One of the main problems in counterterrorism today is that there are so many people and vehicles, and so much data and material, moving through globalization's myriad networks that it seems virtually impossible to track it all effectively. Nowhere has this problem been more acute than on the high seas.

In 2006, Adm. Harry Ulrich, then U.S. commander of NATO Naval Forces Europe, decided to do something about it. Despite having virtually no resources, his dream was to transpose the global air-traffic control system onto sea traffic.

Worldwide, aircraft are transparent, because they're all required to carry an identification beacon that allows them to be tracked leaving and entering airports, and monitored between airports, by a global network of sensors. Act suspiciously and somebody's fighter aircraft will soon be on your tail.

No such pervasive system currently exists globally for maritime traffic. While bigger ships carry an ID beacon similar to aircraft, without a shared monitoring network, that's like tracking only selected commercial jets and giving everyone else a pass.
So Ulrich, upon taking command, asked a simple question: "If we can do that in the air, why can't we do it on the sea?" He made a point of pioneering his sea-traffic-control effort first inside the Mediterranean, where NATO's southern naval forces have historically been concentrated, but his real target was waters off Africa -- the most ungoverned maritime space in the world.

Ulrich knew the U. S. Navy couldn't do it alone, much less bring Africa's meager coast-guard-like navies up to snuff so they could do it on their own. So he quickly created a network of assets -- both public and private -- to manage that space, modeling his monitoring system on international air-traffic control.

Ulrich began stitching together a network of shore-based sensors ringing the Mediterranean. His naval command then began initial monitoring by tapping into the International Maritime Organization's existing Automated Identification System, transforming NATO's ability to track ship traffic in the Med.

Almost overnight, NATO went from tracking dozens of ships on the Mediterranean to thousands, and instead of getting the data sometimes up to 72 hours late, now the contacts were being tracked in one to five minutes -- to an accuracy within 50 feet on the earth's surface.

When the classic big-firm systems integrators told Ulrich it would be too costly to pull it off, the admiral turned to the Volpe Center in Cambridge, Massachusetts, a U.S. Department of Transportation research center. Instead of hundreds of millions of dollars, Ulrich's initial network cost $900,000. The shore-based receivers are small, roughly the size of a radar dish you might find on a pleasure craft.

The strength of the system is a function of its reach: the more countries join, the larger the shared operational picture. By the time Ulrich retired at the end of 2007, he had enlisted 32 countries throughout the Mediterranean, the North Atlantic, along the west coast of Africa, around the Black Sea, and in the Pacific. Today, the network continues to spread around the planet.

With Ulrich's system in place, local police, coast guards, and border patrols catch most bad guys, obviating American military responses. As Harry told me for an article I wrote about his work in a fall 2007 issue of Esquire, "I don't do defense; I do security. When you talk defense, you talk containment and mutually assured destruction. When you talk security, you talk collaboration and networking. This is the future."

The admiral's legacy program, the Maritime Safety and Security Information System, earned the Volpe Center a prestigious "Innovations in American Government" award this month from Harvard University's Ash Institute for Democratic Governance and Innovation.

Yesterday, they posted a terrific blog post about what they saw at Interop. Fortunately, ScienceLogic was one of the technologies that they highlighted from the show. I have written earlier posts about how difficult it has been to gain smart, insightful coverage for our solutions with technology media.

I have to say that they really got it! And it feels so good. We know that we have a bit of a hidden gem of a product here at ScienceLogic and will be working overtime in the coming months to take our business and products to a “Blue Ocean” environment that will shock and surprise many others in the media. However Sevick and Wetzel will be amongst the first to get a close-up on why and how we will deliver a new paradigm to this marketplace in 2009!

A few excerpts from their post:

“We noticed yet more specialty network management vendors, leading us to wonder how the market can support such a plethora of them, and we felt empathy for IT teams that have to master yet more interfaces.”

“Application performance management and application acceleration vendors were well represented. Such products play well in today’s climate because they allow enterprises to get the most out of existing IT investments instead of buying more “stuff”. One particularly interesting vendor we talked to was ScienceLogic. They are integrating IT infrastructure and application monitoring into a single, not-very-expensive platform that will serve mainstream business well. This is smart, and we predict they will give the CA’s, BMC’s, HP’s and IBM’s of the world a run for their money.”

Check out the blog post here and keep App Performance View on your radar..

OnAir has so far tested their calling/texting-only service on two aircraft--one operated by Air France, one by TAP Portugal--even though RyanAir announced plans that its planes would started being unwired with the service by late 2007. Still no word on that fleet progress.

Qantas will apparently launch cached Web browsing and limited Web email (probably through a proxy) along with instant messaging, with full Internet service coming "later in 2009." This is clearly due to a lack of satellite coverage that was just remediated a few weeks ago (see below). The first plane with limited service, a new A380, should be in flight 20-October-2008.

The Morning Herald seems to overstate the importance and scope of a complaint filed by the union representing American Airlines' flight attendants. The detailed coverage in the U.S. had more to do with the potential for issues, and likely attendants lack of interest in policing yet another media on the plane. Filtering doesn't work, the attendants probably already know, and this may just be a negotiating point with the airline.

On why Qantas is waiting until late 2009? This requires unwinding how OnAir gets its signal.

Aeromobile and OnAir both rely on Inmarsat satellites for their service. Both companies had several years ago staked their futures on the fourth-generation network Inmarsat was to inaugurate with three satellites that would use beamforming to allow precise delivery of nearly 500 Kbps per receiver, with hundreds or thousands of regions being able to be targeted from a single satellite. Inmarsat's third-gen network--don't confuse this with 3G cellular ground-based networks--can deliver about 64 Kbps per channel.

Now, unfortunately, Inmarsat was three years late on launching its trans-Pacific bird. While the company claims 85 percent coverage of the earth and 98 percent coverage of population, there's a big gap over the Pacific that also prevents them from having good overlap between the U.S. and Japan/China/Korea, as well as the southern Pacific, covering Australia. Since the biggest market for long-haul flights would likely be Australia, Japan, and China, traveling trans-Pacific or trans-hemispheric routes, that gap is rather large.

Aeromobile opted to build out a service, deployed only by Emirates airline as far as I can tell, that uses the 3G service since it was available, and most necessary equipment is already installed on most over-water planes. OnAir was waiting for 4G, which has necessitated a long wait, but allowed them to launch in Europe with a seemingly next-generation service. Given that OnAir is controlled by an airline-owned integration firm, SITA, and by Airbus, they're not going anywhere.

Inmarsat finally lofted its third satellite on Baikonur Cosmodrome in Kazakhstan on 19-August-2008, and the launch and separation was reported as successful. Previously, the company has needed up to a year to verify and deploy its 4G satellites. (You can read extremely close coverage of the launch at a Web site devoted to space enthusiasm.)

However, the dirty little secret about Inmarsat's BGAN is that it costs a fortune to heft bandwidth across it. Thus, in-flight broadband over BGAN, if it's ever available, is going to be changed on an extremely high per-MB rate. None of the providers want to say this. This is in contrast to Row 44 (and, once, Connexion by Boeing), which relies on leased Ku-band transponders where they can fix costs and they require high volumes to keep per-bit costs efffectively low.

OnAir's launch of calling on Air France's service involves paying a few euros per minute for calls, which might help you understand what data costs could ultimately run.

Traveling towards VMworld 2008

I, along with thousands of others, wended my way through a vast dimly lit cavern of a place helped along by the strangely surreal sight of ushers in black waving wispy red flags to guide us not to the empty seats in front of us, but to the ones 50 yards on. (Ah Vegas, my feet hurt already.) Perhaps the point was to live in the moment, soak in the pre-rock concert atmosphere complete with a hip and cool soundtrack ripped off from Apple commercials. (Do they all use the same ad firm?) A better way to build the anticipation for, yes, the kickoff keynote session at VMworld 2008. (photo credit: lodev)

To the sounds of Hey Ya (Shake it like a Polaroid picture), we shifted forward in our uncomfortable temporary seating placed, as at all tech conferences, too close for all but the skinny girls. The moment was here – one of those videos started playing on the dozen or so huge monitors floating above the convention crowd. You know this video; you’ve probably seen it before from HP or someone like that. One of those videos with instrumental Coldplay music in the background with time lapse/speeded-up video of people in motion and floating captions dropping into the images that leave you with a slight smile on your face as you “get” the relationship between image and text. (Do they all use the same ad firm?)

And here he is, announced like a Vegas headliner, Paul Maritz, the new CEO of VMware. Hmm. After all that hype, I rather expected someone in a black turtleneck and jeans to come out. Instead here’s this guy with pleat-front pants and an admittedly cool accent (New Zealand?) who looks a little like Al from Home Improvement. Not that there’s anything wrong with that – everyone likes Al.

And then the real fun begins.

• 30 years ago, Paul Maritz started off his business career as a developer
• 10 years ago, VMware was founded by Diane Greene and Mendel Rosenblum (BTW, 10 seconds spent showing a slide with cartoon-ized images of the founders, “thanks for what you did for the company for the past 10 years”. 10 seconds after 10 years…but maybe more would have been hypocritical…)
• a retrospective of centralized vs. decentralized computing initiatives from the 1960’s to today
• of course VMware milestones from 1998 to today
• and then an analyst-ready diagram showing the product roadmap (to be delivered in 2009) with, you guessed it, finally a connection between VMware and cloud computing (remember Maritz’s cloud-computing company was bought by EMC just a couple of years ago and that’s the section he headed up at EMC before being brought into VMware).

Forward Looking

2008 (and probably much of 2009) will be a very busy year for VMware. If you believe the roadmap, VMware seems to be taking on the management of everything – from chargeback and capacity planning to virtual storage and virtual networking (more to come on just what the planned vStorage and vNetwork will deliver) – but all of it VMware-centric. As we said in an earlier post, they’ve moved away from “defending” the hypervisor business proposition to focusing on management services on top of their own hypervisor platform. Revenue pressures must be excruciating – who wants to be a public company these days?

The best part of that new “Virtual Data Center Operating System” diagram/roadmap was the addition (and I mean addition) of something called Cloud vServices. (Did anyone else find it odd that Cloud vServices is kind of on its own in the Infrastructure vServices area? AND, I’ll have to get the other version of the diagram/roadmap I actually saw at the show because that one shows an inexplicable 4^th box in the Application vServices area titled “…”. Really. Maybe to balance out the addition of Cloud vServices?)

What was clear is that the move from VirtualCenter to vCenter –and the new vServices for rolled-up management of virtualization components/capability to span multiple VirtualCenters (or future vCenters) for reporting, monitoring and management at scale – has been in the works for a bit (but in tech time, that could mean 6 months), but the cloud stuff…not so much.

Beyond the very high-level speak appropriate to a keynote (100+ service provider partners for off-premise cloud…suspended VM’s that you don’t have to pay for until you need it), the details are uber-fuzzy. There was a session that Dave went to which was supposed to shed more light, but when questions were asked about how it really works, the answers seemed to be TBD. Does anyone know more? If VMware really has figured out practical cloud computing for enterprises, kudos to them. But I fear they’re like everyone else (except maybe AT&T) and are still working out the details.

Making IT work as One

How does my company stay efficient while we’re using technologies around interoperability? How can innovation help my business?

Top business needs:

• Reduce cost
• Manage complexity
• Mitigate risk

Mixed IT environments are a reality for almost all organizations. Different environments, architectural strategies, desktop profiles, etc. There are benefits to having mixed source environments, although homogenous environments are ideal. On average 46,000 hours in an organization are spent on Sarbanes-Oxley standards.

Some considerations to make IT work as one:

• Strategy
• Solutions
• Ecosystem

Strategy

Actionable strategy is key. The emergence of three silos (applications, systems and infrastructure, and operations) are now moved into one. There is a lot of pressure to make these pieces come together.

Solutions

You need focused solutions to solve problems today while keeping an eye to the future. There are three main needs: the data center, end-user computing, and identity and security. This is also what is the most important to the market right now. The end goal is the agility of the data center.

Data Center Challenges

• Create an agile IT infrastructure
• Address power and space constraints
• Deliver performance, security and availability
• Manage hardware, software and labor costs
• Meet service level agreements

Data Center Solutions

• Workload management - green IT and server efficiency, unified physical and virtual environment
• Virtualization and Consolidation - business continuity and disaster recovery
• Enterprise Servers

End-User Computing Solutions

• Collaboration
• Enterprise desktops - Novell uses Linux and Open Office, interesting to note
• Endpoint management

Identity and Security Challenges

• Minimize risk, uncertainty and policy violations
• Provide timely and secure access to information
• Ensure, document and prove information security
• Reduce the cost of proving compliance
• Reduce the cost and complexity of governance

Identity and Security Solutions

• Identity and Access Management - user provisioning, role management, access management
• Compliance Management - Audit, Governance, Risk Management and Compliance (GRC), IT controls automation, Security, Information and Event Management (SIEM)

Ecosystem

The ecosystem is powerful. Companies should challenge partners for innovation and interoperability.

Community Innovation - open source and open standards

IT Landscape - Mixed IT Environments

• Consulting, systems integration vendors
• Application vendors
• Systems software vendors (Novell)
• Hardware, network vendors

How does your ecosystem help your company? How do your partners help? What is their role in the industry to help you? How are all the vendors in the industry helping you?

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.

The panel will discuss fourth-generation (4G) networks, including both LTE and WiMax, and discuss what these networks might deliver, as well as how Wi-Fi networks fit into this future.

One of the organizers asked if I'd solicit questions--you can post them below--which they'll try to ask during the panel. The group would then write up responses which could posted in turn here.

The powerhouse that is Kevin Werbach, a professor at The Wharton School, is moderating the event. Werbach has been part of interesting thinking about spectrum for many years, a former editor of Release 1.0, and a former FCC staffer. He'll share the stage with a fairly high-powered crowd, including AT&T's enterprise architect for mobility, the president of NAC, and senior people from Comcast and Sprint Xohm.

The event is part of the Mid-Atlantic Chapter series called MobileMonday, an interesting business group that's trying to provoke discussion and development around mobile technology and access. This particular event is sponsored by local business development organization Select Greater Philadelphia.

The Cisco 7600 OSR consists of a 256 Gbps switching fabric and a 30 million packets per second (mpps) forwarding engine. Its breadth of IP services comes from Cisco IOS, which provides features such as security, enhanced QoS, and destination sensitive services. In addition, the Cisco 7600 OSR allows the migration of existing port adapters from Cisco 7500 series routers, via the Cisco FlexWAN module, giving service providers one the industry’s widest array of interface options in any single platform. This provides service providers great flexibility in deploying the Cisco 7600 OSR for a variety of applications, protects their investment in existing systems, and gives them a practical migration path to the New World Optical Internet.

A Revolutionary Platform For Evolving Networks

The Cisco 7600 OSR helps service providers break through service and bandwidth barriers today, while designing networks to scale for future growth. The Cisco 7600 OSR achieves this through “adaptive network processing,” or the ability to evolve the platform for new IP services without hardware upgrades. Unlike fixed, ASIC-based platforms, which are hardware encoded, the Cisco 7600 OSR relies on the highly flexible Parallel eXpress Forwarding (PXF) technology for scalable performance of services. PXF is a patented, Cisco-developed network processor capable of line-rate IP services delivery that can support new IP services through periodic software upgrades. Each OSM has two PXF processors capable of 12 mpps of IP services delivery per interface card.

“IP+Optical combines the dynamism of the Internet world with the foundation of the transport world, creating an infrastructure that can deliver the services that service providers need,” said Lele Nardin, vice president of the Internet Systems Business Unit at Cisco. “Cisco will continue to add innovative solutions on top of this solid foundation to make service providers better equipped to meet the constantly escalating and changing customer demands for new networking services.”

Pricing and Availability

The base Cisco 7600 OSR system is list priced at $73,000 and the entry level system, with interfaces, start at $100,000. The interfaces modules are priced between $27,000 to $180,000. The Cisco 7600 OSR is available now worldwide.