Thursday, November 21, 2019

NETWORK DESIGN

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Acme Company is a worldwide company with offices in Los Angeles, Chicago, New York City, Miami, London, Frankfurt, Tokyo and Rio de Janeiro. Acme Company develops audio and video special effects for the entertainment and advertising industries. In Los Angeles, the corporate office, there are twenty-five people six in accounting, two in sales, five executives, and eight in administration. The Chicago office has four people two inside sales and two outside sales. The New York office has five people three inside sales and two outside sales. The Miami office has four people two inside sales and two outside sales. The London office has five people three inside sales and two outside sales. The Frankfurt office has three people one inside sales and two outside sales. The Tokyo office has five people three inside sales and two outside sales. The Rio de Janeiro office has five people as well one in marketing, two in sales and two designers.


We are updating on designs and implementations of our networks for the new millennium, which include telephony, computers to handle our constant stream of multimedia between our offices. ACME has servers in the Los Angeles, New York, London and Tokyo offices, and all locations have Internet access and full telephone services, such as voice with conferencing and speed dialing.


Help with essay on NETWORK DESIGNBusiness Problems


Companies are constantly growing and moving forward with changes in the entertainment and advertising industries. Companies expand with increase in customer base, increase in personnel, increase in sales and demands, and increase of operating hours. The network structures are constantly changing to reflect and to accommodate company growth.


Either more storage space has to ease the increase in customer database, or more help provided to give the customers what they want. Research has shown customers' demands and designs relates to increased sales. Businesses have been changing from standard 'eight to five' to 'always-open', 4/7 to serve customers worldwide.


Higher number of transactions, higher volumes of data transmitting back and forth between offices placed companies at risks for virus attacks as well as hackers unauthorized entrance into a company's network making it vulnerable. Adding Virtual Private Networks and firewalls to the paths between the Internet and its Intranet helps to protect important company information. By issuing more back-ups to smaller offices will lower downtime if disaster hits. Transferring data simultaneously to hot-sites, or a third party site such as Iron Mountain, will lower down time as well. Finally, setting up mirror image sites for disaster recovery in areas like Los Angeles and Japan would counter their natural disaster pattern.


ACME took some measures to make its network secure, such as adding symbols, numbers and letters into the equation as passwords for employees.


Overview Voice Network


No matter what line of business you are in and no matter how big or small your business may be, the telephone system is vital to a company's success. It has to be simple and reliable, so that the business doesn't have to spend unnecessary time and money taking care of it. And it has to be flexible so it can adapt to the needs as each business grows and changes. A PBX and a Centrex are the proposed solutions for this company.


In choosing a PBX, the company had to make one of the most important business decisions that a company would have ever had to make, one that would directly impact employee productivity and the business overall. Centrex is a powerful, flexible communications system which can be tailored to fit the calling needs of each office and then change as your business grows. It's like having all the benefits of an advanced flexible phone system, minus all the investment, maintenance and headaches that go along with owning and managing your own system.


ACME has eight different offices that span across the globe. Each of the offices must be able to communicate via dialing a four digit extension or by direct dial. The Los Angeles office has been setup to use a PBX which will be the central host for all internal inbound calls. The PBX is connected to the Public Switched Network which has a direct connection to the outside world. Each of the other offices is either connected via a Point to Point ATM or a T connection. The type of connection is a dedicated line for each of the offices. London, Frankfurt, New York, Miami, Chicago, and Tokyo have been setup to use a Centrex in every individual office that is directly connected to each internal LAN in which all internal calls are routed via VoIP and routers.


Data Network Overview


Throughout each of the offices, depending on its needs, have certain requirements in order to function as a well oiled machine. Each office has a different setup because of the amount of people and its role that it plays for the company. Each of the eight will be discussed in further detail as to show how each is setup.


The overall WAN for the company has been interconnected by high speed data lines that are capable of transmitting 5 MB of information in just a short amount of time. Each of the following offices; Tokyo, Los Angeles, New York, and Frankfurt have been interconnected via the use of ATM. Every office has been setup for a 4 hour/7 days a week setup. In order to provide this type of service, dual ATM lines have been installed; one on a different MPOE to provide such redundancy. One of the two ATM lines that connect each office is the primary line and the other is a backup line that can be utilized in the event of an emergency outage. Each of the lines has a different service provider to ensure constant connection and reliability. Four of the eight offices that service the company, Chicago, Miami, Rio, and London are sales offices that are setup via a high speed T connection to a major hub of the WAN. The sales offices have a similar setup that can almost be mirrored to the larger offices. Each has a smaller scaled version of the larger offices. The four sales offices have been setup to be nearly maintenance free by providing dual T lines from two different carriers to each of the offices. With each of the offices now interconnected, they can show in detail how to justify and show cause for why each of the offices is connected in this fashion.


The Los Angeles office is the headquarters for the company where all traffic and all major transactions for the company take place. The Los Angeles office consists of fifty seven people. There are five people in accounting, two in HR, two in IT, ten Executives, one in legal, two in marketing, ten in sales, and twenty five in Graphic Arts.


In order to meet the needs of this amount of people, the network for the office has been arranged and configured in such a way as to provide the highest possible speed and with redundancy. Each of the workstations has been configured to utilize a gigabit Ethernet card and each is connected to a gigabit switch. Each of the servers in this facility has also been configured with a gigabit also in order to prove the highest possible transfer rate between server and workstation to allow large files to be transferred. Because of the amount of people and the size of the building, two server rooms were setup to provide service for both parts of the building. In order minimize the amount of bottlenecks between server rooms, a fiber line was run to connect each part to keep the network from slowing down at any given time. With the amount of critical information floating around the company via the network, a firewall has been setup to secure and block unnecessary traffic from the other offices and from the Internet also. The servers that are located at these sites handle data storage, email, the Intranet, accounting information, and basic network functions such as DNS, WINS, and DHCP for the clients. The data is backed up and off-sited by another company for safe keeping. The on-site intranet is managed and maintained here on this site. The data from this server is replicated to other intranet servers in Tokyo and in London to provide a redundancy and backup in the event that systems were to go down. Because each office has sales people with laptops the office has been setup with a VPN router to allow sales people to dial up and communicate with the other offices via email.


Tokyo, London, New York City, and Frankfurt are setup quite similar but are a reduced version of the corporate office because of the amount of people. Each of the offices internally are connected using gigabit equipment, have high speed internet connections with a firewall protecting each office. London because of available IT staff can backup and off-site backup data at their facility. The other sales offices such as Rio, Chicago, Miami, and Frankfurt do not have such a high speed and redundant setup. Because of the amount of people, this did not justify the reasoning for setting up such a network but could be considered, but only if the company were to grow in the future.


The types of protocols used within this company vary depending on what equipment and software utilized. All network workstations, servers, and routers use TCP/IP to communicate with each other internally. Because of how each of the offices is setup across the WAN, each router must be configured to use Routing Interface Protocol (RIP) to propagate table changes and IP over ATM to communicate over this type of medium to send data back and forth to the various offices. In order to use email each client must use the SMTP and TCP/IP protocol to receive email from the email sever. The internet and intranet servers host internal and external websites that must use HTTP, FTP, HTTPS to communicate to each of these clients. When each of the client workstations logs into the network Dynamic Host Configuration Protocol (DHCP) is used to issue IP address and other information to each of the clients. Simple Network Management Protocol (SNMP) is installed and utilized on each server and router to monitor the current status of each piece of equipment.


Network Security


Transit security and traffic regulation are two basic methods for network security. The Virtual Private Networks and Packet Level Encryption are options for transit security. Firewalls are widely used for traffic regulation.


When the offices send company information across networks, the information is of high value to their destinations, and if it were intercepted by an unauthorized recipient it would raise flags for the company to prevent these problems from occurring. Unfortunately, connecting systems to networks could open the system itself up to attacks. If a system is compromised, the risk of data loss is high. Therefore, ACME needs to find options to make networks secure. It can be useful to break network security into two general classes one method used to secure data as it transits between networks, and another to regulate what packets are allowed into the network. While both significantly affect the traffic going to and from a site, their objectives are quite different.


Several methods are available to encrypt traffic between a few coordinated sites. For transit security, two popular options are Virtual Private Networks (VPN) and Packet Level Encryption. Given the considerable expense in private leased lines, many organizations have been building VPNs. These provide the ability for two or more offices to communicate with each other in such a way that it looks like they are directly connected over a private leased line. The session between them over the Internet is private, and the link is encrypted and convenient for offices receive each other's internal resources without showing company information to the rest of the world. A virtual private network is implemented at the lowest levels of the TCP/IP protocol that are using an existing TCP/IP connection. The advantages of VPNs are to allow private address space for more machines on networks as well as to allow the packet encryption or translation overhead to decrease the load placed on production machines with dedicated systems.


The other option would be Packet Level Encryption, which encrypt traffic at a higher layer in the TCP/IP stack. The advantages are that the processor overhead dealing with a VPN is eliminated, inter-operability with current applications is not affected, and it is much easier to compile a client program that supports application layer encryption than to build a VPN. It encrypts traffic at essentially any of the layers in the IP stack. It provides fairly transparent encryption to most network applications particularly at the TCP level.


It is important to note that both of these options could have performance impacts on the hosts that implement the protocols, and connect those hosts on the networks. The relatively simple act of encapsulating or converting a packet into a new form requires CPU-time and uses additional network capacity. Encryption can be a CPU-intensive process, and encrypted packets need to be padded to uniform length to guarantee the robustness with some algorithms. Lastly, both options impact on security are related, such as address allocation, fault tolerance and load balancing that needs to be considered before decision-making.


For traffic regulation, it is the most common form of network security on the Internet today. It regulates closely to which types of packets could move between networks. If a packet has malicious intention to a remote host, it would never reach to its destination, so the remote host will be unaffected. Traffic regulation provides screening between hosts and remote sites commonly with routers, firewalls and hosts.


In order to provide some level of separation between the organizations Intranet and the Internet, firewalls have been employed. A firewall is simply a group of components that collectively form a barrier between two networks. They are often a combination of routers, network segments, and host computers. A number of terms specific to firewalls and networking are going to be used throughout this section, so lets introduce them all together.


Bastion host A general-purpose computer used to control access between the internal (private) network (Intranet) and the Internet (or any other untrusted network). Many of the general-purpose features have been turned off, and in many cases, completely removed, in order to improve the security of the machine.


Router A special purpose computer for connecting networks together. Routers also handle certain functions, such as routing, or managing the traffic on the networks they connect.


Access Control List (ACL) Many routers now have the ability to selectively perform their duties, based on a number of facts about a packet that comes to it. This includes things like origination address, destination address, destination service port, and so on. These can be employed to limit the sorts of packets that are allowed to come in and go out of a given network.


Proxy This is the process of having one host act in behalf of another. A host that has the ability to fetch documents from the Internet might be configured as a proxy server, and host on the Intranet might be configured to be proxy clients. In this situation, when a host on the Intranet wishes to fetch the http//www.yahoo.com/ web page, for example, the browser will make a connection to the proxy server, and request the given URL. The proxy server will fetch the document, and return the result to the client. In this way, all hosts on the Intranet are able to access resources on the Internet without having the ability to direct talk to the Internet.


There are three basic types of firewalls, and I will consider each of them.


Application Gateways The first firewalls were application gateways, and are sometimes known as proxy gateways. These are made up of bastion hosts that run special software to act as a proxy server. This software runs at the Application Layer of the ISO/OSI Reference Model. Clients behind the firewall must be proxitized (that is, must know how to use the proxy, and be configured to do so) in order to use Internet services. Traditionally, these have been the most secure, because they dont allow anything to pass by default, but need to have the programs written and turned on in order to begin passing traffic. These are also typically the slowest, because more processes need to be started in order to have a request serviced.


Packet Filtering Packet filtering is a technique whereby routers have ACLs (Access Control Lists) turned on. By default, a router will pass all traffic sent it, and will do so without any sort of restrictions. Employing ACLs is a method for enforcing your security policy with regard to what sorts of access you allow the outside world to have to your internal network, and vice versa.


There is less overhead in packet filtering than with an application gateway, because the feature of access control is performed at a lower ISO/OSI layer (typically, the transport or session layer). Due to the lower overhead and the fact that packet filtering is done with routers, a packet filtering gateway is often much faster than its application layer cousins.


There are problems with this method since TCP/IP has absolutely no means of guaranteeing that the source address is really what it claims to be. As a result, we have to use layers of packet filters in order to localize the traffic. We cant get all the way down to the actual host, but with two layers of packet filters, we can differentiate between a packet that came from the Internet and one that came from the internal network.


Hybrid Systems In an attempt to marry the security of the application layer gateways with the flexibility and speed of packet filtering, systems that use the principles of both have been created. In some of these systems, new connections must be authenticated and approved at the application layer. Once this has been done, the remainder of the connection is passed down to the session layer, where packet filters watch the connection to ensure that only packets that are part of an ongoing (already authenticated and approved) conversation are being passed.


Security is a very difficult topic. Everyone has a different idea of what ``security is, and what levels of risk are acceptable. The key for building a secure network is to define what security means to you or your organization. Once that has been defined, everything that goes on with the network can be evaluated with respect to that policy. Projects and systems can then be broken down into their components, and it becomes much simpler to decide whether what is proposed will conflict with your security policies and practices.


The need for connectivity to the company network outside of the office has increased dramatically in the past several years. Instead of simply dealing with local or regional concerns, many businesses now have to think about global markets and logistics. Many companies have facilities spread out across the country or around the world, and there is one thing that they all need. They need a way to maintain fast, secure and reliable communications wherever their offices are. Until just recently, this has meant the use of leased lines to maintain a wide area network. Leased lines, ranging from ISDN (integrated services digital network, 18 Kbps) to OC (Optical Carrier-, 155 Mbps) fiber, provided a company with a way to expand its private network beyond its immediate geographic area. A WAN had obvious advantages over a public network like the Internet when it came to reliability, performance, and security (About, Inc.). But maintaining a WAN, particularly when using leased lines, can become quite expensive and often rises in cost as the distance between the offices increases. As the popularity of the Internet grew, businesses turned to it as a means of extending their own networks. First came intranets, which are password-protected sites designed for use only by company employees. Now, many companies are creating their own VPN to accommodate the needs of remote employees and distant offices.


There are two common VPN types; remote-access and site-to-site. A remote-access VPN may also be known as a virtual private dial-up network (VPDN), this is a user-to-LAN connection used by a company that has employees who need to connect to the private network from various remote locations. Typically, a corporation that wishes to set up a large remote-access VPN will outsource to an enterprise service provider (ESP). The ESP sets up a network access server (NAS) and provides the remote users with desktop client software for their computers. The telecommuters can then dial a number to reach the NAS and use their VPN client software to access the corporate network.


A site-to-site VPN is accomplished by the use of dedicated equipment and large-scale encryption, a company can connect multiple fixed sites over a public network such as the Internet. Site-to-site VPNs can be either intranet-based or extranet based. An intranet-based VPN would be used if a company has one or more remote locations that they wish to join in a single private network, they can create an intranet VPN to connect LAN to LAN (McDysan). An extranet-based VPN would be used when a company has a close relationship with another company they can build an extranet VPN that connects LAN to LAN, and that allows all of the various companies to work in a shared environment.


A well-designed VPN uses several methods for keeping a company's connection and data secure. A firewall provides a strong barrier between a private network and the Internet. Firewalls can be set to restrict the number of open ports, what type of packets are passed through, and which protocols are allowed through.


Secondly, an encryption method should be used when sending data over a public network. Encryption is the process of taking all the data that one computer is sending to another and encoding it into a form that only the other computer will be able to decode. Most computer encryption systems belong in one of two categories either symmetric-key encryption or public-key encryption.


In symmetric-key encryption, each computer has a secret key or code that it can use to encrypt a packet of information before it is sent over the network to another computer. Symmetric-key requires that each computer that will be talking to each other have a copy of the key. Symmetric-key encryption is essentially the same as a secret code that each of the two computers must know in order to decode the information. The code provides the key to decoding the message (Cisco).


In public-key encryption uses a combination of a private key and a public key. The private key is known only to your computer, while the public key is given by your computer to any computer that wants to communicate securely with it. To decode an encrypted message, a computer must use the public key, provided by the originating computer, and its own private key. A very popular public-key encryption utility is called Pretty Good Privacy (PGP), which allows you to encrypt almost anything.


Another means of security comes by the way of IPSec (Internet Protocol Security). IPSec provides enhanced security features such as better encryption algorithms and more comprehensive authentication. IPSec has two encryption modes, tunnel and transport. Tunnel encrypts the header and the payload of each packet while transport only encrypts the payload. Only systems that are IPSec compliant can take advantage of this protocol. Also, all devices must use a common key and the firewalls of each network must have very similar security policies set up.


AAA (authentication, authorization and accounting) severs are used for more secure access in a remote-access VPN environment. When a request to establish a session comes in from a dial-up client, the request is proxied to the AAA server. AAA then checks the following Who you are (authentication), what you are doing (authorization) and what you actually do (accounting). The accounting information is especially useful for tracking client use for security auditing, billing, or report purposes (About Inc).


Depending on the VPN type (remote-access or site-to-site), that is used there needs to be a certain components to build the VPN. Such as desktop software for each remote user, dedicated hardware such as a VPN concentrator or secure PIX firewall, dedicated VPN server for dial-up services, NAS (network access server) used by service provider for remote-user VPN access, and VPN network and policy-management center. Because there is no widely accepted standard for implementing a VPN, many companies have developed solutions on their own. A VPN concentrator incorporates the most advanced encryption and authentication techniques available, Cisco VPN concentrators are built specifically for creating a remote-access VPN. They provide high availability, high performance and scalability. They also include components, called scalable encryption processing modules, which enable users to easily increase capacity and throughput.


A VPN-optimized router provides scalability, routing, security and QoS (quality of service). Based on the Cisco IOS (Internet Operating System) software, there is a router suitable for every situation. A PIX (private Internet exchange) firewall combines dynamic NAT (network address translation), proxy server, packet filtration, firewall, and VPN capabilities in a single piece of hardware


Most VPNs rely on tunneling to create a private network that reaches across the Internet. Essentially, tunneling is the process of placing an entire packet within another packet and sending it over a network. The protocol of the outer packet is understood by the network and both points, called tunnel interfaces, where the packet enters and exits the network. Tunneling requires three different protocols Carrier protocol, encapsulating protocol, and passenger protocol. Carrier protocol is the used by the network that the information is traveling over (About, Inc.). Encapsulating protocol is the protocol (GRE, IPSec, LF, PPTP, LTP) that is wrapped around the original data. The Passenger protocol (IPX, NetBeui, IP) is the original data being carried. Tunneling has amazing implications for VPNs. For example, a packet that uses a protocol not supported on the Internet (such as NetBeui) inside an IP packet and sends it safely over the Internet. A packet could be used that uses a private (non-routable) IP address inside a packet that uses a globally unique IP address to extend a private network over the Internet.


In a site-to-site VPN, GRE (generic routing encapsulation) is normally the encapsulation protocol that provides the framework for how to package the passenger protocol for transport over the carrier protocol, which is typically IP-based. This includes information on what type of packet is going to be encapsulated and information about the connection between the client and server. Instead of GRE, IPSec in tunnel mode is sometimes used as the encapsulating protocol. IPSec works well on both remote-access and site-to-site VPNs. IPSec must be supported at both tunnel interfaces be able to use. In a remote-access VPN, tunneling normally takes place using PPP. Part of the TCP/IP stack, PPP is the carrier for other IP protocols when communicating over the network between the host computer and a remote system. Remote-access VPN tunneling relies on PPP. Each of the protocols listed were built using the basic structure of PPP and are used by remote-access VPNs LF (Layer Forwarding), PPTP (Point-To-Point Tunneling Protocol), and LTP (Layer Tunneling Protocol).


The future with VPNs as in any technology is more, better, and faster, and that is what Cisco released this past May. Voice and video enabled VPN (VPN) provides cost effective, secure connectivity provided by site-to-site IPSec VPNs for delivering voice, video, and data IP networks. Integrating this solution provides a network infrastructure that enables the latest converged network applications like IP Telephony and Video. The key benefit to this new technology is to offer a decentralized office, such as home connectivity. Being able to offer off-site video-based training and other such affairs will accomplish the most important thing to the company saving the all mighty dollar. With the corporate culture what it is today where E-Commerce, telecommuting, increase in travel, and the decentralization of operations, the need for remote access in now more than ever. VPNs offer a way to keep costs in check. Using the relatively inexpensive bandwidth of the Internet or a service provider's network to connect a user to a corporate network or carry traffic between sites can reduce recurring communications charges.


Virus Protection for a Company Wide Network


Viruses are a security problem that should be addressed with normal security solutions. These include, but are not limited to, establishing written policies to address common security issues, defining appropriate behavior and best practices and publishing them, devising both detection and defense in depth strategies, and clearly defining problem identification and cleanup methodologies (Convery, 00). To combat viruses, a consistent plan must be devised for the entire network. The company must define anti-virus strategies and policies, including what anti-virus products to use, how to distribute them, how to manage them, and when and where to deploy them.


The First Line of Defense


The first line of defense in any anti-virus program is the computer desktop. Since viruses can be introduced through removable media, shared network drives, email, web pages, web mail, ICQ and any other means of transferring files, protection at the desktop is critical to a successful virus defense. This means that all desktops must have anti-virus software installed and running and it must be updated routinely and regularly.


Typically, automated updates are controlled by the anti-virus protection software. Scripts can be written to automate the installation and updating of anti-virus software on the desktop (Schmehl, 00). By doing so the scripts run anytime a user logs onto the domain servers. Virus protection updates can also be made available through a company web site that allows file transfers, particularly useful for those running on a Mac or UNIX/Linux.


The Second Line of Defense


The second line of defense is to educate the users. Instructing users not to open suspect files, not to open suspect attachments, and not to implement a suspect virus infected machine is effectively communicating a standard practice that, believe it or not, most users will tend to follow. The one to do this instructional methodology should be the one that maintains the watchful eye on the network. This would be the network administrator or one of the network administrator staff. This watch dog should involve the users quickly in the fight against virus infection, but should not be the one to cry wolf every time a hoax winds its way inside. It is necessary for the users to establish a trust in this person so that in the true event of disaster, they will be responsive to his/her lead.


The Third Line of Defense


Viruses frequently take advantage of security holes and weaknesses in software, as well as insecure default configurations and "features" that haven't been created with security in mind. According to SANS (Sans.org, 001), the same weaknesses are repeatedly exploited simply because they are seldom repaired, despite the fact that the fix is readily available. (Code Red is proof of this.)


To tackle this problem, the Windows Critical Update Notification Service can be installed so the users can be made aware of the need for updates. To cover critical cases, the install can be made to run during login.


In addition, registry changes can be made to prevent especially dangerous programs from running by default. For example, the default behavior of Visual Basic Scripts can be changed so that they open Notepad rather than running a script.


Summary of Virus Protection


Fighting viruses requires diligence and planning, but it is possible to keep the company relatively virus free. The cornerstone to a successful virus defense is company-wide policies and procedures that establish a unified approach to solving the virus problem. Then it takes a combination of desktop protection, user education, constant OS patching, defense in depth and innovative approaches to implement those policies and make them effective.


Red Cross for the Company Disaster Planning and Continuity


Disaster planning involves establishing hot sites, equipment, and material to support the backup of vital company data. Recovery and continuity in the event of a disaster involves more than these material things in that the resources need to have a method in order to continue the flow of the business process. The ability to bring the company back up on line within (hours/days) is vital to the continued success of the day to day business dealings. The important thing to consider is how well the company organizes its infrastructure to bend and shape into a new direction that even a sudden loss of a key player in the business may require.


Disasters take on many shapes and disguises natural disasters, man-made failures, business events, legal handcuffs, governmental red tape, riots, strikes, or market forces. These events are not the focus here. The focus should be on the repercussions felt by the company's infrastructure as a result of these events. At the instant of disaster, different events create different secondary infrastructure effects (Nemzow, 17). How the company handles the continued operation is the goal.


Business Continuity Planning Tools


First of all, a planned method for restoration order must be in place at all levels of the company; at each site. This planned method will disclose the order of procedure for restoring the system, as a whole and in part, with regards to the company's resources and agreed upon method. This helps to alleviate any convoluted discussion in the event of an emergency such that no misunderstandings occur as to what action is performed first.


Private firms offer insurance plans for business disasters, but that option tends to be expensive and when companies are on the tighter side of an economy, insurance payments tend to be the first cutback that occurs. Outsourced services are more commonly turned to in the recovery or replacement of damaged equipment. Key players may become incapacitated or even killed by the same disaster that damages the equipment. Planning for outsourcing agencies in the human capital must be realized too.


Advanced planning takes several forms. The simplest form up backup structuring is the use of hardware tools for media backup in the form of SANS off the main centers for doing business. Next to be considered is power protection provided by surge protectors and backup battery packs, and alternative communication lines in and out of the various business centers.


Magnetic or optical media are becoming less and less expensive making day to day backup solutions easily attainable. Media backup should be handled by all sites locally as well as remotely through hot-site mirroring. In both cases, backup should be readily accessible in the event of disaster, and that the network devices are available and compatible for recovery efforts. In addition, backup media should be tested for robustness of quality to handle a situation of rolling out for deployment in emergency events.


The next level of backup-tool justification includes communications line filters and emergency backup power supplies. First, batteries fail over time and surge protectors silently do their job without indicating that each surge literally wears them out (by burning away some of the metal oxide used to absorb the power spike). These items should be regularly checked and replaced.


It is also imperative to create a backup communications plan. This includes the redirection of routers to alternative paths in the LANs and WANs, secondary phone or data lines, and perhaps wireless service. This plan is necessary to include a know how for these secondary devices to come into play. New router tables may take hours to implement. Dial-up phone lines replacing a dedicated T- may not provide the necessary bandwidth that some of the offices need. Furthermore, people at the remote offices must know how to switch over in order to connect to affected office.


By incorporating all of these methods at each site and on the company as a whole, at the very least it can bring some sense of stability in that the course of recovery is already in place. Moreover, the losses can be measured by how soon the profits can start coming back in.


Conclusion Network Solution


In today's economy, companies always must consider the cost of doing business. Certainly there could be more stringent plans, and most certainly more flexible ones. The primary focus here is to meet a goal as required by the company. It is to provide the necessary structure in meeting the speed requirements while not being a suggestion of overkill. Security and monitoring of the system is met; backup and recovery is met; company wide policies regarding each of these areas are suggested. The necessary resources regarding this system are readily available and, within a reasonable timeline, readily deployable.


This solution represents a company-wide installation that involves all players abroad and at the home office. It provides a method where all are involved yet when implemented, will run smoothly without disrupting the primary purposes of the company its uninterruptible business.


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Wednesday, November 20, 2019

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good is almost always bound to come from it.


It was early morning, and I inevitably ended up arriving late for my classes at my


new school. Just as I had predicted, my day was already turning into a train wreck. As I


dreaded even showing up to my first class, I happened to glance around and notice that


this school was nearly three times as large as the previous one I attended. As I stood with


my schedule in hand, staring blankly as the other students scurried past me to their classes,


I heard a voice behind me. "Hi, would you like me to show you to your first class?" I


turned around and noticed an unfamiliar face. She was about five feet, four inches tall,


with wavy light brown hair and rich brown eyes. I briskly responded, "Uh, yea, sure!" So,


then she graciously showed me off to my first class. I stood at the door, hesitantly to open


it in fear of what awaited me. Expecting the worse, I turned the door knob and walked in.


The teacher gave me a sharp look and said, "What is your excuse for being late?" I tensely


replied, "I just transferred here from another school, and I had trouble finding this class."


The teacher seemed to ease up a bit, "Well, that's understandable. Now, go, take a seat."


All the anxiety and fear I had built up about being late for my first class on the first day of


school finally wore off. But as soon as I began to develop a positive attitude towards the


situation of being in a new school, something hit me which completely changed my


attitude back to pessimistic. The unfortunate circumstance of a new, broken, locker.


By the time the afternoon had arrived, it was time that I made my first visit to my


locker. With my head held low, contemplating the worst, I stepped up to my locker.


With nervous hands, I made my first attempt at opening it. To my misfortune, I ended up


with a broken. And from the broken locker came a very unlucky chain of events. First off,


all the books I was having to carry spilled out of my arms and straight to the ground.


Then, the other students who were hurrying through the hallways inadvertently stepped on


and kicked around my books on the floor. As I started hustling around the hallway


floor trying to find my books, my luck started to turn up. The girl who I had met earlier in


the morning came up to me in the hallway, holding the books I was trying recover. Again,


a twist of fate had changed my luck, thanks to a new and reliable friend, I was able to find


something upright about a situation that would usually appear to be unfortunate.


It was now mid-afternoon, and I was headed on my way to my final class of day,


Physics. Soon as class began, the teacher started writing a problem out on the chalk board


for the class to work on. As I stumbled through it, unknowingly of what to do, the teacher


walked over to my desk. "Hello, you must be new here," he said. "How would you like to


come up to the board and work out the problem?" Reluctant to say no, I slowly crept up


to the front of the room. As I struggled to make my way through the problem, all I could


think about was, "What if one of the students starts to heckle me?" or, "What if the


teacher becomes skeptic of my skills and embarrasses me in front of the class?"


Nevertheless, luck seemed to be on my side today. "Would like some help with that


question?", asked the teacher. "Maybe I could be some support?", said one of the


students. Each of my misconceptions about what might happen to me up there in front of


the class turned out to be a few lucky breaks.


So even through all my unpredictable changes and negative experiences that I


encountered on my first day at a new school, I was fortune enough to learn a pretty


valuable lesson through each one. Even though some things may not turn out the way you


want them to, something good is almost always bound to come from it.


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Tuesday, November 19, 2019

The house on mango street

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When growing up, every child dreams of living in a bigger and better house than the one in which they are living. This is also true of the narrator in The House on Mango Street. Throughout her childhood, her family has moved multiple times. As a child, she watched television and dreamed of what it would be like to live in a house like that. With a promise from her parents, her dreams are affirmed that they will one day live in her ?dream house.? Each time the family moved, a new person would move in with the family. With the addition of each person, the narrator?s dream of having a ?dream house? was diminished a little more.


The house on Mango Street is far from the narrator?s dream. It is a small one-bedroom house with one washroom for the six people living in the house. The bricks were crumbling on the outside of the house. There was not a front yard, or a big back yard to play in with this house. It also lacked the stairs inside the house; instead, they were in the hallway.


The only thing the narrator really wanted was a nice house, of which she could be proud. She wanted a house with stairs inside and a basement. The dream house would have a yard with trees and grass to enjoy. It would have three washrooms with piepes that worked and running water. Once she had this house, no one could humiliate her as her teacher once did. Before moving to the house on Mango Street, she was playing outside of her house on Loomis. When her teacher walked up and asked where she lived, she simply pointed up to the third floor. The teacher said ?there?? Like it was not suitable enough for her to live. ?The way she said it made me feel like nothing. There. I lived there.? This is when she became determined she wanted to live in a real house. Although she now lives in a house, it is not the house of her dreams. However, she is now realizing that she will never live in the house of her dreams. This is because the house is only in her dreams and it does not really exist. The house of her dreams is a house on television, which really does not exist anywhere. Any house that she lives in will never be able to live up to her dream because she will always find something wrong with it.


Growing up without a lot of money is rough. The only thing the child can do is dream of what they could have. This is what the narrator does in The House on Mango Street. She is constantly wishing that her and her family could have more than what they do. However, since other family members keep on moving in with her family, they are having difficulties advancing their living arrangements.


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Monday, November 18, 2019

Discuss Stevenson's portrayal of the Nature of Good and Evil and the Dual Nature of Man's Personality in the Novel.

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'The Strange Case of Dr Jeykll and Mr Hyde' by is a novel, written in 1886 by Robert Louis Stevenson in a Victorian society that has very strict views about, and about the separation of good and evil. In this era, the Victorian ideal was to have a marriage, to be religious, for everyone to live in happiness and to have a family. However, sex outside marriage was very wrong. This idea about sex outside marriage was very hypocritical due to the raising levels of prostitution and in true reality, many were poor and no one who came from a poor background had a chance to get very far in life as the Victorian world was very much dominated by class. Because of this era dominated by class, many people were condemned to live in poor accommodation with overcrowding due to more and more people becoming poorer and poor people couldn't afford good health services so therefore, many of the population died from disease.


The idea of this novel is to show people the relationship between good and evil in a realistic society against the Victorian ideal. In this novel, Mr Hyde is the evil side of Dr Jeykll. No one knows that they are together but in the novel, Mr Utterson is obsessed by this 'Hyde' and is desperate to know about him and know what he looks like. This is because in an ideal Victorian society, the poor and evil are set aside from the rich and good and Utterson seems desperate to define evil so that everyone can know what evil looks like because it seems that he is an obvious representative of evil.


At the beginning of the novel he tramples on a little girl and later on murders an old man and draws huge attention to himself because Victorians expect people to be perfect and when a person did something wrong or strange then the were instantly suspected to be evil. Mr Utterson is astounded by Mr Hyde's behaviour when they first talk he says something to himself about Dr Jeykll's 'new friend'. When Mr Utterson says 'Satan's signature upon a face, it is on that of your new friend' he is implying that Mr Hyde is evil just by speaking to him which shows how naive the Victorians were about the good and evil issue. Even the high people in society like Mr Utterson who seem to be important and intelligent see Mr Hyde as possessed, evil and troglodytic. Mr Hyde is seen as an animal by the way that Robert Louis Stevenson described him by using words like 'snarled' and 'savage'


When Mr Utterson meets with Mr Hyde, Stevenson shows that Utterson is a very curious character because he is so desperate to pinpoint evil and know what evil looks like. When Mr Hyde shouts at Mr Utterson about Utterson hearing about Hyde from Jeykll by saying 'He never told you' this is a critical turn in the story as we get the hint that they are both connected in someway.


Good and evil in this novel are two very separate things as well as in Victorian society. They like the two ideologies to very far apart to stop any disruption between the two. In the 1st two paragraphs we are given the idea that Jeykll and Hyde are separated. The evidence for this is their houses, they both have different houses however they are both connected by a lab which defies that ideology of good and evil completely separate which underlines that it is impossible to disconnect good and evil. Although these two houses are completely different so there is no hint to the neutral characters in the story that these two houses are connected.


Dr Jeykll's house is in a 'square of ancient handsome houses' this quote denoted that Dr Jeykll is from a high position of society. 'and at the door of which wore a great air of wealth and comfort' this shows that Stevenson is trying to maintain our belief that Jeykll and Hyde are separated as wealth and comfort are both connected to goodness, wealth is especially considered to be good as in Victorian times, wealth mean that you very high in society and instantly made you good. Jeykll's home is a very pleasant, warm house. We can tell that there seems to be no evil within this house. The furniture inside the house can also describe Dr Jeykll too which his 'polished cabinets' and open fire and that his house is very clean.


Mr Hyde's house is completely different, all the houses are packed together and are extremely cramped which, in the real Victorian era, denoted lack of wealth, dirty and evil. There are tramps living outside, the door is 'blistered and distained' the wall was discoloured and the door had no bell or knocker which could suggest Hyde's desire to be independent and alone which also shows his unfriendliness. All of these features show that Hyde, in Victorian society, would be suspected to be evil. Even although we know, Stevenson does very well the make us believe that Jeykll and Hyde are two separate people and that they are no way connected.


In this paragraph I will explain the truth compared to the ideals of Victorian society. In the novel, people like Utterson and Lanyon are completely obsessed with the tradition of good and evil being separated. They could never bear to see them both together. When Mr Utterson goes in search of Hyde to try and define evil, he has no idea that Mr Hyde could ever be connected to Dr Jeykll and thinks that Dr Jeykll is the perfect role model because he projects his evil side onto Hyde so when he feels like doing something bad, he can use the 'Hyde' identity to do as he pleases.


The problem with how Jeykll does this is his problem, the drag that turns him back soon begins to loose effect and Jeykll has to lock himself up because he no longer has the choice to choose to be good or evil. This shows that attempting to be perfect in society is hopeless in reality and that the Victorian ideal is impossible to live by. However Lanyon thought that living by the ideal would be an easy task and that everyone should be able to live by it and has done his best to live by it all him life. But when he sees Jeykll turn into Hyde he is shocked and gives up the will to live because everything that he had followed and believed in disappeared in front of his eyes and to see an upstanding member of society turn into a murdering fiend turned his world upside down.


This novel basically says that the Victorian society was impossible to live by because in reality, life is a mix of good and evil and that there is no way you can separate it because there is no one perfectly good, or perfectly evil and that life is balanced and tat Victorian society was extremely hypocritical due to them saying that they were perfect and that deny their evilness.


Please note that this sample paper on Discuss Stevenson's portrayal of the Nature of Good and Evil and the Dual Nature of Man's Personality in the Novel. is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Discuss Stevenson's portrayal of the Nature of Good and Evil and the Dual Nature of Man's Personality in the Novel., we are here to assist you. Your cheap custom college paper on Discuss Stevenson's portrayal of the Nature of Good and Evil and the Dual Nature of Man's Personality in the Novel. will be written from scratch, so you do not have to worry about its originality.


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The Chickamauga Campaign

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THE CHICKAMAUGA CAMPAIGN


16 AUGUST SEPTEMBER 186


INTRODUCTION THE AMERICAN CIVIL WAR


By the spring of 186 the American Civil War had become what seemed a permanent hardship for both the Union and the Confederacy. Hopes for quick victory had long since faded and the initial flood of thousands to the colors had ebbed to a trickle. Both the South and the North attempted several schemes to satisfy the war's appetite for manpower including, finally, conscription, which further lowered morale. The Civil War had become a wearying and expensive burden upon the American people of both sides.


Custom Essays on The Chickamauga Campaign


The American Civil War was fought in two separate theaters. The western theater was at first located along both sides of the Mississippi River. The eastern theater was, for the most part, centered in Virginia, where the Union, in the absence of any formal or well-defined strategy, had apparently made the seizure of Richmond its implicit goal. The Confederacy, numerically and materially inferior to the Union, had adopted what President Jefferson Davis called an "offensive-defensive" approach to the war that attempted to exploit the South's strategic interior position. Hence, while the North retained the initiative invading Virginia at will, the South moved its forces in reaction to repel each invasion. So the war in the east existed as a series of thrusts and counterthrusts, but no territory permanently changed hands. Success on the battlefield was measured largely in terms of which side suffered the most casualties. Even in September of 186 when Lee took the initiative and invaded Maryland, the ensuing battle of Antietam continued the sequence attack, repel, withdraw.


In the west, it was different war. Here the initial objective was clear'gain control of the Mississippi. The Union had, apparently, belatedly accepted Winfield Scott's Anaconda strategy, which called for a blockade of the Atlantic coast and control of the Mississippi River. Brigadier General Ulysses S. Grant's successful attacks against Forts Henry and Donelson, the bloody but important victory at Shiloh, and Brigadier General John Pope's capture of Island No. 10 set the pattern of the war in the west. Each success shifted the next battleground a little deeper into the South's domain, slowly tightening the boundaries.


Still, by the spring of 186, the war had moved no closer to a decision, neither gaining independence for the Confederacy nor preserving the Union. The summer of 186, though, would change that. Three major campaigns, Gettysburg, Vicksburg, and, Chickamauga, would firmly put the war on the road to Appomattox. Gettysburg and Vicksburg were decisive Northern victories with strategic significance.


The Chickamauga Campaign, in contrast, has been billed as a "shattering defeat" for the Union. And yet it was this "shattering defeat" that eventually led to the captures of Chattanooga, the Gateway City to the Deep South, and Atlanta, and opened the way for Sherman's march to the sea. Of the these major campaigns of 186, only the "shattering defeat" of Chickamauga led ultimately to the end of the war and the defeat of the Confederacy.


INTERLUDE AT MURFREESBORO


The conclusion of the Stones River Campaign in January 186 left Major General William S. Rosecrans and his Army of the Cumberland in possession of Murfreesboro, Tennessee. General Braxton Bragg, CSA, his erstwhile opponent in the campaign, had positioned the main body of his Army of Tennessee along a line twenty miles to the southeast, stretching from Shelbyville, through Wartrace, to Fairfield. Dispositions for both armies are shown in map 1.


Map 1. Dispositions in the Tullahoma Area of Operations, January June 186.


Although the dispositions remained essentially unchanged for six months, the Southern cavalry was very busy conducting raids against both Grant's and Rosecrans's lines of communication. The loss of the base at Holly Springs proved a major setback for Grant's operations along the Mississippi, and destruction of railways and depots resulted in the Army of the Cumberland having to subsist on half-rations for several weeks. Rosecrans, as later events proved, was very sensitive to any threats to his supply lines, but did not believe his cavalry assets were capable of defending them against enemy cavalry. As a consequence he bombarded Major General Halleck, the Army's General-in-Chief, with a steady stream of messages requesting the assignment of more cavalry to the Army of the Cumberland. Over time the issue became a source of irritation to both generals, but in the meantime qualified and appropriately equipped cavalry for Rosecrans was not forthcoming. In a flash of ingenuity, he mounted Colonel John T. Wilder's infantry brigade on captured horses. The brigade, which had styled itself the "Lightning Brigade," performed creditable service throughout the campaign.


The Army of the Cumberland, with 60,000 troops, had been reorganized by order of the Department of War into four corps XIV Corps under Major General George H. Thomas; XX Corps under Major General Alexander McD. McCook; XXI Corps under Major General Thomas L. Crittenden; and the Reserve Corps under Major General Gordon Granger.


General Bragg's Army of Tennessee, with strength of 4,000 men, also comprised four corps. The army headquarters and Lieutenant General Leonidas Polk's corps were located at Shelbyville. Lieutenant General William J. Hardee's (soon to be replaced by Lieutenant General Daniel H. Hill) corps was distributed between Wartrace and Fairfield. Brigadier General Nathan B. Forrest's corps of cavalry covered the army's left flank from Columbia and Colonel James T. Wheeler's covered the right flank from its base in McMinnville.


As the days, weeks, and months went by, Rosecrans remained in Murfreesboro gathering supplies, strengthening his bases, and keeping his communications open. It is likely also that he spent a considerable amount of time studying the terrain and the enemy in preparation for his next move against Bragg and Chattanooga.


After a few subtle messages urging Rosecrans to move against Bragg's positions, Halleck finally lost patience


I deem it my duty to repeat to you the great dissatisfaction that is felt here [Washington] at your inactivity.


And again on 16 June


Is it your intention to make an immediate movement forward? A definite answer, yes or no, is required.


Rosecrans's unruffled response, "In reply to your inquiry, if immediate means to night or to-morrow, no. If it means as soon as all things are ready, say five days, yes." was followed about a week later, in a message dated 4 June, by "The army begins to move at o'clock this morning." In fact, according to Halleck's official report of operations of the Department of Cumberland, Rosecrans did not begin his movements until the twenty-fifth.


THE TULLAHOMA CAMPAIGN


Rosecrans's plan of attack began with a detailed review of the enemy situation. His first concern was identifying the location of Bragg's main base of supply at Chattanooga. They also had access to "all the resources of the Duck River Valley and the country southward." Bragg's main army occupied a strong position north of the Duck River extending from Shelbyville to Wartrace with cavalry screening on both flanks.


His report included a detailed terrain analysis. He pointed out that the Confederate infantry was covered (and, presumably, concealed) by a range of rough and rocky hills, and he listed and described the six principal routes leading from Murfreesboro toward Tullahoma and the enemy's lines of communications. The enemy held all of the passes and routes. In additions to the natural obstacles, Bragg's fortifications also included a "redan line extending from Horse Mountain, on the east, to Duck River on the west, and was covered by a line of abatis. He estimated the enemy's strength at 0,000 infantry and artillery and 8,000 cavalry.


For someone who claimed a deficiency in cavalry and other means of reconnaissance, Rosecrans had an extraordinary knowledge of the enemy. There was a large presence of Union loyalists in the area and it is possible that some of these were providing Rosecrans's with information of Bragg's dispositions, fortifications, and intentions.


Knowing that Bragg intended to defend from his strongly fortified positions, Rosecrans decided to turn his right, or northern flank. The basic plan was to send Granger's Reserve Corps along with Brigadier General Robert B. Mitchell's cavalry to the west and then to the south as a feint against Bragg's left flank. Another body of cavalry and infantry would move toward Woodbury, to the east, to look like feints "designed by us to deceive Bragg and conceal our supposed real designs on their left, . . ."


During the evening of the twenty-third Rosecrans gathered his corps commanders and issued his orders.


Granger was to move the Reserve Corps to threaten Middleton, cover the passage of one of the XIV Corps divisions and then bivouac behind XX Corps.


McCook's XX Corps was to move down the Shelbyville Pike, turn to the left, send two divisions to seize and hold Liberty Gap at the Wartrace Road. A third division was to move to Fosterville and, after covering the passage of the Reserve Corps from the Middleton Road, move to Christiana to rejoin the rest of the Corps.


XIV Corps, Major General Thomas, was to move toward Manchester, seize and hold Hoover's Gap, and remain there to cover both Hoover's Gap and Millersburg Road. The corps was to remain within supporting distance of XX Corps.


Crittenden was to leave a division in Murfreesboro and concentrate the rest of XXI Corps on Bradyville and await orders.


One brigade of cavalry was to go with XXI Corps and screen toward McMinnville. The rest of the cavalry, under Major General David S. Stanley, was to join with Brigadier General Robert B. Mitchell and attack the enemy cavalry at Middleton.


Map . Rosecrans's Plan of Operations, 4 June 186.


Earlier, on the morning of the twenty-third, Granger had sent the First Cavalry Division under Mitchell down the Eagleville and Shelbyville pike to "make a furious attack" on the enemy cavalry there and push back the infantry outposts. Granger took the remainder of the Reserve Corps to Salem and remained there.


Major General John M. Palmer, Second Division, XXI Corps, and a brigade of cavalry moved to Bradyville "to seize the head of the defile leading up to the 'Barrens' by an obscure road leading to Manchester, by Lumley's Station."


All of this occurred approximately according to plan on the twenty-fourth as shown on Map .


On the twenty-fifth the question as to whether the enemy would advance against McCook or mass on the flank of Thomas's XIV Corps near Fairfield remained open. Accordingly, Rosecrans issued supplementary orders to his corps commanders.


Crittenden was to open communications with Thomas who would then attack the enemy's right flank and drive them toward Fairfield. The other commanders, McCook, Stanley, and Granger, were to continue their feints. If Thomas was successful in forcing Bragg's retreat, he was to send a division to cover the road to Wartrace with one division, and send the rest'rapidly'on to Manchester. McCook would then occupy Beech Grove, leave a division to hold Liberty Gap, and ultimately follow Thomas to Manchester. The others were to move on to Manchester as the evolving battle permitted.


Throughout the entire operation, movement was made exceedingly difficulty because of the heavy and incessant rain. The narrow roads throughout the region were poor enough in good weather; the rains made them virtually impassable. These conditions strongly favored the defense who had only to remain in their positions.


By the twenty-seventh, "It was now manifest that the enemy must leave his intrenched position at Shelbyville, and that we must expect him at Tullahoma, only 1 miles distant. . . . While this was progressing, I [Rosecrans] determined to cut, if possible, the railroad in Bragg's rear."


Wilder had in the meantime been sent with his mounted Lightning Brigade, supported by another brigade of infantry, to destroy the railroad bridge across the Elk River to sever Bragg's route of retreat. When they arrived, they found the bridge defended by a brigade of infantry and a battery of artillery and were unable to destroy the bridge. Wilder was able, however, to damage the road at Decherd causing the enemy some difficulties. (Map )


Map . Bragg's Retreat to Chattanooga.


Most of the actual fighting occurred in the gaps and canyons. The enemy had attempted, unsuccessfully, to retake Liberty Gap from McCook's division and later, on the twenty-seventh while it was still raining, Stanley's cavalry supported by Granger's infantry attacked enemy troops at Guy's Gap who carried out a delaying operation until the they reached their entrenched positions. A flanking attack and a direct charge finally drove them out.


Bragg's troops were driven out of Shelbyville and into the Elk River. Shelbyville was taken, according to Rosecrans, with its stores, weapons, and ammunition. Rosecrans directed his troops to continue to Tullahoma where he hoped to cut off Bragg's retreat. But when they arrived there, on July, they found the enemy had already moved on to Chattanooga.


Thus ended a nine days' campaign, which drove the enemy from two fortified positions and gave us possession of Middle Tennessee, conducted in one of the most extraordinary rains ever known in Tennessee. . . . These results were far more successful than was anticipated, and could only have been obtained by a surprise as to the direction and force of our movement.


Moreover, it was accomplished at the cost of 84 killed, 474 wounded, and 1 missing, an extremely low number for battle casualties during this period of the war.


While Rosecrans's report occupies six pages, Bragg's is contained in a series of brief messages given here in more eloquent form than any narrative could provide


Yesterday the enemy in large force passed my right after skirmishing sharply along my whole front for two days. The line of Shelbyville being too long to be held successfully by my force, I to-day resumed my position in my intrenchments at this place [Tullahoma] to await the full developments.


Finding my communications seriously endangered by movements of the enemy, I last night took up a more defensible position this side of Elk River (which now, by reason of heavy rains, is impassable except at the bridges), losing nothing of importance.


Unable to obtain a general engagement without sacrificing my communications, I have, after a series of skirmishes, withdrawn the army to this river [Tennessee]. It is now coming down the mountains. I hear of no formidable pursuit.


A letter to General Joseph E. Johnston on July is a little less imperious. Here Bragg points out that he was apparently ready for a battle to his front even against a stronger opponent, but Rosecrans did not take up the challenge. Instead, he moved against Bragg's right flank. Bragg claims he did not have the strength or the means to counter the maneuver "without too much reducing our main body." So, he withdrew to Tullahoma.


Then, Bragg reports, Rosecrans moved against the bridges over the Elk River, but by moving quickly the Confederates saved their supplies and got across the river just before the arrival of a heavy column of Union troops. These comments, incidentally, do not agree with Rosecrans's report, especially with respect to supplies captured in Shelbyville.


The rest of Bragg's report is best given in his own words.


We were now back against the mountains, in a country affording us nothing, with a long line of railroad to protect, and half a dozen passes on the right and left by which our rear could be gained. In this position it was perfectly practicable for the enemy to destroy our means of crossing the Tennessee, and thus secure our ultimate destruction without a battle [emphasis mine]. Having failed to bring him to that issue, so much desired by myself and troops, I reluctantly yielded to the necessity imposed by my position and inferior strength, and put the army in motion for the Tennessee River.


And a final message to General Cooper


Since my report from Bridgeport, the whole army has crossed the Tennessee. The pursuit of the enemy was checked and driven back at University Place, on the Cumberland Mountains. Our movement was attended with trifling loss of men and materials.


FROM TULLAHOMA TO THE TENNESSEE


The Army of Tennessee, as reported by both Bragg and Rosecrans, crossed the Elk River, and moved by way of University and Tantallon, crossing the Tennessee at several locations as shown on map 4. After leaving detachments to guard crossing sites, Bragg moved to Chattanooga and Tyner's Station where he started construction of fieldworks.


Map 4. Army of Tennessee Crossing Sites over the Tennessee River.


Once he had driven Bragg out of Middle Tennessee, Rosecrans began to prepare for the next stage of his operations. The objective, he stated, was Chattanooga, "one of the great gateways through the mountains to the champaign counties of Georgia and Alabama."


In his report, Rosecrans once again pays meticulous attention to the details of terrain from northwestern edge of the Cumberland Mountains to Chattanooga. In essence, the area is strongly cross-compartmented by several steep ridges traversed by poor roads and gaps. At the end of the Tullahoma campaign, the Army of the Cumberland was positioned as shown on Map 5.


Map 5. Dispositions of the Armies of the Cumberland and Tennessee after 4 July 186.


From those locations, the army could reach Chattanooga by one of five or six routes. But before he could consider crossing anywhere, Rosecrans believed it necessary to repair the Nashville and Chattanooga Railroad and bring forward supplies which could not otherwise be brought overland by way of the impassable roads. When the rails to Stevenson were open, Sheridan's division posted two brigades to Bridgeport and one to Stevenson to secure the stores which were moved there in sufficient quantities to support most of the army by 8 August.


On 16 August Rosecrans began moving his troops over the Cumberland Mountains. In his plan he assigned routes in many cases down to the division and brigade levels. XXI Corps was to move in three parallel division columns across the Sequatchie Valley. Minty's cavalry brigade was to screen the left flank. Thomas's XIV Corps was to advance in two columns along Battle Creek and Crow Creek, respectively. XX Corps, under McCook was to send one division through Salem to Bellefonte and one from Winchester to Stevenson; his third division, under Major General P.H. Sheridan, was already guarding supplies at Stevenson and Bridgeport. The Reserve Corps was to follow the main body. By 0 August all of the Army of the Cumberland had crossed the mountains. "Thus the army passed the first great barrier between it and the objective point, and arrived opposite the enemy on the banks of the Tennessee."


ACROSS THE TENNESSEE AND ON TO CHICKAMAUGA CREEK


The next great barrier, the Tennessee River, would prove to be a little more difficult. Bragg had destroyed all of the bridges across the river so pontoons and bridging material had to be brought forward to Stevenson. To conceal for as long as possible his intended crossing sites, Rosecrans directed that the bridging materials be kept hidden until the last moment. Construction of bridges and acquisition of boats and rafts was completed on 4 September and units began to cross. XIV Corps was to move to Trenton, XX Corps was to go to Alpine by way of Winston's Gap, and Crittenden's XXI Corps was to move toward Chattanooga. Minty's cavalry and Wilder's brigade was to accompany Crittenden and the rest were to move with McCook. Crittenden's and McCook's corps had crossed by 6 September and Thomas's corps, by the eighth.


Bragg, observing that the main body of Rosecrans's troops had crossed the Tennessee south of Chattanooga and was threatening his communications, he believed it necessary to meet that threat or suffer having his supply lines cut. He did not think he could safely divide his force, so Bragg marched his whole army out of Chattanooga on 8 September and moved toward La Fayette to set up defensive positions facing the center of Rosecrans's forces.


This movement checked the enemy's advance, and, as I [Bragg] expected, he took possession of Chattanooga, and looking upon our movement as a retreat, commenced a concentration and pursuit.


On September, after Crittenden's reconnaissance discovered Bragg's abandonment of Chattanooga, he entered into and occupied the city as Bragg expected. Rosecrans believed from information he had available that Bragg was in flight to Rome, Georgia. He ordered Crittenden to leave a brigade to hold Chattanooga and with his remaining forces follow Bragg's retreat "vigorously, anticipating that the main body had retired by Ringgold and Dalton." Subsequent information made it appear certain that the enemy's main body was in the vicinity of La Fayette.


By this time Bragg had already received 11,500 seasoned soldiers from General Joe Johnston. Major General Simon Bolivar Buckner with 8,000 troops had also joined the Army of Tennessee, and there was word the Lieutenant General James Longstreet was en route from Lee's Army of Northern Virginia with 1,000 to 15,000 more. Eventually, then, Bragg could expect to have in the vicinity of 70,000 men and actually outnumber Rosecrans's 60,000.


Bragg's apparent flight toward Rome was a ruse which he further abetted with rumors and false information given by "deserters" and line crossers. The purpose was to lure Rosecrans's widely separated corps individually into combat.


During the th it was ascertained that a column, estimated at from 4,000 to 8,000, had crossed Lookout Mountain into the cove [McLemore's Cove] by way of Steven's and Cooper's Gaps.


This column was Thomas's XIV Corps with Negley's division in the lead. When Negley was about a mile from Dug Gap he found it to be occupied by a strong enemy force. Baird's division was sent forward to help. Both divisions fought their way back to a position forward of Stevens Gap. At this point it became clear to Rosecrans that Bragg was not, in fact, falling back but was instead concentrating his forces at La Fayette behind Pigeon Mountain. His own units were disposed as shown on map 6 along a line some 40 miles long from end to the other with the intention of cutting off Bragg's retreat and hitting on the flank. But Bragg was not in retreat and, as he put it, "It was therefore a matter of life and death to effect the concentration of the army."


Map 6. Dispositions on 10 September 186.


Bragg apparently did not have the big picture with respect to Rosecrans's dispositions; he knew there was a body of troops, 4,000 to 5,000 strong near Stevens Gap and possibly another column to the north at Cooper's Gap of unknown strength. In any event, Bragg did not waste any time getting orders out to Major General Hindman to attack this force near Davis' crossroads. He also alerted Lieutenant General Hill to take or send Major General Cleburne's divisions to joint Hindman in the morning.


One can only imagine Bragg's reaction when Hill replied that his movement and support of Hindman was "impracticable" because Cleburne was ill and, furthermore, his route to Davis' crossroads through Dug and Catlett's gaps was blocked by fallen timbers. Possibly angry but still determined to seize this opportunity, Bragg sent orders to Buckner to move his two divisions to support Hindman who was already in position. Buckner joined Hindman at Morgan's, three or four miles from Davis' crossroads on the afternoon of the tenth.


Meanwhile, Bragg was looking beyond the immediate opportunity.


Reports fully confirming previous information in regard to the position of the enemy's forces were received during the 10th, and it became certain he was moving his three columns to form a junction upon us at or near La Fayette.


The corps near Colonel Winston's [McCook] moved on the mountain toward Alpine, a point 0 miles south of us. The one opposite the cove [Thomas] continued its movement and threw forward its advance to Davis' Cross-Roads, and Crittenden moved from Chattanooga on the roads to Ringgold and Lee and Gordon's Mills. To strike these isolated commands in succession was our obvious policy (emphasis added).


Bragg then received a communication from Buckner and Hindman, who had joined, to recommend a change in the plan of attack. Bragg's report does not reflect the state of his temper when it matter of factly states "After hearing the report of this officer, . . . I verbally direct the major to return to General Hindman and say that my plans could not be changed, and that he would carry out his orders."


Cleburne, in the meantime, apparently experiencing a miraculous cure, was at Dug Gap where Walker's Reserve Corps was ordered to move. Cleburne promptly removed all the obstructions in Dug and Catlett's Gaps. Units were organized and disposed in preparation for the attack against Thomas. At daylight Bragg himself arrived at Dug Gap where he found Cleburne waiting for the opening of Hindman's guns to move on the flank and rear of the enemy.


Most of the day was spent in this position, waiting in great anxiety for the attack by Hindman's columns. Several couriers and two staff officers were dispatched at different times urging him to move with promptness and vigor.


About the middle of the afternoon the first gun was heard, when the advance of Cleburne's division discovered the enemy had taken advantage of our delay and retreated to the mountain passes.


Still undiscouraged, Bragg turned to the north where Crittenden was still moving south from Chattanooga. Knowing that Crittenden's force was divided, he sent Lieutenant General Polk a message, presenting him "a fine opportunity of striking Crittenden in detail, and I hope you will avail yourself of it at daylight to-morrow. . . . I I shall be delighted to hear of your success." Two more messages followed directing his action against Crittenden. At 11 PM that evening Bragg got a dispatch from Polk indicating he had set up a strong defense and requesting reinforcements. This time some of Bragg's rage seeps through the official verbiage of his report. "He was promptly ordered not to defer his attack, his force being already numerically superior to the enemy, and was reminded that his success depended upon the promptness and rapidity of his movements."


But this opportunity too was not to be seized. "Again disappointed, immediate measures were taken to place our trains and limited supplies in safe positions, when all our forces were concentrated along the Chickamauga, threatening the enemy in front."


So he redeployed his forces along the Chickamauga, as shown on map 7, where he remained until the eighteenth.


Map 7. Bragg's Plans for 18 September 186.


On the evening of 17 September Bragg announced his plan of action to begin at 6 AM the next morning.


Johnson's column to cross the Chickamauga at or near Reed's Bridge, turns to the left and sweeps up the Chickamauga toward Lee and Gordon's Mill.


Walker to cross at Alexander's Bridge, join with Johnson and push the enemy's flank and rear.


Buckner to cross the Chickamauga and join in the movement to the left.


Polk to cross the Chickamauga wherever possible and join the battle.


Hill to cover the army's left flank and attack the flank of any enemy reinforcement.


Wheeler's cavalry to hold the gaps in Pigeon Mountain and cover the army's rear and left.


Meanwhile, Rosecrans's forces were in motion to establish a defensive line generally along the Rossville La Fayette Road from Rossville in the north to Crawfish Spring in the south. Crittenden's corps was at Lee and Gordon's Mills, Thomas's corps was at Pond Spring, and McCook's was as Stevens Gap. Minty's brigade of cavalry and Wilder's mounted brigade were east of Reed's Bridge along the Ringgold Road; the remainder of the cavalry, Mitchell's corps, was covering the army's right flank along the road from Alpine to McLemore's Cove


THE BATTLE OF CHICKAMAUGA


The first three brigades of Longstreet's corps from the Army of Northern Virginia arrived on the morning of 18 September. Six others in addition to Alexander's artillery battalion were still on the way.


Bragg's plans and dispositions were such that he apparently wanted to accomplish two objectives first, get between Rosecrans's army and Chattanooga; second, drive the army into McLemore's Cove where he could destroy it.


Rosecrans figured out Bragg's plan and began to reposition his forces to counter it. So on the morning of the 18th Thomas's corps began to move to the area between Reed's Bridge and Alexander's Bridge. McCook also moved in that direction behind Thomas.


Bushrod Johnson's confederate column, attempting to cross Reed's Bridge on the 18th, encountered Minty's cavalry who successfully prevented its crossing for most of the day. Wilder's brigade also successfully blocked Walker's crossing of Alexander's Bridge, forcing him to move further south to Lambert's Ford to cross. Hood joined Bushrod Johnson's column about 4 PM and finally pushed Minty's cavalry back. Both Minty and Wilder were pushed back beyond the La Fayette Road, and the Confederates began to cross the Chickamauga in force.


Map 8. Situation at Dawn, 1 September 186.


By the morning of the 1th all but three divisions of the Army of Tennessee was across and deployed along the west bank of the creek, map 8. Thomas, hearing that only a single brigade had crossed, sent two brigades forward to conduct a reconnaissance and attack any small force encountered. "The advance brigade, supported by the rest of the divison, soon encountered a strong body of the enemy [Forrest's dismounted cavalry], attacked it vigorously, and drove it back more than half a mile, where a very strong column of the enemy was found, with the evident intention of turning our left and gaining possession of the La Fayette road between us and Chattanooga." Then began a progressive series of battles as units were fed into battle from north to south.


At one point Stewart's division penetrated Rosecrans's center, but adjustments in the locations of Negley's and Brannan's divisions were able to restore the line. The battle raged throughout the day until "The roar of battle hushed in the darkness of night, and out troops, weary with a night of marching and a day of fighting, rested on their arms, having everywhere maintained their positions, developed the enemy, and gained . . . the great object of the battle of the 1th of September."


Longstreet, with two more brigades, arrived on the twentieth. That evening Bragg summoned his commanders and laid out his plans for the next day. The army was reorganized into two wings Longstreet would command the left wing and Polk, the right.


Lieutenant General Polk was ordered to assail the enemy on our extreme right at day dawn on the 0th, and to take up the attack in succession rapidly to the left. The left wing was to await the attack by the right, take it up promptly when made, and the whole line was then to be pushed vigorously and persistently against the enemy throughout its extent.


The next morning Bragg was mounted and "occupying a position immediately in rear of and accessible to all parts of the line." Polk was not in place and his troops were not ready to attack to Bragg's great chagrin. When the assault finally began at 10 o'clock, the troops were fed piecemeal against prepared positions and driven back with heavy losses. Bragg's narrative continues in a confusing manner discussing the assault by Polk.


About 4 p.m. this general assault was made and the attack was continued from right to left until the enemy gave way at different points, and finally, about dark, yielded us his line. . . .


The enemy though driven from his line, still confronted us, and desultory firing was heard until 8 p.m.


He gives no indication that he was aware that Longstreet had broken through and that all but Thomas's corps'including Rosecrans'had abandoned the field and fled to Chattanooga.


Rosecrans, too, met with his commanders the evening before to discuss plans for the next day. Thomas was to stay where he was. McCook was to remain in his location until his pickets were driven in and then he was to close on Thomas with his right flank refused (that is, bent back to the right). Crittenden was to have two divisions in reserve behind the junction between Thomas and McCook. In the morning Rosecrans inspected the positions and made adjustments. Rosecrans's narrative at this point is confusing and spends considerable time discussing dissatisfaction with various unit positions. The upshot was that all of the units should be closed to the left, toward Thomas.


Rosecrans was still in the act of adjusting his lines as the battle began. In the course of the day, Thomas who was taking the brunt of Polk's assault was asking for reinforcements. Informed that Brannan's division was out of line and Reynolds's right flank was open, Rosecrans sent orders to Wood, who was to Brannan's immediate right, to close up on Reynolds. Wood followed the directions literally, figure 1.


Figure 1. Wood's Movement to Reynolds's Right.


When the error was discovered, Davis was ordered to close his division on Wood's division. Rosecrans describes the ensuing events


By this unfortunate mistake a gap was opened in the line of battle, of which the enemy took instant advantage, and striking Davis in flank and rear, as well as in front, threw his whole division in confusion.


The same attack shattered the right brigade of Wood before it had cleared the space. The right of Brannan was thrown back, and two of his batteries, then in movement to a new position, were taken in flank and thrown back through two brigade of Van Cleve, then on the march to the left, throwing his division into confusion from which it never recovered until it reached Rossville. . . . the enemy poured in through this breach.


The Army of the Cumberland fell back in disorder except for Thomas's XIV Corps. Longstreet continued his assault pushing Brannan and Reynolds to the right and bending Thomas's line as shown in map .


Map . Situation at 00 P.M., 0 September 186.


Thomas's corps, supported by two divisions from Granger's Reserve Corps, stood fast for the rest of the day. Longstreet continued his assault on Thomas's left with two divisions and a battery of artillery against Brannan and Reynolds and Polk remained along the front of Thomas's line of troops as he had for most of the day. Longstreet made a last charge at sunset where they were met with bayonets and driven back not to return.


At nightfall the enemy had been repulsed along the whole line, and sunk into quietude without attempting to renew the combat.


General Thomas, considering the excessive labors of the troops, the scarcity of ammunition, food, and water, and having orders from the general commanding to use his discretion, determined to retire on Rossville, where they arrived in good order, took post before morning, receiving supplies from Chattanooga, and offering the enemy battle during all the next day and repulsing his reconnaissance.


Bragg did not order a pursuit because he believed it would have been unrewarding and because his troops were "weak and exhausted."


Thus ended the Battle of Chickamauga, a Federal defeat because the Army of the Cumberland had abandoned the battlefield. Federal casualties were 1,657 killed, ,756 wounded, and 4,757 captured or missing, for a total of 16,170. Confederate casualties totaled 18,454.


ANALYSIS


Who won the Battle Chickamauga? Using one standard of success traditionally observed since the intramural wars of the ancient Greeks, when victors erected trophies on the sites of their victories, the Army of Tennessee won the Battle of Chickamauga. When the battle was over, Bragg was in possession of the battlefield. And so it is reported in most histories of the Civil War. Some have even labeled it a "shattering defeat" for the Union. Other factors, though, when viewed objectively, would seem to make the defeat a little less "shattering." Bragg's army suffered more casualties, but this measure of victory though more important than mere possession of the battlefield is not convincing either. There were two objectives, however, that Bragg, though he recognized and attempted to achieve them, failed to accomplish. He did not regain Chattanooga and he did not destroy Rosecrans's army. Although it happens that Rosecrans's occupation of Chattanooga was not a pleasant experience'his army was besieged and starving'it was nonetheless denied to Bragg.


It is also important to observe Rosecrans's actions, when he was led to believe that Bragg was in flight to Rome, Georgia around the th of September. He directed Crittenden to leave a brigade in Chattanooga, but his main focus was upon pursuing Bragg, presumably to destroy his army. Bragg, at the end of the battle, did not pursue (a blunder, in the opinions of at least Longstreet and Forrest).


There are several salient errors in the operations of both sides. Before launching into heavy criticism of commanders who had immense responsibilities and spans of control, however, it is worth considering several factors in mitigation. Both Rosecrans and Bragg with sixty and seventy thousand men respectively under their commands have to be respected for the fact that by today's standards they controlled the entire battle and campaign directly. They had no staffs of any consequence and they virtually operated from a campfire. Indeed, one criticism that comes easily from a close examination of the battle is that both commanders, but most especially Rosecrans, got involved directly with lower levels of command. Neither allowed their corps commanders to run their own battles. This is certainly understandable in Bragg's case when he had the likes of Polk who not only failed to take the initiative, but also several times had actually obstructed Bragg's orders. Rosecrans, however, with subordinates like Thomas and Granger who had demonstrated abilities to respond well to battlefield events in the most stressful situations, should have taken better advantage of these talents.


As someone who has experienced the fog of war at first hand, even in this age of electronic communications and rapid mobility, it is impressive to observe how well commanders functioned on the Civil War battlefield. This was especially true for Chickamauga where the dense undergrowth and rugged terrain often reduced visibility to just a few yards. Although tactics were far less complicated than they are today, even to keep men in line and moving in what must have been the most lethal environment known to man was no small feat.


Of interest to students of warfare are the strong influences of Napoleon and Jomini. Almost all of the commanders on both sides were graduates at West Point where they had studied Napoleon's campaigns and Jomini's The Art of War under the tutelage of Dennis Hart Mahan. The Tullahoma Campaign is an almost perfect abstraction of maneuver on the battlefield. The only casualties occurred during fighting to gain access to mountain passes and gaps. Otherwise, the campaign was a choreography of maneuver. Rosecrans was trying to maneuver on Bragg's rear and Bragg recognizing the tactic for what it was, maneuvered away. Hence, Bragg was "maneuvered" out of Middle Tennessee almost without bloodshed.


It is interesting also to observe the validation of much of what Clausewitz had to say about warfare. Ironically, Clausewitz was unknown to most professional American soldiers. So while Jomini advocated objectives of maneuver and position, Clausewitz advocated destruction of the enemy.


Since in the engagement everything is concentrated on the destruction of the enemy, or rather of his armed forces, which is inherent in its very concept, it follows that the destruction of the enemy's forces is always the means by which the purpose of the engagement is achieved.


Jomini does not mention the words "luck," "chance," or "fortune." Clausewitz, on the other hand claims that chance is always present in warfare


It is now quite clear how greatly the objective nature of war makes it a matter of assessing probabilities. Only one more element is needed to make war a gamble'chance the very last thing that war lacks. No other human activity is so continuously or universally bound up with chance. And through the element of chance, guesswork and luck come to play a great part in war.


There is no better demonstration of this principle than Longstreet's being at the right place at the right time. The gap created by Wood's displacement was the event that turned the battle around for Bragg's army. Neither Longstreet nor Bragg appeared to be aware of the situation that allowed Longstreet's troops to break through the line.


There is also a strong temptation to mention one other military philosopher with respect to the Tullahoma Campaign


For to win one hundred victories in one hundred battles is not the acme of skill. To subdue the enemy without fighting is the acme of skill.


Finally, the significance of Tullahoma and Chickamauga, southern victory or not, was the deeper, permanent intrusion by the Union into the Confederacy. No other major battles fought in Virginia, Maryland, or Pennsylvania to this time resulted in similar permanent lodgments in the South. After Vicksburg and Chickamauga, Tennessee was lost to the Confederacy. Union armies were now closer to Atlanta, bases could be established, and lines of communication could be used that eventually allowed Sherman to march east and north and turn the Confederacy's strategic rear and flank. There is, one might claim, a direct line leading from the "shattering defeat" of Chickamauga to the Courthouse at Appomattox.


BIBLIOGRAPHY


Arnold, James R. Chickamauga The River of Death. Campaign Series, No. 17. London Osprey Publishing Ltd., 1.


Beringer, Richard E., Herman Hattaway, Archer Jones, and William N. Still, Jr. Why the South Lost the Civil War. Athens, GA University of Georgia Press, 186.


Clausewitz, Carl von. On War. Edited and translated by Michael Howard and Peter Paret and with introductory essays by Peter Paret, Michael Howard, and Bernard Brodie. Princeton, NJ Princeton University Press,176.


Doughty, Robert A., Ira D. Gruber, Roy K. Flint, Mark Grimsley, George C. Herring, Donald D. Horward, John A. Lynn, and Williamson Murray. Warfare in the Western World. vols. Lexington, MA D.C. Heath and Company, 16.


Dupuy, Colonel R. Ernest and Colonel Trevor N. Dupuy. The Compact History of the Civil War. New York Hawthorne Books, Inc., 160.


Esposito, Colonel Vincent J., ed. The West Point Atlas of American Wars. vols. New York Frederick A. Praeger, 15.


Feis, William B. Grant's Secret Service The Intelligence War from Belmont to Appomattox. Lincoln, NE University of Nebraska Press, 00.


Hankinson, Alan. Vicksburg 186 Grant Clears the Mississippi. Campaign Series, No. 6. London Osprey Publishing Ltd., 1.


Hattaway, Herman and Archer Jones. How the North Won A Military History of the Civil War. Urbana, IL University of Illinois Press, 18.


de Jomini, Baron Antoine Henri. The Art of War. With an introduction by Charles Messenger. Mechanicsburg, PA Stackpole Books, 1.


Steele, Matthew Forney. American Campaigns. vols. Washington United States Infantry Association, 1.


U.S. War Department. The War of the Rebellion A Compilation of the Official Records of the Union and Confederate Armies. 70 vols. in 18 parts. Washington Government Printing Office, 1880 101.


U.S. War Department. The Official Atlas of the Civil War. New York Thomas Yoseloff, Inc., 158.


U.S. War Department. Atlas of the Battlefields of Chickamauga, Chattanooga and Vicinity. Washington Government Printing Office, 186-187.


Weigley, Russell F. A Great Civil War A Military and Political History, 1861-1865. Indianapolis Indiana University Press, 000.


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