Archive for the 'Uncategorized' Category

Harley Davidson – a great early example of working the social nets

A couple of weeks ago I went to visit my friend Jim Fricke in Milwaukee, Wisconsin. Jim is the head curator for the Harley-Davidson Museum, and I spent an afternoon and the following morning browsing the museum and lending a bit of help to Jim and the crew who were installing the new Evel Knievel exhibit.

I’m not a motorcycle rider, and I didn’t really know very much about Harley’s history, so this was a voyage of discovery for me. The Museum is really good, loads of cool bikes and interesting exhibits and explanations. I loved the “engine room” where you could see why Harley’s engines are different than others, leading to the characteristic Harley sound. There’s a wall that shows the various engine variations over Harley’s history and you can listen to recordings of the different versions – how cool is that?

The story of how Harley was acquired by AMF and became part of a large corporate enterprise in the 1970s, with subsequent declines in quality and reputation, and then had a remarkable rebirth after a group of company executives repurchased the company in 1981 is legendary.

But what I was struck by as I went through the museum exhibits covering those events was the amazing foresight that those executives had in leveraging two overlapping social networks to resurrect the company’s quality and reputation. They realized that using the network of Harley dealers and through them rallying the owners of Harleys to help the company would be key to their effort. The creation of the Harley Owner’s Group (HOG) in 1983 is frequently cited as a stellar example of brand management, but I think it’s more interesting as a very successful pre-online example of using social networking to help inform and support corporate strategy.

[CSG 2010] Curation, Preservation, & Information Lifecycle Management

Mairead from Penn State is talking about designing and implementing storage arhcitectures and systems to support data curation and preservation needs. Who’s thinking about this, and what are they doing?

Drivers & Incentives – eScience/eResearch. NSF requirement for data management plans. Compliance – e-discovery, FERPA, HIPAA, Sarbanes-Oxley. Institutional record retention regulations and policies. Storage services for libraries, archives, cultural heritage entities. Great efficiencies.

Expectations (not supported) – storage is cheap; storage is smart; stuff on the internet is persistent; digital safer than analog; storage provider – curators and preservation experts; repositories take care of preservation; metadata will take care of it; libraries will take care of it; the cloud will take care of it.

The reality – new roles, new responsibilities, new collaborations, practices, workflows; Intellectual capital requirements – digital preservation; clout antithetical to preservation?; increased management requirements; scaling issues with preservation requirements.

Standards/Technologies
iRODS – From SDSC, integrated rule-based data system. Second generation of SRB.
Content addressable storage – fixed content storage, retrieval based on content rather than location
eXtensible Access Method (XAM)

Initiatives -
NSF DataNet – Data Conservancy Project – JHU lead with 23 institutions.
Chronopolis – SDSC, UCSD, UMIACS, NCAR – federated data grid using SRB/IRODS
LOCKSS (Lots of Copies Keep Things Safe) – replication of licensed journals and other content
MetaArchive – a private LOCKSS archive
Internet Archive
National Digital Information Infrastructure & Preservation Program (NDIIP) – Library of Congress project.
California Digital Library
DuraSpace – DuraCloud project to implement a preservation-oriented cloud storage service
HaithiTrust – Repository and storage infrastructure initiated for CIC Google book project
Sun PReservation and Archiving SIG (PASIG)
Storage Networking Industry Association

Penn State activities – Content Stewardship PRogram – strategic collaboration between Libraries and ITS. Goal – a suite of services to support the lifecycle of the digital object – creation, discovery, access, storage, preservation, and archiving. Hired Digital Library Architect and Digital Collections Curator; worked on governance.

Sally Jackson says that the Library School at Illinois now has a program in digital curation.

Cliff – decisions on what to curate, and what to keep, are less binary in digital formats than in print. Eg, Portico for scholarly journals, vs. “digital archaeology” status. It’s about risk management and resource allocation. Some of what we’re trying to understand in bit-management is really about risk and cost. How many redundant copies do you need? Failure modes are not well understood. Very scary data from physics labs about undetected bit flip errors. What does that cost in a preserved object? If it’s encrypted in clever ways it can cost a lot!

[CSG Spring 2010] Storage Futures – Cloud Options discussion

Shel Waggener – Link campus into cloud providers?
- Duraspace integration?
- UC Systemwide storage solution
- Purchase mass storage from commercial provider e.g. Amazon
- Let everybody do their own.

File Sharing through cloud: Institutional sharing?
- Eliminated Xythos (done)
- Common contract with Dropbox?

Student and faculty portfolios?
- Alumni offerings

Bernard – in context of move to Google, thy’ve clarified policies around PHI, ITAR data, FERPA.

One institution reports that as far as their CISO is concerned, if it’s verifiably sufficiently encrypted, they’d regard it the same as shredded paper.

[CSG Spring 2010] Storing Data Forever

Serge from Princeton is talking about storing data. There’s a piece by MacKenzie Smith called Managing Research Data 101.

What do we mean by data? What about transcribing obsolete formats? Lot of metadata issues. Lots of issues.

What is “forever”? Serge thinks we’re talking about storing for as long as we possibly can, which can’t be precisely defined.

Why store data forever?
- because we have to – funding agencies want data “sharing” plans – e.g. NIH data sharing policy (2003). NIH says that applicants may request funds for data sharing and archiving.
Science Insider May 5 – Ed Seidel says NSF will require applicants to submit a data management plan. That could include saying “we will not retain data”.

- Because we need to encourage honesty – e.g. did Mendel cheat?
- Like open source help uncover mistakes or bugs.
- Open data and access movement – what about research data?

Michael Pickett asks who owns the data? At Brown, the institution claims to own the data.

Cliff Lynch notes that most of the time the data is not copryightable, so that “ownership” comes down to “possession”

There’s a great deal of variation by branch of science on what the release schedules look like – planetary research scientists get a couple of years to work their data before releasing to others, whereas in genomics the model is to pump out the data almost every night.

Current storage models
- Let someone else do it
– Government agency/lab/bureau e.g. NASA, NOAA
– Professional society

Dryad is an interesting model – if you publish in a given model you can deposit your data there. That’s like genbank.

Duraspace wants to promote a cloud storage model based on dspace and fedora.

There are a number of data repositories that are government sponsored that started in universities.

Shel says that researchers will be putting data in the cloud as part of the research process, but where does it migrate to?

Serge’s proposal – Pay once, store endlessly (Terry notes that it’s also called a ponzi scheme).

Total cost of storage =
I = initial cost
D = rate at which storage costs decrease yearl, expressed as a fraction
R = how often, in years, storage is replaced
T = cost to store data forever

T = I + (1-d) to the r *I + (1=d) to the 2r * I + ….

if d=20%, r = 4, T=I * 2

If you charge twice the cost of initial storage, you can store the data forever.

They’re trying to implement this model at Princeton, calling it DataSpace.

People costs (calculated per gigabyte managed) also go down over time.

Cliff – there was a task force funded by NSF, Mellon, and JISC on sustainable models for digital preservation – http://brtf.sdsc.edu

[CSG Spring 2010] Staffing for Research Computing

Greg Anderson from Chicago is talking about funding staff for research computing.

Most people in the room raise their hand when asked if they dedicate staff to research computing on campus.

At Illinois they have 175 people in NCSA, but it doesn’t report to CIO.

Shel notes that employees have gotten stretched into doing lots of other things besides just providing research support. They’re trying to rein that back in in their career classification structures by requiring people to classify themselves. Now there’s 300 generalists classified as such.

At Princeton they’ve started a group of scientific sysadmins. The central folks are starting to help with technical supervision, creating some coherence across units. At Berkeley the central organization buys some time from some of the technical groups to make sure that they’re available to work with the central organization. Groups don’t get any design or consultation help unless they agree to put their computers in the data center.

At Columbia they have a central IT employee who works in the new center for (social sciences?) research computing – it’s a new model.

Greg asks how people know what the ratio of staff to research computing support should be and how do they make the case?

Shel asks whether anybody has surveyed grad students and postdocs about the sysadmin work they’re pressed into doing. He thinks that they’re seeing that work as more tangential to their research than they did a few years back.

Dave Lambert is talking about how the skill set for sysadmin has gotten sufficiently complex that the grad student or postdoc can’t hope to be successful at it. He cites the example of finding lots of insecure Oracle databases in research groups.

Klara asks why we always put funding at the start of the discussion of research support? Dave says it’s because of the funding model for research at our institutions. The domain scientists see any investment in this space by NSF as competing directly with the research funding. We need to think about how we build the political process to help lead on these issues.

Notes from Federal CIO Vivek Kundra talk at UW

Here are my notes from Vivek Kundra’s talk at the UW for the Evans School of Public Affairs today. Vivek is the first *ever* CIO for the federal government, and it seems like he’s really enjoying the huge challenge.

Making Government Work – Closing the Technology Gap to Deliver for the American People

Part of the big issue is how the US Government spends money on information technology. NEed to cut waste, not just rely on the same group of people with the same ideas that have led to waste and inefficiencies. You’ve got to ask the question: when you can go online to book a restaurant table, why do you have to show up f2f for social security?

A couple of big themes:

The technology gap across the federal government – the example of the President fighting tooth and nail to get a Blackberry. Access to a Blackberry was based on number of years in government service! Other examples:
- Getting Veterans benefits – average wait time is 160 days, due to passing paper forms.
- Getting a patent – takes over three years to process a patent. Partly because US PTO receives applications online, then prints them out and rekeys info into old systems.

Not how you run a government in the 21st century.

Huge gap between what the private sector has done and what’s happened in the public sector. President convened a group of CEOs in January. Forum on Modernizing Government. Focused on 3 themes – Streamlining gov’t operations, improving customer service, maximizing return on IT investments. One thing became clear – government was not engineering to satisfy the people who use the services. The government thought it had a monopoly on ideas for the services it provides, therefore there was not a pressure to innovate.

Not a question of funding – the US government is the largest purchaser of IT on the planet.

Reasons for failure:

- Reluctance to make tough management decisions – initiatives continue to throw good money after bad. $27 billion of portfolio were projects seriously behind schedule or over budget.

- Government acts as a loosely coupled federation instead of an enterprise. Can’t take advantage of purchasing scale.

- Spend billions of dollars in closed, secretive and opaque manner. The Comprehensive National Cybersecurity Initiative was classified until March 3, 2010.

- Focused on compliance instead of results. At State Dept, spent $133 million on reports on the security of systems they operate. Done every 3 or so years and filed away in locked rooms, which are more secure than the systems they describe. A huge cottage industry in reports which don’t get read or applied. Can’t address cybersecurity in this way.

- Self-image problem. Government thinks it can’t lead. It used to be that the government had the newest and best technologies. What happened?

The Federal Government does not have a monopoly on the best ideas. How do we tap into the innovative spirit of the American people? Idea for an open 311 API. Will allow for open interaction with government – report a broken parking meter, see when the snowplow is coming down your street, etc. Announced yesterday in San Francisco. Think about the iPhone – a platform for innovation.

The technology Agenda:
- Cut Waste. Halt or turn around IT projects that don’t deliver for the American people.
- Improve performance – fundamentally rethink the service delivery models.
- Enable an open, transparent and participatory government
- Secure our computing environment.

Cutting waste – Launched an IT dashboard. Takes you away from periodic PDF documents. Can see whether projects are on schedule, on budget, and delivering. Not enough to just shine light, but need to be aggressive in managing a $70+ billion portfolio. Just announced terminating $54 million of projects in VA. Now scaling this – TechStat accountability sessions – limited to 60 minutes with CIO and business leader of an agency. Based on dashboard data, get together with all the White House budget people to go over the details of projects. Not going to happen overnight.

Improve Performance and Deliver Better Service

The federal government has invested in data centers over the last decade – grew from 432 to over 1100. That’s unacceptable – spend over $19 billion on infrastructure annually. Fragmentation is due to the fragmented way the government operates. Takes away focus on how the agencies serve the public.

Trying to shift investments to the cloud. Leverage shared services through the cloud. Trying to not just webify brick and mortar operations. The Microsoft and Google government cloud initiatives are very exciting. Could get out of the business of continually building infrastructure. Three major issues: Security (where data lives and how it’s processed), data portability, interoperability.

Simplifying access to services – shifting lots of investments to mobile computing. Huge opportunity to get it right.

Marking progress in service – e.g. Free Application for Federal Student Aid (FAFSA) online. Used to be really complicated because IRS wouldn’t share data with Dept. of Education. Simplified by asking the applicant if they want to share the info from IRS with Education. Saved lots of screens.

Applying for citizenship – moving from a paper-based filing system to an electronic process. Can see where you are in the process, average processing times by field office. Putting data in the hands of the American people.

Getting a tax refund – used to be a paper-based process. Why is it you can see three years of your tax returns from TurboTax, but not the IRS?

Enabling open, transparent, and participatory government.

A directive has been issued. New things happening – e.g. logs of White House visitors, charging agencies to make datasets available. Making sure every agency has an open-government plan. Data.gov started with 47 data sets. Now have over 169,000 data sets, on every aspect of government operations. Cities and states are also rising to the challenge, and other countries (like the UK). The Sunlight Foundation launched a contest for data.gov apps, one winner shows average flight performance at different airports, flights, etc.

Securing OUr Computing Environment – a serious issue.

President directed a bottom-up review. Moving towards real-time monitoring of security issues, away from reports. The Comprehensive National Cybersecurity Initiative is being declassified, so you can see how investments are performing. If it’s secret, you don’t really know if it’s working or not.

Delivering for the American People – making major investments to position the country for the 21st century. Catalyze breakthroughs for national priorities, promote competitive markets that spur productive enreprenuership., Invest in the building blocks of american innovation.

Shift to cloud computing is a decade-long journey. Lots of challenges, top of which is security. Work NIST is doing is very important.

For far too long the public sector has believed it has to build everything itself – the government has wasted huge amounts of money. Why not leverage consumer platforms? City of San Francisco lets you pay parking tickets over Facebook.

With data.gov had to ask the question – a grocery store or a series of restaurants? Decided it was important to create the platform (grocery store) to enable innovation, rather than the government trying to create the tools. The risk is the mosaic effect – if you release county or city level in a rural part of a state, for example, you might be able to identify an individual – trying to understand those issues. What’s the right atomic level for release of data?

The government should collect as little information as necessary for transactions. Balance between privacy and convenience. Trying to bake privacy conditions into anything they engineer. HHS has “red teams” to try to crack code before systems are released to try and guard privacy.

One of the requirements of Open Gov’t Initiative is that there be a senior official at every department responsible for data quality. One thing they’ve learned is that transactional systems frequently have horrific data problems, but they thought it was more important to get the existing data out there. Then they can work on crowdsourcing of data quality feedback, and look at how to improve data quality, within what’s affordable. As they modernize systems, making sure that new systems have a requirement to send a data feed.

How do we make sure we’re not just engineering technology silos? Idealab designs their space to make sure people run into each other – maximizing random interactions. When you look at the federal government agencies you see a sea of cubes or offices with closed doors. Wikipedia – example of creating a community where people go back and forth and challenge each other. In the government the incentive has been to remain quiet and un-noticed to get promoted. The Obama administration wants to make government cool and challenging. Give everybody the permission to speak up and participate.

[CSG Winter 2010] Shared Services Working Group Update

Provide a shared, binding framework … seeking to aggregate demand for or provide shared IT services across multiple institutions.

Examples: Sourcing from a commercial provider – storage, Exchange service, VMs, etc. Provisioning amongst ourselves – bilateral, multiuniversity, or one institution providing service for others.

Benefits – Economies of scale, increased efficiency through standardization, enhancing collaboration and sharing, streamlined contracting.

Talked with NACUA about potential legal issues – antitrust, issues across publics and privates, software code escrow, liability/indemnity, state law issues, tax issues, personnel rules, intellectual prperty rights distribution, establishing enforceable service-level. This was discussed at NACUA meeting in July. Subset of CSG working group working on an RFP with folks from NACUA. Not focusing on technical aspects, but on shared aggregation. Would have an appended SLA to talk about service levels. Test cases – outsourcing faculty/staff email, shared data center space. For fac/staff email, CSG reps articulated technical issues and aligned existing contractual/RFP statements with those, NACUA reps worked up strawman RFP this past Monday.

Issues outlined were around data – key one being ownership. Security, retention/disposal to comply with statutes, integrity of data, privacy and confidentiality, integration and operational issues (e.g. integration with existing campus/federated IAM), supporting aggregation and coordination of demand were also issues.

Data Center Sharing – just starting to work on this example. Three aspects have come up in discussions so far – I want to use your data center, Need additional services, Fully managed services

Next steps: finalizing RFP, flesh out data center use case, articulate the value proposition for vendors.

Asbed talks about the arrangements USC has made with Clemson to share data center space. Provides off-site storage.

[CSG Winter 2010] Mobility Workshop

Asbed’s memorable quote (regarding students): You gotta reach ‘em to teach ‘em.

Mobility at MIT – Michael Gettes
MIT Mobile Framework
m.mit.edu – went live summer 2008. went open source spring 2009. v2.0 went live fall 2009
also have an SMS service which covers earlier phones like RAZRs.
- want to deliver to multiple platforms – all smartphones, feature phones, and PDAs.
Applications
Purely web based – native apps strategy TBD.

Web apps built with community participation. CIO funded up to $250k per initiative – total funding around $750k.

A bunch of universities are using their platform (27+).

Architecture (top down)
- browser detection (WURFL) – abstracts a lot of the UI issues across devices. (wurfl.sourceforge.net)
- SMS is parallel to that – both talk to Content Generator api layer.

Lots of work in rethinking apps to work in the smaller form factor.

Students building lots of apps – there’s a course (6.087) in building mobile applications.
Allocate about 25% of Andrew Yu’s time to work with faculty and courses. “one person can make a big difference.”

MIT Research on mobile – near field communication trial; Center for future banking; Open transaction network; Organic indoor location discovery.

1.5 FTE dedicated to mobile platform, plus contractors (including students).

iMobileU – vision: create a collaborative framework for higher ed institutions to jointly develop and enhance mobile solutions as open source projects. Kicked off Summer 2009. https://spaces.internet2.edu/display/imobileu/

60% of accesses are iphone (and ipod touch).

Candy Borland – Mobile at USC – http://mobile.usc.edu
What we did with no money (aside from what they have to do central web sites).
75% iPhones (including iPod Touch), 11% Android, 7% Blackberry, 5% other – major USC web site mobile use.
Done purely web-based apps, targeting webkit browsers. You can do most of what you need with the web – can’t talk to the sensors on the phone (accelerometer, compass, etc). Thinking about native apps, but haven’t gone there yet. Bus schedule is one of the most popular.
Doing an aggregated RSS feed reader (with some personalization) – reader.usc.edu

Design point – Need to have a thumbable UI.
Question – will Apple (and others) make sensors accessible from the web interface?
Another question – is the back-end ready for the mobile world?

Tim Flood – iStanford – A Mobile STudent Interface
Challenges and opportunities
- Approaching as an administrative user interface for their Peoplesoft system, about which people ask: “can’t you do better than this?”
(implemented Peoplesoft in 2000-2001, already regard it as a legacy system).
- Highly motivated students, capable campus partners. Worked with two teams of students so far: CourseRank – a web 2.0 interface to courses; TerriblyClever.
- want to encourage multiple interfaces to admin systems.
- Decided to develop for iPhone – didn’t want to wait for standards to evolve. Thought over time they could migrate to other platforms. To date have had no requests for iStanford to run on other devices.
- Anthropology research at Stanford – 9% of respondents pet their iPhones, 3% have names for them, 21% of grad students and 15% of undergrads describe iPhone as “appendage”

iStanford today – now have authentication working. Doing simple course adds and drops. Can view grades and study lists. Using Web Services and RSS feeds.

Klara – Duke has added student financial transactions and status to their iPhone app.

Planning for tomorrow – View the mobile platform as the successor to the Stanford ID card. Financial transactions, Access and privilege control, Student ID. Also want an app they can use during emergencies – be able to locate people and have them report where they are; view student bills (being worked on now, hopefully for release in February); announcements and advertisements platform that uses GPS; Places (dining, etc) with locations on map (modeled on Duke’s); Library search, map, stack maps, hours; Class textbook information; Dining app (like Chipotle or Starbucks apps); AskJane (knowledge base for student services); iTunes U and authenticated class video.

Pleasant surprises – 65k downloads of iStanford, where population is ~20k people.
Let your clients design your UI (the TerriblyClever guys) – don’t need to include all the functionality you can.

Student can be unpredictable (and the can be bought out overnight). This can impact your strategy.
Testing is a learning experience, and so is submitting to the App Store.

Early on committed to using the power of the tools at hand – if there’s a way to enhance the experience using the properties of the device itself they’ll develop for it and figure out how to accomodate those that don’t have the device.

Brett Pollak – UC San Diego Mobile
Campus web manager and product manager for campus-wide CMS.
Many of the same problems with mobile usability that we had with web design in the 90s – small resolution, low bandwidth, connectivity problems, lack of flash/javascript support, etc.

Did a survey to prospective students about mobile browsing behavior.
40 respondents: 70% had smartphones, 40% had iPhones. 20% visited ucsd.edu from mobile device. They wanted: maps, student directory, courses, calendar, news.

The decided to provide student functionality – maps, news, directory, courses, shuttles. All audiences benefit from these. Decided to use TerriblyClever. App launched in June ’09. Around 10k active users to date. Just launched Blackberry app. Shuttle schedule is the most popular, then courses, directory, maps, athletics, photos, news then YouTube.

They’ve contracted with mir3 for opt-in emergency notifications. Klara notes that at Duke parents in particular love that functionality. Would be nice if it were more integrated with the web for notifications too.

Podcasting and videocasting of courses at discretion of professor. 27 locations across campus, including all of the 24 large lecture halls. 95 courses podcast this quarter, 6 with video. http://podcast.ucsd.edu

Where they’re going – integrate WEb content managed by CMS with app functionality from Terribly Clever. Keep apps and m.ucsd.edu in sync. Support broader group of smartphones. Integrate “add-ons” such as Worldcat Mobile (library catalog search).

Feedback is that people really like the “one-stop shop” of the iphone app.

Elazar notes (in response to a question) that they’re not necessarily wed to this vendor forever – now that they’ve done the hard work of getting the data interfaces in order they could migrate to another platform.

Michael asks the question of where we want to take all this – the vendor route or go our own route. It’s not just about the iPhone – what about the upcoming tablets? Shel notes that it’s not just about the vendor options, but the size of the investments. ERP wave is over, so it’s a matter of being nimble – making targeted investments where we don’t have embedded incentives to keep them beyond their reasonable life. Not the kind of time scales we previously dealt with. Go into investments with smaller amortization periods – like 30 months. Bill Clebsch – it’s about unbundling of sets of services – moving from being service providers to service brokers. Rate of market change is accelerating. Landscape, particularly in mobile, is undergoing tremendous change. Need to start looking at all our businesses that way – the way of ERPs is gone. The ill effects of ERP live on – we’ll spend the next decade trying to take that apart. Klara – what’s giving the value add? It’s not the infrastructure – if there’s a framework we can put our information in without developing.

Tim points out that there’s a lot of work to be done with our existing systems on integration – that’s the logjam. The key is web services. Takes a minimum 9 month cycle to get something changed in Peoplesoft – that’s unacceptable. Can the web services in the ERP be developed to allow more agility. Elazar – the iPhone app gave tremendous value which can’t be measured – students and alum are extremely proud. All about timing – a year from now that wouldn’t have value. Serge – it’s a giant carrot we can use to get people to do all sorts of good things with back end systems.

Question about authenticated access to mobile apps. Michael – personal certs on iPhone for access to web apps, as well as shibboleth access. Bruce – iPhone OS doesn’t handle kerberos. Worked with TerriblyClever to integrate security. Not perfect, but didn’t let that stop them from moving forward. Not a true single sign-on across apps. Ken – precipitates the deeper question about Shib for non-web apps. Lots of work going on in that space, but so far seem to be one-off solutions until we understand the pattern.

Elazar asks about other uses. Shel says that their field stations have an iPhone app using the camera for data collection. They want to have higher resolution and want to tie it into the sensor nets for real-time connections. Serge – is anybody looking at developing student response systems? Apple has one available. Tim – students ask for a more seamless experience across the student system and Sakai. Someone notes that there’s a radiology measuring tool on the iphone.

Tim – there have been some discussions between TerriblyClever and CollegeNet about doing iphone access to 25Live (successor to Resource25) for event scheduling, via 25Live’s web services.

[CSG Winter 2010] Identity Assurance

Can You Trust Me Now? RL “Bob” Morgan (U Washington)

Grade submission as an example – worked as a paper process, using bubble sheets which got scanned. The paper is the artifact – it’s about who’s holding it. Eventually gets back to the registrar’s office, then processed by people who are supposed to do something with the signatures but don’t really have a way to verify.

Online submission process- Instructors enticed by gradebook app in LMS, users sign on to LMS with NetID. Instructor of record inserts grades, reviews, and submits.

Old process relied on physical practices and personal relationships. New process relies on integrity of LMS and its connection to student system, accuracy of authorization, reliability of NetID system in all its parts.

What assurance do we have it’s the right person submitting the grades? Not comparable to the old process which was not about the person as much as the piece of paper.

Should we use two-factor authentication? What are instructors’ practices in protecting workstations and data? Data protection policy said that if you’re dealing with personal data then 2 factor should apply. But decided not to, based on the level of data you have access to. What are peers doing, are there standards?

That’s the assurance problem statement.

Basics of identity assurance

What are the risks to applications – they need to provide services to the world, protect their stuff, not be hacked. There are other kinds of risks – bad programming, database security, etc. What is identity? From the app point of view, anything about a requesting party that can be used to make an access control or resource allocation decision. Maybe just a userid, maybe much more. Traditionally much of the data is stored within an app, which implies practices that have to be justified to whoever oversees it. Now we like to externalize services. Motivates need for formal description – what is the app trusting, how do you talk about it?

One size doesn’t fit all – apps come in different sizes and shapes. Even if we thought there was one true identity everyone should use (popular a few years ago), evidence shows you can’t do that all the time. There are things that users just won’t do – if I have to provide a whole bunch of info about myself to use an app, I might not be willing to provide it. High assurance by its nature requires more work and information from the user. We need a range of practices. Need good ways to describe them.

Elements of IdM practice – about which apps migh want assurance. Registration and identity proofing – how does the notion of the existence of a person with an address and a relationship to the institution get into the identity system in the first place? How do we know it’s true? Relies on other information coming in from the world – photo ID, who’s doing the checking. How do we create a credential for that person? (typically userID and password). How do we know the credential is in the hands of the right person. Those processes can be expensive and rely on staff to support. Authentication services – has to work well all the time. What about managing additional user info (email address, e.g.)

End up with different practices for different kinds of people. We might present a huge matrix of possibilities to apps.

Elements about IdM operators – Organizational maturity – documented procedures, leadership consistency, authority of population/orgs in question. Operations change management, security, user support, logging, privacy.

Levels of assurance – in SAML there’s an elaborate spec about how in a authentication response you can put a megabyte of data about how assurance and identity proofing was done. Most reasonable people think that needs to be simplified.

US Government leads the way – OMB 04-04 (Dec. 2003) promotes e-authentication for e-government, using external identity providers. Characterizes risks into four levels. Support those levels with standards saying what the practices for each level should be. E-Auth esablished program to evaluate IdPs. They’ve been working on revisions ever since. Hoping to issue it this year. A set of universities were evaluated five years ago.

The four levels 1 – little or no; 2 some; 3 high; 4 very high
l1 – typical internet account – no tie to real-world identity. Use email address. Do you know that it’s a person? Is the billg account on LinkedIn really Bill Gates? You get assurance that the person coming back is the same person.

l2 – standard business practice. Identify person, know who they are, refer back to real-world docs. Don’t get it right all the time, but mostly we do. Usernames and passwords

l3 exta-secure business practice – use two factor authn

l4 – if you have to ask you can’t afford it.

The government moves on…
E-auth has some problems. Funding not stable, not serving needs of agencies. Shut down March 2009.
Working with NIH to work directly with InCommon and universities. using practices consistent with CAF/800-63.
Maybe this should be the way it works – agencies working with their constituencies (doh!) GSA now has an ICAM office endorsing that approach.
InCommon fills the vacuum – InCommon IDentity Assurance. To give us enough formality to work with the agencies we want to work with. InCommon would be certifying that an entity had met the requirements – InCommon Silver.

InCommon Assurance documents
Identity Assurance Assessment Framework – describes overall approach, processes, role of IT organization and auditors.
Bronze/Silver Profiles – details of compliance elements, much taken verbatim from E-Auth CAF, also in “auditor-friendly” checklist form
Published November 2008 – a number of campuses working on it, nobody yet saying they comply.

Gov 2.0
Obama administration seeks to transform government transparency, delivery via web
A lot of effort people coming to Washington, sharing info. A lot driven by social networking like we were discussing this morning – citizen engagement. OpenID is a big thing for citizens authenticating to government – informed the GSA to make it happen.

A big tent for protocols, trust providers – ICAM creates more modular structures – not just SAML and PKI, but a process for blessing other protocols – Identity Scheme Adoption Process – hold up protocol against 800-63. “Comparability” is the principle. There’s also a Trust Framework Provider Adoption process. Documents published summer 2009. Profiles fro OpenID (level 1 only), Information Card protocols.

Who ya gonna trust? Kantara Initiative – successor to Liberty Alliance, working in many identity areas. Has industry-oriented group working on its own Assurance Framework, also parallel to CAF. Set up operational Assurance Certification process similar to InCommon. One of the big auditing houses, for example, might offer that certification as a service. Has applied to GSA to be TrustFramework Provider. InCommon could end up being a certifier in the Kantara framework. Kantara is more of the model of big business using “auditors in white coats”. InCommon is helping to shape how the rest of the world is being created.

OpenID Foundation and Information Card Foundation – newly empowered by government interest. joined together in opposition to Kantara to develop the Open Identity Framework model – allows for self-certification. Really promoted for “open government.” Used InCommon docs as starting point. Google and Yahoo are at the table.

InCommon applying to be a TFT at some point.

Assurance and Privacy

Trust framework – new section came in about privacy principles – Adquate notice about using federated authn; users must auth in; only required info is sent.

Dealing with ICAM privacy reqs – InCommon developing privacy addendum to its assurance program. Notion is that existing university policies cover, so we don’t need to adopt the technical means mentioned.

New FERPA rules 2009 – suggest that student data protection requires “good” authentication practice, but how good is good? Working to get InCommon Silver blessed for this.
National Student Clearinghouse – student-self-service access – want to impose standards on campuses. Working to get Silver blessed for this.

What’s a campus to do? Work to comply? Some schools are doing. Doing the practice is different than complying with regs. Define its own levels/profiles? Do the four levels really meet our needs?

What means compliance? To meet silver do all users have to be Silver? No. It is fine for one IdM system to have user entries at many different levels. One user might be at different levels depending on hwo they signed on. But system as a whole must meet Silver system criteria.

Can we rely on existing proesses – if we can’t, can this work?

Who does the audit? – Hoping internal university audit.

Password issues – interpreting password-protection requirements is hardest technical part of compliance.

Klara Jelnikova (Duke -> Chicago) Duke’s Identity Assurance Journey

Identity Managment joint across Duke University, Duke Medicine and Duke Health System. Card Office technology part of the identity management space. Card system shared too.

Identity Assurance – Round 1
NIH InCommon pilot as a start of a structured discussion. Research faculty cahmpions InCommon bronze compliance. Held tech expo this fall – room was packed with research faculty for id management session. Other faculty viewed some aspects (like password expiration) as “Orwellian”.

Chasm? Using IdM to manage different assurance levels within a single IdM. Business needs drive higher levels. Aligned with InCommon categories. Model has been expanded for unified DU, DM, DHS, account management.

Health System Challenges – People have legitimate need for high level assurance apps but fall otuside Duke HR – contract or temp nurses or affiliated physicians. Adding Helath System credentialing system as a system of record. Non traditional apps such as shared clinical workstations. Need for PIN tracked in core IdM (with appropriate card coding. Speed of authentication (swipe and PIN versus username and password). Highly specialized apps and equipment – tough integration.

Lessons learned – having a clear busines caseis key. Incremental approach. Working on documentation towards InCommon levels. Hard to work on documentation. Health System can be a great ally as long as you can manage the complexity.

[CSG Winter 2010] Collaborative Platforms, pt. 2

Leveraging Social Networking Within Universities – Bruce Vincent – Stanford

Tools driving very rich but less formal collaborations. Often the meeting place for researchers of similar interests. Accelerating interdisciplinary opportunities. Sharing of grant or professional opportunities. Example of a researcher using Facebook for soliciting grant collaborators and working through research issues. A broad phenomenon. PIs are free agents in a public marketplace of ideas. Becoming a way of getting known within a field.

Some professors at Stanford are using Facebook, Ning, Google Apps to supplement their in-class discussions, project collaboration. Competing with functionality in CMS. There are risks – faculty are not blind to risks, and may be looking for help with managing risks. Professor has access control, can add non-enrolled members.

Part of our job is getting terms and conditions with suppliers right, understanding the risks, managing them to the extent they can be managed.

Business Processes Leveraging Social Networking
- Jive in central IT at Stanford (knowledge management for department support contract staff)
- Sharepoint and Confluence moving toward SN functions and business processes/workflow and department websites. Bill Clebsch – putting distributed desktop support people on a social network platform has had dramatic productivity benefits.

Open Social
- Open APIs for exposing and displaying web content and web applications Based on Javascript, HTML, and XML. Expose a web app to be exposed in a portal or other page.
- New-ish spec, yet gaining rapid adoption (google, yahoo, myspace, ning, confluence, jira, linkedin, more coming).
- Basis for more flexible options web portals
- Very low development overhead to get going
Stanford testing to see if they can have web apps living in open social containers and keep the security.
Shows an example of adding the Stanford time/leave reporting widget into iGoogle and Ning.

Bernie Gulachek – Adobe Connect at U Minnesota
They (central IT) manage Connect – have since 2004 when it was Breeze. Users authenticate with x.500. Available to everyone on campus – all fac/staff can present, students can attend. Don’t know what the uses are for (courses vs. meetings). 600 meetings in 2004, 14,000 last year. Part of their Common Good bundle. If they had to decide today, not sure that they’d host it on campus. It’s a self-service product – they have training materials people can view. There is a claim that there are 4-5 support people working on the product.

At Michigan State they rely on Connect heavily for online instruction. They configured it for an instructional setting that worked well as self-service, but that was bad for meetings. They’re working on a separate default for meetings. There are issues with training people for online etiquette (mute your microphone, etc).

CIC schools working on a federated Sharepoint. IU and Illinois shibbolized Sharepoint and run an instance for the CIC activities. Access is managed within the instance. (half-domesticated). Access management is within a separate database, not Active Directory.

Some discussion of extending the LMS. Paul Bergen (Harvard) talks about the idea of narrowing the LMS to be an administrative app for document sharing, and then leveraging blogs, wikis, etc for collaboration. Chad (Chicago) notes that people like to use the LMS for internal processes like tenure and promotion review, where they can manage access and then see whether people have read (or at least downloaded) the materials. Tim (Virginia) notes that they exclude their Sakai instance from HIPAA use, but it’s used a lot for promotion and tenure.

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