Category Archives: Information security

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: Open Platform 3.0™ Panel Preview with Capgemini’s Ron Tolido

By The Open Group

The third wave of platform technologies is poised to revolutionize how companies do business not only for the next few years but for years to come. At The Open Group London event in October, Open Group CTO Dave Lounsbury will be hosting a panel discussion on how The Open Group Open Platform 3.0™ will affect Enterprise Architectures. Panel speakers include IBM Vice President and CTO of U.S. Federal IMT Andras Szakal and Capgemini Senior Vice President and CTO for Application Services Ron Tolido.

We spoke with Tolido in advance of the event about the progress companies are making in implementing third platform technologies, the challenges facing the industry as Open Platform 3.0 evolves and the call to action he envisions for The Open Group as these technologies take hold in the marketplace.

Below is a transcript of that conversation.

From my perspective, we have to realize: What is the call to action that we should have for ourselves? If we look at the mission of Boundaryless Information Flow™ and the need for open standards to accommodate that, what exactly can The Open Group and any general open standards do to facilitate this next wave in IT? I think it’s nothing less than a revolution. The first platform was the mainframe, the second platform was the PC and now the third platform is anything beyond the PC, so all sorts of different devices, sensors and ways to access information, to deploy solutions and to connect. What does it mean in terms of Boundaryless Information Flow and what is the role of open standards to make that platform succeed and help companies to thrive in such a new world?

That’s the type of call to action I’m envisioning. And I believe there are very few Forums or Work Groups within The Open Group that are not affected by this notion of the third platform. Firstly, I believe an important part of the Open Platform 3.0 Forum’s mission will be to analyze, to understand, the impacts of the third platform, of all those different areas that we’re evolving currently in The Open Group, and, if you like, orchestrate them a bit or be a catalyst in all the working groups and forums.

In a blog you wrote this summer for Capgemini’s CTO Blog you cited third platform technologies as being responsible for a renewed interest in IT as an enabler of business growth. What is it about the Third Platform is driving that interest?

It’s the same type of revolution as we’ve seen with the PC, which was the second platform. A lot of people in business units—through the PC and client/server technologies and Windows and all of these different things—realized that they could create solutions of a whole new order. The second platform meant many more applications, many more uses, much more business value to be achieved and less direct dependence on the central IT department. I think we’re seeing a very similar evolution right now, but the essence of the move is not that it moves us even further away from central IT but it puts the power of technology right in the business. It’s much easier to create solutions. Nowadays, there are many more channels that are so close in business that it takes business people to understand them. This explains also why business people like the third platform so much—it’s the Cloud, it’s mobile, social, it’s big data, all of these are waves that bring technology closer to the business, and are easy to use with very apparent business value that haven’t seen before, certainly not in the PC era. So we’re seeing a next wave, almost a revolution in terms of how easy it is to create solutions and how widely spread these solutions can be. Because again, as with the PC, it’s many more applications yet again and many more potential uses that can be connected through these applications, so that’s the very nature of the revolution and that also explains why business people like the third platform so much. So what people say to me these days on the business side is ‘We love IT, it’s just these bloody IT people that are the problem.’

Due to the complexities of building the next wave of platform computing, do you think that we may hit a point of fatigue as companies begin to tackle everything that is involved in creating that platform and making it work together?

The way I see it, that’s still the work of the IT community and the Enterprise Architect and the platform designer. It’s the very nature of the platform is that it’s attractive to use it, not to build it. The very nature of the platform is to connect to it and launch from it, but building the platform is an entirely different story. I think it requires platform designers and Enterprise Architects, if you like, and people to do the plumbing and do the architecting and the design underneath. But the real nature of the platform is to use it and to build upon it rather than to create it. So the happy view is that the “business people” don’t have to construct this.

I do believe, by the way, that many of the people in The Open Group will be on the side of the builders. They’re supposed to like complexity and like reducing it, so if we do it right the users of the platform will not notice this effort. It’s the same with the Cloud—the problem with the Cloud nowadays is that many people are tempted to run their own clouds, their own technologies, and before they know it, they only have additional complexity on their agenda, rather than reduced, because of the Cloud. It’s the same with the third platform—it’s a foundation which is almost a no-brainer to do business upon, for the next generation of business models. But if we do it wrong, we only have additional complexity on our hands, and we give IT a bad name yet again. We don’t want to do that.

What are Capgemini customers struggling with the most in terms of adopting these new technologies and putting together an Open Platform 3.0?

What you currently see—and it’s not always good to look at history—but if you look at the emergence of the second platform, the PC, of course there were years in which central IT said ‘nobody needs a PC, we can do it all on the mainframe,’ and they just didn’t believe it and business people just started to do it themselves. And for years, we created a mess as a result of it, and we’re still picking up some of the pieces of that situation. The question for IT people, in particular, is to understand how to find this new rhythm, how to adopt the dynamics of this third platform while dealing with all the complexity of the legacy platform that’s already there. I think if we are able to accelerate creating such a platform—and I think The Open Group will be very critical there—what exactly should be in the third platform, what type of services should you be developing, how would these services interact, could we create some set of open standards that the industry could align to so that we don’t have to do too much work in integrating all that stuff. If we, as The Open Group, can create that industry momentum, that, at least, would narrow the gap between business and IT that we currently see. Right now IT’s very clearly not able to deliver on the promise because they have their hands full with surviving the existing IT landscape, so unless they do something about simplifying it on the one hand and bridging that old world with the new one, they might still be very unpopular in the forthcoming years. That’s not what you want as an IT person—you want to enable business and new business. But I don’t think we’ve been very effective with that for the past ten years as an industry in general, so that’s a big thing that we have to deal with, bridging the old world with the new world. But anything we can do to accelerate and simplify that job from The Open Group would be great, and I think that’s the very essence of where our actions would be.

What are some of the things that The Open Group, in particular, can do to help affect these changes?

To me it’s still in the evangelization phase. Sooner or later people have to buy it and say ‘We get it, we want it, give me access to the third platform.’ Then the question will be how to accelerate building such an actual platform. So the big question is: What does such a platform look like? What types of services would you find on such a platform? For example, mobility services, data services, integration services, management services, development services, all of that. What would that look like in a typical Platform 3.0? Maybe even define a catalog of services that you would find in the platform. Then, of course, if you could use such a catalog or shopping list, if you like, to reach out to the technology suppliers of this world and convince them to pick that up and gear around these definitions—that would facilitate such a platform. Also maybe the architectural roadmap—so what would an architecture look like and what would be the typical five ways of getting there? We have to start with your local situation, so probably also several design cases would be helpful, so there’s an architectural dimension here.

Also, in terms of competencies, what type of competencies will we need in the near future to be able to supply these types of services to the business? That’s, again, very new—in this case, IT Specialist Certification and Architect Certification. These groups also need to think about what are the new competencies inherent in the third platform and how does it affect things like certification criteria and competency profiles?

In other areas, if you look at TOGAF®, and Open Group standard, is it really still suitable in fast paced world of the third platform or do we need a third platform version of TOGAF? With Security, for example, there are so many users, so many connections, and the activities of the former Jericho Forum seem like child’s play compared to what you will see around the third platform, so there’s no Forum or Work Group that’s not affected by this Open Platform 3.0 emerging.

With Open Platform 3.0 touching pretty much every aspect of technology and The Open Group, how do you tackle that? Do you have just an umbrella group for everything or look at it through the lens of TOGAF or security or the IT Specialist? How do you attack something so large?

It’s exactly what you just said. It’s fundamentally my belief that we need to do both of these two things. First, we need a catalyst forum, which I would argue is the Open Platform 3.0 Forum, which would be the catalyst platform, the orchestration platform if you like, that would do the overall definitions, the call to action. They’ve already been doing the business scenarios—they set the scene. Then it would be up to this Forum to reach out to all the other Forums and Work Groups to discuss impact and make sure it stays aligned, so here we have an orchestration function of the Open Platform 3.0 Forum. Then, very obviously, all the other Work Groups and Forums need to pick it up and do their own stuff because you cannot aspire to do all of this with one and the same forum because it’s so wide, it’s so diverse. You need to do both.

The Open Platform 3.0 Forum has been working for a year and a half now. What are some of the things the Forum has accomplished thus far?

They’ve been particularly working on some of the key definitions and some of the business scenarios. I would say in order to create an awareness of Open Platform 3.0 in terms of the business value and the definitions, they’ve done a very good job. Next, there needs to be a call to action to get everybody mobilized and setting tangible steps toward the Platform 3.0. I think that’s currently where we are, so that’s good timing, I believe, in terms of what the forum has achieved so far.

Returning to the mission of The Open Group, given all of the awareness we have created, what does it all mean in terms of Boundaryless Information Flow and how does it affect the Forums and Work Groups in The Open Group? That’s what we need to do now.

What are some of the biggest challenges that you see facing adoption of Open Platform 3.0 and standards for that platform?

They are relatively immature technologies. For example, with the Cloud you see a lot of players, a lot of technology providers being quite reluctant to standardize. Some of them are very open about it and are like ‘Right now we are in a niche, and we’re having a lot of fun ourselves, so why open it up right now?’ The movement would be more pressure from the business side saying ‘We want to use your technology but only if you align with some of these emerging standards.’ That would do it or certainly help. This, of course, is what makes The Open Group as powerful as not only technology providers, but also businesses, the enterprises involved and end users of technology. If they work together and created something to mobilize technology providers, that would certainly be a breakthrough, but these are immature technologies and, as I said, with some of these technology providers, it seems more important to them to be a niche player for now and create their own market rather than standardizing on something that their competitors could be on as well.

So this is a sign of a relatively immature industry because every industry that starts to mature around certain topics begins to work around open standards. The more mature we grow in mastering the understanding of the Open Platform 3.0, the more you will see the need for standards arise. It’s all a matter of timing so it’s not so strange that in the past year and a half it’s been very difficult to even discuss standards in this area. But I think we’re entering that era really soon, so it seems to be good timing to discuss it. That’s one important limiting area; I think the providers are not necessarily waiting for it or committed to it.

Secondly, of course, this is a whole next generation of technologies. With all new generations of technologies there are always generation gaps and people in denial or who just don’t feel up to picking it up again or maybe they lack the energy to pick up a new wave of technology and they’re like ‘Why can’t I stay in what I’ve mastered?’ All very understandable. I would call that a very typical IT generation gap that occurs when we see the next generation of IT emerge—sooner or later you get a generation gap, as well. Which has nothing to do with physical age, by the way.

With all these technologies converging so quickly, that gap is going to have to close quickly this time around isn’t it?

Well, there are still mainframes around, so you could argue that there will be two or even three speeds of IT sooner or later. A very stable, robust and predictable legacy environment could even be the first platform that’s more mainframe-oriented, like you see today. A second wave would be that PC workstation, client/server, Internet-based IT landscape, and it has a certain base and certain dynamics. Then you have this third phase, which is the new platform, that is more dynamic and volatile and much more diverse. You could argue that there might be within an organization multiple speeds of IT, multiple speeds of architectures, multi-speed solutioning, and why not choose your own speed?

It probably takes a decade or more to really move forward for many enterprises.

It’s not going as quickly as the Gartners of this world typically thinks it is—in practice we all know it takes longer. So I don’t see any reason why certain people wouldn’t certainly choose deliberately to stay in second gear and don’t go to third gear simply because they think it’s challenging to be there, which is perfectly sound to me and it would bring a lot of work in many years to companies.

That’s an interesting concept because start-ups can easily begin on a new platform but if you’re a company that has been around for a long time and you have existing legacy systems from the mainframe or PC era, those are things that you have to maintain. How do you tackle that as well?

That’s a given in big enterprises. Not everybody can be a disruptive start up. Maybe we all think that we should be like that but it’s not the case in real life. In real life, we have to deal with enterprise systems and enterprise processes and all of them might be very vulnerable to this new wave of challenges. Certainly enterprises can be disruptive themselves if they do it right, but there are always different dynamics, and, as I said, we still have mainframes, as well, even though we declared their ending quite some time ago. The same will happen, of course, to PC-based IT landscapes. It will take a very long time and will take very skilled hands and minds to keep it going and to simplify.

Having said that, you could argue that some new players in the market obviously have the advantage of not having to deal with that and could possibly benefit from a first-mover advantage where existing enterprises have to juggle several balls at the same time. Maybe that’s more difficult, but of course enterprises are enterprises for a good reason—they are big and holistic and mighty, and they might be able to do things that start-ups simply can’t do. But it’s a very unpredictable world, as we all realize, and the third platform brings a lot of disruptiveness.

What’s your perspective on how the Internet of Things will affect all of this?

It’s part of the third platform of course, and it’s something Andras Szakal will be addressing as well. There’s much more coming, both at the input sites, everything is becoming a sensor essentially to where even your wallpaper or paint is a sensor, but on the other hand, in terms of devices that we use to communicate or get information—smart things that whisper in your ears or whatever we’ll have in the coming years—is clearly part of this Platform 3.0 wave that we’ll have as we move away from the PC and the workstation, and there’s a whole bunch of new technologies around to replace it. The Internet of Things is clearly part of it, and we’ll need open standards as well because there are so many different things and devices, and if you don’t create the right standards and platform services to deal with it, it will be a mess. It’s an integral part of the Platform 3.0 wave that we’re seeing.

What is the Open Platform 3.0 Forum going to be working on over the next few months?

Understanding what this Open Platform 3.0 actually means—I think the work we’ve seen so far in the Forum really sets the way in terms of what is it and definitions are growing. Andras will be adding his notion of the Internet of Things and looking at definitions of what is it exactly. Many people already intuitively have an image of it.

The second will be how we deliver value to the business—so the business scenarios are a crucial thing to consider to see how applicable they are, how relevant they are to enterprises. The next thing to do will pertain to work that still needs to be done in The Open Group, as well. What would a new Open Platform 3.0 architecture look like? What are the platform services? What are the ones we can start working on right now? What are the most important business scenarios and what are the platform services that they will require? So architectural impacts, skills impacts, security impacts—as I said, there are very few areas in IT that are not touched by it. Even the new IT4IT Forum that will be launched in October, which is all about methodologies and lifecycle, will need to consider Agile, DevOps-related methodologies because that’s the rhythm and the pace that we’ve got to expect in this third platform. So the rhythm of the working group—definitions, business scenarios and then you start to thinking about what does the platform consist of, what type of services do I need to create to support it and hopefully by then we’ll have some open standards to help accelerate that thinking to help enterprises set a course for themselves. That’s our mission as The Open Group to help facilitate that.

Tolido-RonRon Tolido is Senior Vice President and Chief Technology Officer of Application Services Continental Europe, Capgemini. He is also a Director on the board of The Open Group and blogger for Capgemini’s multiple award-winning CTO blog, as well as the lead author of Capgemini’s TechnoVision and the global Application Landscape Reports. As a noted Digital Transformation ambassador, Tolido speaks and writes about IT strategy, innovation, applications and architecture. Based in the Netherlands, Mr. Tolido currently takes interest in apps rationalization, Cloud, enterprise mobility, the power of open, Slow Tech, process technologies, the Internet of Things, Design Thinking and – above all – radical simplification.

 

 

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Open FAIR Blog Series – An Introduction to Risk Analysis and the Open FAIR Body of Knowledge

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

This is the first in a four-part series of blogs introducing the Open FAIR Body of Knowledge. In this first blog. we look at what the Open FAIR Body of Knowledge provides, and why a taxonomy is needed for Risk Analysis.

An Introduction to Risk Analysis and the Open FAIR Body of Knowledge

The Open FAIR Body of Knowledge provides a taxonomy and method for understanding, analyzing and measuring information risk. It allows organizations to:

  • Speak in one language concerning their risk using the standard taxonomy and terminology, and communicate risk effectively to senior management
  • Consistently study and apply risk analysis principles to any object or asset
  • View organizational risk in total
  • Challenge and defend risk decisions
  • Compare risk mitigation options

What does FAIR stand for?

FAIR is an acronym for Factor Analysis of Information Risk.

Risk Analysis: The Need for an Accurate Model and Taxonomy

Organizations seeking to analyze and manage risk encounter some common challenges. Put simply, it is difficult to make sense of risk without having a common understanding of both the factors that (taken together) contribute to risk, and the relationships between those factors. The Open FAIR Body of Knowledge provides such a taxonomy.

Here’s an example that will help to illustrate why a standard taxonomy is important. Let’s assume that you are an information security risk analyst tasked with determining how much risk your company is exposed to from a “lost or stolen laptop” scenario. The degree of risk that the organization experiences in such a scenario will vary widely depending on a number of key factors. To even start to approach an analysis of the risk posed by this scenario to your organization, you will need to answer a number of questions, such as:

  • Whose laptop is this?
  • What data resides on this laptop?
  • How and where did the laptop get lost or stolen?
  • What security measures were in place to protect the data on the laptop?
  • How strong were the security controls?

The level of risk to your organization will vary widely based upon the answers to these questions. The degree of overall organizational risk posed by lost laptops must also include an estimation of the frequency of occurrence of lost or stolen laptops across the organization.

In one extreme, suppose the laptop belonged to your CTO, who had IP stored on it in the form of engineering plans for a revolutionary product in a significant new market. If the laptop was unprotected in terms of security controls, and it was stolen while he was on a business trip to a country known for state-sponsored hacking and IP theft, then there is likely to be significant risk to your organization. On the other extreme, suppose the laptop belonged to a junior salesperson a few days into their job, it contained no customer or prospect lists, and it was lost at a security checkpoint at an airport. In this scenario, there’s likely to be much less risk. Or consider a laptop which is used by the head of sales for the organization, who has downloaded Personally Identifiable Information (PII) on customers from the CRM system in order to do sales analysis, and has his or her laptop stolen. In this case, there could be Primary Loss to the organization, and there might also be Secondary Losses associated with reactions by the individuals whose data is compromised.

The Open FAIR Body of Knowledge is designed to help you to ask the right questions to determine the asset at risk (is it the laptop itself, or the data?), the magnitude of loss, the skill level and motivations of the attacker, the resistance strength of any security controls in place, the frequency of occurrence of the threat and of an actual loss event, and other factors that contribute to the overall level of risk for any specific risk scenario.

In our next blog in this series, we will consider 5 reasons why you should use The Open FAIR Body of Knowledge for Risk Analysis.

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 Panel: Internet of Things – Opportunities and Obstacles

Below is the transcript of The Open Group podcast exploring the challenges and ramifications of the Internet of Things, as machines and sensors collect vast amounts of data.

Listen to the podcast.

Dana Gardner: Hello, and welcome to a special BriefingsDirect thought leadership interview series coming to you in conjunction with recent The Open Group Boston 2014 on July 21 in Boston.

Dana Gardner I’m Dana Gardner, principal analyst at Interarbor Solutions, and I’ll be your host and moderator throughout these discussions on Open Platform 3.0 and Boundaryless Information Flow.

We’re going to now specifically delve into the Internet of Things with a panel of experts. The conference has examined how Open Platform 3.0™ leverages the combined impacts of cloud, big data, mobile, and social. But to each of these now we can add a new cresting wave of complexity and scale as we consider the rapid explosion of new devices, sensors, and myriad endpoints that will be connected using internet protocols, standards and architectural frameworks.

This means more data, more cloud connectivity and management, and an additional tier of “things” that are going to be part of the mobile edge — and extending that mobile edge ever deeper into even our own bodies.

When we think about inputs to these social networks — that’s going to increase as well. Not only will people be tweeting, your device could be very well tweet, too — using social networks to communicate. Perhaps your toaster will soon be sending you a tweet about your English muffins being ready each morning.

The Internet of Things is more than the “things” – it means a higher order of software platforms. For example, if we are going to operate data centers with new dexterity thanks to software-definited networking (SDN) and storage (SDS) — indeed the entire data center being software-defined (SDDC) — then why not a software-defined automobile, or factory floor, or hospital operating room — or even a software-defined city block or neighborhood?

And so how does this all actually work? Does it easily spin out of control? Or does it remain under proper management and governance? Do we have unknown unknowns about what to expect with this new level of complexity, scale, and volume of input devices?

Will architectures arise that support the numbers involved, interoperability, and provide governance for the Internet of Things — rather than just letting each type of device do its own thing?

To help answer some of these questions, The Open Group assembled a distinguished panel to explore the practical implications and limits of the Internet of Things. So please join me in welcoming Said Tabet, Chief Technology Officer for Governance, Risk and Compliance Strategy at EMC, and a primary representative to the Industrial Internet Consortium; Penelope Gordon, Emerging Technology Strategist at 1Plug Corporation; Jean-Francois Barsoum, Senior Managing Consultant for Smarter Cities, Water and Transportation at IBM, and Dave Lounsbury, Chief Technical Officer at The Open Group.

Jean-Francois, we have heard about this notion of “cities as platforms,” and I think the public sector might offer us some opportunity to look at what is going to happen with the Internet of Things, and then extrapolate from that to understand what might happen in the private sector.

Hypothetically, the public sector has a lot to gain. It doesn’t have to go through the same confines of a commercial market development, profit motive, and that sort of thing. Tell us a little bit about what the opportunity is in the public sector for smart cities.

Barsoum_Jean-FrancoisJean-Francois Barsoum: It’s immense. The first thing I want to do is link to something that Marshall Van Alstyne (Professor at Boston University and Researcher at MIT) had talked about, because I was thinking about his way of approaching platforms and thinking about how cities represent an example of that.

You don’t have customers; you have citizens. Cities are starting to see themselves as platforms, as ways to communicate with their customers, their citizens, to get information from them and to communicate back to them. But the complexity with cities is that as a good a platform as they could be, they’re relatively rigid. They’re legislated into existence and what they’re responsible for is written into law. It’s not really a market.

Chris Harding (Forum Director of The Open Group Open Platform 3.0) earlier mentioned, for example, water and traffic management. Cities could benefit greatly by managing traffic a lot better.

Part of the issue is that you might have a state or provincial government that looks after highways. You might have the central part of the city that looks after arterial networks. You might have a borough that would look after residential streets, and these different platforms end up not talking to each other.

They gather their own data. They put in their own widgets to collect information that concerns them, but do not necessarily share with their neighbor. One of the conditions that Marshall said would favor the emergence of a platform had to do with how much overlap there would be in your constituents and your customers. In this case, there’s perfect overlap. It’s the same citizen, but they have to carry an Android and an iPhone, despite the fact it is not the best way of dealing with the situation.

The complexities are proportional to the amount of benefit you could get if you could solve them.

Gardner: So more interoperability issues?

Barsoum: Yes.

More hurdles

Gardner: More hurdles, and when you say commensurate, you’re saying that the opportunity is huge, but the hurdles are huge and we’re not quite sure how this is going to unfold.

Barsoum: That’s right.

Gardner: Let’s go to an area where the opportunity outstrips the challenge, manufacturing. Said, what is the opportunity for the software-defined factory floor for recognizing huge efficiencies and applying algorithmic benefits to how management occurs across domains of supply-chain, distribution, and logistics. It seems to me that this is a no-brainer. It’s such an opportunity that the solution must be found.

Tabet_SaidSaid Tabet: When it comes to manufacturing, the opportunities are probably much bigger. It’s where we can see a lot of progress that has already been done and still work is going on. There are two ways to look at it.

One is the internal side of it, where you have improvements of business processes. For example, similar to what Jean-Francois said, in a lot of the larger companies that have factories all around the world, you’ll see such improvements on a factory base level. You still have those silos at that level.

Now with this new technology, with this connectedness, those improvements are going to be made across factories, and there’s a learning aspect to it in terms of trying to manage that data. In fact, they do a better job. We still have to deal with interoperability, of course, and additional issues that could be jurisdictional, etc.

However, there is that learning that allows them to improve their processes across factories. Maintenance is one of them, as well as creating new products, and connecting better with their customers. We can see a lot of examples in the marketplace. I won’t mention names, but there are lots of them out there with the large manufacturers.

Gardner: We’ve had just-in-time manufacturing and lean processes for quite some time, trying to compress the supply chain and distribution networks, but these haven’t necessarily been done through public networks, the internet, or standardized approaches.

But if we’re to benefit, we’re going to need to be able to be platform companies, not just product companies. How do you go from being a proprietary set of manufacturing protocols and approaches to this wider, standardized interoperability architecture?

Tabet: That’s a very good question, because now we’re talking about that connection to the customer. With the airline and the jet engine manufacturer, for example, when the plane lands and there has been some monitoring of the activity during the whole flight, at that moment, they’ll get that data made available. There could be improvements and maybe solutions available as soon as the plane lands.

Interoperability

That requires interoperability. It requires Platform 3.0 for example. If you don’t have open platforms, then you’ll deal with the same hurdles in terms of proprietary technologies and integration in a silo-based manner.

Gardner: Penelope, you’ve been writing about the obstacles to decision-making that might become apparent as big data becomes more prolific and people try to capture all the data about all the processes and analyze it. That’s a little bit of a departure from the way we’ve made decisions in organizations, public and private, in the past.

Of course, one of the bigger tenets of Internet of Things is all this great data that will be available to us from so many different points. Is there a conundrum of some sort? Is there an unknown obstacle for how we, as organizations and individuals, can deal with that data? Is this going to be chaos, or is this going to be all the promises many organizations have led us to believe around big data in the Internet of Things?

Gordon_PenelopePenelope Gordon: It’s something that has just been accelerated. This is not a new problem in terms of the decision-making styles not matching the inputs that are being provided into the decision-making process.

Former US President Bill Clinton was known for delaying making decisions. He’s a head-type decision-maker and so he would always want more data and more data. That just gets into a never-ending loop, because as people collect data for him, there is always more data that you can collect, particularly on the quantitative side. Whereas, if it is distilled down and presented very succinctly and then balanced with the qualitative, that allows intuition to come to fore, and you can make optimal decisions in that fashion.

Conversely, if you have someone who is a heart-type or gut-type decision-maker and you present them with a lot of data, their first response is to ignore the data. It’s just too much for them to take in. Then you end up completely going with whatever you feel is correct or whatever you have that instinct that it’s the correct decision. If you’re talking about strategic decisions, where you’re making a decision that’s going to influence your direction five years down the road, that could be a very wrong decision to make, a very expensive decision, and as you said, it could be chaos.

It just brings to mind to me Dr. Suess’s The Cat in the Hat with Thing One and Thing Two. So, as we talk about the Internet of Things, we need to keep in mind that we need to have some sort of structure that we are tying this back to and understanding what are we trying to do with these things.

Gardner: Openness is important, and governance is essential. Then, we can start moving toward higher-order business platform benefits. But, so far, our panel has been a little bit cynical. We’ve heard that the opportunity and the challenges are commensurate in the public sector and that in manufacturing we’re moving into a whole new area of interoperability, when we think about reaching out to customers and having a boundary that is managed between internal processes and external communications.

And we’ve heard that an overload of data could become a very serious problem and that we might not get benefits from big data through the Internet of Things, but perhaps even stumble and have less quality of decisions.

So Dave Lounsbury of The Open Group, will the same level of standardization work? Do we need a new type of standards approach, a different type of framework, or is this a natural path and course what we have done in the past?

Different level

Lounsbury_DaveDave Lounsbury: We need to look at the problem at a different level than we institutionally think about an interoperability problem. Internet of Things is riding two very powerful waves, one of which is Moore’s Law, that these sensors, actuators, and network get smaller and smaller. Now we can put Ethernet in a light switch right, a tag, or something like that.

Also, Metcalfe’s Law that says that the value of all this connectivity goes up with the square of the number of connected points, and that applies to both the connection of the things but more importantly the connection of the data.

The trouble is, as we have said, that there’s so much data here. The question is how do you manage it and how do you keep control over it so that you actually get business value from it. That’s going to require us to have this new concept of a platform to not only to aggregate, but to just connect the data, aggregate it, correlate it as you said, and present it in ways that people can make decisions however they want.

Also, because of the raw volume, we have to start thinking about machine agency. We have to think about the system actually making the routine decisions or giving advice to the humans who are actually doing it. Those are important parts of the solution beyond just a simple “How do we connect all the stuff together?”

Gardner: We might need a higher order of intelligence, now that we have reached this border of what we can do with our conventional approaches to data, information, and process.

Thinking about where this works best first in order to then understand where it might end up later, I was intrigued again this morning by Professor Van Alstyne. He mentioned that in healthcare, we should expect major battles, that there is a turf element to this, that the organization, entity or even commercial corporation that controls and manages certain types of information and access to that information might have some very serious platform benefits.

The openness element now is something to look at, and I’ll come back to the public sector. Is there a degree of openness that we could legislate or regulate to require enough control to prevent the next generation of lock-in, which might not be to a platform to access to data information and endpoints? Where is it in the public sector that we might look to a leadership position to establish needed openness and not just interoperability.

Barsoum: I’m not even sure where to start answering that question. To take healthcare as an example, I certainly didn’t write the bible on healthcare IT systems and if someone did write that, I think they really need to publish it quickly.

We have a single-payer system in Canada, and you would think that would be relatively easy to manage. There is one entity that manages paying the doctors, and everybody gets covered the same way. Therefore, the data should be easily shared among all the players and it should be easy for you to go from your doctor, to your oncologist, to whomever, and maybe to your pharmacy, so that everybody has access to this same information.

We don’t have that and we’re nowhere near having that. If I look to other areas in the public sector, areas where we’re beginning to solve the problem are ones where we face a crisis, and so we need to address that crisis rapidly.

Possibility of improvement

In the transportation infrastructure, we’re getting to that point where the infrastructure we have just doesn’t meet the needs. There’s a constraint in terms of money, and we can’t put much more money into the structure. Then, there are new technologies that are coming in. Chris had talked about driverless cars earlier. They’re essentially throwing a wrench into the works or may be offering the possibility of improvement.

On any given piece of infrastructure, you could fit twice as many driverless cars as cars with human drivers in them. Given that set of circumstances, the governments are going to find they have no choice but to share data in order to be able to manage those. Are there cases where we could go ahead of a crisis in order to manage it? I certainly hope so.

Gardner: How about allowing some of the natural forces of marketplaces, behavior, groups, maybe even chaos theory, where if sufficient openness is maintained there will be some kind of a pattern that will emerge? We need to let this go through its paces, but if we have artificial barriers, that might be thwarted or power could go to places that we would regret later.

Barsoum: I agree. People often focus on structure. So the governance doesn’t work. We should find some way to change the governance of transportation. London has done a very good job of that. They’ve created something called Transport for London that manages everything related to transportation. It doesn’t matter if it’s taxis, bicycles, pedestrians, boats, cargo trains, or whatever, they manage it.

You could do that, but it requires a lot of political effort. The other way to go about doing it is saying, “I’m not going to mess with the structures. I’m just going to require you to open and share all your data.” So, you’re creating a new environment where the governance, the structures, don’t really matter so much anymore. Everybody shares the same data.

Gardner: Said, to the private sector example of manufacturing, you still want to have a global fabric of manufacturing capabilities. This is requiring many partners to work in concert, but with a vast new amount of data and new potential for efficiency.

How do you expect that openness will emerge in the manufacturing sector? How will interoperability play when you don’t have to wait for legislation, but you do need to have cooperation and openness nonetheless?

Tabet: It comes back to the question you asked Dave about standards. I’ll just give you some examples. For example, in the automotive industry, there have been some activities in Europe around specific standards for communication.

The Europeans came to the US and started to have discussions, and the Japanese have interest, as well as the Chinese. That shows, because there is a common interest in creating these new models from a business standpoint, that these challenges they have to be dealt with together.

Managing complexity

When we talk about the amounts of data, what we call now big data, and what we are going to see in about five years or so, you can’t even imagine. How do we manage that complexity, which is multidimensional? We talked about this sort of platform and then further, that capability and the data that will be there. From that point of view, openness is the only way to go.

There’s no way that we can stay away from it and still be able to work in silos in that new environment. There are lots of things that we take for granted today. I invite some of you to go back and read articles from 10 years ago that try to predict the future in technology in the 21st century. Look at your smart phones. Adoption is there, because the business models are there, and we can see that progress moving forward.

Collaboration is a must, because it is a multidimensional level. It’s not just manufacturing like jet engines, car manufacturers, or agriculture, where you have very specific areas. They really they have to work with their customers and the customers of their customers.

Adoption is there, because the business models are there, and we can see that progress moving forward.

Gardner: Dave, I have a question for both you and Penelope. I’ve seen some instances where there has been a cooperative endeavor for accessing data, but then making it available as a service, whether it’s an API, a data set, access to a data library, or even analytics applications set. The Ocean Observatories Initiative is one example, where it has created a sensor network across the oceans and have created data that then they make available.

Do you think we expect to see an intermediary organization level that gets between the sensors and the consumers or even controllers of the processes? Is there’s a model inherent in that that we might look to — something like that cooperative data structure that in some ways creates structure and governance, but also allows for freedom? It’s sort of an entity that we don’t have yet in many organizations or many ecosystems and that needs to evolve.

Lounsbury: We’re already seeing that in the marketplace. If you look at the commercial and social Internet of Things area, we’re starting to see intermediaries or brokers cropping up that will connect the silo of my android ecosystem to the ecosystem of package tracking or something like that. There are dozens and dozens of these cropping up.

In fact, you now see APIs even into a silo of what you might consider a proprietary system and what people are doing is to to build a layer on top of those APIs that intermediate the data.

This is happening on a point-to-point basis now, but you can easily see the path forward. That’s going to expand to large amounts of data that people will share through a third party. I can see this being a whole new emerging market much as what Google did for search. You could see that happening for the Internet of Things.

Gardner: Penelope, do you have any thoughts about how that would work? Is there a mutually assured benefit that would allow people to want to participate and cooperate with that third entity? Should they have governance and rules about good practices, best practices for that intermediary organization? Any thoughts about how data can be managed in this sort of hierarchical model?

Nothing new

Gordon: First, I’ll contradict it a little bit. To me, a lot of this is nothing new, particularly coming from a marketing strategy perspective, with business intelligence (BI). Having various types of intermediaries, who are not only collecting the data, but then doing what we call data hygiene, synthesis, and even correlation of the data has been around for a long time.

It was an interesting, when I looked at recent listing of the big-data companies, that some notable companies were excluded from that list — companies like Nielsen. Nielsen’s been collecting data for a long time. Harte-Hanks is another one that collects a tremendous amount of information and sells that to companies.

That leads into the another part of it that I think there’s going to be. We’re seeing an increasing amount of opportunity that involves taking public sources of data and then providing synthesis on it. What remains to be seen is how much of the output of that is going to be provided for “free”, as opposed to “fee”. We’re going to see a lot more companies figuring out creative ways of extracting more value out of data and then charging directly for that, rather than using that as an indirect way of generating traffic.

Gardner: We’ve seen examples of how this has been in place. Does it scale and does the governance or lack of governance that might be in the market now sustain us through the transition into Platform 3.0 and the Internet of Things.

Gordon: That aspect is the lead-on part of “you get what you pay for”. If you’re using a free source of data, you don’t have any guarantee that it is from authoritative sources of data. Often, what we’re getting now is something somebody put it in a blog post, and then that will get referenced elsewhere, but there was nothing to go back to. It’s the shaky supply chain for data.

You need to think about the data supply and that is where the governance comes in. Having standards is going to increasingly become important, unless we really address a lot of the data illiteracy that we have. A lot of people do not understand how to analyze data.

One aspect of that is a lot of people expect that we have to do full population surveys, as opposed representative sampling to get much more accurate and much more cost-effective collection of data. That’s just one example, and we do need a lot more in governance and standards.

Gardner: What would you like to see changed most in order for the benefits and rewards of the Internet of Things to develop and overcome the drawbacks, the risks, the downside? What, in your opinion, would you like to see happen to make this a positive, rapid outcome? Let’s start with you Jean-Francois.

Barsoum: There are things that I have seen cities start to do now. There are couple of examples: Philadelphia is one and Barcelona does this too. Rather than do the typical request for proposal (RFP), where they say, “This is the kind of solution we’re looking for, and here are our parameters. Can l you tell us how much it is going to cost to build,” they come to you with the problem and they say, “Here is the problem I want to fix. Here are my priorities, and you’re at liberty to decide how best to fix the problem, but tell us how much that would cost.”

If you do that and you combine it with access to the public data that is available — if public sector opens up its data — you end up with a very powerful combination that liberates a lot of creativity. You can create a lot of new business models. We need to see much more of that. That’s where I would start.

More education

Tabet: I agree with Jean-Francois on that. What I’d like to add is that I think we need to push the relation a little further. We need more education, to your point earlier, around the data and the capabilities.

We need these platforms that we can leverage a little bit further with the analytics, with machine learning, and with all of these capabilities that are out there. We have to also remember, when we talk about the Internet of Things, it is things talking to each other.

So it is not human-machine communication. Machine-to-machine automation will be further than that, and we need more innovation and more work in this area, particularly more activity from the governments. We’ve seen that, but it is a little bit frail from that point of view right now.

Gardner: Dave Lounsbury, thoughts about what need to happen in order to keep this on the tracks?

Lounsbury: We’ve touched on lot of them already. Thank you for mentioning the machine-to-machine part, because there are plenty of projections that show that it’s going to be the dominant form of Internet communication, probably within the next four years.

So we need to start thinking of that and moving beyond our traditional models of humans talking through interfaces to set of services. We need to identify the building blocks of capability that you need to manage, not only the information flow and the skilled person that is going to produce it, but also how you manage the machine-to-machine interactions.

Gordon: I’d like to see not so much focus on data management, but focus on what is the data managing and helping us to do. Focusing on the machine-to-machine and the devices is great, but it should be not on the devices or on the machines… it should be on what can they accomplish by communicating; what can you accomplish with the devices and then have a reverse engineer from that.

Gardner: Let’s go to some questions from the audience. The first one asks about a high order of intelligence which we mentioned earlier. It could be artificial intelligence, perhaps, but they ask whether that’s really the issue. Is the nature of the data substantially different, or we are just creating more of the same, so that it is a storage, plumbing, and processing problem? What, if anything, are we lacking in our current analytics capabilities that are holding us back from exploiting the Internet of Things?

Gordon: I’ve definitely seen that. That has a lot to do with not setting your decision objectives and your decision criteria ahead of time so that you end up collecting a whole bunch of data, and the important data gets lost in the mix. There is a term “data smog.”

Most important

The solution is to figure out, before you go collecting data, what data is most important to you. If you can’t collect certain kinds of data that are important to you directly, then think about how to indirectly collect that data and how to get proxies. But don’t try to go and collect all the data for that. Narrow in on what is going to be most important and most representative of what you’re trying to accomplish.

Gardner: Does anyone want to add to this idea of understanding what current analytics capabilities are lacking, if we have to adopt and absorb the Internet of Things?

Barsoum: There is one element around projection into the future. We’ve been very good at analyzing historical information to understand what’s been happening in the past. We need to become better at projecting into the future, and obviously we’ve been doing that for some time already.

But so many variables are changing. Just to take the driverless car as an example. We’ve been collecting data from loop detectors, radar detectors, and even Bluetooth antennas to understand how traffic moves in the city. But we need to think harder about what that means and how we understand the city of tomorrow is going to work. That requires more thinking about the data, a little bit like what Penelope mentioned, how we interpret that, and how we push that out into the future.

Lounsbury: I have to agree with both. It’s not about statistics. We can use historical data. It helps with lot of things, but one of the major issues we still deal with today is the question of semantics, the meaning of the data. This goes back to your point, Penelope, around the relevance and the context of that information – how you get what you need when you need it, so you can make the right decisions.

Gardner: Our last question from the audience goes back to Jean-Francois’s comments about the Canadian healthcare system. I imagine it applies to almost any healthcare system around the world. But it asks why interoperability is so difficult to achieve, when we have the power of the purse, that is the market. We also supposedly have the power of the legislation and regulation. You would think between one or the other or both that interoperability, because the stakes are so high, would happen. What’s holding it up?

Barsoum: There are a couple of reasons. One, in the particular case of healthcare, is privacy, but that is one that you could see going elsewhere. As soon as you talk about interoperability in the health sector, people start wondering where is their data going to go and how accessible is it going to be and to whom.

You need to put a certain number of controls over top of that. What is happening in parallel is that you have people who own some data, who believe they have some power from owning that data, and that they will lose that power if they share it. That can come from doctors, hospitals, anywhere.

So there’s a certain amount of change management you have to get beyond. Everybody has to focus on the welfare of the patient. They have to understand that there has to be a priority, but you also have to understand the welfare of the different stakeholders in the system and make sure that you do not forget about them, because if you forget about them they will find some way to slow you down.

Use of an ecosystem

Lounsbury: To me, that’s a perfect example of what Marshall Van Alstyne talked about this morning. It’s the change from focus on product to a focus on an ecosystem. Healthcare traditionally has been very focused on a doctor providing product to patient, or a caregiver providing a product to a patient. Now, we’re actually starting to see that the only way we’re able to do this is through use of an ecosystem.

That’s a hard transition. It’s a business-model transition. I will put in a plug here for The Open Group Healthcare vertical, which is looking at that from architecture perspective. I see that our Forum Director Jason Lee is over here. So if you want to explore that more, please see him.

Gardner: I’m afraid we will have to leave it there. We’ve been discussing the practical implications of the Internet of Things and how it is now set to add a new dimension to Open Platform 3.0 and Boundaryless Information Flow.

We’ve heard how new thinking about interoperability will be needed to extract the value and orchestrate out the chaos with such vast new scales of inputs and a whole new categories of information.

So with that, a big thank you to our guests: Said Tabet, Chief Technology Officer for Governance, Risk and Compliance Strategy at EMC; Penelope Gordon, Emerging Technology Strategist at 1Plug Corp.; Jean-Francois Barsoum, Senior Managing Consultant for Smarter Cities, Water and Transportation at IBM, and Dave Lounsbury, Chief Technology Officer at The Open Group.

This is Dana Gardner, Principal Analyst at Interarbor Solutions, your host and moderator throughout these discussions on Open Platform 3.0 and Boundaryless Information Flow at The Open Group Conference, recently held in Boston. Thanks again for listening, and come back next time.

Listen to the podcast. Find it on iTunes. Download the transcript.

Transcript of The Open Group podcast exploring the challenges and ramifications of the Internet of Things, as machines and sensors collect vast amounts of data. Copyright The Open Group and Interarbor Solutions, LLC, 2005-2014. All rights reserved.

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Using The Open Group Standards – O-ISM3 with TOGAF®

By Jose Salamanca, UST Global, and Vicente Aceituno, Inovement

In order to prevent duplication of work and maximize the value provided by the Enterprise Architecture and Information Security discipline, it is necessary to find ways to communicate and take advantage from each other’s work. We have been examining the relationship between O-ISM3 and TOGAF®, both Open Group standards, and have found that, terminology differences aside, there are quite a number of ways to use these two standards together. We’d like to share our findings with The Open Group’s audience of Enterprise Architects, IT professionals, and Security Architects in this article.

Any ISMS manager needs to understand what the Security needs of the business are, how IT can cater for these needs, and how Information Security can contribute the most with the least amount of resources possible. Conversely, Enterprise Architects are challenged to build Security into the architectures deployed in the business in such a way that Security operations may be managed effectively.

There are parts of Enterprise Architecture that make the process of understanding the dependencies between the business and IT pretty straightforward. For example:

  • The TOGAF® 9 document “Business Principles – Goals – Drivers” will help inform the O-ISM3 practitioner what the business is about, in other words, what needs to be protected.
  • The TOGAF 9 document – Architecture Definition contains the Application, Technology and Data Domains, and the Business Domain. As a TOGAF service is a subdivision of an application used by one or several business functions, the O-ISM3 practitioner will be able to understand the needs of the business, developed and expressed as O-ISM3 Security objectives and Security targets, by interviewing the business process owners (found in the TOGAF Architecture Definition).
  • To determine how prepared applications are to meet those Security objectives and Security targets the O-ISM3 practitioner can interview the owner (found in the TOGAF Application Portfolio Catalog) of each application.
  • To check the location of the Components (parts of the application from the point of view of IT), which can have licensing and privacy protection implications, the O-ISM3 practitioner can interview the data owners (found in the TOGAF Architecture Definition) of each application.
  • To check the different Roles of use of an application, which will direct how access control is designed and operated, the O-ISM3 practitioner can interview the business process owners (found in the TOGAF Architecture Definition).
  • To understand how Components depend on each other, which has broad reaching implications in Security and business continuity, the O-ISM3 practitioner can examine the TOGAF Logical Application Components Map.

TOGAF practitioners can find Security constraints, which are equivalent to O-ISM3 Security Objectives (documented in “TOGAF 9 Architecture Vision” and “Data Landscape”) in the documents TSP-031 Information Security Targets and TSP-032 Information Requirements and Classification.

The Application Portfolio artifact in TOGAF is especially suitable to document the way applications are categorized from the point of view of security. The categorization enables prioritizing how they are protected.

The Security requirements which are created in O-ISM3, namely Security objectives and Security targets, should be included in the document “Requirements TOGAF 9 Template – Architecture Requirements Specification”, which contains all the requirements, constraints, and assumptions.

What are your views and experiences of aligning your ISMS + Enterprise Architecture methods? We’d love to hear your thoughts.

 

JMSalamanca photoJosé Salamanca is Regional Head of Solutions & Services at UST Global Spain. Certified in TOGAF9®, Project Management Professional (PMP®), and EFQM®. Jose also holds a MBA Executive by the Business European School (Spain) and achieved his BSc. at Universidad Complutense of Madrid. He is Vice President of the Association of Enterprise Architects Spanish chapter and Master Teacher at Universidad de Antonio de Nebrija of Madrid. José has built his professional career with repeated successes in Europe and the Middle East.

 

 

JulioVicente Aceituno is Principal author of O-ISM3, an experienced Information Security Manager and Consultant with broad experience in outsourcing of security services and research. His focus is information security outsourcing, management and related fields like metrics and certification of ISMS. Vicente is President of the Spanish chapter of the Information Security Systems Association; Member of The Open Group Security Forum Steering Committee; Secretary of the Spanish Chapter of the Association of Enterprise Architects; ISMS Forum Member.

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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.

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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

New Health Data Deluges Require Secure Information Flow Enablement Via Standards, Says The Open Group’s New Healthcare Director

By The Open Group

Below is the transcript of The Open Group podcast on how new devices and practices have the potential to expand the information available to Healthcare providers and facilities.

Listen to the podcast here.

Dana Gardner: Hello, and welcome to a special BriefingsDirect Thought Leadership Interview coming to you in conjunction with The Open Group’s upcoming event, Enabling Boundaryless Information Flow™ July 21-22, 2014 in Boston.

GardnerI’m Dana Gardner, Principal Analyst at Interarbor Solutions and I’ll be your host and moderator for the series of discussions from the conference on Boundaryless Information Flow, Open Platform 3.0™, Healthcare, and Security issues.

One area of special interest is the Healthcare arena, and Boston is a hotbed of innovation and adaption for how technology, Enterprise Architecture, and standards can improve the communication and collaboration among Healthcare ecosystem players.

And so, we’re joined by a new Forum Director at The Open Group to learn how an expected continued deluge of data and information about patients, providers, outcomes, and efficiencies is pushing the Healthcare industry to rapid change.

WJason Lee headshotith that, please join me now in welcoming our guest. We’re here with Jason Lee, Healthcare and Security Forums Director at The Open Group. Welcome, Jason.

Jason Lee: Thank you so much, Dana. Good to be here.

Gardner: Great to have you. I’m looking forward to the Boston conference and want to remind our listeners and readers that it’s not too late to sign up. You can learn more at http://www.opengroup.org.

Jason, let’s start by talking about the relationship between Boundaryless Information Flow, which is a major theme of the conference, and healthcare. Healthcare perhaps is the killer application for Boundaryless Information Flow.

Lee: Interesting, I haven’t heard it referred to that way, but healthcare is 17 percent of the US economy. It’s upwards of $3 trillion. The costs of healthcare are a problem, not just in the United States, but all over the world, and there are a great number of inefficiencies in the way we practice healthcare.

We don’t necessarily intend to be inefficient, but there are so many places and people involved in healthcare, it’s very difficult to get them to speak the same language. It’s almost as if you’re in a large house with lots of different rooms, and every room you walk into they speak a different language. To get information to flow from one room to the other requires some active efforts and that’s what we’re undertaking here at The Open Group.

Gardner: What is it about the current collaboration approaches that don’t work? Obviously, healthcare has been around for a long time and there have been different players involved. What’s the hurdle? What prevents a nice, seamless, easy flow and collaboration in information that gets better outcomes? What’s the holdup?

Lee: There are many ways to answer that question, because there are many barriers. Perhaps the simplest is the transformation of healthcare from a paper-based industry to a digital industry. Everyone has walked into an office, looked behind the people at the front desk, and seen file upon file and row upon row of folders, information that’s kept in a written format.

When there’s been movement toward digitizing that information, not everyone has used the same system. It’s almost like trains running on a different gauge track. Obviously if the track going east to west is a different gauge than going north to south, then trains aren’t going to be able to travel on those same tracks. In the same way, healthcare information does not flow easily from one office to another or from one provider to another.

Gardner: So not only do we have disparate strategies for collecting and communicating health data, but we’re also seeing much larger amounts of data coming from a variety of new and different places. Some of them now even involve sensors inside of patients themselves or devices that people will wear. So is the data deluge, the volume, also an issue here?

Lee: Certainly. I heard recently that an integrated health plan, which has multiple hospitals involved, contains more elements of data than the Library of Congress. As information is collected at multiple points in time, over a relatively short period of time, you really do have a data deluge. Figuring out how to find your way through all the data and look at the most relevant for the patient is a great challenge.

Gardner: I suppose the bad news is that there is this deluge of data, but it’s also good news, because more data means more opportunity for analysis, a better ability to predict and determine best practices, and also provide overall lower costs with better patient care.

So it seems like the stakes are rather high here to get this right, to not just crumble under a volume or an avalanche of data, but to master it, because it’s perhaps the future. The solution is somewhere in there too.

Lee: No question about it. At The Open Group, our focus is on solutions. We, like others, put a great deal of effort into describing the problems, but figuring out how to bring IT technologies to bear on business problems, how to encourage different parts of organizations to speak to one another and across organizations to speak the same language, and to operate using common standards and language. That’s really what we’re all about.

And it is, in a large sense, part of the process of helping to bring healthcare into the 21st Century. A number of industries are a couple of decades ahead of healthcare in the way they use large datasets — big data, some people refer to it as. I’m talking about companies like big department stores and large online retailers. They really have stepped up to the plate and are using that deluge of data in ways that are very beneficial to them, and healthcare can do the same. We’re just not quite at the same level of evolution.

Gardner: And to your point, the stakes are so much higher. Retail is, of course, a big deal in the economy, but as you pointed out, healthcare is such a much larger segment and portion. So just making modest improvements in communication, collaboration, or data analysis can reap huge rewards.

Lee: Absolutely true. There is the cost side of things, but there is also the quality side. So there are many ways in which healthcare can improve through standardization and coordinated development, using modern technology that cannot just reduce cost, but improve quality at the same time.

Gardner: I’d like to get into a few of the hotter trends, but before we do, it seems that The Open Group has recognized the importance here by devoting the entire second day of their conference in Boston, that will be on July 22, to Healthcare.

Maybe you could give us a brief overview of what participants, and even those who come in online and view recorded sessions of the conference at http://new.livestream.com/opengroup should expect? What’s going to go on July 22nd?

Lee: We have a packed day. We’re very excited to have Dr. Joe Kvedar, a physician at Partners HealthCare and Founding Director of the Center for Connected Health, as our first plenary speaker. The title of his presentation is “Making Health Additive.” Dr. Kvedar is a widely respected expert on mobile health, which is currently the Healthcare Forum’s top work priority. As mobile medical devices become ever more available and diversified, they will enable consumers to know more about their own health and wellness. A great deal of data of potentially useful health data will be generated. How this information can be used–not just by consumers but also by the healthcare establishment that takes care of them as patients, will become a question of increasing importance. It will become an area where standards development and The Open Group can be very helpful.

Our second plenary speaker, Proteus Duxbury, Chief Technology Officer at Connect for Health Colorado,will discuss a major feature of the Affordable Care Act—the health insurance exchanges–which are designed to bring health insurance to tens of millions of people who previously did not have access to it. Mr. Duxbury is going to talk about how Enterprise Architecture–which is really about getting to solutions by helping the IT folks talk to the business folks and vice versa–has helped the State of Colorado develop their Health Insurance Exchange.

After the plenaries, we will break up into 3 tracks, one of which is Healthcare-focused. In this track there will be three presentations, all of which discuss how Enterprise Architecture and the approach to Boundaryless Information Flow can help healthcare and healthcare decision-makers become more effective and efficient.

One presentation will focus on the transformation of care delivery at the Visiting Nurse Service of New York. Another will address stewarding healthcare transformation using Enterprise Architecture, focusing on one of our Platinum members, Oracle, and a company called Intelligent Medical Objects, and how they’re working together in a productive way, bringing IT and healthcare decision-making together.

Then, the final presentation in this track will focus on the development of an Enterprise Architecture-based solution at an insurance company. The payers, or the insurers–the big companies that are responsible for paying bills and collecting premiums–have a very important role in the healthcare system that extends beyond administration of benefits. Yet, payers are not always recognized for their key responsibilities and capabilities in the area of clinical improvements and cost improvements.

With the increase in payer data brought on in large part by the adoption of a new coding system–the ICD-10–which will come online this year, there will be a huge amount of additional data, including clinical data, that become available. At The Open Group, we consider payers—health insurance companies (some of which are integrated with providers)–as very important stakeholders in the big picture..

In the afternoon, we’re going to switch gears a bit and have a speaker talk about the challenges, the barriers, the “pain points” in introducing new technology into the healthcare systems. The focus will return to remote or mobile medical devices and the predictable but challenging barriers to getting newly generated health information to flow to doctors’ offices and into patients records, electronic health records, and hospitals data keeping and data sharing systems.

We’ll have a panel of experts that responds to these pain points, these challenges, and then we’ll draw heavily from the audience, who we believe will be very, very helpful, because they bring a great deal of expertise in guiding us in our work. So we’re very much looking forward to the afternoon as well.

Gardner: It’s really interesting. A couple of these different plenaries and discussions in the afternoon come back to this user-generated data. Jason, we really seem to be on the cusp of a whole new level of information that people will be able to develop from themselves through their lifestyle, new devices that are connected.

We hear from folks like Apple, Samsung, Google, and Microsoft. They’re all pulling together information and making it easier for people to not only monitor their exercise, but their diet, and maybe even start to use sensors to keep track of blood sugar levels, for example.

In fact, a new Flurry Analytics survey showed 62 percent increase in the use of health and fitness application over the last six months on the popular mobile devices. This compares to a 33 percent increase in other applications in general. So there’s an 87 percent faster uptick in the use of health and fitness applications.

Tell me a little bit how you see this factoring in. Is this a mixed blessing? Will so much data generated from people in addition to the electronic medical records, for example, be a bad thing? Is this going to be a garbage in, garbage out, or is this something that could potentially be a game-changer in terms of how people react to their own data and then bring more data into the interactions they have with care providers?

Lee: It’s always a challenge to predict what the market is going to do, but I think that’s a remarkable statistic that you cited. My prediction is that the increased volume of person- generated data from mobile health devices is going to be a game-changer. This view also reflects how the Healthcare Forum members (which includes members from Capgemini, Philips, IBM, Oracle and HP) view the future.

The commercial demand for mobile medical devices, things that can be worn, embedded, or swallowed, as in pills, as you mentioned, is growing ever more. The software and the applications that will be developed to be used with the devices is going to grow by leaps and bounds. As you say, there are big players getting involved. Already some of the pedometer type devices that measure the number of steps taken in a day have captured the interest of many, many people. Even David Sedaris, serious guy that he is, was writing about it recently in ‘The New Yorker’.

What we will find is that many of the health indicators that we used to have to go to the doctor or nurse or lab to get information on will become available to us through these remote devices.

There will be a question, of course, as to reliability and validity of the information, to your point about garbage in, garbage out, but I think standards development will help here This, again, is where The Open Group comes in. We might also see the FDA exercising its role in ensuring safety here, as well as other organizations, in determining which devices are reliable.

The Open Group is working in the area of mobile data and information systems that are developed around them, and their ability to (a) talk to one another and (b) talk to the data devices/infrastructure used in doctors’ offices and in hospitals. This is called interoperability and it’s certainly lacking in the country.

There are already problems around interoperability and connectivity of information in the healthcare establishment as it is now. When patients and consumers start collecting their own data, and the patient is put at the center of the nexus of healthcare, then the question becomes how does that information that patients collect get back to the doctor/clinician in ways in which the data can be trusted and where the data are helpful?

After all, if a patient is wearing a medical device, there is the opportunity to collect data, about blood sugar level let’s say, throughout the day. And this is really taking healthcare outside of the four walls of the clinic and bringing information to bear that can be very, very useful to clinicians and beneficial to patients.

In short, the rapid market dynamic in mobile medical devices and in the software and hardware that facilitates interoperability begs for standards-based solutions that reduce costs and improve quality, and all of which puts the patient at the center. This is The Open Group’s Healthcare Forum’s sweet spot.

Gardner: It seems to me a real potential game-changer as well, and that something like Boundaryless Information Flow and standards will play an essential role. Because one of the big question marks with many of the ailments in a modern society has to do with lifestyle and behavior.

So often, the providers of the care only really have the patient’s responses to questions, but imagine having a trove of data at their disposal, a 360-degree view of the patient to then further the cause of understanding what’s really going on, on a day-to-day basis.

But then, it’s also having a two-way street, being able to deliver perhaps in an automated fashion reinforcements and incentives, information back to the patient in real-time about behavior and lifestyles. So it strikes me as something quite promising, and I look forward to hearing more about it at the Boston conference.

Any other thoughts on this issue about patient flow of data, not just among and between providers and payers, for example, or providers in an ecosystem of care, but with the patient as the center of it all, as you said?

Lee: As more mobile medical devices come to the market, we’ll find that consumers own multiple types of devices at least some of which collect multiple types of data. So even for the patient, being at the center of their own healthcare information collection, there can be barriers to having one device talk to the other. If a patient wants to keep their own personal health record, there may be difficulties in bringing all that information into one place.

So the interoperability issue, the need for standards, guidelines, and voluntary consensus among stakeholders about how information is represented becomes an issue, not just between patients and their providers, but for individual consumers as well.

Gardner: And also the cloud providers. There will be a variety of large organizations with cloud-modeled services, and they are going to need to be, in some fashion, brought together, so that a complete 360-degree view of the patient is available when needed. It’s going to be an interesting time.

Of course, we’ve also looked at many other industries and tried to have a cloud synergy, a cloud-of-clouds approach to data and also the transaction. So it’s interesting how what’s going on in multiple industries is common, but it strikes me that, again, the scale and the impact of the healthcare industry makes it a leader now, and perhaps a driver for some of these long overdue structured and standardized activities.

Lee: It could become a leader. There is no question about it. Moreover, there is a lot Healthcare can learn from other companies, from mistakes that other companies have made, from lessons they have learned, from best practices they have developed (both on the content and process side). And there are issues, around security in particular, where Healthcare will be at the leading edge in trying to figure out how much is enough, how much is too much, and what kinds of solutions work.

There’s a great future ahead here. It’s not going to be without bumps in the road, but organizations like The Open Group are designed and experienced to help multiple stakeholders come together and have the conversations that they need to have in order to push forward and solve some of these problems.

Gardner: Well, great. I’m sure there will be a lot more about how to actually implement some of those activities at the conference. Again, that’s going to be in Boston, beginning on July 21, 2014.

We’ll have to leave it there. We’re about out of time. We’ve been talking with a new Director at The Open Group to learn how an expected continued deluge of data and information about patients and providers, outcomes and efficiencies are all working together to push the Healthcare industry to rapid change. And, as we’ve heard, that might very well spill over into other industries as well.

So we’ve seen how innovation and adaptation around technology, Enterprise Architecture and standards can improve the communication and collaboration among Healthcare ecosystem players.

It’s not too late to register for The Open Group Boston 2014 (http://www.opengroup.org/boston2014) and join the conversation via Twitter #ogchat #ogBOS, where you will be able to learn more about Boundaryless Information Flow, Open Platform 3.0, Healthcare and other relevant topics.

So a big thank you to our guest. We’ve been joined by Jason Lee, Healthcare and Security Forums Director at The Open Group. Thanks so much, Jason.

Lee: Thank you very much.

 

 

 

 

 

 

 

 

 

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