The next question from the president-elect was what single policy issue he could focus on that would most help entrepreneurs.

“The most important thing he’s got to do is kick-start a huge amount of research and innovation in energy,” said Mr. Doerr, who backed Google and Amazon.com and has invested heavily in clean energy technology for the last few years.

The nation now invests less than $1 billion a year in renewable energy versus $32 billion a year in health care, Mr. Doerr said. “I think we’ve just scratched the surface in terms of clean ways to use energy, to produce energy. It’s the challenge of our generation.”

How to do that? Double the number of engineers who graduate from American universities each year to 60,000, Mr. Doerr said. Bring more women into the field, and encourage foreigners who study engineering here to stay here.

“What we do is bring foreign nationals to the world’s greatest universities. We train them, invest in them and make them go home,” he said. “What kind of national strategy is that? So I would staple a green card to the diploma.”

Now we're into a world where asking companies to pay you millions for a massive PPT slide deck that says, "This is your company now and this is what your company should look like tomorrow," is simply a non-starter. So while the tech-heavy firms like Accenture and Cap Gemini do well at the bottom and the high-end starts like the Monitor Group do well at the top of the pyramid, a lot of mid-range, standard cookie-cutter management consulting firms are seeing their market decline. Everyone wants the super-integrated solution now that combines compliance, security, systems-integration, performance metrics—and they want it delivered in a service-oriented architecture that frees companies up to evolve in ways commensurate with globalization's many demands and opportunities.

I see efforts in all the compliance, security, systems-integration, performance metrics, and SOA rabbit holes. I don't see very much unification. In my swamp - SOA security. I do see a lot of starter efforts where companies build out services, but forget the security -  and then either an auditor comes asks "so how are you doing authN and authZ for your web services" or a security event happens, or a diligent director comes along and asks variant of the auditor question. Then some things start to happen, usually a purchase of a XML gateway, but Data Power, Vordel and Cisco can't help you if its just shelfware.

Integration is inherently difficult and messy. Information security groups need to get good at engaging with development and architecture in a proactive way to deiver these security services to the system. I call it "playing offense", infosec spends most of its time defending against bad guys, and that is ok, it is a huge part of infosec's job, but sometimes you need to go on offense and raise the bar. Make the bad guys' job harder, build security in.

LogLogic Lunch and Learn Presentation

• My other presentations on Slideshare

Interop NY

• East Coast version of this major networking show. ScienceLogic is the official provider for network monitoring and help desk for InteropNet, the world’s largest temporary network. See us in action in the NOC. Stop by the booth, #1045, to chat, pick up your own deck of EM7 cards, or fill out a survey for a free t-shirt.
• When: Conference runs from Mon 9/15 – Friday 9/19. Expo days are Wed 9/17 – Thurs 9/18.
• Where: The Javits Center, NYC.

VMworld 2008

• The largest virtualization show put on by VMware, the leader in the space. VMworld is only a couple of years old but growing like gangbusters. This year’s show should be an interesting one in light of all the turmoil surrounding VMware and Microsoft’s putsch, oops I meant push, into the space with Hyper-V.
• When: Mon 9/15 is Partner Day. Conference runs from Tues 9/16 – Thurs 9/18
• Where: The Venetian Hotel, Las Vegas.

Hosting Transformation Summit

• Executive-level hosting/service provider show run by The 451 Group (and Tier 1). The analysts at The 451 Group and Tier 1 discuss state of the industry and trends.
• When: Mon 9/15 – Wed 9/17
• Where: The Mirage, Las Vegas

ICE Summit

• Also run by The 451 Group, the ICE (Infrastructure Computing for the Enterprise) Summit will focus on “virtualization in context”. This overlaps the last day of VMworld (personally making my life a little harder).
• When: Thurs 9/18
• Where: The Mirage, Las Vegas

Inc 500 / Inc 5000 Conference & Awards Ceremony

• Since we made it on the list (#350!), we thought we should show the flag at the Inc 500 conference, culminating in an awards gala on Saturday night.
• When: Thurs 9/18 – Sat 9/20
• Where: Gaylord National Resort & Convention Center at the National Harbor (DC)

Stay tuned for live blogging and video from the various events with always lively commentary from the ScienceLogicians.

So that's what he asked for, and that's what he got. And now it's time to create some cryptographic applications for the rings. Cory and I are holding an open contest for the cleverest application.

I don't think we can invent any encryption algorithms that will survive computer analysis -- there's just not enough entropy in the system -- but we can come up with some clever pencil-and-paper ciphers that will serve them well if they're ever stuck back in time. And there are certainly other cryptographic uses for the rings.

Here's a way to use the rings as a password mnemonic: First, choose a two-letter key. Align the three wheels according to the key. For example, if the key is "EB" for eBay, align the three wheels AEB. Take the common password "PASSWORD" and encrypt it. For each letter, find it on the top wheel. Count one letter to the left if there is a dot over the letter, and one letter to the right if there is a dot under it. Take that new letter and look at the letter below it (in the middle wheel). Count two letters to the left if there is a dot over it, and two letters to the right if there is a dot under it. Take that new letter (in the middle wheel), and look at the letter below it (in the lower wheel). Count three letters to the left if there is a dot over it, and three letters to the right if there is a dot under it. That's your encrypted letter. Do that with every letter to get your password.

"PASSWORD" and the key "EB" becomes "NXPPVVOF."

It's not very good; can anyone see why? (Ignore for now whether or not publishing this on a blog makes it no longer secure.)

How can I do that better? What else can we do with the rings? Can we incorporate other elements -- a deck of playing cards as in Solitaire, different-sized coins to make the system more secure?

Post your contest entries as comments to Cory's blog post -- you can post them here, but they're not going to count as contest submissions -- or send them to cryptocontest@craphound.com. Deadline is October 1st.

Good luck, and have fun with this.

ScienceLogic: Can you share any of the strategies/advice that you give to companies embarking on their BSM journeys?

Doug McClure: Well, first they’ve got to have a BSM strategy. Nearly all the clients I talk to or hear about wanting to do BSM do not have a BSM strategy. I talk a lot about this on my blog and with clients and it is relevant whether you’re going to think about “BSM Lite” or “BSM Heavy” approaches.

Once we have a BSM strategy, we need to establish a BSM roadmap that guides us in how we’ll implement the BSM strategy in a more tactical manner, focusing on short term iterative quick wins and 30-60-90 day projects. For more of my thoughts on BSM strategy and roadmapping, see the following blog posts.

• Elements of Business Service Management Part 3: Getting Business Service Management on the Radar Screen

• Elements of Business Service Management Part 4: What’s your Business Service Management Strategy?

As I’ve alluded to previously, a client first must define and understand what “BSM Lite” may mean to them. Don’t take what the analysts or the vendors pitch for what you should do to achieve BSM or what value you should get from it.

For any type of BSM to be successful, each client must define what BSM means to them and state what they expect to get from BSM. They must make it personal, make it a part of their company culture and elevate it to be as an important initiative as compliance, risk management, SOA, ITIL, or other initiatives may be within the company.

Please don’t get scared off from this strategy thing. Please don’t blow this off as something that the secret enterprise architecture council should be doing. If you’re unable to get an audience in these areas within your company, start within your own sphere of influence.

Your strategy could be as simple as enabling the local operations center to more efficiently classify, triage and resolve problems based on a simple business service or application contextual understanding. Focus on how this changes the game within your environment. Come up with your own metrics and measures to assess the value this has to this organizational use. Trust me, you’ll need to justify your investment some time in the future.

Another trait of successful BSM implementations is that of the formal monitoring and management tools group has established some sort of database or knowledge repository that enables them to “manage the business of IT management and monitoring” if you will. In my opinion, the vendor community has let their clients down significantly in this area. The CMDB may be the correct answer, but most companies just don’t value monitoring enough to demand that this be included in their formal CMDB initiatives.

In my last job, we developed an application that I referred to as the “Service Management Database” or “SMDB”. Others may call it something else, but in essence, it was the database that captured what was monitored, how it was monitored, who owned it, what business services and applications it supported, the impact an outage or event from it had on the business services or applications, etc.

One key component of this “SMDB” was establishing the relationships of real and synthetic user and transaction monitoring steps to associated servers and applications. This is a significant gap area in many tools and vendor CMDBs.

Clients who have instituted something formal such as this generally have a very good handle on management and monitoring within their environment. Far too many clients do not have adequate monitoring (read visibility) in place to begin their BSM journey.

I’d strongly recommend a good hard look at how well the client’s monitoring and management practices are implemented and managed. Simply put, if they don’t have adequate visibility into how well those business services and applications are performing, you can’t expect to manage what you can’t “see” that may be impacting the business, clients, revenue, etc.

Just ask yourself this – can you explicitly state what monitoring is in place for a given business service or application? Can you quantify the impact of a simple event to a business service or application? Can you explain why something is red, yellow, purple or green and what causes it to change from one color to another? If you can’t, your BSM journey will be challenging.

Those with formal CMDB initiatives have their hands full with high risk, long time to value projects to just get a handle with traditional configuration management models. Taking these low level configuration items (CI’s) and establishing application and service dependencies comes after a lot of work getting through the organizational challenges of getting systems access to populate the CMDB.

I strongly recommend that the formal monitoring and management tools group create an authoritative database that enables them to establish end-to-end visibility into the service and application delivery chain and the impacts it has on the business, customer, etc. This ultimately becomes part of a more realistic federated CMDB within the business.

ScienceLogic: Can you provide an example of a successful implementation of BSM? Were there specific factors that especially contributed to its success?

Doug McClure: I’ve touched on the highlights of the most successful BSM implementations throughout my previous answers. Clients that have rallied around an organizational change or transformation focusing every team member’s efforts and energy towards ensuring that the business goals and objectives are being met through the delivery of highly available business services and applications.

Far too often the “change” never happens and it’s the “talking heads” that are preaching to the choir about what should be done. Every person on the front line, in the support teams, at the help desk, etc. must understand how they support or impact the business in business terms. Try putting this simple phrase after job titles “Hi, my name is Doug. I’m a Systems Administrator, Supporting the Business”.

That was a mouthful, but simply put, these clients have an impressively instrumented business and IT environment with the right amount of visibility into each area, joined together with an organization that thinks, operates and responds based on their understanding of the business goals and objectives and how these business services and applications enable business success.

The operational model for an organization fully adopting BSM identifies ways to establish a service management mentality across the entire business service and application delivery and support chain. The delivery, operations and support organizations must be incented to manage the services and applications being delivered with this end-to-end context.

A leading, outside the box “service management organization” may include the traditional IT silos but within a matrixed fashion focused on one or more key business services and applications. The “service management organization” is then incented to work together, as a team, for the end-to-end delivery and support of these services or applications.

It’s no longer one’s job to just be the systems administrator, database administrator or network engineer, their job is now to support specific business services and applications. They provide the subject matter expertise needed to support the services and applications together, as a team, eliminating the finger pointing or “not my problem” attitudes that exist in the majority of IT organizations today.

Overall, the KISS approach is what will enable BSM of any type (lite, heavy) to be the most successful. If it just feels natural, doesn’t take any additional effort, clicks or tasks to do then it’s going to work. BSM should be transparent and not just another buzz word. It’s not a form that gets filled out or a special process to follow in the run book. It’s doing the right thing for the business, no matter what the situation, crisis, buzz word or technology initiative of the day is.

ScienceLogic: How did you get involved in BSM?

Doug McClure: I think the foundations of my service management background and passion were initially established during my service in the US Navy. Today, I relate that experience to what I call BSM for the Military or Mission Services Management (MSM).

We had been taught over and over that extreme attention to the details of the mission at hand (aka “the business”) was the number one priority and that all of our technology, services, and applications existed for those Sailors and Marines on the other end (the “customer”). I can recall countless instances where mission critical communications services (telephony, orderwires, teletypes, command and control systems, etc.) were impacted in one way or another. It was extremely critical that we understood who was impacted and to what degree so that contingency plans could be activated. We weren’t just talking about lost revenue, poor sales or customer experience; we were talking about human lives and the security of the United States.

It is that military bearing, attention to detail and real world experience that drives me with many of my modern day BSM endeavors. That migration from “Mission Services Management” to BSM was honed working for over 10 years working in the Internet Service Provider (ISP) and datacenter, hosting and colocation business.

In those rapid growth businesses during the Internet boom, service differentiation was what “made you millions” or paved your way to bankruptcy. The companies I worked for had an extreme passion and focus on ensuring that their services, applications and Internet access products were of the highest quality, highly reliable and just plain better than the competition.

Again, the IT infrastructure, service quality and customer experience relationship was ingrained in all of our heads. It was all hands on deck when Webmail, Internet access, DNS, or the network experienced problems. We were measured in terms of how many customers experienced a busy signal or dropped connection or if you couldn’t log in fast enough to read your email. Companies like Keynote Systems and LionBridge/Veritest/Inverse tested the quality of our networks, services and applications and publicly ranked us against our competition. We thought in terms of customer experience and impact every minute of the day, 24×7.

It was in my last job managing a traditional enterprise management and monitoring development group for a nationwide ISP where I was able to work with emerging technology to help get a handle on the complexities of these rapidly growing IT environments filled with emerging technologies and products. Applying this early technology to complex service problems in our environment proved to me that the technology, coupled with the right emphasis on how the technology was implemented and an emphasis on the people and processes within the organization could bring BSM to life.

Where I felt left out in the cold was with my vendor relationship. While their technology gave me the potential, they didn’t teach me how to work through the organizational and technological problems to successfully implement the BSM strategy. My very first end-to-end BSM pilot was extremely successful and provided visibility into the IT environment and business service impact that have never been available before.

And here I am today, working at a software vendor for the first time. Welcome to the “dark side” as they say. The approach and methodology we followed for BSM has become the basis of the core BSM Methodology that I teach IBMers and our clients around the world today.

My personal mission and drive here at IBM Tivoli is to ensure that BSM is something that the typical monitoring tools administrator can actually implement and that our BSM story is something that any of our clients can be successful with. The sales and marketing slicks must be backed up by something like this whomever you are these days. Clients shouldn’t put up for “marketecture”, me too and gee whiz buzz words.

BSM takes a partnership and commitment to every client’s success, and I want to be involved in those BSM efforts in every industry or market worldwide. We need more thought leaders collaborating together in an open and public forum to change legacy attitudes about BSM and do what we can to enable client’s to be as successful as they can be.

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