit). Näihin malleihin kuitenkin liittyy myös huomattavasti korkeammat riskit. Yhteenvetona tulokset näyttävät intressiristiriidan näiden kahden avainosapuolen välillä liittyen kustannusten ja mahdollisten tuottojen jakamiseen. Matkaviestinoperaattorit, TV-yhtiöt ja muut DVB-H-mobiilitelevisiosta kiinnostuneet osapuolet voivat käyttää tämän tutkimuksen tuloksia vertailukohtana omille tutkimuksilleen. Mikä tärkeämpää, tulokset voivat mahdollistaa uusia keskusteluja osapuolten välillä. Lisäksi tämä diplomityö pohjustaa jatkotutkimuksia DVB-H-tekniikan kaupallistamisen liiketoimintamalleihin.A commercial DVB-H mobile TV spectrum licence was awarded to Digita Oy in Finland in March 2006. One year later, the network infrastructure is operational but there are no service operators or DVB-H enabled handsets available to the public. One possible reason for the current situation is the uncertainty concerning best business models for both mobile operators and broadcasters. This uncertainty surrounding the future of the DVB-H business sparked the motivation and interest for conducting this study. The purpose of this study is to identify plausible DVB-H mobile TV business models, and to evaluate and rank such models according to their economic performance prospects. We chose techno-economic analysis as the research method, and constructed a quantitative model of the DVB-H mobile TV business ecosystem, enabling the evaluation of potential cash flows with different parameters. We collected data for the modelling through conducting a literature review as well as a comprehensive set of interviews with leading industry experts. The results of the techno-economic analysis support the dominant expectations of the interviewed experts. DVB-H mobile TV services are not likely to become a major source of revenues, let alone the next 'killer application', for mobile operators or broadcasters in Finland. This study indicates that the least risky and easiest-to-implement business model for a mobile operator appears to be co-operating with broadcasters to bring the new services to market. According to the proposed business model, broadcasters would take care of attaining the required DVB-H network capacity as well as provide the programming, whilst mobile operators would take care of the sales and marketing of the new services to consumers. Yet the foremost value creation potential for mobile operators and broadcasters appears to be in also performing the other party's role (a mobile operator becoming a DVB-H broadcaster, or a broadcaster selling DVB-H services directly to consumers, bypassing mobile operators). These models are, however, also associated with considerably higher risks. To conclude, the results of this study indicate a conflict of interests between the two key parties regarding the sharing of costs and potential revenues. Mobile operators, broadcasters, and other parties interested in DVB-H mobile TV business, can use the results of this study for reference and comparison with their own calculations. More importantly, the results can provide avenues for new discussions between the parties. In addition, this study paves ground for further research on potential business models concerning the commercialisation of the DVB-H mobile TV service technology

Smart card technology and its perspective in Hong Kong.

by Yu Wai-Yip.Thesis (M.B.A.)--Chinese University of Hong Kong, 1997.Includes bibliographical references (leaves 51-57).TABLE OF CONTENTS --- p.iLIST OF EXHIBITS --- p.iiiChapterChapter I. --- INTRODUCTION --- p.1Project Objectives --- p.3Methodology --- p.3Chapter II. --- WHAT IS SMART CARD --- p.5A Brief History of Smart Card --- p.5Classifications of Smart Card --- p.7Categorization by Security LevelContact Vs ContactlessChapter III. --- EVOLUTION OF SMART CARD MARKETS --- p.11Smart Card Versus Magnetic Stripe Card --- p.11Possible Applications --- p.13Payment ApplicationsTransportation ApplicationsHealthcare ApplicationsTelecommuncations ApplicationsGlobal Market Trend --- p.22Chapter IV. --- SMART CARD APPLICATIONS IN HONG KONG --- p.25Transportation Applications --- p.27Healthcare Applications --- p.28Payment Applications --- p.30Mondex Card and Visa Cash CardHong Kong Jockey Club Smart CardIdentification Applications --- p.32Chapter V. --- ANALYSIS OF THE HONG KONG SMART CARD MARKET --- p.33Smart Card as An Individual Product --- p.34Smart Card as a Form of Monetary Exchange --- p.34Smart Card as a System --- p.36Technological EnvironmentPolitical-legal EnvironmentCompetitive EnvironmentEconomic EnvironmentSocio-cultural EnvironmentPerspertive of All-in-one Smart Card in Hong Kong --- p.43Chapter VI --- SUMMARY AND CONCLUSIONS --- p.47Summary --- p.47Conclusions --- p.48BIBLIOGRAPHY --- p.5

Information Systems : A Manager's Guide to Harnessing Technology

1. Setting the Stage: Technology and the Modern Enterprise2. Strategy and Technology: Concepts and Frameworks for Understanding What Separates Winners from Losers3. Zara: Fast Fashion from Savvy Systems4. Netflix: The Making of an E-commerce Giant and the Uncertain Future of Atoms to Bits5. Moore�s Law: Fast, Cheap Computing and What It Means for the Manager6. Understanding Network Effects7. Peer Production, Social Media, and Web 2.08. Facebook: Building a Business from the Social Graph9. Understanding Software: A Primer for Managers10. Software in Flux: Partly Cloudy and Sometimes Free11. The Data Asset: Databases, Business Intelligence, and Competitive Advantage12. A Manager�s Guide to the Internet and Telecommunications13. Information Security: Barbarians at the Gateway (and Just About Everywhere Else)14. Google: Search, Online Advertising, and BeyondInformation Systems: A Manager’s Guide to Harnessing Technology is adapted from a work produced by a publisher who has requested that they and the original author not receive attribution. This adapted edition is produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative. It is intended for use in undergraduate and/or graduate courses in Management Information Systems and Information Technology.The teaching approach in Information Systems: A Manager’s Guide to Harnessing Technology can change this. The text offers a proven approach that has garnered student praise, increased IS enrollment, and engaged students to think deeper and more practically about the space where business and technology meet. Every topic is related to specific business examples, so students gain an immediate appreciation of its importance. Rather than lead with technical topics, the book starts with strategic thinking, focusing on big-picture issues that have confounded experts but will engage students. And while chapters introduce concepts, cases on approachable, exciting firms across industries further challenge students to apply what they’ve learned, asking questions like: Why was Netflix able to repel Blockbuster and Walmart? How did Harrah’s Casino’s become twice as profitable as comparably-sized Caesar’s, enabling the former to acquire the latter? How does Spain’s fashion giant Zara, a firm that shuns the sort of offshore manufacturing used by every other popular clothing chain, offer cheap fashions that fly off the shelves, all while achieving growth rates and profit margins that put Gap to shame? Why do technology markets often evolve into winner-take-all or winner take-most scenarios? And how can managers compete when these dynamics are present? Why is Google more profitable than Disney? How much is Facebook really worth?The teaching approach in this text encourages students to think deeper and more practically about the space where business and technology meet. Every topic is related to specific business examples, so students gain an immediate appreciation of its importance. Rather than starting with technical topics, the book starts with strategic thinking, focusing on big-picture issues that interest students

Next Generation Network (NGN)

Das Next Generation Network (NGN) ist ein IP-basierendes Telekommunikationsnetz, das entwickelt wurde um einen nahtlosen Übergang von den herkömmlichen Telefonnetzen zu ermöglichen. Das NGN vereint eine Vielzahl von Zugangsnetzen, die für den Nutzer über ein einheitliches Netzmodell wie ein einzelnes Netz nutzbar sind. Mit der Einführung des NGN werden auch neue Leistungsmerkmale in den Telekommunikationsnetzen verfügbar. Sprachkommunikation ist dabei nur noch eine Dienstleistung unter vielen, da andere Medien, wie Videokommunikation, Dateitransfer, Textnachrichten oder Chat, genauso für alle Netzteilnehmer nutzbar sind.Ilmenau, Techn. Univ., Diplomarbeit, 201

Biometrics & [and] Security:Combining Fingerprints, Smart Cards and Cryptography

Since the beginning of this brand new century, and especially since the 2001 Sept 11 events in the U.S, several biometric technologies are considered mature enough to be a new tool for security. Generally associated to a personal device for privacy protection, biometric references are stored in secured electronic devices such as smart cards, and systems are using cryptographic tools to communicate with the smart card and securely exchange biometric data. After a general introduction about biometrics, smart cards and cryptography, a second part will introduce our work with fake finger attacks on fingerprint sensors and tests done with different materials. The third part will present our approach for a lightweight fingerprint recognition algorithm for smart cards. The fourth part will detail security protocols used in different applications such as Personal Identity Verification cards. We will discuss our implementation such as the one we developed for the NIST to be used in PIV smart cards. Finally, a fifth part will address Cryptography-Biometrics interaction. We will highlight the antagonism between Cryptography – determinism, stable data – and Biometrics – statistical, error-prone –. Then we will present our application of challenge-response protocol to biometric data for easing the fingerprint recognition process