Category Archives: Accreditations

The Open Group Baltimore 2015 Highlights

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

The Open Group Baltimore 2015, Enabling Boundaryless Information Flow™, July 20-23, was held at the beautiful Hyatt Regency Inner Harbor. Over 300 attendees from 16 countries, including China, Japan, Netherlands and Brazil, attended this agenda-packed event.

The event kicked off on July 20th with a warm Open Group welcome by Allen Brown, President and CEO of The Open Group. The first plenary speaker was Bruce McConnell, Senior VP, East West Institute, whose presentation “Global Cooperation in Cyberspace”, gave a behind-the-scenes look at global cybersecurity issues. Bruce focused on US – China cyber cooperation, major threats and what the US is doing about them.

Allen then welcomed Christopher Davis, Professor of Information Systems, University of South Florida, to The Open Group Governing Board as an Elected Customer Member Representative. Chris also serves as Chair of The Open Group IT4IT™ Forum.

The plenary continued with a joint presentation “Can Cyber Insurance Be Linked to Assurance” by Larry Clinton, President & CEO, Internet Security Alliance and Dan Reddy, Adjunct Faculty, Quinsigamond Community College MA. The speakers emphasized that cybersecurity is not a simply an IT issue. They stated there are currently 15 billion mobile devices and there will be 50 billion within 5 years. Organizations and governments need to prepare for new vulnerabilities and the explosion of the Internet of Things (IoT).

The plenary culminated with a panel “US Government Initiatives for Securing the Global Supply Chain”. Panelists were Donald Davidson, Chief, Lifecycle Risk Management, DoD CIO for Cybersecurity, Angela Smith, Senior Technical Advisor, General Services Administration (GSA) and Matthew Scholl, Deputy Division Chief, NIST. The panel was moderated by Dave Lounsbury, CTO and VP, Services, The Open Group. They discussed the importance and benefits of ensuring product integrity of hardware, software and services being incorporated into government enterprise capabilities and critical infrastructure. Government and industry must look at supply chain, processes, best practices, standards and people.

All sessions concluded with Q&A moderated by Allen Brown and Jim Hietala, VP, Business Development and Security, The Open Group.

Afternoon tracks (11 presentations) consisted of various topics including Information & Data Architecture and EA & Business Transformation. The Risk, Dependability and Trusted Technology theme also continued. Jack Daniel, Strategist, Tenable Network Security shared “The Evolution of Vulnerability Management”. Michele Goetz, Principal Analyst at Forrester Research, presented “Harness the Composable Data Layer to Survive the Digital Tsunami”. This session was aimed at helping data professionals understand how Composable Data Layers set digital and the Internet of Things up for success.

The evening featured a Partner Pavilion and Networking Reception. The Open Group Forums and Partners hosted short presentations and demonstrations while guests also enjoyed the reception. Areas focused on were Enterprise Architecture, Healthcare, Security, Future Airborne Capability Environment (FACE™), IT4IT™ and Open Platform™.

Exhibitors in attendance were Esteral Technologies, Wind River, RTI and SimVentions.

By Loren K. Baynes, Director, Global Marketing CommunicationsPartner Pavilion – The Open Group Open Platform 3.0™

On July 21, Allen Brown began the plenary with the great news that Huawei has become a Platinum Member of The Open Group. Huawei joins our other Platinum Members Capgemini, HP, IBM, Philips and Oracle.

By Loren K Baynes, Director, Global Marketing CommunicationsAllen Brown, Trevor Cheung, Chris Forde

Trevor Cheung, VP Strategy & Architecture Practice, Huawei Global Services, will be joining The Open Group Governing Board. Trevor posed the question, “what can we do to combine The Open Group and IT aspects to make a customer experience transformation?” His presentation entitled “The Value of Industry Standardization in Promoting ICT Innovation”, addressed the “ROADS Experience”. ROADS is an acronym for Real Time, On-Demand, All Online, DIY, Social, which need to be defined across all industries. Trevor also discussed bridging the gap; the importance of combining Customer Experience (customer needs, strategy, business needs) and Enterprise Architecture (business outcome, strategies, systems, processes innovation). EA plays a key role in the digital transformation.

Allen then presented The Open Group Forum updates. He shared roadmaps which include schedules of snapshots, reviews, standards, and publications/white papers.

Allen also provided a sneak peek of results from our recent survey on TOGAF®, an Open Group standard. TOGAF® 9 is currently available in 15 different languages.

Next speaker was Jason Uppal, Chief Architecture and CEO, iCareQuality, on “Enterprise Architecture Practice Beyond Models”. Jason emphasized the goal is “Zero Patient Harm” and stressed the importance of Open CA Certification. He also stated that there are many roles of Enterprise Architects and they are always changing.

Joanne MacGregor, IT Trainer and Psychologist, Real IRM Solutions, gave a very interesting presentation entitled “You can Lead a Horse to Water… Managing the Human Aspects of Change in EA Implementations”. Joanne discussed managing, implementing, maintaining change and shared an in-depth analysis of the psychology of change.

“Outcome Driven Government and the Movement Towards Agility in Architecture” was presented by David Chesebrough, President, Association for Enterprise Information (AFEI). “IT Transformation reshapes business models, lean startups, web business challenges and even traditional organizations”, stated David.

Questions from attendees were addressed after each session.

In parallel with the plenary was the Healthcare Interoperability Day. Speakers from a wide range of Healthcare industry organizations, such as ONC, AMIA and Healthway shared their views and vision on how IT can improve the quality and efficiency of the Healthcare enterprise.

Before the plenary ended, Allen made another announcement. Allen is stepping down in April 2016 as President and CEO after more than 20 years with The Open Group, including the last 17 as CEO. After conducting a process to choose his successor, The Open Group Governing Board has selected Steve Nunn as his replacement who will assume the role with effect from November of this year. Steve is the current COO of The Open Group and CEO of the Association of Enterprise Architects. Please see press release here.By Loren K. Baynes, Director, Global Marketing Communications

Steve Nunn, Allen Brown

Afternoon track topics were comprised of EA Practice & Professional Development and Open Platform 3.0™.

After a very informative and productive day of sessions, workshops and presentations, event guests were treated to a dinner aboard the USS Constellation just a few minutes walk from the hotel. The USS Constellation constructed in 1854, is a sloop-of-war, the second US Navy ship to carry the name and is designated a National Historic Landmark.

By Loren K. Baynes, Director, Global Marketing CommunicationsUSS Constellation

On Wednesday, July 22, tracks continued: TOGAF® 9 Case Studies and Standard, EA & Capability Training, Knowledge Architecture and IT4IT™ – Managing the Business of IT.

Thursday consisted of members-only meetings which are closed sessions.

A special “thank you” goes to our sponsors and exhibitors: Avolution, SNA Technologies, BiZZdesign, Van Haren Publishing, AFEI and AEA.

Check out all the Twitter conversation about the event – @theopengroup #ogBWI

Event proceedings for all members and event attendees can be found here.

Hope to see you at The Open Group Edinburgh 2015 October 19-22! Please register here.

By Loren K. Baynes, Director, Global Marketing CommunicationsLoren K. Baynes, Director, Global Marketing Communications, joined The Open Group in 2013 and spearheads corporate marketing initiatives, primarily the website, blog, media relations and social media. 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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Filed under Accreditations, Boundaryless Information Flow™, Cybersecurity, Enterprise Architecture, Enterprise Transformation, Healthcare, Internet of Things, Interoperability, Open CA, Open Platform 3.0, Security, Security Architecture, The Open Group Baltimore 2015, TOGAF®

A Tale of Two IT Departments, or How Governance is Essential in the Hybrid Cloud and Bimodal IT Era

Transcript of an Open Group discussion/podcast on the role of Cloud Governance and Enterprise Architecture and how they work together in the era of increasingly fragmented IT.

Listen to the podcast. Find it on iTunes. Get the mobile app for iOS or Android. Sponsor: The Open Group

Dana Gardner: Hello, and welcome to a special Thought Leadership Panel Discussion, coming to you in conjunction with The Open Group’s upcoming conference on July 20, 2015 in Baltimore.

I’m Dana Gardner, Principal Analyst at Interarbor Solutions, and I’ll be your host and moderator as we examine the role that Cloud Governance and Enterprise Architecture play in an era of increasingly fragmented IT.

Not only are IT organizations dealing with so-called shadow IT and myriad proof-of-concept affairs, there is now a strong rationale for fostering what Gartner calls Bimodal IT. There’s a strong case to be made for exploiting the strengths of several different flavors of IT, except that — at the same time — businesses are asking IT in total to be faster, better, and cheaper.

The topic before us today is how to allow for the benefits of Bimodal IT or even Multimodal IT, but without IT fragmentation leading to a fractured and even broken business.

Here to update us on the work of The Open Group Cloud Governance initiatives and working groups and to further explore the ways that companies can better manage and thrive with hybrid IT are our guests. We’re here today with Dr. Chris Harding, Director for Interoperability and Cloud Computing Forum Director at The Open Group. Welcome, Chris.

Dr. Chris Harding: Thank you, Dana. It’s great to be here.

Gardner: We’re also here with David Janson, Executive IT Architect and Business Solutions Professional with the IBM Industry Solutions Team for Central and Eastern Europe and a leading contributor to The Open Group Cloud Governance Project. Welcome, David.

David Janson: Thank you. Glad to be here.

Gardner: Lastly, we here with Nadhan, HP Distinguished Technologist and Cloud Advisor and Co-Chairman of The Open Group Cloud Governance Project. Welcome, Nadhan.

Nadhan: Thank you, Dana. It’s a pleasure to be here.

IT trends

Gardner: Before we get into an update on The Open Group Cloud Governance Initiatives, in many ways over the past decades IT has always been somewhat fragmented. Very few companies have been able to keep all their IT oars rowing in the same direction, if you will. But today things seem to be changing so rapidly that we seem to acknowledge that some degree of disparate IT methods are necessary. We might even think of old IT and new IT, and this may even be desirable.

But what are the trends that are driving this need for a Multimodal IT? What’s accelerating the need for different types of IT, and how can we think about retaining a common governance, and even a frameworks-driven enterprise architecture umbrella, over these IT elements?

Nadhan: Basically, the change that we’re going through is really driven by the business. Business today has much more rapid access to the services that IT has traditionally provided. Business has a need to react to its own customers in a much more agile manner than they were traditionally used to.

We now have to react to demands where we’re talking days and weeks instead of months and years. Businesses today have a choice. Business units are no longer dependent on the traditional IT to avail themselves of the services provided. Instead, they can go out and use the services that are available external to the enterprise.

To a great extent, the advent of social media has also resulted in direct customer feedback on the sentiment from the external customer that businesses need to react to. That is actually changing the timelines. It is requiring IT to be delivered at the pace of business. And the very definition of IT is undergoing a change, where we need to have the right paradigm, the right technology, and the right solution for the right business function and therefore the right application.

Since the choices have increased with the new style of IT, the manner in which you pair them up, the solutions with the problems, also has significantly changed. With more choices, come more such pairs on which solution is right for which problem. That’s really what has caused the change that we’re going through.

A change of this magnitude requires governance that goes across building up on the traditional governance that was always in play, requiring elements like cloud to have governance that is more specific to solutions that are in the cloud across the whole lifecycle of cloud solutions deployment.

Gardner: David, do you agree that this seems to be a natural evolution, based on business requirements, that we basically spin out different types of IT within the same organization to address some of these issues around agility? Or is this perhaps a bad thing, something that’s unnatural and should be avoided?

Janson: In many ways, this follows a repeating pattern we’ve seen with other kinds of transformations in business and IT. Not to diminish the specifics about what we’re looking at today, but I think there are some repeating patterns here.

There are new disruptive events that compete with the status quo. Those things that have been optimized, proven, and settled into sort of a consistent groove can compete with each other. Excitement about the new value that can be produced by new approaches generates momentum, and so far this actually sounds like a healthy state of vitality.

Good governance

However, one of the challenges is that the excitement potentially can lead to overlooking other important factors, and that’s where I think good governance practices can help.

For example, governance helps remind people about important durable principles that should be guiding their decisions, important considerations that we don’t want to forget or under-appreciate as we roll through stages of change and transformation.

At the same time, governance practices need to evolve so that it can adapt to new things that fit into the governance framework. What are those things and how do we govern those? So governance needs to evolve at the same time.

There is a pattern here with some specific things that are new today, but there is a repeating pattern as well, something we can learn from.

Gardner: Chris Harding, is there a built-in capability with cloud governance that anticipates some of these issues around different styles or flavors or even velocity of IT innovation that can then allow for that innovation and experimentation, but then keep it all under the same umbrella with a common management and visibility?

Harding: There are a number of forces at play here, and there are three separate trends that we’ve seen, or at least that I have observed, in discussions with members within The Open Group that relate to this.

The first is one that Nadhan mentioned, the possibility of outsourcing IT. I remember a member’s meeting a few years ago, when one of our members who worked for a company that was starting a cloud brokerage activity happened to mention that two major clients were going to do away with their IT departments completely and just go for cloud brokerage. You could see the jaws drop around the table, particularly with the representatives who were from company corporate IT departments.

Of course, cloud brokers haven’t taken over from corporate IT, but there has been that trend towards things moving out of the enterprise to bring in IT services from elsewhere.

That’s all very well to do that, but from a governance perspective, you may have an easy life if you outsource all of your IT to a broker somewhere, but if you fail to comply with regulations, the broker won’t go to jail; you will go to jail.

So you need to make sure that you retain control at the governance level over what is happening from the point of view of compliance. You probably also want to make sure that your architecture principles are followed and retain governance control to enable that to happen. That’s the first trend and the governance implication of it.

In response to that, a second trend that we see is that IT departments have reacted often by becoming quite like brokers themselves — providing services, maybe providing hybrid cloud services or private cloud services within the enterprise, or maybe sourcing cloud services from outside. So that’s a way that IT has moved in the past and maybe still is moving.

Third trend

The third trend that we’re seeing in some cases is that multi-discipline teams within line of business divisions, including both business people and technical people, address the business problems. This is the way that some companies are addressing the need to be on top of the technology in order to innovate at a business level. That is an interesting and, I think, a very healthy development.

So maybe, yes, we are seeing a bimodal splitting in IT between the traditional IT and the more flexible and agile IT, but maybe you could say that that second part belongs really in the line of business departments, rather than in the IT departments. That’s at least how I see it.

Nadhan: I’d like to build on a point that David made earlier about repeating patterns. I can relate to that very well within The Open Group, speaking about the Cloud Governance Project. Truth be told, as we continue to evolve the content in cloud governance, some of the seeding content actually came from the SOA Governance Project that The Open Group worked on a few years back. So the point David made about the repeating patterns resonates very well with that particular case in mind.

Gardner: So we’ve been through this before. When there is change and disruption, sometimes it’s required for a new version of methodologies and best practices to emerge, perhaps even associated with specific technologies. Then, over time, we see that folded back in to IT in general, or maybe it’s pushed back out into the business, as Chris alluded to.

My question, though, is how we make sure that these don’t become disruptive and negative influences over time. Maybe governance and enterprise architecture principles can prevent that. So is there something about the cloud governance, which I think really anticipates a hybrid model, particularly a cloud hybrid model, that would be germane and appropriate for a hybrid IT environment?

David Janson, is there a cloud governance benefit in managing hybrid IT?

Janson: There most definitely is. I tend to think that hybrid IT is probably where we’re headed. I don’t think this is avoidable. My editorial comment upon that is that’s an unavoidable direction we’re going in. Part of the reason I say that is I think there’s a repeating pattern here of new approaches, new ways of doing things, coming into the picture.

And then some balancing acts goes on, where people look at more traditional ways versus the new approaches people are talking about, and eventually they look at the strengths and weaknesses of both.

There’s going to be some disruption, but that’s not necessarily bad. That’s how we drive change and transformation. What we’re really talking about is making sure the amount of disruption is not so counterproductive that it actually moves things backward instead of forward.

I don’t mind a little bit of disruption. The governance processes that we’re talking about, good governance practices, have an overall life cycle that things move through. If there is a way to apply governance, as you work through that life cycle, at each point, you’re looking at the particular decision points and actions that are going to happen, and make sure that those decisions and actions are well-informed.

We sometimes say that governance helps us do the right things right. So governance helps people know what the right things are, and then the right way to do those things..

Bimodal IT

Also, we can measure how well people are actually adapting to those “right things” to do. What’s “right” can vary over time, because we have disruptive change. Things like we are talking about with Bimodal IT is one example.

Within a narrower time frame in the process lifecycle,, there are points that evolve across that time frame that have particular decisions and actions. Governance makes sure that people are well informed as they’re rolling through that about important things they shouldn’t forget. It’s very easy to forget key things and optimize for only one factor, and governance helps people remember that.

Also, just check to see whether we’re getting the benefits that people expected out of it. Coming back around and looking afterward to see if we accomplish what we thought we would or did we get off in the wrong direction. So it’s a bit like a steering mechanism or a feedback mechanism, in it that helps keep the car on the road, rather than going off in the soft shoulder. Did we overlook something important? Governance is key to making this all successful.

Gardner: Let’s return to The Open Group’s upcoming conference on July 20 in Baltimore and also learn a bit more about what the Cloud Governance Project has been up to. I think that will help us better understand how cloud governance relates to these hybrid IT issues that we’ve been discussing.

Nadhan, you are the co-chairman of the Cloud Governance Project. Tell us about what to expect in Baltimore with the concepts of Boundaryless Information Flow™, and then also perhaps an update on what the Cloud Governance Project has been up to.

Nadhan: Absolutely, Dana. When the Cloud Governance Project started, the first question we challenged ourselves with was, what is it and why do we need it, especially given that SOA governance, architecture governance, IT governance, enterprise governance, in general are all out there with frameworks? We actually detailed out the landscape with different standards and then identified the niche or the domain that cloud governance addresses.

After that, we went through and identified the top five principles that matter for cloud governance to be done right. Some of the obvious ones being that cloud is a business decision, and the governance exercise should keep in mind whether it is the right business decision to go to the cloud rather than just jumping on the bandwagon. Those are just some examples of the foundational principles that drive how cloud governance must be established and exercised.

Subsequent to that, we have a lifecycle for cloud governance defined and then we have gone through the process of detailing it out by identifying and decoupling the governance process and the process that is actually governed.

So there is this concept of process pairs that we have going, where we’ve identified key processes, key process pairs, whether it be the planning, the architecture, reusing cloud service, subscribing to it, unsubscribing, retiring, and so on. These are some of the defining milestones in the life cycle.

We’ve actually put together a template for identifying and detailing these process pairs, and the template has an outline of the process that is being governed, the key phases that the governance goes through, the desirable business outcomes that we would expect because of the cloud governance, as well as the associated metrics and the key roles.

Real-life solution

The Cloud Governance Framework is actually detailing each one. Where we are right now is looking at a real-life solution. The hypothetical could be an actual business scenario, but the idea is to help the reader digest the concepts outlined in the context of a scenario where such governance is exercised. That’s where we are on the Cloud Governance Project.

Let me take the opportunity to invite everyone to be part of the project to continue it by subscribing to the right mailing list for cloud governance within The Open Group.

Gardner: Thank you. Chris Harding, just for the benefit of our readers and listeners who might not be that familiar with The Open Group, perhaps you could give us a very quick overview of The Open Group — its mission, its charter, what we could expect at the Baltimore conference, and why people should get involved, either directly by attending, or following it on social media or the other avenues that The Open Group provides on its website?

Harding: Thank you, Dana. The Open Group is a vendor-neutral consortium whose vision is Boundaryless Information Flow. That is to say the idea that information should be available to people within an enterprise, or indeed within an ecosystem of enterprises, as and when needed, not locked away into silos.

We hold main conferences, quarterly conferences, four times a year and also regional conferences in various parts of the world in between those, and we discuss a variety of topics.

In fact, the main topics for the conference that we will be holding in July in Baltimore are enterprise architecture and risk and security. Architecture and security are two of the key things for which The Open Group is known, Enterprise Architecture, particularly with its TOGAF® Framework, is perhaps what The Open Group is best known for.

We’ve been active in a number of other areas, and risk and security is one. We also have started a new vertical activity on healthcare, and there will be a track on that at the Baltimore conference.

There will be tracks on other topics too, including four sessions on Open Platform 3.0™. Open Platform 3.0 is The Open Group initiative to address how enterprises can gain value from new technologies, including cloud computing, social computing, mobile computing, big data analysis, and the Internet of Things.

We’ll have a number of presentations related to that. These will include, in fact, a perspective on cloud governance, although that will not necessarily reflect what is happening in the Cloud Governance Project. Until an Open Group standard is published, there is no official Open Group position on the topic, and members will present their views at conferences. So we’re including a presentation on that.

Lifecycle governance

There is also a presentation on another interesting governance topic, which is on Information Lifecycle Governance. We have a panel session on the business context for Open Platform 3.0 and a number of other presentations on particular topics, for example, relating to the new technologies that Open Platform 3.0 will help enterprises to use.

There’s always a lot going on at Open Group conferences, and that’s a brief flavor of what will happen at this one.

Gardner: Thank you. And I’d just add that there is more available at The Open Group website, opengroup.org.

Going to one thing you mentioned about a standard and publishing that standard — and I’ll throw this out to any of our guests today — is there a roadmap that we could look to in order to anticipate the next steps or milestones in the Cloud Governance Project? When would such a standard emerge and when might we expect it?

Nadhan: As I said earlier, the next step is to identify the business scenario and apply it. I’m expecting, with the right level of participation, that it will take another quarter, after which it would go through the internal review with The Open Group and the company reviews for the publication of the standard. Assuming we have that in another quarter, Chris, could you please weigh in on what it usually takes, on average, for those reviews before it gets published.

Harding: You could add on another quarter. It shouldn’t actually take that long, but we do have a thorough review process. All members of The Open Group are invited to participate. The document is posted for comment for, I would think, four weeks, after which we review the comments and decide what actually needs to be taken.

Certainly, it could take only two months to complete the overall publication of the standard from the draft being completed, but it’s safer to say about a quarter.

Gardner: So a real important working document could be available in the second half of 2015. Let’s now go back to why a cloud governance document and approach is important when we consider the implications of Bimodal or Multimodal IT.

One of things that Gartner says is that Bimodal IT projects require new project management styles. They didn’t say project management products. They didn’t say, downloads or services from a cloud provider. We’re talking about styles.

So it seems to me that, in order to prevent the good aspects of Bimodal IT to be overridden by negative impacts of chaos and the lack of coordination that we’re talking about, not about a product or a download, we’re talking about something that a working group and a standards approach like the Cloud Governance Project can accommodate.

David, why is it that you can’t buy this in a box or download it as a product? What is it that we need to look at in terms of governance across Bimodal IT and why is that appropriate for a style? Maybe the IT people need to think differently about accomplishing this through technology alone?

First question

Janson: When I think of anything like a tool or a piece of software, the first question I tend to have is what is that helping me do, because the tool itself generally is not the be-all and end-all of this. What process is this going to help me carry out?

So, before I would think about tools, I want to step back and think about what are the changes to project-related processes that new approaches require. Then secondly, think about how can tools help me speed up, automate, or make those a little bit more reliable?

It’s an easy thing to think about a tool that may have some process-related aspects embedded in it as sort of some kind of a magic wand that’s going to automatically make everything work well, but it’s the processes that the tool could enable that are really the important decision. Then, the tools simply help to carry that out more effectively, more reliably, and more consistently.

We’ve always seen an evolution about the processes we use in developing solutions, as well as tools. Technology requires tools to adapt. As to the processes we use, as they get more agile, we want to be more incremental, and see rapid turnarounds in how we’re developing things. Tools need to evolve with that.

But I’d really start out from a governance standpoint, thinking about challenging the idea that if we’re going to make a change, how do we know that it’s really an appropriate one and asking some questions about how we differentiate this change from just reinventing the wheel. Is this an innovation that really makes a difference and isn’t just change for the sake of change?

Governance helps people challenge their thinking and make sure that it’s actually a worthwhile step to take to make those adaptations in project-related processes.

Once you’ve settled on some decisions about evolving those processes, then we’ll start looking for tools that help you automate, accelerate, and make consistent and more reliable what those processes are.

I tend to start with the process and think of the technology second, rather than the other way around. Where governance can help to remind people of principles we want to think about. Are you putting the cart before the horse? It helps people challenge their thinking a little bit to be sure they’re really going in the right direction.

Gardner: Of course, a lot of what you just mentioned pertains to enterprise architecture generally as well.

Nadhan, when we think about Bimodal or Multimodal IT, this to me is going to be very variable from company to company, given their legacy, given their existing style, the rate of adoption of cloud or other software as a service (SaaS), agile, or DevOps types of methods. So this isn’t something that’s going to be a cookie-cutter. It really needs to be looked at company by company and timeline by timeline.

Is this a vehicle for professional services, for management consulting more than IT and product? What is n the relationship between cloud governance, Bimodal IT, and professional services?

Delineating systems

Nadhan: It’s a great question Dana. Let me characterize Bimodal IT slightly differently, before answering the question. Another way to look at Bimodal IT, where we are today, is delineating systems of record and systems of engagement.

In traditional IT, typically, we’re looking at the systems of record, and systems of engagement with the social media and so on are in the live interaction. Those define the continuously evolving, growing-by-the-second systems of engagement, which results in the need for big data, security, and definitely the cloud and so on.

The coexistence of both of these paradigms requires the right move to the cloud for the right reason. So even though they are the systems of record, some, if not most, do need to get transformed to the cloud, but that doesn’t mean all systems of engagement eventually get transformed to the cloud.

There are good reasons why you may actually want to leave certain systems of engagement the way they are. The art really is in combining the historical data that the systems of record have with the continual influx of data that we get through the live channels of social media, and then, using the right level of predictive analytics to get information.

I said a lot in there just to characterize the Bimodal IT slightly differently, making the point that what really is at play, Dana, is a new style of thinking. It’s a new style of addressing the problems that have been around for a while.

But a new way to address the same problems, new solutions, a new way of coming up with the solution models would address the business problems at hand. That requires an external perspective. That requires service providers, consulting professionals, who have worked with multiple customers, perhaps other customers in the same industry, and other industries with a healthy dose of innovation.

That’s where this is a new opportunity for professional services to work with the CxOs, the enterprise architects, the CIOs to exercise the right business decision with the rights level of governance.

Because of the challenges with the coexistence of both systems of record and systems of engagement and harvesting the right information to make the right business decision, there is a significant opportunity for consulting services to be provided to enterprises today.

Drilling down

Gardner: Before we close off I wanted to just drill down on one thing, Nadhan, that you brought up, which is that ability to measure and know and then analyze and compare.

One of the things that we’ve seen with IT developing over the past several years as well is that the big data capabilities have been applied to all the information coming out of IT systems so that we can develop a steady state and understand those systems of record, how they are performing, and compare and contrast in ways that we couldn’t have before.

So on our last topic for today, David Janson, how important is it for that measuring capability in a governance context, and for organizations that want to pursue Bimodal IT, but keep it governed and keep it from spinning out of control? What should they be thinking about putting in place, the proper big data and analytics and measurement and visibility apparatus and capabilities?

Janson: That’s a really good question. One aspect of this is that, when I talk with people about the ideas around governance, it’s not unusual that the first idea that people have about what governance is is about the compliance or the policing aspect that governance can play. That sounds like that’s interference, sand in the gears, but it really should be the other way around.

A governance framework should actually make it very clear how people should be doing things, what’s expected as the result at the end, and how things are checked and measured across time at early stages and later stages, so that people are very clear about how things are carried out and what they are expected to do. So, if someone does use a governance-compliance process to see if things are working right, there is no surprise, there is no slowdown. They actually know how to quickly move through that.

Good governance has communicated that well enough, so that people should actually move faster rather than slower. In other words, there should be no surprises.

Measuring things is very important, because if you haven’t established the objectives that you’re after and some metrics to help you determine whether you’re meeting those, then it’s kind of an empty suit, so to speak, with governance. You express some ideas that you want to achieve, but you have no way of knowing or answering the question of how we know if this is doing what we want to do. Metrics are very important around this.

We capture metrics within processes. Then, for the end result, is it actually producing the effects people want? That’s pretty important.

One of the things that we have built into the Cloud Governance Framework is some idea about what are the outcomes and the metrics that each of these process pairs should have in mind. It helps to answer the question, how do we know? How do we know if something is doing what we expect? That’s very, very essential.

Gardner: I am afraid we’ll have to leave it there. We’ve been examining the role of cloud governance and enterprise architecture and how they work together in the era of increasingly fragmented IT. And we’ve seen how The Open Group Cloud Governance Initiatives and Working Groups can help allow for the benefits of Bimodal IT, but without necessarily IT fragmentation leading to a fractured or broken business process around technology and innovation.

This special Thought Leadership Panel Discussion comes to you in conjunction with The Open Group’s upcoming conference on July 20, 2015 in Baltimore. And it’s not too late to register on The Open Group’s website or to follow the proceedings online and via social media such as Twitter, LinkedIn and Facebook.

So, thank you to our guests today. We’ve been joined by Dr. Chris Harding, Director for Interoperability and Cloud Computing Forum Director at The Open Group; David Janson, Executive IT Architect and Business Solutions Professional with the IBM Industry Solutions Team for Central and Eastern Europe and a leading contributor to The Open Group Cloud Governance Project, and Nadhan, HP Distinguished Technologist and Cloud Advisor and Co-Chairman of The Open Group Cloud Governance Project.

And a big thank you, too, to our audience for joining this special Open Group-sponsored discussion. This is Dana Gardner, Principal Analyst at Interarbor Solutions, your host and moderator for this thought leadership panel discussion series. Thanks again for listening, and do come back next time.

Listen to the podcast. Find it on iTunes. Get the mobile app for iOS or Android.

Sponsor: The Open Group

Transcript of an Open Group discussion/podcast on the role of Cloud Governance and Enterprise Architecture and how they work together in the era of increasingly fragmented IT. Copyright The Open Group and Interarbor Solutions, LLC, 2005-2015. All rights reserved.

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Open FAIR Certification for People Program

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

In this, the final installment of this Open FAIR blog series, we will look at the Open FAIR Certification for People program.

In early 2012, The Open Group Security Forum began exploring the idea of creating a certification program for Risk Analysts. Discussions with large enterprises regarding their risk analysis programs led us to the conclusion that there was a need for a professional certification program for Risk Analysts. In addition, Risk Analyst professionals and Open FAIR practitioners expressed interest in a certification program. Security and risk training organizations also expressed interest in providing training courses based upon the Open FAIR standards and Body of Knowledge.

The Open FAIR People Certification Program was designed to meet the requirements of employers and risk professionals. The certification program is a knowledge-based certification, testing candidates knowledge of the two standards, O-RA, and O-RT. Candidates are free to acquire their knowledge through self-study, or to take a course from an accredited training organization. The program currently has a single level (Foundation), with a more advanced certification level (Certified) planned for 2015.

Several resources are available from The Open Group to assist Risk Analysts preparing to sit for the exam, including the following:

  • Open FAIR Pocket Guide
  • Open FAIR Study Guide
  • 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.

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

For training organizations, The Open Group accredits organizations wishing to offer training courses on Open FAIR. Testing of candidates is offered through Prometric test centers worldwide.

For more information on Open FAIR certification or accreditation, please contact us at: openfair-cert-auth@opengroup.org

By Jim Hietala and Andrew JoseyJim 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.

 

By Andrew JoseyAndrew 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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Filed under Accreditations, Certifications, Cybersecurity, Enterprise Architecture, Information security, Open FAIR Certification, Professional Development, RISK Management, Security, Uncategorized

The Open Group Executive Round Table Event at Mumbai

By Bala Peddigari, Head – HiTech TEG and Innovation Management, Tata Consultancy Services Limited

The Open Group organized the Executive Round Table Event at Taj Lands End in Mumbai on November 12, 2014. The goal was to brief industry executives on how The Open Group can help in promoting Enterprise Architecture within the organization, and how it helps to stay relevant to the Indianized context in realizing and bringing in positive change. Executives from the Government of Maharastra, Reserve Bank of India, NSDL, Indian Naval Service, SVC Bank, Vodafone, SVC Bank, SP Jain Institute, Welingkar Institute of Management, VSIT,Media Lab Asia, Association of Enterprise Architects (AEA), Computer Society of India and others were present.

By Bala PeddigariJames de Raeve, Vice President, Certification of The Open Group introduced The Open Group to the executives and explained the positive impact it is creating in driving Enterprise Architecture. He noted most of the EA functions, Work Groups and Forums are driven by the participating companies and Architects associated with them. James revealed facts stating that India is in fourth position in TOGAF® certification and Bangalore is second only to London. He also discussed the newest Forum, The Open Group IT4IT™ Forum and its objective to solve some of the key business problems and build Reference Architecture for managing the business of IT.  The mission of The Open Group IT4IT Forum is to develop, evolve and drive the adoption of the vendor-neutral IT4IT Reference Architecture.

Rajesh Aggarwal, Principal Secretary IT, Government of Maharashtra, attended the Round Table and shared his view on how Enterprise Architecture can help some of the key Government initiatives drive citizen-centric change. An example he used is the change in policies for senior citizens who seek pension. They show up every November at the bank to identify themselves for Life Certificate to continue getting pension. This process can be simplified through IT. He used an excellent analogy of making phone calls to have pizza delivered from Pizza Hut and consumer goods from Flipkart. Similarly his vision is to get Smart and Digital Governance where citizens can call and get the services at their door.

MumbaiRajeesh Aggarwal

70886-uppalJason Uppal, Chief Architect (Open CA Level 3 Certified), QR Systems in Canada presented a session on “Digital Economy and Enterprise Architecture”. Jason emphasized the need for Enterprise Architecture and why now in the networked and digital economy you need intent but not money to drive change. He also shared his thoughts on tools for this new game – Industrial Engineering and Enterprise Architecture focus to improve the performance capabilities across the value chain. Jason explained how EA can help in building the capability in the organization, defined value chain leveraging EA capabilities and transforming enterprise capabilities to apply those strategies. The key performance indicators of Enterprise Architecture can be measured through Staff Engagement, Time and Cost, Project Efficiency, Capability Effectiveness, Information Quality which explains the maturity of Enterprise Architecture in the organization. During his talk, Jason brought out many analogies to share his own experiences where Enterprise Architecture simplified and brought in much transformation in Healthcare. Jason shared an example of Carlos Ghosn who manages three companies worth $140 billion USD. He explains further the key to his success is to protect his change-agents and provide them the platform and opportunity to experiment. Enterprise Architecture is all about people who make it happen and bring impact.

The heart of the overall Executive Round Table Event was a panel session on “Enterprise Architecture in India Context”. Panelists were Jason Uppal, Rakhi Gupta from TCS and myself who shared perspectives on the following questions:

  1. Enterprise Architecture and Agile – Do they complement?
  2. How are CIOs seeing Enterprise Architecture when compared to other CXOs?
  3. I have downloaded TOGAF, what should I do next?
  4. How is Enterprise Architecture envisioned in the next 5 years?
  5. How can Enterprise Architecture help the “Make in India” initiative?
  6. Should Enterprise Architecture have a course in academics for students?

I explained how Enterprise Architecture is relevant in academics and how it can enable the roots to build agile-based system to quickly respond to the changes. I also brought in my perspective how Enterprise Architecture can show strengths while covering the weaknesses. Furthermore, TOGAF applies and benefits the context of the Indian future economy. Jason explained the change in dynamics in the education system to build a query-based learning approach to find and use. Rakhi shared her thoughts based on experience associated with Department of Posts Transformation keeping a citizen-centric Enterprise Architecture approach.

Overall, it has created a positive wave of understanding the importance of Enterprise Architecture and applying the TOGAF knowledge consistently to pave the road for the future. The event was well organized by Abraham Koshy and team, with good support from CSI Mumbai and AEA Mumbai chapters.

By Bala PeddigariBala Prasad Peddigari has worked with Tata Consultancy Services Limited for over 15 years. Bala practices Enterprise Architecture and evangelizes platform solutions, performance and scalable architectures and Cloud technology initiatives within TCS.  He heads the Technology Excellence Group for HiTech Vertical. Bala drives the architecture and technology community initiatives within TCS through coaching, mentoring and grooming techniques.

Bala has a Masters in Computer Applications from University College of Engineering, Osmania. He is an Open Group Master IT Certified Architect and serves as a Board Member in The Open Group Certifying Authority. He received accolades for his cloud architectural strengths and published his papers in IEEE.  Bala is a regular speaker in Open Group and technology events and is a member of The Open Group Open Platform 3.0™.

 

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The Open Group Boston 2014 – Day Two Highlights

By Loren K. Bayes, Director, Global Marketing Communications

Enabling Boundaryless Information Flow™  continued in Boston on Tuesday, July 22Allen Brown, CEO and President of The Open Group welcomed attendees with an overview of the company’s second quarter results.

The Open Group membership is at 459 organizations in 39 countries, including 16 new membership agreements in 2Q 2014.

Membership value is highlighted by the collaboration Open Group members experience. For example, over 4,000 individuals attended Open Group events (physically and virtually whether at member meetings, webinars, podcasts, tweet jams). The Open Group website had more than 1 million page views and over 105,000 publication items were downloaded by members in 80 countries.

Brown also shared highlights from The Open Group Forums which featured status on many upcoming white papers, snapshots, reference models and standards, as well as individiual Forum Roadmaps. The Forums are busy developing and reviewing projects such as the Next Version of TOGAF®, an Open Group standard, an ArchiMate® white paper, The Open Group Healthcare Forum charter and treatise, Standard Mils™ APIs and Open Fair. Many publications are translated into multiple languages including Chinese and Portuguese. Also, a new Forum will be announced in the third quarter at The Open Group London 2014 so stay tuned for that launch news!

Our first keynote of the day was Making Health Addictive by Joseph Kvedar, MD, Partners HealthCare, Center for Connected Health.

Dr. Kvedar described how Healthcare delivery is changing, with mobile technology being a big part. Other factors pushing changes are reimbursement paradigms and caregivers being paid to be more efficient and interested in keeping people healthy and out of hospitals. The goal of Healthcare providers is to integrate care into the day-to-day lives of patients. Healthcare also aims for better technologies and architecture.

Mobile is a game-changer in Healthcare because people are “always on and connected”. Mobile technology allows for in-the-moment messaging, ability to capture health data (GPS, accelerator, etc.) and display information in real time as needed. Bottom-line, smartphones are addictive so they are excellent tools for communication and engagement.

But there is a need to understand and address the implications of automating Healthcare: security, privacy, accountability, economics.

The plenary continued with Proteus Duxbury, CTO, Connect for Health Colorado, who presented From Build to Run at the Colorado Health Insurance Exchange – Achieving Long-term Sustainability through Better Architecture.

Duxbury stated the keys to successes of his organization are the leadership and team’s shared vision, a flexible vendor being agile with rapidly changing regulatory requirements, and COTS solution which provided minimal customization and custom development, resilient architecture and security. Connect for Health experiences many challenges including budget restraints, regulation and operating in a “fish bowl”. Yet, they are on-track with their three-year ‘build to run’ roadmap, stabilizing their foundation and gaining efficiencies.

During the Q&A with Allen Brown following each presentation, both speakers emphasized the need for standards, architecture and data security.

Brown and DuxburyAllen Brown and Proteus Duxbury

During the afternoon, track sessions consisted of Healthcare, Enterprise Architecture (EA) & Business Value, Service-Oriented Architecture (SOA), Security & Risk Management, Professional Development and ArchiMate Tutorials. Chris Armstrong, President, Armstrong Process Group, Inc. discussed Architecture Value Chain and Capability Model. Laura Heritage, Principal Solution Architect / Enterprise API Platform, SOA Software, presented Protecting your APIs from Threats and Hacks.

The evening culminated with a reception at the historic Old South Meeting House, where the Boston Tea Party began in 1773.

photo2

IMG_2814Networking Reception at Old South Meeting House

A special thank you to our sponsors and exhibitors at The Open Group Boston 2014: BiZZdesign, Black Duck, Corso, Good e-Learning, Orbus and AEA.

Join the conversation #ogBOS!

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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Filed under Accreditations, Boundaryless Information Flow™, Business Architecture, COTS, Data management, Enterprise Architecture, Enterprise Transformation, Healthcare, Information security, Open FAIR Certification, OTTF, RISK Management, Service Oriented Architecture, Standards, Uncategorized

How the Open Trusted Technology Provider Standard (O-TTPS) and Accreditation Will Help Lower Cyber Risk

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

Changing business dynamics and enabling technologies

In 2008, IBM introduced the concept of a “Smarter Planet.” The Smarter Planet initiative focused, in part, on the evolution of globalization against the backdrop of changing business dynamics and enabling technologies. A key concept was the need for infrastructure to be tightly integrated, interconnected, and intelligent, thereby facilitating collaboration between people, government and businesses in order to meet the world’s growing appetite for data and automation. Since then, many industries and businesses have adopted this approach, including the ICT (information and communications technology) industries that support the global technology manufacturing supply chain.

Intelligent and interconnected critical systems

This transformation has infused technology into virtually all aspects of our lives, and involves, for example, government systems, the electric grid and healthcare. Most of these technological solutions are made up of hundreds or even thousands of components that are sourced from the growing global technology supply chain.
Intelligent and interconnected critical systems

In the global technology economy, no one technology vendor or integrator is able to always provide a single source solution. It is no longer cost competitive to design all of the electronic components, printed circuit boards, card assemblies, or other sub-assemblies in-house. Adapting to the changing market place and landscape by balancing response time and cost efficiency, in an expedient manner, drives a more wide-spread use of OEM (original equipment manufacturer) products.

As a result, most technology providers procure from a myriad of global component suppliers, who very often require similarly complex supply chains to source their components. Every enterprise has a supplier network, and each of their suppliers has a supply chain network, and these sub-tier suppliers have their own supply chain networks. The resultant technology supply chain is manifested into a network of integrated suppliers.

Increasingly, the critical systems of the planet — telecommunications, banking, energy and others — depend on and benefit from the intelligence and interconnectedness enabled by existing and emerging technologies. As evidence, one need only look to the increase in enterprise mobile applications and BYOD strategies to support corporate and government employees.

Cybersecurity by design: Addressing risk in a sustainable way across the ecosystem

Whether these systems are trusted by the societies they serve depends in part on whether the technologies incorporated into them are fit for the purpose they are intended to serve. Fit for purpose is manifested in two essential ways:

– Does the product meet essential functional requirements?
– Has the product or component been produced by trustworthy provider?

Of course, the leaders or owners of these systems have to do their part to achieve security and safety: e.g., to install, use and maintain technology appropriately, and to pay attention to people and process aspects such as insider threats. Cybersecurity considerations must be addressed in a sustainable way from the get-go, by design, and across the whole ecosystem — not after the fact, or in just one sector or another, or in reaction to crisis.

Assuring the quality and integrity of mission-critical technology

In addressing the broader cybersecurity challenge, however, buyers of mission-critical technology naturally seek reassurance as to the quality and integrity of the products they procure. In our view, the fundamentals of the institutional response to that need are similar to those that have worked in prior eras and in other industries — like food.

The very process of manufacturing technology is not immune to cyber-attack. The primary purpose of attacking the supply chain typically is motivated by monetary gain. The primary goals of a technology supply chain attack are intended to inflict massive economic damage in an effort to gain global economic advantage or as a way to seeding targets with malware that provides unfettered access for attackers.

It is for this reason that the global technology manufacturing industry must establish practices that mitigate this risk by increasing the cost barriers of launching such attacks and increasing the likelihood of being caught before the effects of such an attack are irreversible. As these threats evolve, the global ICT industry must deploy enhanced security through advanced automated cyber intelligence analysis. As critical infrastructure becomes more automated, integrated and essential to critical to functions, the technology supply chain that surrounds it must be considered a principle theme of the overall global security and risk mitigation strategy.

A global, agile, and scalable approach to supply chain security

Certainly, the manner in which technologies are invented, produced, and sold requires a global, agile, and scalable approach to supply chain assurance and is essential to achieve the desired results. Any technology supply chain security standard that hopes to be widely adopted must be flexible and country-agnostic. The very nature of the global supply chain (massively segmented and diverse) requires an approach that provides practicable guidance but avoids being overtly prescriptive. Such an approach would require the aggregation of industry practices that have been proven beneficial and effective at mitigating risk.

The OTTF (The Open Group Trusted Technology Forum) is an increasingly recognized and promising industry initiative to establish best practices to mitigate the risk of technology supply chain attack. Facilitated by The Open Group, a recognized international standards and certification body, the OTTF is working with governments and industry worldwide to create vendor-neutral open standards and best practices that can be implemented by anyone. Current membership includes a list of the most well-known technology vendors, integrators, and technology assessment laboratories.

The benefits of O-TTPS for governments and enterprises

IBM is currently a member of the OTTF and has been honored to hold the Chair for the last three years.  Governments and enterprises alike will benefit from the work of the OTTF. Technology purchasers can use the Open Trusted Technology Provider™ Standard (O-TTPS) and Framework best-practice recommendations to guide their strategies.

A wide range of technology vendors can use O-TTPS approaches to build security and integrity into their end-to-end supply chains. The first version of the O-TTPS is focused on mitigating the risk of maliciously tainted and counterfeit technology components or products. Note that a maliciously tainted product is one that has been produced by the provider and acquired through reputable channels but which has been tampered maliciously. A counterfeit product is produced other than by or for the provider, or is supplied by a non-reputable channel, and is represented as legitimate. The OTTF is currently working on a program that will accredit technology providers who conform to the O-TTPS. IBM expects to complete pilot testing of the program by 2014.

IBM has actively supported the formation of the OTTF and the development of the O-TTPS for several reasons. These include but are not limited to the following:

– The Forum was established within a trusted and respected international standards body – The Open Group.
– The Forum was founded, in part, through active participation by governments in a true public-private partnership in which government members actively participate.
– The OTTF membership includes some of the most mature and trusted commercial technology manufactures and vendors because a primary objective of the OTTF was harmonization with other standards groups such as ISO (International Organization for Standardization) and Common Criteria.

The O-TTPS defines a framework of organizational guidelines and best practices that enhance the security and integrity of COTS ICT. The first version of the O-TTPS is focused on mitigating certain risks of maliciously tainted and counterfeit products within the technology development / engineering lifecycle. These best practices are equally applicable for systems integrators; however, the standard is intended to primarily address the point of view of the technology manufacturer.

O-TTPS requirements

The O-TTPS requirements are divided into three categories:

1. Development / Engineering Process and Method
2. Secure Engineering Practices
3. Supply Chain Security Practices

The O-TTPS is intended to establish a normalized set of criteria against which a technology provider, component supplier, or integrator can be assessed. The standard is divided into categories that define best practices for engineering development practices, secure engineering, and supply chain security and integrity intended to mitigate the risk of maliciously tainted and counterfeit components.

The accreditation program

As part of the process for developing the accreditation criteria and policy, the OTTF established a pilot accreditation program. The purpose of the pilot was to take a handful of companies through the accreditation process and remediate any potential process or interpretation issues. IBM participated in the OTTP-S accreditation pilot to accredit a very significant segment of the software product portfolio; the Application Infrastructure Middleware Division (AIM) which includes the flagship WebSphere product line. The AIM pilot started in mid-2013 and completed in the first week of 2014 and was formally recognized as accredited in the fist week of February 2014.

IBM is currently leveraging the value of the O-TTPS and working to accredit additional development organizations. Some of the lessons learned during the IBM AIM initial O-TTPS accreditation include:

– Conducting a pre-assessment against the O-TTPS should be conducted by an organization before formally entering accreditation. This allows for remediation of any gaps and reduces potential assessment costs and project schedule.
– Starting with a segment of your development portfolio that has a mature secure engineering practices and processes. This helps an organization address accreditation requirements and facilitates interactions with the 3rd party lab.
– Using your first successful O-TTPS accreditation to create templates that will help drive data gathering and validate practices to establish a repeatable process as your organization undertakes additional accreditations.

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 IT Architect Profession Certification Standard (ITAC). 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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Accrediting the Global Supply Chain: A Conversation with O-TTPS Recognized Assessors Fiona Pattinson and Erin Connor

By The Open Group 

At the recent San Francisco 2014 conference, The Open Group Trusted Technology Forum (OTTF) announced the launch of the Open Trusted Technology Provider™ Standard (O-TTPS) Accreditation Program.

The program is one the first accreditation programs worldwide aimed at assuring the integrity of commercial off-the-shelf (COTS) information and communication technology (ICT) products and the security of their supply chains.

In three short years since OTTF launched, the forum has grown to include more than 25 member companies dedicated to safeguarding the global supply chain against the increasing sophistication of cybersecurity attacks through standards. Accreditation is yet another step in the process of protecting global technology supply chains from maliciously tainted and counterfeit products.

As part of the program, third-party assessor companies will be employed to assess organizations applying for accreditation, with The Open Group serving as the vendor-neutral Accreditation Authority that operates the program.  Prior to the launch, the forum conducted a pilot program with a number of member companies. It was announced at the conference that IBM is the first company to becoming accredited, earning accreditation for its Application, Infrastructure and Middleware (AIM), software business division for its product integrity and supply chain practices.

We recently spoke with OTTF members Fiona Pattinson, director of strategy and business development at Atsec Information Security, and Erin Connor, director at EWA-Canada, at the San Francisco conference to learn more about the assessment process and the new program.

The O-TTPS focus is on securing the technology supply chain. What would you say are the biggest threats facing the supply chain today?

Fiona Pattinson (FP): I think in the three years since the forum began certainly all the members have discussed the various threats quite a lot. It was one of things we discussed as an important topic early on, and I don’t know if it’s the ‘biggest threat,’ but certainly the most important threats that we needed to address initially were those of counterfeit and maliciously tainted products. We came to that through both discussion with all the industry experts in the forum and also through research into some of the requirements from government, so that’s exactly how we knew which threats [to start with].

Erin Connor (EC):  And the forum benefits from having both sides of the acquisition process, both acquirers, and the suppliers and vendors. So they get both perspectives.

How would you define maliciously tainted and counterfeit products?

FP:  They are very carefully defined in the standard—we needed to do that because people’s understanding of that can vary so much.

EC: And actually the concept of ‘maliciously’ tainted was incorporated close to the end of the development process for the standard at the request of members on the acquisition side of the process.

[Note: The standard precisely defines maliciously tainted and counterfeit products as follows:

“The two major threats that acquirers face today in their COTS ICT procurements, as addressed in this Standard, are defined as:

1. Maliciously tainted product – the product is produced by the provider and is acquired

through a provider’s authorized channel, but has been tampered with maliciously.

2. Counterfeit product – the product is produced other than by, or for, the provider, or is

supplied to the provider by other than a provider’s authorized channel and is presented as being legitimate even though it is not.”]

The OTTF announced the Accreditation Program for the OTTP Standard at the recent San Francisco conference. Tell us about the standard and how the accreditation program will help ensure conformance to it?

EC: The program is intended to provide organizations with a way to accredit their lifecycle processes for their product development so they can prevent counterfeit or maliciously tainted components from getting into the products they are selling to an end user or into somebody else’s supply chain. It was determined that a third-party type of assessment program would be used. For the organizations, they will know that we Assessors have gone through a qualification process with The Open Group and that we have in place all that’s required on the management side to properly do an assessment. From the consumer side, they have confidence the assessment has been completed by an independent third-party, so they know we aren’t beholden to the organizations to give them a passing grade when perhaps they don’t deserve it. And then of course The Open Group is in position to oversee the whole process and award the final accreditation based on the recommendation we provide.  The Open Group will also be the arbiter of the process between the assessors and organizations if necessary. 

FP:  So The Open Group’s accreditation authority is validating the results of the assessors.

EC: It’s a model that is employed in many, many other product or process assessment and evaluation programs where the actual accreditation authority steps back and have third parties do the assessment.

FP: It is important that the assessor companies are working to the same standard so that there’s no advantage in taking one assessor over the other in terms of the quality of the assessments that are produced.

How does the accreditation program work?

FP: Well, it’s brand new so we don’t know if it is perfect yet, but having said that, we have worked over several months on defining the process, and we have drawn from The Open Group’s existing accreditation programs, as well as from the forum experts who have worked in the accreditation field for many years. We have been performing pilot accreditations in order to check out how the process works. So it is already tested.

How does it actually work? Well, first of all an organization will feel the need to become accredited and at that point will apply to The Open Group to get the accreditation underway. Once their scope of accreditation – which may be as small as one product or theoretically as large as a whole global company – and once the application is reviewed and approved by The Open Group, then they engage an assessor.

There is a way of sampling a large scope to identify the process variations in a larger scope using something we term ‘selective representative products.’ It’s basically a way of logically sampling a big scope so that we capture the process variations within the scope and make sure that the assessment is kept to a reasonable size for the organization undergoing the assessment, but it also gives good assurance to the consumers that it is a representative sample. The assessment is performed by the Recognized Assessor company, and a final report is written and provided to The Open Group for their validation. If everything is in order, then the company will be accredited and their scope of conformance will be added to the accreditation register and trademarked.

EC: So the customers of that organization can go and check the registration for exactly what products are covered by the scope.

FP: Yes, the register is public and anybody can check. So if IBM says WebSphere is accredited, you can go and check that claim on The Open Group web site.

How long does the process take or does it vary?

EC: It will vary depending on how large the scope to be accredited is in terms of the size of the representative set and the documentation evidence. It really does depend on what the variations in the processes are among the product lines as to how long it takes the assessor to go through the evidence and then to produce the report. The other side of the coin is how long it takes the organization to produce the evidence. It may well be that they might not have it totally there at the outset and will have to create some of it.

FP: As Erin said, it varies by the complexity and the variation of the processes and hence the number of selected representative products. There are other factors that can influence the duration. There are three parties influencing that: The applicant Organization, The Open Group’s Accreditation Authority and the Recognized Assessor.

For example, we found that the initial work by the Organization and the Accreditation Authority in checking the scope and the initial documentation can take a few weeks for a complex scope, of course for the pilots we were all new at doing that. In this early part of the project it is vital to get the scope both clearly defined and approved since it is key to a successful accreditation.

It is important that an Organization assigns adequate resources to help keep this to the shortest time possible, both during the initial scope discussions, and during the assessment. If the Organization can provide all the documentation before they get started, then the assessors are not waiting for that and the duration of the assessment can be kept as short as possible.

Of course the resources assigned by the Recognized Assessor also influences how long an assessment takes. A variable for the assessors is how much documentation do they have to read and review? It might be small or it might be a mountain.

The Open Group’s final review and oversight of the assessment takes some time and is influenced by resource availability within that organization. If they have any questions it may take a little while to resolve.

What kind of safeguards does the accreditation program put in place for enforcing the standard?

FP: It is a voluntary standard—there’s no requirement to comply. Currently some of the U.S. government organizations are recommending it. For example, NASA in their SEWP contract and some of the draft NIST documents on Supply Chain refer to it, too.

EC: In terms of actual oversight, we review what their processes are as assessors, and the report and our recommendations are based on that review. The accreditation expires after three years so before the three years is up, the organization should actually get the process underway to obtain a re-accreditation.  They would have to go through the process again but there will be a few more efficiencies because they’ve done it before. They may also wish to expand the scope to include the other product lines and portions of the company. There aren’t any periodic ‘spot checks’ after accreditation to make sure they’re still following the accredited processes, but part of what we look at during the assessment is that they have controls in place to ensure they continue doing the things they are supposed to be doing in terms of securing their supply chain.

FP:  And then the key part is the agreement the organizations signs with The Open Group includes the fact the organization warrant and represent that they remain in conformance with the standard throughout the accreditation period. So there is that assurance too, which builds on the more formal assessment checks.

What are the next steps for The Open Group Trusted Technology Forum?  What will you be working on this year now that the accreditation program has started?

FP: Reviewing the lessons we learned through the pilot!

EC: And reviewing comments from members on the standard now that it’s publicly available and working on version 1.1 to make any corrections or minor modifications. While that’s going on, we’re also looking ahead to version 2 to make more substantial changes, if necessary. The standard is definitely going to be evolving for a couple of years and then it will reach a steady state, which is the normal evolution for a standard.

For more details on the O-TTPS accreditation program, to apply for accreditation, or to learn more about becoming an O-TTPS Recognized Assessor visit the O-TTPS Accreditation page.

For more information on The Open Group Trusted Technology Forum please visit the OTTF Home Page.

The O-TTPS standard and the O-TTPS Accreditation Policy they are freely available from the Trusted Technology Section in The Open Group Bookstore.

For information on joining the OTTF membership please contact Mike Hickey – m.hickey@opengroup.org

Fiona Pattinson Fiona Pattinson is responsible for developing new and existing atsec service offerings.  Under the auspices of The Open Group’s OTTF, alongside many expert industry colleagues, Fiona has helped develop The Open Group’s O-TTPS, including developing the accreditation program for supply chain security.  In the past, Fiona has led service developments which have included establishing atsec’s US Common Criteria laboratory, the CMVP cryptographic module testing laboratory, the GSA FIPS 201 TP laboratory, TWIC reader compliance testing, NPIVP, SCAP, PCI, biometrics testing and penetration testing. Fiona has responsibility for understanding a broad range of information security topics and the application of security in a wide variety of technology areas from low-level design to the enterprise level.

ErinConnorErin Connor is the Director at EWA-Canada responsible for EWA-Canada’s Information Technology Security Evaluation & Testing Facility, which includes a Common Criteria Test Lab, a Cryptographic & Security Test Lab (FIPS 140 and SCAP), a Payment Assurance Test Lab (device testing for PCI PTS POI & HSM, Australian Payment Clearing Association and Visa mPOS) and an O-TTPS Assessor lab Recognized by the Open Group.  Erin participated with other expert members of the Open Group Trusted Technology Forum (OTTF) in the development of The Open Group Trusted Technology Provider Standard for supply chain security and its accompanying Accreditation Program.  Erin joined EWA-Canada in 1994 and his initial activities in the IT Security and Infrastructure Assurance field included working on the team fielding a large scale Public Key Infrastructure system, Year 2000 remediation and studies of wireless device vulnerabilities.  Since 2000, Erin has been working on evaluations of a wide variety of products including hardware security modules, enterprise security management products, firewalls, mobile device and management products, as well as system and network vulnerability management products.  He was also the only representative of an evaluation lab in the Biometric Evaluation Methodology Working Group, which developed a proposed methodology for the evaluation of biometric technologies under the Common Criteria.

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Filed under Accreditations, Cybersecurity, OTTF, Professional Development, Standards, Supply chain risk