The Open Group London 2014 – Day Two Highlights

By Loren K. Baynes, Director, Global Marketing Communications, The Open Group

Despite gusts of 70mph hitting the capital on Day Two of this year’s London event, attendees were not disheartened as October 21 kicked off with an introduction from The Open Group President and CEO Allen Brown. He provided a recap of The Open Group’s achievements over the last quarter including successful events in Bratislava, Slovakia and Kuala Lumpur, Malaysia. Allen also cited some impressive membership figures, with The Open Group now boasting 468 member organizations across 39 countries with the latest member coming from Nigeria.

Dave Lounsbury, VP and CTO at The Open Group then introduced the panel debate of the day on The Open Group Open Platform 3.0™ and Enterprise Architecture, with participants Ron Tolido, SVP and CTO, Applications Continental Europe, Capgemini; Andras Szakal, VP and CTO, IBM U.S. Federal IMT; and TJ Virdi, Senior Enterprise IT Architect, The Boeing Company.

After a discussion around the definition of Open Platform 3.0, the participants debated the potential impact of the Platform on Enterprise Architecture. Tolido noted that there has been an explosion of solutions, typically with a much shorter life cycle. While we’re not going to be able to solve every single problem with Open Platform 3.0, we can work towards that end goal by documenting its requirements and collecting suitable case studies.

Discussions then moved towards the theme of machine-to-machine (M2M) learning, a key part of the Open Platform 3.0 revolution. TJ Virdi cited figures from Gartner that by the year 2017, machines will soon be learning more than processing, an especially interesting notion when it comes to the manufacturing industry according to Szakal. There are three different areas whereby manufacturing is affected by M2M: New business opportunities, business optimization and operational optimization. With the products themselves now effectively becoming platforms and tools for communication, they become intelligent things and attract others in turn.

PanelRon Tolido, Andras Szakal, TJ Virdi, Dave Lounsbury

Henry Franken, CEO at BizzDesign, went on to lead the morning session on the Pitfalls of Strategic Alignment, announcing the results of an expansive survey into the development and implementation of a strategy. Key findings from the survey include:

  • SWOT Analysis and Business Cases are the most often used strategy techniques to support the strategy process – many others, including the Confrontation Matrix as an example, are now rarely used
  • Organizations continue to struggle with the strategy process, and most do not see strategy development and strategy implementation intertwined as a single strategy process
  • 64% indicated that stakeholders had conflicting priorities regarding reaching strategic goals which can make it very difficult for a strategy to gain momentum
  • The majority of respondents believed the main constraint to strategic alignment to be the unknown impact of the strategy on the employees, followed by the majority of the organization not understanding the strategy

The wide-ranging afternoon tracks kicked off with sessions on Risk, Enterprise in the Cloud and Archimate®, an Open Group standard. Key speakers included Ryan Jones at Blackthorn Technologies, Marc Walker at British Telecom, James Osborn, KPMG, Anitha Parameswaran, Unilever and Ryan Betts, VoltDB.

To take another look at the day’s plenary or track sessions, please visit The Open Group on livestream.com.

The day ended in style with an evening reception of Victorian architecture at the Victoria & Albert Museum, along with a private viewing of the newly opened John Constable exhibition.

IMG_3976Victoria & Albert Museum

A special mention must go to Terry Blevins who, after years of hard work and commitment to The Open Group, was made a Fellow at this year’s event. Many congratulations to Terry – and here’s to another successful day tomorrow.

Join the conversation! #ogchat #ogLON

Loren K. BaynesLoren K. Baynes, Director, Global Marketing Communications, joined The Open Group in 2013 and spearheads corporate marketing initiatives, primarily the website, blog and media relations. Loren has over 20 years experience in brand marketing and public relations and, prior to The Open Group, was with The Walt Disney Company for over 10 years. Loren holds a Bachelor of Business Administration from Texas A&M University. She is based in the US.

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The Open Group London 2014 – Day One Highlights

By Loren K. Baynes, Director, Global Marketing Communications, The Open Group

On a crisp October Monday in London yesterday, The Open Group hosted the first day of its event at Central Methodist Hall, Westminster. Almost 200 attendees from 32 countries explored how to “Empower Your Business; Enabling Boundaryless Information Flow™”.

Just across the way from another landmark in the form of Westminster Abbey, the day began with a welcome from Allen Brown, President and CEO of The Open Group, before Magnus Lindkvist, the Swedish trendspotter and futurologist, began his keynote on “Competition and Creation in Globulent Times”.

In a very thought-provoking talk, Magnus pondered on how quickly the world now moves, declaring that we now live in a 47 hour world, where trends can spread quicker than ever before. Magnus argued that this was a result of an R&D process – rip off and duplicate, rather than organic innovation occurring in multiple places.

Magnus went on to consider the history of civilization which he described as “nothing, nothing, a little bit, then everything” as well as providing a comparison of vertical and horizontal growth. Magnus posited that while we are currently seeing a lot of horizontal growth globally (the replication of the same activity), there is very little vertical growth, or what he described as “magic”. Magnus argued that in business we are seeing companies less able to create as they are focusing so heavily on simply competing.

To counter this growth, Magnus told attendees that they should do the following in their day-to-day work:

  • Look for secrets – Whether it be for a certain skill or a piece of expertise that is as yet undiscovered but which could reap significant benefit
  • Experiment – Ensure that there is a place for experimentation within your organization, while practicing it yourself as well
  • Recycle failures – It’s not always the idea that is wrong, but the implementation, which you can try over and over again
  • Be patient and persistent – Give new ideas time and the good ones will eventually succeed

Following this session was the long anticipated launch of The Open Group IT4IT™ Forum, with Christopher Davis from the University of South Florida detailing the genesis of the group before handing over to Georg Bock from HP Software who talked about the Reference Architecture at the heart of the IT4IT Forum.

Hans Van Kesteren, VP & CIO of Global Functions at Shell, then went into detail about how his company has helped to drive the growth of the IT4IT Forum. Starting with an in-depth background to the company’s IT function, Hans described how as a provider of IT on a mass scale, the changing technology landscape has had a significant impact on Shell and the way it manages IT. He described how the introduction of the IT4IT Forum will help his organization and others like it to adapt to the convergence of technologies, allowing for a more dynamic yet structured IT department.

Subsequently Daniel Benton, Global Managing Director of IT Strategy at Accenture, and Georg Bock, Senior Director IT Management Software Portfolio Strategy at HP, provided their vision for the IT4IT Forum before a session where the speakers took questions from the floor. Those individuals heavily involved in the establishment of the IT4IT Forum received particular thanks from attendees for their efforts, as you can see in the accompanying picture.

In its entirety, the various presentations from the IT4IT Forum members provided a compelling vision for the future of the group. Watch this space for further developments now it has been launched.

IT4IT

The Open Group IT4IT™ Forum Founding Members

In the afternoon, the sessions were split into tracks illustrating the breadth of the material that The Open Group covers. On Monday this provided an opportunity for a range of speakers to present to attendees on topics from the architecture of banking to shaping business transformation. Key presenters included Thomas Obitz, Senior Manager, FSO Advisory Performance Improvement, EY, UK and Dr. Daniel Simon, Managing Partner, Scape Consulting, Germany.

The plenary and many of the track presentations are available at livestream.com.

The day concluded with an evening drinks reception within Central Hall Westminster, where attendees had the opportunity to catch up with acquaintances old and new. More to come on day two!

Join the conversation – @theopengroup #ogLON

Loren K. BaynesLoren K. Baynes, Director, Global Marketing Communications, joined The Open Group in 2013 and spearheads corporate marketing initiatives, primarily the website, blog and media relations. Loren has over 20 years experience in brand marketing and public relations and, prior to The Open Group, was with The Walt Disney Company for over 10 years. Loren holds a Bachelor of Business Administration from Texas A&M University. She is based in the US.

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The Emergence of the Third Platform

By Andras Szakal, Vice President and Chief Technology Officer, IBM U.S. Federal

By 2015 there will be more than 5.6 billion personal devices in use around the world. Personal mobile computing, business systems, e-commerce, smart devices and social media are generating an astounding 2.5 billion gigabytes of data per day. Non-mobile network enabled intelligent devices, often referred to as the Internet of Things (IoT), is poised to explode to over 1 trillion devices by 2015.

Rapid innovation and astounding growth in smart devices is driving new business opportunities and enterprise solutions. Many of these new opportunities and solutions are based on deep insight gained through analysis of the vast amount of data being generated.

The expansive growth of personal and pervasive computing power continues to drive innovation that is giving rise to a new class of systems and a pivot to a new generation of computing platform. Over the last fifty years, two generations of computing platform have dominated the business and consumer landscape. The first generation was dominated by the monolithic mainframe, while distributed computing and the Internet characterized the second generation. Cloud computing, Big Data/Analytics, the Internet of Things (IoT), mobile computing and even social media are the core disruptive technologies that are now converging at the cross roads of the emergence of a third generation of computing platform.

This will require new approaches to enterprise and business integration and interoperability. Industry bodies like The Open Group must help guide customers through the transition by facilitating customer requirements, documenting best practices, establishing integration standards and transforming the current approach to Enterprise Architecture, to adapt to the change in which organizations will build, use and deploy the emerging third generation of computing platform.

Enterprise Computing Platforms

An enterprise computing platform provides the underlying infrastructure and operating environment necessary to support business interactions. Enterprise systems are often comprised of complex application interactions necessary to support business processes, customer interactions, and partner integration. These interactions coupled with the underlying operating environment define an enterprise systems architecture.

The hallmark of successful enterprise systems architecture is a standardized and stable systems platform. This is an underlying operating environment that is stable, supports interoperability, and is based on repeatable patterns.

Enterprise platforms have evolved from the monolithic mainframes of the 1960s and 1970s through the advent of the distributed systems in the 1980s. The mainframe-based architecture represented the first true enterprise operating platform, referred to henceforth as the First Platform. The middleware-based distributed systems that followed and ushered in the dawn of the Internet represented the second iteration of platform architecture, referred to as the Second Platform.

While the creation of the Internet and the advent of web-based e-commerce are of historical significance, the underlying platform was still predominantly based on distributed architectures and therefore is not recognized as a distinct change in platform architecture. However, Internet-based e-commerce and service-based computing considerably contributed to the evolution toward the next distinct version of the enterprise platform. This Third Platform will support the next iteration of enterprise systems, which will be born out of multiple simultaneous and less obvious disruptive technology shifts.

The Convergence of Disruptive Technologies

The emergence of the third generation of enterprise platforms is manifested at the crossroads of four distinct, almost simultaneous, disruptive technology shifts; cloud computing, mobile computing, big data-based analytics and the IoT. The use of applications based on these technologies, such as social media and business-driven insight systems, have contributed to both the convergence and rate of adoption.

These technologies are dramatically changing how enterprise systems are architected, how customers interact with business, and the rate and pace of development and deployment across the enterprise. This is forcing vendors, businesses, and governments to shift their systems architectures to accommodate integrated services that leverage cloud infrastructure, while integrating mobile solutions and supporting the analysis of the vast amount of data being generated by mobile solutions and social media. All this is happening while maintaining the integrity of the evolving businesses capabilities, processes, and transactions that require integration with business systems such as Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM).

Cloud computing and the continued commoditization of computer storage are key facilitating elements of this convergence. Cloud computing lowers the complexity of enterprise computing through virtualization and automated infrastructure provisioning, while solid-state and software-based Internet storage has made big data practical and affordable. Cloud computing solutions continue to evolve and offer innovative services like Platform as a Service (PaaS)-based development environments that integrate directly with big data solutions. Higher density, cloud-based and solid-state storage continue to lower the cost and complexity of storage and big data solutions.

The emergence of the smartphone and enterprise mobile computing is a key impetus for the emergence of big data solutions and an explosion of innovative storage technologies. The modern mobile platform, with all its rich applications, device sensors, and access to social networks, is almost single-handedly responsible for the explosion of data and the resulting rush to provide solutions to analyze and act on the insight contained in the vast ocean of personalized information. In turn, this phenomenon has created a big data market ecosystem based on the premise that open data is the new natural resource.

The emergence of sensor-enabled smartphones has foreshadowed the potential value of making everyday devices interconnected and intelligent by adding network-based sensors that allow devices to enhance their performance by interacting with their environment, and through collaboration with other devices and enterprise systems in the IoT. For example, equipment manufacturers are using sensors to gain insight into the condition of fielded equipment. This approach reduces both the mean time to failure and pinpoints manufacturing quality issues and potential design flaws. This system of sensors also integrates with the manufacturer’s internal supply chain systems to identify needed parts, and optimizes the distribution process. In turn, the customer benefits by avoiding equipment downtime through scheduling maintenance before a part fails.

Over time, the IoT will require an operating environment for devices that integrates with existing enterprise business systems. But this will require that smart devices effectively integrate with cloud-based enterprise business systems, the enterprise customer engagement systems, as well as the underlying big data infrastructure responsible for gleaning insight into the data this vast network of sensors will generate. While each of these disruptive technology shifts has evolved separately, they share a natural affinity for interaction, collaboration, and enterprise integration that can be used to optimize an enterprise’s business processes.

Evolving Enterprise Business Systems

Existing enterprise systems (ERP, CRM, Supply Chain, Logistics, etc.) are still essential to the foundation of a business or government and form Systems of Record (SoR) that embody core business capabilities and the authoritative processes based on master data records. The characteristics of SoR are:

  • Encompass core business functions
  • Transactional in nature
  • Based on structured databases
  • Authoritative source of information (master data records)
  • Access is regulated
  • Changes follow a rigorous governance process.

Mobile systems, social media platforms, and Enterprise Market Management (EMM) solutions form another class of systems called Systems of Engagement (SoE). Their characteristics are:

  • Interact with end-users through open collaborative interfaces (mobile, social media, etc.)
  • High percentage of unstructured information
  • Personalized to end-user preferences
  • Context-based analytical business rules and processing
  • Access is open and collaborative
  • Evolves quickly and according to the needs of the users.

The emergence of the IoT is embodied in a new class of system, Systems of Sensors (SoS), which includes pervasive computing and control. Their characteristics are:

  • Based on autonomous network-enabled devices
  • Devices that use sensors to collect information about the environment
  • Interconnected with other devices or enterprise engagement systems
  • Changing behavior based on intelligent algorithms and environmental feedback
  • Developed through formal product engineering process
  • Updates to device firmware follow a continuous lifecycle.

The Third Platform

The Third Platform is a convergence of cloud computing, big data solutions, mobile systems and the IoT integrated into the existing enterprise business systems.

The Three Classes of System

Figure 1: The Three Classes of Systems within the Third Platform

The successful implementation and deployment of enterprise SoR has been embodied in best practices, methods, frameworks, and techniques that have been distilled into enterprise architecture. The same level of rigor and pattern-based best practices will be required to ensure the success of solutions based on Third Platform technologies. Enterprise architecture methods and models need to evolve to include guidance, governance, and design patterns for implementing business solutions that span the different classes of system.

The Third Platform builds upon many of the concepts that originated with Service-Oriented Architecture (SOA) and dominated the closing stanza of the period dominated by the Second Platform technologies. The rise of the Third Platform provides the technology and environment to enable greater maturity of service integration within an enterprise.

The Open Group Service Integration Maturity Model (OSIMM) standard[1] provides a way in which an organization can assess its level of service integration maturity. Adoption of the Third Platform inherently addresses many of the attributes necessary to achieve the highest levels of service integration maturity defined by OSIMM. It will enable new types of application architecture that can support dynamically reconfigurable business and infrastructure services across a wide variety of devices (SoS), internal systems (SoR), and user engagement platforms (SoE).

Solution Development

These new architectures and the underlying technologies will require adjustments to how organizations approach enterprise IT governance, to lower the barrier of entry necessary to implement and integrate the technologies. Current adoption requires extensive expertise to implement, integrate, deploy, and maintain the systems. First market movers have shown the rest of the industry the realm of the possible, and have reaped the rewards of the early adopter.

The influence of cloud and mobile-based technologies has changed the way in which solutions will be developed, delivered, and maintained. SoE-based solutions interact directly with customers and business partners, which necessitates a continuous delivery of content and function to align with the enterprise business strategy.

Most cloud-based services employ a roll-forward test and delivery model. A roll-forward model allows an organization to address functional inadequacies and defects in almost real-time, with minimal service interruptions. The integration and automation of development and deployment tools and processes reduces the risk of human error and increases visibility into quality. In many cases, end-users are not even aware of updates and patch deployments.

This new approach to development and operations deployment and maintenance is referred to as DevOps – which combines development and operations tools, governance, and techniques into a single tool set and management practice. This allows the business to dictate, not only the requirements, but also the rate and pace of change aligned to the needs of the enterprise.

[1] The Open Group Service Integration Maturity Model (OSIMM), Open Group Standard (C117), published by The Open Group, November 2011; refer to: www.opengroup.org/bookstore/catalog/c117.htm

Andras2

Figure 2: DevOps: The Third Platform Solution Lifecycle

The characteristics of an agile DevOps approach are:

  • Harmonization of resources and practices between development and IT operations
  • Automation and integration of the development and deployment processes
  • Alignment of governance practices to holistically address development and operations with business needs
  • Optimization of the DevOps process through continuous feedback and metrics.

In contrast to SoE, SoR have a slower velocity of delivery. Such systems are typically released on fixed, pre-planned release schedules. Their inherent stability of features and capabilities necessitates a more structured and formal development approach, which traditionally equates to fewer releases over time. Furthermore, the impact changes to SoR have on core business functionality limits the magnitude and rate of change an organization is able to tolerate. But the emergence of the Third Platform will continue to put pressure on these core business systems to become more agile and flexible in order to adapt to the magnitude of events and information generated by mobile computing and the IoT.

As the technologies of the Third Platform coalesce, organizations will need to adopt hybrid development and delivery models based on agile DevOps techniques that are tuned appropriately to the class of system (SoR, SoS or SoS) and aligned with an acceptable rate of change.

DevOps is a key attribute of the Third Platform that will shift the fundamental management structure of the IT department. The Third Platform will usher in an era where one monolithic IT department is no longer necessary or even feasible. The line between business function and IT delivery will be imperceptible as this new platform evolves. The lines of business will become intertwined with the enterprise IT functions, ultimately leading to the IT department and business capability becoming synonymous. The recent emergence of the Enterprise Market Management organizations is an example where the marketing capabilities and the IT delivery systems are managed by a single executive – the Enterprise Marketing Officer.

The Challenge

The emergence of a new enterprise computing platform will usher in opportunity and challenge for businesses and governments that have invested in the previous generation of computing platforms. Organizations will be required to invest in both expertise and technologies to adopt the Third Platform. Vendors are already offering cloud-based Platform as a Service (PaaS) solutions that will provide integrated support for developing applications across the three evolving classes of systems – SoS, SoR, and SoE. These new development platforms will continue to evolve and give rise to new application architectures that were unfathomable just a few years ago. The emergence of the Third Platform is sure to spawn an entirely new class of dynamically reconfigurable intelligent applications and devices where applications reprogram their behavior based on the dynamics of their environment.

Almost certainly this shift will result in infrastructure and analytical capacity that will facilitate the emergence of cognitive computing which, in turn, will automate the very process of deep analysis and, ultimately, evolve the enterprise platform into the next generation of computing. This shift will require new approaches, standards and techniques for ensuring the integrity of an organization’s business architecture, enterprise architecture and IT systems architectures.

To effectively embrace the Third Platform, organizations will need to ensure that they have the capability to deliver boundaryless systems though integrated services that are comprised of components that span the three classes of systems. This is where communities like The Open Group can help to document architectural patterns that support agile DevOps principles and tooling as the Third Platform evolves.

Technical standardization of the Third Platform has only just begun; for example, standardization of the cloud infrastructure has only recently crystalized around OpenStack. Mobile computing platform standardization remains fragmented across many vendor offerings even with the support of rigid developer ecosystems and open sourced runtime environments. The standardization and enterprise support for SoS is still nascent but underway within groups like the Allseen Alliance and with the Open Group’s QLM workgroup.

Call to Action

The rate and pace of innovation, standardization, and adoption of Third Platform technologies is astonishing but needs the guidance and input from the practitioner community. It is incumbent upon industry communities like the Open Group to address the gaps between traditional Enterprise Architecture and an approach that scales to the Internet timescales being imposed by the adoption of the Third Platform.

The question is not whether Third Platform technologies will dominate the IT landscape, but rather how quickly this pivot will occur. Along the way, the industry must apply the open standards processes to ensure against the fragmentation into multiple incompatible technology platforms.

The Open Group has launched a new forum to address these issues. The Open Group Open Platform 3.0™ Forum is intended to provide a vendor-neutral environment where members share knowledge and collaborate to develop standards and best practices necessary to help guide the evolution of Third Platform technologies and solutions. The Open Platform 3.0 Forum will provide a place where organizations can help illuminate their challenges in adopting Third Platform technologies. The Open Platform 3.0 Forum will help coordinate standards activities that span existing Open Group Forums and ensure a coordinated approach to Third Platform standardization and development of best practices.

Innovation itself is not enough to ensure the value and viability of the emerging platform. The Open Group can play a unique role through its focus on Boundaryless Information Flow™ to facilitate the creation of best practices and integration techniques across the layers of the platform architecture.

andras-szakalAndras Szakal, VP and CTO, IBM U.S. Federal, is responsible for IBM’s industry solution technology strategy in support of the U.S. Federal customer. Andras was appointed IBM Distinguished Engineer and Director of IBM’s Federal Software Architecture team in 2005. He is an Open Group Distinguished Certified IT Architect, IBM Certified SOA Solution Designer and a Certified Secure Software Lifecycle Professional (CSSLP).  Andras holds undergraduate degrees in Biology and Computer Science and a Masters Degree in Computer Science from James Madison University. He has been a driving force behind IBM’s adoption of government IT standards as a member of the IBM Software Group Government Standards Strategy Team and the IBM Corporate Security Executive Board focused on secure development and cybersecurity. Andras represents the IBM Software Group on the Board of Directors of The Open Group and currently holds the Chair of The Open Group Certified Architect (Open CA) Work Group. More recently, he was appointed chair of The Open Group Trusted Technology Forum and leads the development of The Open Trusted Technology Provider Framework.

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Open FAIR Blog Series – Five Reasons You Should Use the Open FAIR Body of Knowledge

By Jim Hietala, VP, Security and Andrew Josey, Director of Standards, The Open Group

This is the second in our blog series introducing the Open FAIR Body of Knowledge.

In this blog, we provide 5 reasons why you should use the Open FAIR Body of Knowledge for Risk Analysis:

1. Emphasis on Risk

Often the emphasis in such analyses is placed on security threats and controls, without due consideration of impact.  For example, we have a firewall protecting all our customer information – but what if the firewall is breached and the customer information stolen or changed? Risk analysis using Open FAIR evaluates both the probability that bad things will happen, and the impact if they do happen. By using the Open FAIR Body of Knowledge, the analyst measures and communicates the risk, which is what management cares about.

2. Logical and Rational Framework

It provides a framework that explains the how and why of risk analysis. It improves consistency in undertaking analyses.

3. Quantitative

It’s easy to measure things without considering the risk context – for example, the systems should be maintained in full patch compliance – but what does that mean in terms of loss frequency or the magnitude of loss? The Open FAIR taxonomy and method provide the basis for meaningful metrics.

4. Flexible

Open FAIR can be used at different levels of abstraction to match the need, the available resources, and available data.

5. Rigorous

There is often a lack of rigor in risk analysis: statements are made such as: “that new application is high risk, we could lose millions …” with no formal rationale to support them. The Open FAIR risk analysis method provides a more rigorous approach that helps to reduce gaps and analyst bias. It improves the ability to defend conclusions and recommendations.

In our next blog, we will look at how the Open FAIR Body of Knowledge can be used with other Open Group standards.

The Open FAIR Body of Knowledge consists of the following Open Group standards:

  • Risk Taxonomy (O-RT), Version 2.0 (C13K, October 2013) defines a taxonomy for the factors that drive information security risk – Factor Analysis of Information Risk (FAIR).
  • Risk Analysis (O-RA) (C13G, October 2013) describes process aspects associated with performing effective risk analysis.

These can be downloaded from The Open Group publications catalog at http://www.opengroup.org/bookstore/catalog.

Our other publications include a Pocket Guide and a Certification Study Guide.

62940-hietalaJim Hietala, CISSP, GSEC, is the Vice President, Security for The Open Group, where he manages all IT Security, Risk Management and Healthcare programs and standards activities. He participates in the SANS Analyst/Expert program and has also published numerous articles on Information Security, Risk Management, and compliance topics in publications including The ISSA Journal, Bank Accounting & Finance, Risk Factor, SC Magazine, and others.

 

andrew-small1Andrew Josey is Director of Standards within The Open Group. He is currently managing the standards process for The Open Group, and has recently led the standards development projects for TOGAF® 9.1, ArchiMate® 2.0, IEEE Std 1003.1-2008 (POSIX), and the core specifications of the Single UNIX® Specification, Version 4. Previously, he has led the development and operation of many of The Open Group certification development projects, including industry-wide certification programs for the UNIX system, the Linux Standard Base, TOGAF, and IEEE POSIX. He is a member of the IEEE, USENIX, UKUUG, and the Association of Enterprise Architects.

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The Open Group London 2014 Preview: A Conversation with RTI’s Stan Schneider about the Internet of Things and Healthcare

By The Open Group

RTI is a Silicon Valley-based messaging and communications company focused on helping to bring the Industrial Internet of Things (IoT) to fruition. Recently named “The Most Influential Industrial Internet of Things Company” by Appinions and published in Forbes, RTI’s EMEA Manager Bettina Swynnerton will be discussing the impact that the IoT and connected medical devices will have on hospital environments and the Healthcare industry at The Open Group London October 20-23. We spoke to RTI CEO Stan Schneider in advance of the event about the Industrial IoT and the areas where he sees Healthcare being impacted the most by connected devices.

Earlier this year, industry research firm Gartner declared the Internet of Things (IoT) to be the most hyped technology around, having reached the pinnacle of the firm’s famed “Hype Cycle.”

Despite the hype around consumer IoT applications—from FitBits to Nest thermostats to fashionably placed “wearables” that may begin to appear in everything from jewelry to handbags to kids’ backpacks—Stan Schneider, CEO of IoT communications platform company RTI, says that 90 percent of what we’re hearing about the IoT is not where the real value will lie. Most of media coverage and hype is about the “Consumer” IoT like Google glasses or sensors in refrigerators that tell you when the milk’s gone bad. However, most of the real value of the IoT will take place in what GE has coined as the “Industrial Internet”—applications working behind the scenes to keep industrial systems operating more efficiently, says Schneider.

“In reality, 90 percent of the real value of the IoT will be in industrial applications such as energy systems, manufacturing advances, transportation or medical systems,” Schneider says.

However, the reality today is that the IoT is quite new. As Schneider points out, most companies are still trying to figure out what their IoT strategy should be. There isn’t that much active building of real systems at this point.

Most companies, at the moment, are just trying to figure out what the Internet of Things is. I can do a webinar on ‘What is the Internet of Things?’ or ‘What is the Industrial Internet of Things?’ and get hundreds and hundreds of people showing up, most of whom don’t have any idea. That’s where most companies are. But there are several leading companies that very much have strategies, and there are a few that are even executing their strategies, ” he said. According to Schneider, these companies include GE, which he says has a 700+ person team currently dedicated to building their Industrial IoT platform, as well as companies such as Siemens and Audi, which already have some applications working.

For its part, RTI is actively involved in trying to help define how the Industrial Internet will work and how companies can take disparate devices and make them work with one another. “We’re a nuts-and-bolts, make-it-work type of company,” Schneider notes. As such, openness and standards are critical not only to RTI’s work but to the success of the Industrial IoT in general, says Schneider. RTI is currently involved in as many as 15 different industry standards initiatives.

IoT Drivers in Healthcare

Although RTI is involved in IoT initiatives in many industries, from manufacturing to the military, Healthcare is one of the company’s main areas of focus. For instance, RTI is working with GE Healthcare on the software for its CAT scanner machines. GE chose RTI’s DDS (data distribution service) product because it will let GE standardize on a single communications platform across product lines.

Schneider says there are three big drivers that are changing the medical landscape when it comes to connectivity: the evolution of standalone systems to distributed systems, the connection of devices to improve patient outcome and the replacement of dedicated wiring with networks.

The first driver is that medical devices that have been standalone devices for years are now being built on new distributed architectures. This gives practitioners and patients easier access to the technology they need.

For example, RTI customer BK Medical, a medical device manufacturer based in Denmark, is in the process of changing their ultrasound product architecture. They are moving from a single-user physical system to a wirelessly connected distributed design. Images will now be generated in and distributed by the Cloud, thus saving significant hardware costs while making the systems more accessible.

According to Schneider, ultrasound machine architecture hasn’t really changed in the last 30 or 40 years. Today’s ultrasound machines are still wheeled in on a cart. That cart contains a wired transducer, image processing hardware or software and a monitor. If someone wants to keep an image—for example images of fetuses in utero—they get carry out physical media. Years ago it was a Polaroid picture, today the images are saved to CDs and handed to the patient.

In contrast, BK’s new systems will be completely distributed, Schneider says. Doctors will be able to carry a transducer that looks more like a cellphone with them throughout the hospital. A wireless connection will upload the imaging data into the cloud for image calculation. With a distributed scenario, only one image processing system may be needed for a hospital or clinic. It can even be kept in the cloud off-site. Both patients and caregivers can access images on any display, wherever they are. This kind of architecture makes the systems much cheaper and far more efficient, Schneider says. The days of the wheeled-in cart are numbered.

The second IoT driver in Healthcare is connecting medical devices together to improve patient outcomes. Most hospital devices today are completely independent and standalone. So, if a patient is hooked up to multiple monitors, the only thing that really “connects” those devices today is a piece of paper at the end of a hospital bed that shows how each should be functioning. Nurses are supposed to check these devices on an hourly basis to make sure they’re working correctly and the patient is ok.

Schneider says this approach is error-ridden. First, the nurse may be too busy to do a good job checking the devices. Worse, any number of things can set off alarms whether there’s something wrong with the patient or not. As anyone who has ever visited a friend or relative in the hospital attest to, alarms are going off constantly, making it difficult to determine when someone is really in distress. In fact, one of the biggest problems in hospital settings today, Schneider says, is a phenomenon known as “alarm fatigue.” Single devices simply can’t reliably tell if there’s some minor glitch in data or if the patient is in real trouble. Thus, 80% of all device alarms in hospitals are turned off. Meaningless alarms fatigue personnel, so they either ignore or turn off the alarms…and people can die.

To deal with this problem, new technologies are being created that will connect devices together on a network. Multiple devices can then work in tandem to really figure out when something is wrong. If the machines are networked, alarms can be set to go off only when multiple distress indicators are indicated rather than just one. For example, if oxygen levels drop on both an oxygen monitor on someone’s finger and on a respiration monitor, the alarm is much more likely a real patient problem than if only one source shows a problem. Schneider says the algorithms to fix these problems are reasonably well understood; the barrier is the lack of networking to tie all of these machines together.

The third area of change in the industrial medical Internet is the transition to networked systems from dedicated wired designs. Surgical operating rooms offer a good example. Today’s operating room is a maze of wires connecting screens, computers, and video. Videos, for instance, come from dynamic x-ray imaging systems, from ultrasound navigation probes and from tiny cameras embedded in surgical instruments. Today, these systems are connected via HDMI or other specialized cables. These cables are hard to reconfigure. Worse, they’re difficult to sterilize, Schneider says. Thus, the surgical theater is hard to configure, clean and maintain.

In the future, the mesh of special wires can be replaced by a single, high-speed networking bus. Networks make the systems easier to configure and integrate, easier to use and accessible remotely. A single, easy-to-sterilize optical network cable can replace hundreds of wires. As wireless gets faster, even that cable can be removed.

“By changing these systems from a mesh of TV-cables to a networked data bus, you really change the way the whole system is integrated,” he said. “It’s much more flexible, maintainable and sharable outside the room. Surgical systems will be fundamentally changed by the Industrial IoT.”

IoT Challenges for Healthcare

Schneider says there are numerous challenges facing the integration of the IoT into existing Healthcare systems—from technical challenges to standards and, of course, security and privacy. But one of the biggest challenges facing the industry, he believes, is plain old fear. In particular, Schneider says, there is a lot of fear within the industry of choosing the wrong path and, in effect, “walking off a cliff” if they choose the wrong direction. Getting beyond that fear and taking risks, he says, will be necessary to move the industry forward, he says.

In a practical sense, the other thing currently holding back integration is the sheer number of connected devices currently being used in medicine, he says. Manufacturers each have their own systems and obviously have a vested interest in keeping their equipment in hospitals, so many have been reluctant to develop or become standards-compliant and push interoperability forward, Schneider says.

This is, of course, not just a Healthcare issue. “We see it in every single industry we’re in. It’s a real problem,” he said.

Legacy systems are also a problematic area. “You can’t just go into a Kaiser Permanente and rip out $2 billion worth of equipment,” he says. Integrating new systems with existing technology is a process of incremental change that takes time and vested leadership, says Schneider.

Cloud Integration a Driver

Although many of these technologies are not yet very mature, Schneider believes that the fundamental industry driver is Cloud integration. In Schneider’s view, the Industrial Internet is ultimately a systems problem. As with the ultrasound machine example from BK Medical, it’s not that an existing ultrasound machine doesn’t work just fine today, Schneider says, it’s that it could work better.

“Look what you can do if you connect it to the Cloud—you can distribute it, you can make it cheaper, you can make it better, you can make it faster, you can make it more available, you can connect it to the patient at home. It’s a huge system problem. The real overwhelming striking value of the Industrial Internet really happens when you’re not just talking about the hospital but you’re talking about the Cloud and hooking up with practitioners, patients, hospitals, home care and health records. You have to be able to integrate the whole thing together to get that ultimate value. While there are many point cases that are compelling all by themselves, realizing the vision requires getting the whole system running. A truly connected system is a ways out, but it’s exciting.”

Open Standards

Schneider also says that openness is absolutely critical for these systems to ultimately work. Just as agreeing on a standard for the HTTP running on the Internet Protocol (IP) drove the Web, a new device-appropriate protocol will be necessary for the Internet of Things to work. Consensus will be necessary, he says, so that systems can talk to each other and connectivity will work. The Industrial Internet will push that out to the Cloud and beyond, he says.

“One of my favorite quotes is from IBM, he says – IBM said, ‘it’s not a new Internet, it’s a new Web.’” By that, they mean that the industry needs new, machine-centric protocols to run over the same Internet hardware and base IP protocol, Schneider said.

Schneider believes that this new web will eventually evolve to become the new architecture for most companies. However, for now, particularly in hospitals, it’s the “things” that need to be integrated into systems and overall architectures.

One example where this level of connectivity will make a huge difference, he says, is in predictive maintenance. Once a system can “sense” or predict that a machine may fail or if a part needs to be replaced, there will be a huge economic impact and cost savings. For instance, he said Siemens uses acoustic sensors to monitor the state of its wind generators. By placing sensors next to the bearings in the machine, they can literally “listen” for squeaky wheels and thus figure out whether a turbine may soon need repair. These analytics let them know when the bearing must be replaced before the turbine shuts down. Of course, the infrastructure will need to connect all of these “things” to the each other and the cloud first. So, there will need to be a lot of system level changes in architectures.

Standards, of course, will be key to getting these architectures to work together. Schneider believes standards development for the IoT will need to be tackled from both horizontal and vertical standpoint. Both generic communication standards and industry specific standards like how to integrate an operating room must evolve.

“We are a firm believer in open standards as a way to build consensus and make things actually work. It’s absolutely critical,” he said.

stan_schneiderStan Schneider is CEO at Real-Time Innovations (RTI), the Industrial Internet of Things communications platform company. RTI is the largest embedded middleware vendor and has an extensive footprint in all areas of the Industrial Internet, including Energy, Medical, Automotive, Transportation, Defense, and Industrial Control.  Stan has published over 50 papers in both academic and industry press. He speaks at events and conferences widely on topics ranging from networked medical devices for patient safety, the future of connected cars, the role of the DDS standard in the IoT, the evolution of power systems, and understanding the various IoT protocols.  Before RTI, Stan managed a large Stanford robotics laboratory, led an embedded communications software team and built data acquisition systems for automotive impact testing.  Stan completed his PhD in Electrical Engineering and Computer Science at Stanford University, and holds a BS and MS from the University of Michigan. He is a graduate of Stanford’s Advanced Management College.

 

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IT Trends Empowering Your Business is Focus of The Open Group London 2014

By The Open Group

The Open Group, the vendor-neutral IT consortium, is hosting an event in London October 20th-23rd at the Central Hall, Westminster. The theme of this year’s event is on how new IT trends are empowering improvements in business and facilitating enterprise transformation.

Objectives of this year’s event:

  • Show the need for Boundaryless Information Flow™, which would result in more interoperable, real-time business processes throughout all business ecosystems
  • Examine the use of developing technology such as Big Data and advanced data analytics in the financial services sector: to minimize risk, provide more customer-centric products and identify new market opportunities
  • Provide a high-level view of the Healthcare ecosystem that identifies entities and stakeholders which must collaborate to enable the vision of Boundaryless Information Flow
  • Detail how the growth of “The Internet of Things” with online currencies and mobile-enabled transactions has changed the face of financial services, and poses new threats and opportunities
  • Outline some of the technological imperatives for Healthcare providers, with the use of The Open Group Open Platform 3.0™ tools to enable products and services to work together and deploy emerging technologies freely and in combination
  • Describe how to develop better interoperability and communication across organizational boundaries and pursue global standards for Enterprise Architecture for all industries

Key speakers at the event include:

  • Allen Brown, President & CEO, The Open Group
  • Magnus Lindkvist, Futurologist
  • Hans van Kesteren, VP & CIO Global Functions, Shell International, The Netherlands
  • Daniel Benton, Global Managing Director, IT Strategy, Accenture

Registration for The Open Group London 2014 is open and available to members and non-members. Please register here.

Join the conversation via Twitter – @theopengroup #ogLON

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Business Benefit from Public Data

By Dr. Chris Harding, Director for Interoperability, The Open Group

Public bodies worldwide are making a wealth of information available, and encouraging its commercial exploitation. This sounds like a bonanza for the private sector at the public expense, but entrepreneurs are holding back. A healthy market for products and services that use public-sector information would provide real benefits for everyone. What can we do to bring it about?

Why Governments Give Away Data

The EU directive of 2003 on the reuse of public sector information encourages the Member States to make as much information available for reuse as possible. This directive was revised and strengthened in 2013. The U.S. Open Government Directive of 2009 provides similar encouragement, requiring US government agencies to post at least three high-value data sets online and register them on its data.gov portal. Other countries have taken similar measures to make public data publicly available.

Why are governments doing this? There are two main reasons.

One is that it improves the societies that they serve and the governments themselves. Free availability of information about society and government makes people more effective citizens and makes government more efficient. It illuminates discussion of civic issues, and points a searchlight at corruption.

The second reason is that it has a positive effect on the wealth of nations and their citizens. The EU directive highlights the ability of European companies to exploit the potential of public-sector information, and contribute to economic growth and job creation. Information is not just the currency of democracy. It is also the lubricant of a successful economy.

Success Stories

There are some big success stories.

If you drive a car, you probably use satellite navigation to find your way about, and this may use public-sector information. In the UK, for example, map data that can be used by sat-nav systems is supplied for commercial use by a government agency, the Ordnance Survey.

When you order something over the web for delivery to your house, you often enter a postal code and see most of the address auto-completed by the website. Postcode databases are maintained by national postal authorities, which are generally either government departments or regulated private corporations, and made available by them for commercial use. Here, the information is not directly supporting a market, but is contributing to the sale of a range of unrelated products and services.

The data may not be free. There are commercial arrangements for supply of map and postcode data. But it is available, and is the basis for profitable products and for features that make products more competitive.

The Bonanza that Isn’t

These successes are, so far, few in number. The economic benefits of open government data could be huge. The McKinsey Global Institute estimates a potential of between 3 and 5 trillion dollars annually. Yet the direct impact of Open Data on the EU economy in 2010, seven years after the directive was issued, is estimated by Capgemini at only about 1% of that, although the EU accounts for nearly a quarter of world GDP.

The business benefits to be gained from using map and postcode data are obvious. There are other kinds of public sector data, where the business benefits may be substantial, but they are not easy to see. For example, data is or could be available about public transport schedules and availability, about population densities, characteristics and trends, and about real estate and land use. These are all areas that support substantial business activity, but businesses in these areas seldom make use of public sector information today.

Where are the Products?

Why are entrepreneurs not creating these potentially profitable products and services? There is one obvious reason. The data they are interested in is not always available and, where it is available, it is provided in different ways, and comes in different formats. Instead of a single large market, the entrepreneur sees a number of small markets, none of which is worth tackling. For example, the market for an application that plans public transport journeys across a single town is not big enough to justify substantial investment in product development. An application that could plan journeys across any town in Europe would certainly be worthwhile, but is not possible unless all the towns make this data available in a common format.

Public sector information providers often do not know what value their data has, or understand its applications. Working within tight budgets, they cannot afford to spend large amounts of effort on assembling and publishing data that will not be used. They follow the directives but, without common guidelines, they simply publish whatever is readily to hand, in whatever form it happens to be.

The data that could support viable products is not available everywhere and, where it is available, it comes in different formats. (One that is often used is PDF, which is particularly difficult to process as an information source.) The result is that the cost of product development is high, and the expected return is low.

Where is the Market?

There is a second reason why entrepreneurs hesitate. The shape of the market is unclear. In a mature market, everyone knows who the key players are, understands their motivations, and can predict to some extent how they will behave. The market for products and services based on public sector information is still taking shape. No one is even sure what kinds of organization will take part, or what they will do. How far, for example, will public-sector bodies go in providing free applications? Can large corporations buy future dominance with loss-leader products? Will some unknown company become an overnight success, like Facebook? With these unknowns, the risks are very high.

Finding the Answers

Public sector information providers and standards bodies are tackling these problems. The Open Group participates in SHARE-PSI, the European network for the exchange of experience and ideas around implementing open data policies in the public sector. The experience gained by SHARE-PSI will be used by the World-Wide Web Consortium as a basis for standards and guidelines for publication of public sector information. These standards and guidelines may be used, not just by the public sector, but by not-for-profit bodies and even commercial corporations, many of which have information that they want to make freely available.

The Open Group is making a key contribution by helping to map the shape of the market. It is using the Business Scenario technique from its well-known Enterprise Architecture methodology TOGAF® to identify the kinds of organization that will take part, and their objectives and concerns.

There will be a preview of this on October 22 at The Open Group event in London which will feature a workshop session on Open Public Sector Data. This workshop will look at how Open Data can help business, present a draft of the Business Scenario, and take input from participants to help develop its conclusions.

The developed Business Scenario will be presented at the SHARE-PSI workshop in Lisbon on December 3-4. The theme of this workshop is encouraging open data usage by commercial developers. It will bring a wide variety of stakeholders together to discuss and build the relationship between the public and private sectors. It will also address, through collaboration with the EU LAPSI project, the legal framework for use of open public sector data.

Benefit from Participation!

If you are thinking about publishing or using public-sector data, you can benefit from these workshops by gaining an insight into the way that the market is developing. In the long term, you can influence the common standards and guidelines that are being developed. In the short term, you can find out what is happening and network with others who are interested.

The social and commercial benefits of open public-sector data are not being realized today. They can be realized through a healthy market in products and services that process the data and make it useful to citizens. That market will emerge when public bodies and businesses clearly understand the roles that they can play. Now is the time to develop that understanding and begin to profit from it.

Register for The Open Group London 2014 event at http://www.opengroup.org/london2014/registration.

Find out how to participate in the Lisbon SHARE-PSI workshop at http://www.w3.org/2013/share-psi/workshop/lisbon/#Participation

 

Chris HardingDr. Chris Harding is Director for Interoperability at The Open Group. He has been with The Open Group for more than ten years, and is currently responsible for managing and supporting its work on interoperability, including SOA and interoperability aspects of Cloud Computing, and the Open Platform 3.0™ Forum. He is a member of the BCS, the IEEE and the AEA, and is a certified TOGAF® practitioner.

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