I have been preaching for some time about what I call complete NAC. That is a complete network access control solution, not just network admission control and certainly not end point access control.  It is not an evil plot to extend Cisco/Microsoft dominance and most importantly Richard, no one and let me say this again, no one has ever said that NAC negates the need for a layered security model.  NAC is just another layer in that model.  Richard’s comments deriding the .edu and .mil markets were also laughable.  Richard, have you ever heard the term military grade?  Are you seriously trying to say that enterprises take security more seriously than the military does?  Come on now Richard.

The bottom line is Joel Snyder is not only a sharp dude technically, but is street savvy enough to run circles around my friend Richard.  He made Richard stay focused on the question at hand, did not let him wander and so Richard had to face reality a bit. I am sure Richard will still say NAC is useless and will admonish people about hanging out with the likes of the StillSecure crowd, but I guess some things will just never change.  Except, I don’t think Richard will be in anymore of these bouts.  Maybe he can start selling a grill that takes the fat out of meat or perhaps a reality TV show like the other washed up palookas ?

The towers are gone now, reduced to bloody rubble, along with all hopes for Peace in Our Time, in the United States or any other country. Make no mistake about it: We are At War now -- with somebody -- and we will stay At War with that mysterious Enemy for the rest of our lives. 

It will be a Religious War, a sort of Christian Jihad, fueled by religious hatred and led by merciless fanatics on both sides. It will be guerilla warfare on a global scale, with no front lines and no identifiable enemy. Osama bin Laden may be a primitive "figurehead" -- or even dead, for all we know -- but whoever put those All-American jet planes loaded with All-American fuel into the Twin Towers and the Pentagon did it with chilling precision and accuracy. The second one was a dead-on bullseye. Straight into the middle of the skyscraper. 

Nothing -- even George Bush's $350 billion "Star Wars" missile defense system -- could have prevented Tuesday's attack, and it cost next to nothing to pull off. Fewer than 20 unarmed Suicide soldiers from some apparently primitive country somewhere on the other side of the world took out the World Trade Center and half the Pentagon with three quick and costless strikes on one day. The efficiency of it was terrifying. 

We are going to punish somebody for this attack, but just who or what will be blown to smithereens for it is hard to say. Maybe Afghanistan, maybe Pakistan or Iraq, or possibly all three at once. Who knows? Not even the Generals in what remains of the Pentagon or the New York papers calling for WAR seem to know who did it or where to look for them. 

This is going to be a very expensive war, and Victory is not guaranteed -- for anyone, and certainly not for anyone as baffled as George W. Bush. All he knows is that his father started the war a long time ago, and that he, the goofy child-President, has been chosen by Fate and the global Oil industry to finish it Now. He will declare a National Security Emergency and clamp down Hard on Everybody, no matter where they live or why. If the guilty won't hold up their hands and confess, he and the Generals will ferret them out by force. 

Good luck. He is in for a profoundly difficult job -- armed as he is with no credible Military Intelligence, no witnesses and only the ghost of Bin Laden to blame for the tragedy.

One unintended lesson I take away from Hunter's life is how important patience is. Obama is a politician and may yet disappoint us all, but I gotta believe Hunter would be seriously impressed. If he had waited another couple of years, he may have seen a lot of the stuff he fought for in 1968 and 72 come to fruition. Sometimes you are just 36-40 years ahead of your time and you have to be ok with that and figure out how to deal if possible. (Note - it sure sometimes feels this way in software security). Speaking of security:

Security 

by Hunter S. Thompson (1955). 

Security ... what does this word mean in relation to life as we know it today? For the most part, it means safety and freedom from worry. It is said to be the end that all men strive for; but is security a utopian goal or is it another word for rut? 

Let us visualize the secure man; and by this term, I mean a man who has settled for financial and personal security for his goal in life. In general, he is a man who has pushed ambition and initiative aside and settled down, so to speak, in a boring, but safe and comfortable rut for the rest of his life. His future is but an extension of his present, and he accepts it as such with a complacent shrug of his shoulders. His ideas and ideals are those of society in general and he is accepted as a respectable, but average and prosaic man. But is he a man? has he any self-respect or pride in himself? How could he, when he has risked nothing and gained nothing? What does he think when he sees his youthful dreams of adventure, accomplishment, travel and romance buried under the cloak of conformity? How does he feel when he realizes that he has barely tasted the meal of life; when he sees the prison he has made for himself in pursuit of the almighty dollar? If he thinks this is all well and good, fine, but think of the tragedy of a man who has sacrificed his freedom on the altar of security, and wishes he could turn back the hands of time. A man is to be pitied who lacked the courage to accept the challenge of freedom and depart from the cushion of security and see life as it is instead of living it second-hand. Life has by-passed this man and he has watched from a secure place, afraid to seek anything better What has he done except to sit and wait for the tomorrow which never comes? 

Turn back the pages of history and see the men who have shaped the destiny of the world. Security was never theirs, but they lived rather than existed. Where would the world be if all men had sought security and not taken risks or gambled with their lives on the chance that, if they won, life would be different and richer? It is from the bystanders (who are in the vast majority) that we receive the propaganda that life is not worth living, that life is drudgery, that the ambitions of youth must he laid aside for a life which is but a painful wait for death. These are the ones who squeeze what excitement they can from life out of the imaginations and experiences of others through books and movies. These are the insignificant and forgotten men who preach conformity because it is all they know. These are the men who dream at night of what could have been, but who wake at dawn to take their places at the now-familiar rut and to merely exist through another day. For them, the romance of life is long dead and they are forced to go through the years on a treadmill, cursing their existence, yet afraid to die because of the unknown which faces them after death. They lacked the only true courage: the kind which enables men to face the unknown regardless of the consequences. 

As an afterthought, it seems hardly proper to write of life without once mentioning happiness; so we shall let the reader answer this question for himself: who is the happier man, he who has braved the storm of life and lived or he who has stayed securely on shore and merely existed?

A ship is safest at port, but thats not why we build ships.

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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The Wall Street Journal reported how this gambit played out in Colombia:

"The plan had a chance of working because, for months, in an operation one army officer likened to a 'broken telephone,' military intelligence had been able to convince Ms. Betancourt's captor, Gerardo Aguilar, a guerrilla known as 'Cesar,' that he was communicating with his top bosses in the guerrillas' seven-man secretariat. Army intelligence convinced top guerrilla leaders that they were talking to Cesar. In reality, both were talking to army intelligence."