Citing sources within the aviation industry, ABC News reports an overzealous TSA employee attempted to gain access to the parked aircraft by climbing up the fuselage... reportedly using the Total Air Temperature (TAT) probes mounted to the planes' noses as handholds.

"The brilliant employees used an instrument located just below the cockpit window that is critical to the operation of the onboard computers," one pilot wrote on an American Eagle internet forum. "They decided this instrument, the TAT probe, would be adequate to use as a ladder."

They harass innocents:

James Robinson is a retired Air National Guard brigadier general and a commercial pilot for a major airline who flies passenger planes around the country.

He has even been certified by the Transportation Security Administration to carry a weapon into the cockpit as part of the government's defense program should a terrorist try to commandeer a plane.

But there's one problem: James Robinson, the pilot, has difficulty even getting to his plane because his name is on the government's terrorist "watch list."

It's easy to sneak by them:

The third-grader has been on the watch list since he was 5 years old. Asked whether he is a terrorist, he said, "I don't know."

Though he doesn't even know what a terrorist is, he is embarrassed that trips to the airport cause a ruckus, said his mother, Denise Robinson.

[...]

Denise Robinson says she tells the skycaps her son is on the list, tips heavily and is given boarding passes. And booking her son as "J. Pierce Robinson" also has let the family bypass the watch list hassle.

And here's how to sneak lockpicks past them.

This is a big day for Aircell, which spent tens of millions to acquire the exclusive spectrum license that allows them to shoot Mbps to and from planes. My big question will be whether coverage remains seamless across an entire flight--how often one has to reconnect their VPN would be a big issue. If Aircell has architected the network correctly, passengers should never be reassigned an IP address, and connections shouldn't be dropped even if there's a hiccup in air-to-ground communication.

I've covered in-flight broadband for several years, and I've been wondering lately whether we'd be waiting until 2009 to see real production service. American is calling this a 3-to-6 month pilot to see what their passengers think. Just yesterday, I wrote up veteran travel writer Joe Brancatelli's frustration with the lack of information and some misinformation about in-flight broadband.

You can read more background on American's plans and Aircell's technology in a post I wrote for BoingBoing on 24-June-2008.

That's ASCII, not hex: An article on wardriving raises security hackles by repeating some slightly overheated statements about Wi-Fi security. The article opens with a 63-character ASCII WPA passphrase, which is later described as "hex." (ASCII passphrases in WPA can be up to 63 "printable" characters - ASCII 32 to 127 - while a hex version of a 256-bit TKIP or AES password is 64 hexadecimal digits long.) The article tries to conflate Wi-Fi attacks that led to the largest set of breaches in retail credit-card systems and wardriving, a hobbyist activity that's never been looked on very favorably by law enforcement. The sense of ennui of wardriving pioneers is pretty clear; when Wi-Fi is everywhere and generally secured, it's far less interesting. The wardriver in the article convinced the reporter that a maximum-length WPA passphrase stored on a USB drive for automatic use was the best way to go. But, really, 20 characters containing letters and punctuation and no words found in a dictionary along with changing your network's SSID (network name) provides all the security you'll ever need for a home or small business. (If you need more, deploy WPA/WPA2 Personal.)

Green Wi-Fi's Senegal efforts hit snags: The folks at Green Wi-Fi are well motivated, and they're running up against all forms of security theater and bureaucracy both here and in Senegal, where they have an active project. The San Francisco Chronicle notes the group's effort to build solar-powered, self-sustaining Internet access via mesh networked nodes. Getting devices out of the country, clearing customs in Senegal, and hooking up their solar system all hit problems they're working through. As with the One Laptop Per Child program, I see a "build it and they will come" mentality in Green Wi-Fi's mission statement: the notion that providing computing power and Internet access will result in good things, rather than an effort to figure out what good things need to be achieved, and whether computers and the Internet will assist.

He's not very positive about it, because his research shows a mismatch between claims and work. He writes that an unnamed American airline executive is frustrated by the delay in launching the 3-to-6 month pilot on their trans-continental fleet; that Aircell hasn't submitted paperwork for Virgin's Airbus models for certification; and that the FAA just received a request to certify Delta's MD-80 craft, which makes a launch with 75 planes this year on that airline less likely.

Competitor Row 44 doesn't fare better in his analysis, as they promised spring and summer 2008 tests that still haven't happened, with Southwest and Alaska Airlines.

I'm a little more positive about the future of in-flight broadband. There's no particular conspiracy. It's hard to make it work. Development and testing is tricky due to FAA limits, and getting in-flight handoffs to work for seamless service at 35,000 feet is far more difficult than, say, cellular handoffs in a moving car at 100 feet above sea level. My suspicion is that tuning the service to be entirely reliable at launch is what's taking so long.

Brancatelli blames the high price of Connexion on its failure, but I don't think the $27 fee for long-haul flights deterred users. Lufthansa, which deployed all its long-haul fleet, apparently had very good usage. Most other airlines had few craft equipped, which didn't allow business travelers, able to expense several hours of work for a $27 fee, the reliability of having on-board Internet when they needed it. Connexion also had many reports of spotty service in certain areas.

Connexion's failure came from deploying technology that was old when it was deployed, which weighed too much, and which was too expensive to install. Connexion's revenue and expenses were forecast based on having several hundred aircraft with Connexion service--recall that it was supposed to be a domestic U.S. service, too. In the end they had about 100, I believe.

Brancatelli is also modest when he says Boeing "lost" $300m. That's part of what they wrote down. My sources say they spent more than a billion in R&D, transponder leases, ground station operation, airline incentives, and payoffs at the end.

The first UEPS transaction was performed on Sunday, August 3, 2008, in Baghdad, Iraq, during the official launch of the UEPS smart card technology with the two state banks namely, Rafidain Bank and Rasheed Bank.

The official launch, attended by invitees from Rafidain Bank, Rasheed Bank, the Iraqi Government, War Victim Ministry and Martyrdom Ministry, demonstrated smart card registration, biometric enrolment and issuing of UEPS cards, offline loading of wage payments and government grants to the UEPS cards and dispensing of cash.

The pilot project involving 100,000 beneficiaries is now ready for implementation across selected bank branches and will enable the distribution and payment of government grants to war victims and martyrdom beneficiaries, as well as salary and wage distribution and payment to employees of the two state banks.

Brenda Stewart, Net1 Senior Vice President Sales and Marketing, said, "From the entire team at Net1, we congratulate the Iraqi consortium on this historic achievement and look forward to the successful implementation of the various projects already identified for implementation, as well as the projects currently in business development. Net1 is proud that the development of its core technology, from which it creates end-user products that satisfy the requirements of its customers, can change the way business is conducted leading to the improvement of people's lives. We share the belief of our Iraqi partners that our technology can play a fundamental role in the upliftment of the economy. The success of any technology should be measured, not only by the profits it generates for its inventors, suppliers and users, but also by the difference that it makes to the lives of people," Stewart concluded.

Delta's competitors with broadband interest, like Alaska, Southwest, and American, each have a different plan of attack. Alaska will test service soon with Row 44, which uses Ku-band satellite access, albeit with higher speeds and far lower costs, the company says, than Boeing's doomed Connexion service. Row 44 touts their over-water ability, critical for Alaska, which flies plenty of routes to the great northern state and to Mexico. A test is what's scheduled; not deployment.

Southwest did some deal with Row 44, but nothing further has been forthcoming. Summer's almost over, and we haven't heard more about the "four aircraft" mentioned in the linked press release.

American has the most fully formed plan, but they, too, are testing Aircell's service, and will shortly launch service on 15 trans-continental 767-200s, flying largely routes among SFO, LAX, JFK, and Miami. The company said in the past that they would decide on fleet deployment after the pilot stage.

I shouldn't forget Virgin America, which planned Internet access as part of a set of already-deployed in-flight networked services, but they have under a couple dozen planes at the moment, so they're not a real competitor except on a few routes. Their launch date hasn't been set.

Delta's announcement makes it clear that air-Fi is coming soon, and will likely change how business travelers plan trips. If you can get productive work done during a flight, that changes the financial equation of the trip's cost, and your time out of the office. Pair in-flight Wi-Fi with a cell data card, and you may curse the fact that you're always connected.

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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When we boarded a little later, I asked for the ninny's name. He refused and hissed, "If you make a scene, I'll call the pilot and you won't be flying tonight."

The credit controller, from Gloucester, says he now suffers "appalling" abuse from the authorities and public who doubt his motives. The bus-spotter, officially known as an omnibologist, said: "Since the 9/11 attacks there has been a crackdown. "The past two years have absolutely been the worst. I have had the most appalling abuse from the public, drivers and police over-exercising their authority. Mr McCaffery, who is married, added: "We just want to enjoy our hobby without harassment. "I can deal with the fact someone might think I'm a terrorist, but when they start saying you're a paedophile it really hurts."

Israeli authorities are investigating why a Palestinian resident of Jerusalem rammed his bulldozer into several cars and buses Wednesday, killing three people before Israeli police shot him dead. Israeli authorities are labeling it a terrorist attack, although they say there is no clear motive and the man -- a construction worker -- acted alone. It is not known if he had links to any terrorist organization.

Turns out the ninja was actually a camp counselor dressed in black karate garb and carrying a plastic sword. Police tell the Asbury Park Press the man was late to a costume-themed day at a nearby middle school.

Amsterdam police say 15 camels, two zebras and an undetermined number of llamas and potbellied swine briefly escaped from a traveling Dutch circus after a giraffe kicked a hole in their cage.