• Devices/OS: Companies such as VMWare, Citrix, Microsoft, and Sun are providing hypervisor, virtual machine, and virtual device solutions where several virtual “devices,” “servers,” or “desktops” can mimic separate physical devices.
• Networks: Virtualized networks enable dynamic collaboration by slicing bandwidth into virtual, isolated channels that can be assigned to a particular set of devices, real or virtual. Setting up new connections and collaborative environments becomes extremely easy.
• Applications: Virtual applications can either be streamed down to execute on local desktops (Microsoft App-V or Altiris SVS) or executed remotely from server farms such as Citrix XenApp. This allows applications to be portable and accessible from anywhere while reducing inter-application conflicts.

• Network Level Monitoring and Management,
  
• Cyber Security: Network Intrusion Detection,
  
• Enterprise Monitoring and Management,
• Modeling and Simulation of Collaborative Business Processes,
• Business Policy Monitoring, and
• Analysis and Debugging of Distributed Systems.

In each of the CEP application examples above, the amount of event information available to software developers can be staggering; however, despite all the available information, the capability to sense-and-respond to threats and opportunities is crude, at best.

Folks who work in network and security management, for example, are bombarded with event information.  However, this deluge of event information is, for the most part, “noise” that is difficult to understand.   In network management one of the most difficult things to accomplish is to find the root cause of an outage or performance problem.   This is why researchers at Stanford were funded to focused on research topics such as (above), the Analysis and Debugging of Distributed Systems.

These are the classes of asymmetric event processing problems that define complex event processing, or CEP.   Processing events by mediating events, routing events, or running a rule-set against events and making a processing decision are all perfectly valid event processing applications.   However, the core reason to have “complex event processing” is to solve event processing problems where there exists a significant asymmetry between the deluge of “event noise”  (Professor Luckham called this phenomena the “event cloud”) and detecting business-relevant, actionable complex events in an climate of uncertainty and noise.

In my next post on this topic I will briefly the review motivation behind my 1999 ACM paper, Intrusion Detection Systems and Multisensor Data Fusion, where we were working on solving complex distributed security challenges based on real-world experiences with the problems of asymmetric processing capabiilities.  I will discuss why we evolved from an early rule-based expert system model to a more advanced inference model that was not dependent solely on rule-based thinking.   I will also explain why other researchers and developers experienced in complex event detection applications have come to the same conclusion.

• Moderator: Nick Hoover, Senior Editor, InformationWeek
• Speaker - Anne Berkowitch, Co-Founder & CEO, SelectMinds
• Speaker - J.B. Holston, CEO and President, NewsGator
• Speaker - Umberto Milletti, CEO, InsideView

Businesses can take advantage of social networks by finding innovative ways to reach out to people. Looking at who you know and how you know them can benefit you. Knowing a personal connection to someone that you are trying to contact (for sales) is helpful. The blurring between home, personal, and business life is making this information more available and better able to leverage. People are able to capture more valuable long term information from social networks.

A lot of social network applications can be taken from the talent management space. Deploying alumni networks as a talent source is also a great asset. Alumni represent a well-known and relevant population. This provides a great economic benefit from a social network.

If you are running a sales organization and looking at building a pipeline of leads, consider how these leads are relevant. The ability to get more leads is apparent in finding the right person, right connection, and right contact. Underlying everything are productivity and efficiency. How much time are sales reps spending researching and pursuing each opportunity? With information on social networks, the time can be greatly decreased. Knowledge sharing is something that can be actively measured.

The ROI varies with the business issue that’s trying to be addressed by a particular network. Recruiting for example has a very concrete, measurable ROI. Knowledge share gets a little more tricky. How do you measure how much is shared and the impact on business systems? Businesses need to determine what specific goal they are trying to address.

CFOs want to see ROI, not intuitive information. If you can demonstrate engagement and participation in these networks and knowledge sharing tools, more and more executives are getting comfortable seeing how it’s used at a qualitative and process level. It’s a very case by case basis.

One major crisis that we see in our customers is the competition between sales and marketing. Each wants to do their own thing, they go together like oil and water. However, the push of the economy is now forcing them work together. This is a great opportunity for IT to step in and help them collaborate and be more productive.

Other resistance from companies are how to manage what they are trying to accomplish while still giving employees free reign of sites like Facebook. What are the incentives for using these technologies? How does it fit into your company culture and productivity scale? You must bring meaning to the structure of engaging in social networks.

Social networks like LinkedIn and Facebook would not exist if people did not contribute information to them. However, if people don’t know that it is there, it does not exist. People need to see the value and get drawn in to engage. There are two ways that companies get into social networks. Tie it into the business process. The general idea of social networks are intuitive and easy to understand, which make it an easier case to present to chief executives. Make it clear - how do you go about it and what’s the value?

Social networks are intrinsically about extending the network, the more contacts you have, the more to choose from when researching a specific contact. It also has to be integrated into your dataworkflow. Companies are going to build a variety of networks inside and outside the enterprise. The big companies (SAP, IBM) are all rushing to offer collaborative and social network functionality. However, this is not entirely useful unless it’s integrated into the entire infrastructure.

IBM’s presentation was cleverly titled 2mor0@Wrk - Tomororow work and Web 2.0.

Overview

Web 2.0 is delivering a whole different paradigm of communication. The slide is Lotus Symphony - NOT PPT. Over 2 million downloads.

There is an information overload that impacts individual productivity in the workplace. It has a profound effect on organizational productivity. A more complex organization entity provides more pressure and more inefficiencies in workplace. Up to 70% of time can be used looking for the WRONG information.

Collaboration mitigates information overload. It allows you to identify experts and opinions.

The collaboration agenda. Enterprises are at the onset of exploring these features. Web 2.0 is giving us the capacity to do more. Collaboration optimizes business outcomes - global, secure and dynamic.The most progressive companies are looking at UNIFIED COMMUNICATIONS. Making sure that directories and profiles are fully mobile.

Collaboration should be a contextual part of the workflow, going directly into applications.

IBM’s collaboration strategy is to deliver these services through online or offline services.

Demonstration

Executive IT architect Ron Sebastian provided a demonstration of IBM’s collaboration strategy. IBM’s Web 2.0 solutions span delivery platforms:

• Platform - web as  platform
• Application - development
• People - social computing

Lotus Connections - a family of social computing software that provides profile lookup and community capabilities. Think of Facebook, Yahoo Groups, and delicious combined in one portal.

Ron demonstrated these social services embedded into a healthcare provider application. Semantic tagging is available, contact information and commenting. Not only are we providing service to customers, you can integrate sync capability to directly call the person you want.

The biggest aspect of Lotus Connection? It’s all integrated.

A new service - Project Bluehouse. This is a SaaS delivery of these collaborated capabilities. The store and share can manage and share documents within and outside the company. Access control is no longer an issue.

Collaborative Web 2.0 services available as standalone products that also work in a mobile environment.

Case Study: Natural Disaster Management Mashup

Boeing came up with twenty different scenarios that they could handle through their systems. The problem was the one they didn’t count on. One example was Katrina - how to deliver supplies to the area: what airports were open? Where could they land? The problem was they could not find one list of public, private and military airports, nor what was open. The mashup took different feeds to allow the deacon maker to make a more rapid and intelligent decision based on information on where they could fly in the appropriate supplies. From open information sites like AirNav.com and personal contacts, users were able to mashup the information to make better decisions.

Conclusion

IBM announced the IBM Center for Social Software, proving their commitment to connect, collaborate, and innovate. Users and academics can work together to how these innovations can be applied to businesses and provide value to the market.

There has been some question of whether or not IBM can pull this off and move into the collaborative Web 2.0 market. Despite some criticism, it looks like IBM has really taken a step forward in advancing their products and services to meet market needs.

People drive better business outcomes. Connecting, collaboration, and innovation is key. Having the right tools and information to do that eases pressure that many organizations feel and brings Web 2.0 technologies to the heart of businesses.

“Event processing has been going on for more than fifty years.”

However, in On Event Processing as a Discipline and Some Subsets another colleague mistakenly blogs,

“… people who dealt in this area [network management and event correlation] have never investigated event processing in the larger sense (e.g. looking at additional patterns), and this area has also not spawned the event processing discipline.”

If you examine just one page from the CEP history at Stanford, researchers there outlined their view of the future applications for CEP, as follows:

• Instant Insight  - hierarchical event viewing applied to the Enterprise IT layer.
  • Analysing business processes
• Network Level Monitoring and Management
• Cyber Security: Network Intrusion Detection
• Enterprise Monitoring and Management
• Modeling and Simulation of Collaborative Business Processes
• Business Policy Monitoring
• Analysis and Debugging of Distributed Systems

These applications areas mentioned by Stanford researchers, including Professor Luckham, support and validate our recent discussion Magic Quadrant for IT Event Correlation and Analysis, 2007 where we concluded that “event correlation and event analysis is Gartner’s closest magic quadrant (MQ)  [...] relates directly to complex event processing (and event processing in general).”  

If you take a detailed look at the 1999 CEP presentation, Defeating Large Scale Attacks: Technology and Strategies for Global Network Monitoring you will readily see that our colleagues are incorrect when they says that event correlational and network management folks have never investigated event processing in the “larger sense”.  For example, the 1999 slides above, Stanford, slide 6, is titled “Complex Event Processing,” defining CEP from the application perspective of event correlation;

Complex Event Processing

• Accept network ‘events’ from any source
  • CISCO NetFlow FlowCollector, tcpdump
• Correlates events based on content and temporal relationship between events
• Event Processing Agents (EPAs) connected in an Event Processing Network (EPNs)
• Both post-mortem and real-time processing

This single event correlational project example from David’s team at Stanford examined the challenging event correlation problems in the context of hierarchical events, maps, patterns, visualization tools, event processing models, patterns languages, network management abstraction layers, and more.  Those core event processing problems from this 1999 example, very large and complex then, still exist today and are much more large and complex - precisely why it is called “complex event processing.”

It is quite obvious, in just this one example, that many folks have been looking at event correlation as a motivating application for event processing, in a larger context, for a long time, contrary to what our colleagues write in their “history of event processing” posts.  

In a future post I will completely debuke these event processing “history revisionists.”   I will illustrate very clearly how the history of event processing goes back at least a decade, and perhaps two (twenty years) before the history outlined in posts like On Research and Practice in Event Processing and The History of Complex Event Processing. 

David Luckam stated that the art-and-science of event processing goes back around 50 years. 

I am not sure I will go all the way back to 1960 in my next post on the history of event processing.  However,  I will go back at least to the early days of Internet Protocol (IP) networking and illustrate why distributed IP networking, network management and network security, is one of the key  motivating factors for what we now call “event processing” and “complex event processing.”

Dan Munz, project manager of the Collaboration Project commented on the unique work that the National Academy of Public Administration (NAPA) is doing to bring together government leaders. The Collaboration Project seeks to innovate across government not just down the silos and create a safe place for leaders to have discussions around innovation.

ScienceLogic: What is the National Academy of Public Administration?

Dan Munz: The Academy is an independent, non-partisan, non-profit organization dedicated to tackling government’s most complex challenges. We were founded in 1967 by James Webb, the NASA administrator who took us to the moon – he saw that he could consult the National Academy of Sciences for expert technical advice, but had no counterpart in government for expert management advice. That’s been our mission ever since.

ScienceLogic: What is the Collaboration Project? How long has it been around?

Dan Munz: The Collaboration Project is the Academy’s response to two parallel trends we see in government. The first is the government’s need to transform the way it does business. There is a strong demand for change out there driven by a number of challenges that are forcing the government to rethink its mission and structure. Challenges include a public disconnected from government; a multi-sector workforce and increasing reliance on contractors; financial instability; and new types of security threats, just to name a few. More and more, the challenges facing government reach across the traditional boundaries of agency and mission. But government isn’t configured to work that way.

The second trend is the unprecedented opportunity collaborative technology offers to drive transformational change in government. Tools like blogs, wikis, and mashups are changing the way leaders think about problems. They’re focusing not on what they can do just within their offices or agencies, but what voices they need to pull together across government, non-profits, the general citizenry, and other stakeholders to solve these problems. The Collaboration Project’s goal is to encourage this type of thinking and empower leaders committed to use collaborative technology to:

• strengthen citizen civic engagement;
• enhance government transparency;
• improve service delivery and operational efficiency; and
• facilitate coordination and innovation within and between agencies.

ScienceLogic: Why focus on Web 2.0 in the government?

Dan Munz: The question of how web 2.0 will impact federal IT departments is a critical one. Our view is that “the era of big systems” is basically over. Things like disk space, bandwidth, and computing power are basically shifting from being assets to being commodities.

There’s also a shift in expectations. People both inside and outside government – especially Gen-X and Gen-Y – are incredibly frustrated by being able to use lightning-fast apps like Flickr, YouTube, and Facebook that don’t even live on their hard drives while the government and other large organizations still operate clunky PCs, space-limited e-mail accounts, and sluggish e-mail servers.

So aside from the opportunity for transformative leadership, the idea of web 2.0 at a government level is very appealing in terms of getting the most out of the IT infrastructure we already have, rather than embarking on costly, large-scale projects in an era of diminishing budgets.

ScienceLogic: How do you build a sense of community at the Collaboration Project?

Dan Munz: Some community feel emerges naturally, from a sense that mass collaboration really is a tool for “doing government” in a whole new way.

The more formal community building mechanisms we have include our web page, where we share insights, news, case studies, and other content – The virtual space serves as an anchor for people, whether they’re experts or beginners, to learn about what we do.

Finally, we are conducting an ongoing series of in-person meetings, usually featuring a leader who has harnessed collaborative technology in what we think is a truly revolutionary new way.

ScienceLogic: How do you hear about cool new government Web 2.0 projects?

Dan Munz: That’s a key question, because part of our mission is to inspire action by finding leaders who have succeeded and highlight their accomplishments. We’ve done that with folks like Kip Hawley, TSA, Molly O’Neill, EPA, and Jim Walker, Alabama DHS.

We also feel that the Academy’s position as a “safe space” for leaders means that we’re a place people can turn to when they hear about an emerging trend or project and want some help making sense of it.

ScienceLogic: What are the most innovative uses of Web 2.0 technology you’ve seen in the government?

Dan Munz: It’s important to distinguish between agencies that are simply adjusting to the reality of web 2.0, and those that are “using” it. Getting a YouTube account for your agency, or putting some photos on Flickr, is a great first step, but we want to inspire leaders to really transform their normal ways of doing business. At the moment a few that come to mind are the EPA Puget Sound Mashup, ODNI’s Intellipedia, TSA IdeaFactory, the PTO Peer-to-Patent Project, and Virtual Alabama, to name a few.

The TSA launched the IdeaFactory in February 2008. TSA set up a collaboration platform with commenting, voting, etc. to form communities in a way to bring people to consensus and offer ways to improve the agency’s performance.

ScienceLogic: Do you see a difference between state and local versus federal adoption of Web 2.0?

Dan Munz: That’s a hard generalization to make – at all levels you see leaders who recognize the potential in this technology to bring new voices into the governance process.

ScienceLogic: What are the obstacles to Web 2.0 adoption by government agencies?

Dan Munz: The three main challenges that we see are in the areas of technology, culture, and policy/governance.

The technology issue is probably the simplest to solve – it’s important to choose a technology that fits the problem you’re trying to solve, but these technologies are usually inexpensive and almost never very complex.

The question of culture is harder, particularly given the way that baby boomers, gen-xers, and millenials are beginning to interact in the workforce. How do you gain acceptance and buy-in among groups that have very different comfort levels with collaborative tools and environments?

Finally, the most daunting challenge might be the questions of policy and governance, if only because those are the things that most commonly prevent leaders from even dipping a toe in the waters of collaboration. Most of the policies, regulations, and statutes governing the way government does business don’t anticipate things like wikis, blogs, or instant messaging. One of our most important missions is helping leaders who just want to get to action navigate these obstacles.

ScienceLogic: Is there any advice you can give to government employees getting started with Web 2.0? Or any places you would point them to for more info?

Dan Munz: It’s shameless plug time! I’d of course point them to our web page, collaborationproject.org, where, among other things, we’ve collected a case library of over 40 instances of collaborative technology being used in the government and non-profit sectors. The library is growing every day and is a sort of “database of record” for what is and isn’t working in terms of collaborative government. I think that would be a great place to start for anyone looking to get started but not really knowing the way.

In terms of advice, the best thing to say is that, once you’ve settled on a problem you want to solve and an audience you want to reach out to, just do it! We believe strongly that there are a lot of organizational and leadership issues that still need to be addressed regarding collaboration in government, but our biggest mantra is about getting leaders to action. The most successful projects we’ve seen are ones that try something daring and new, and discover the true power of what they’ve done as it catches on more and more widely.

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ScienceLogic: What is “BSM Lite” and how is it different from “heavy” BSM?

Doug McClure: I think the concepts that Peter Sevcik from Net Forecast initially outlined in his blog post sum up what “BSM Lite” is all about: a simpler, less expensive, more responsive way of achieving the goals and objectives of Business Service Management (BSM).  He’s contrasted this nicely against what he termed “BSM Heavy” being the larger investments in time and resources to deploy domain specific tools and solutions each providing a view into the business service delivery with some aggregation and consolidation to tie up all of the disparate tool’s information into a concise end-to-end business service management story.

I’m pleased that he leveraged some of my thinking around a better working definition of what BSM really is from the BSM Defined page on my blog. Of course, these definitions are going to vary depending on whom you talk with and how they see the overall BSM Maturity Model.  I’ve created a BSM Maturity Model that aligns with the famous Gartner IT maturity model.  I’d like to think that a “BSM Lite” solution is one attacking the low hanging fruit, enabling one to achieve value quicker, and in a more tactical manner.  The “BSM Heavy” solutions are capable of the same, but span all along the BSM Maturity Model by adding additional point solutions, products and technologies from their broader portfolio. 

ScienceLogic: Does “BSM Lite” just refer to the tools, or can it refer to the process and methodology as well?

Doug McClure: I think that BSM is as much a philosophy as it is technology, process, people and methodology.  If we can get people to think, operate and respond differently than they do today with a focus on the business, customers, quality, revenue, or whatever else is most important to their business goals and objectives, than that is Business Service Management and could be “BSM Lite” if you will. 

Being that I work for IBM Tivoli, one of my personal objectives is to identify ways to use our key BSM enabling products in a more efficient, effective and BSM centric way. This was a huge driver for trying to hold DevCampTivoli focused on “Collaborative Development of End-to-End BSM Solutions”. 

In my opinion, we don’t make things very easy for our clients and the answer can’t be to “buy this product, module or widget” to fill in the gaps.  In my opinion, we must establish a BSM overlay within IBM Tivoli’s development and product management organization that ensures that we have clearly thought about how to enable BSM with the hundreds or products that we sell.  In my opinion, every product release must incorporate the fundamentals of enabling BSM in addition to the core domain specific functionality intended. I hope to keep this spirit alive and get our smartest IBMers and clients thinking about the best way to take a “BSM Heavy” solution and make it “lighter”. I hope to share more about my plans here and guidance for the industry in general soon.

That said, I am always interested in consulting with clients and collaborate with peers in the industry to figure out how to get the focus on the people, process and technology as key components of their BSM strategies.  I am absolutely convinced that without a documented BSM strategy, roadmap and top level sponsorship within the business and IT, the chances of BSM success greatly diminish.

ScienceLogic: Given the complexities involved in implementing a BSM strategy and dealing with the people and processes components of any business, how does “BSM Lite” really work? Should the expectations and outcomes be “lite” as well?

Doug McClure: Time will tell if “BSM Lite” will work.  I’m seeing emerging companies that are already breaking down some of the barriers to BSM success.  I do not expect that those choosing to begin with a “BSM Lite” approach should expect “lite” outcomes. 

The outcomes are the same regardless of the approach IF you’ve got a documented BSM strategy, roadmap and top level sponsorship in place before you begin. New features, capabilities and technologies will be needed as the needs of the business change and companies mature in BSM and fundamental IT management. This will likely force companies to move in more “BSM Heavy” directions to fill those gaps. 

In my opinion, this is the ideal scenario now as it gives “BSM Lite” vendors opportunities to grow their products and solutions. It also GREATLY improves the chances for success with a “BSM Heavy” solution because the organization would have already had matured enough to approach a “BSM Heavy” solution than if they hadn’t done a “BSM Lite” solution in the past.

ScienceLogic: Is “BSM Lite” more appropriate for a small or midsized organization, or does it apply equally to large companies? Is there an ideal profile for a company that can successfully implement a BSM strategy? Is there a different profile for “BSM Lite”?

Doug McClure: From an economic perspective, the concepts of “BSM Lite” are appropriate for all companies.  Remember, with “BSM Lite” we’re focused on identifying ways to make the goals and objectives of BSM easier to implement and in a more cost effective way.  Any company concerned about their IT cost overhead should care about this, especially when the risks of starting out with a “BSM Heavy” type deployment are much greater and the time to value generally much longer.

The “ideal” profile for any company is one where the BSM initiative begins by establishing top level buy in through creation of a formal BSM strategy for the company. This BSM strategy personalizes how the company defines what BSM is, what value the company expects from it, and how it will use BSM as a competitive differentiator for delivery of its business and IT services, products, etc.

The organizational “profile” I’ve seen most successful is when implementing a BSM strategy originates from within or actively includes a group that many companies have now that serves as a liaison or relationship management role between the various lines of business and IT. Sometimes this group is often seen as the gatekeeper to filter (and hinder) business driven requirements into the IT organization. In the ideal scenario, this group works very closely with the business and IT (usually staffed by business people and not IT people) to understand both the business side and IT side of complex business services and applications. 

Apart from the traditional IT components, what this group can do is help IT really understand the business perspective.  Analysis of the impact on the business in business terms is only possible by collaborating with a group such as this.  True value oriented BSM becomes attainable when we get to this level of IT and business alignment, cooperation, collaboration and communication.

If BSM is an IT only initiative, this will likely result in an IT centric perspective severely lacking in the necessary business perspective.  In these cases where IT doesn’t invest their BSM efforts with the business as an equal partner, the implementation ultimately becomes a “CYA” tool for IT and not achieve the desired value oriented expected.

To some degree “BSM Lite” may have an entirely different profile. If we see the price points, complexity and time to value change significantly we may see these types of deployments originate exclusively within the Line of Business. The possibility may exist where large enterprises operating in a shared IT services or IT outsourcing type model that the Line of Business brings in a “BSM Lite” solution to gain the visibility, checks and balances needed to ensure that the LoB’s needs are being met from the internal/external provider. I’d envision that “BSM Lite” may even be capable of operating within a “SaaS” model or other managed service type offering where the price points are below the signing levels triggering broader IT involvement and review.

To Be Continued…

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