000-M90 exam Dumps Source : IBM Content Analytics Theory Technical Mastery Test v1
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A negative analyst document about IBM is probably no longer what CEO Ginni Rometty was hoping for this week as massive Blue kicked off its mountainous InterConnect conference.
In a analysis notice, Sanford C. Bernstein analyst Toni Sacconaghi expressed doubts that IBM’s a distinguished deal-trumpeted transformation—which relies heavily on its cloud, mobility, analytics and protection organizations— is getting traction, or as a minimum enough traction to offset the declines in its legacy agencies. Sacconaghi, a respected figure among investors, echoed issues others absorb about IBM (ibm) and which IBM pros absorb sought to downplay.
Sacconaghi’s groundwork line:
The “theory” is that as the company’s strategic imperatives develop into greater over time, IBM’s boom rate will enhance. The hardship is it is hasn’t. whereas the strategic imperatives absorb grown $13.8B over the terminal 4 years (together with acquisitions), IBM’s “core” revenues absorb declined by means of an exquisite $29.7B, resulting in profits declines (adjusted for alien money and acquisitions and divestitures) in each of the ultimate 4 years. Most sobering, IBM’s earnings growth fee on this normalized groundwork has no longer better any through the length.
The trade continues to wager massive on emerging markets including healthcare information analytics. final week it introduced its diagram to acquire Truven Healthcare for $2.6 billion, as an example. That’s a daring stream, however skeptics request yourself if these carrying on with investments will harvest the quintessential rewards. And there is a few feeling that IBM is purchasing now not most effectual information and technology however consumers for Watson, its marquee self-discovering or synthetic intelligence utility, in its station of selling that service to unique shoppers the ancient-fashioned manner.
For extra on IBM and fitness data, watch:
a number of weeks in the past on IBM’s fourth-quarter revenue call, chief economic officer Martin Schroeter referred to the company’s performance in these strategic areas “accelerated” in the previous fiscal year.
“together, cloud, analytics, mobile, social and safety grew 26% and delivered $29 billion in income,” Schroeter noted. together, he added, they symbolize a pair of third of IBM’s business, up from 22% two years ago.
IBM, which had no remark for this story, has additionally claimed big uptake of its Bluemix software edifice platform by means of thousands of latest developers a week. but there continues to live an absence of huge-identify clients for cloud and records analytics capabilities. lots of partnerships and acquisitions for bound, but customers? not so clear. meanwhile Amazon (amzn) and Microsoft (msft) continue their neatly-funded public cloud push.
Get facts Sheet, Fortune’s technology publication.
Sacconaghi’s record comes just days after Morgan Stanley (ms) analyst Katy Huberty raised her score of IBM from “equal weight” (or impartial) to “obese” (or buy.) Huberty observed the trade is doing more advantageous at this multi-12 months transition than is commonly authorized.
Sacconaghi plainly disagrees. He said shareholders want more component about IBM’s key agencies, together with application. as an instance, how a lot has that trade declined and the course an abominable lot of its revenue comes from application that runs on old-school Unix-based hardware? The hope is that these questions should live requested (and answered) on IBM’s analyst briefing day this Thursday.
And, in cloud where IBM competes with Amazon web features in shared public cloud infrastructure and with a few application-as-a-provider and platform-as-a-carrier avid gamers, a key question is how an abominable lot of IBM’s “as-a-service” salary comes from unique valued clientele and the course tons is due to a shift of present consumers from on-premises exhaust of software to the newer model?
In Sacconaghi’s view, the jury is out despite the fact that IBM’s precedence organizations are doing well.
The problem is that massive Blue’s common growth is inferior and never enhancing, he cited. that implies, he wrote:
that IBM is dropping wallet partake from its purchasers, and market partake of standard IT. typical IT spend over the terminal few years has averaged about 2% – three%. IBM’s revenues absorb been declining at about -2%. moreover, IBM’s financials suggest that its strategic imperatives don’t seem infatuation improving its wallet partake at consumers – reasonably, on account that standard revenues are contracting, it means that IBM is not even keeping up with its consumers’ shifting priorities.
(MENAFN - The dialog) it live incredible when companies ultimate for a long time – or much more than a century – and especially so when they're in a quick-altering industry infatuation desktop expertise. IBM, which traces its roots to the Eighties , grew from three tiny businesses to a multi-billion-greenback counsel technology services enterprise today. Its u.s.a.and downs alongside the manner offer some insights into the international know-how business, and may involve some instructive classes for up-and-coming digital giants infatuation Google, Amazon and fb – any of which can live some distance younger than IBM.
In my unique e-book, ' IBM: the soar and topple and Reinvention of a world Icon ,' I explore the enterprise's history of developing and promoting statistics processing materiel and software. As a former IBM worker and a historian , the most captious lesson I establish is that many people hurl incremental alterations in expertise with greater basic ones that definitely shape the route of a company's destiny.
there is a change between individual products – successive models of PCs or typewriters – and the underlying applied sciences that do them work. Over a hundred thirty years, IBM launched smartly over 3,600 hardware products and virtually the selfsame volume of utility . but any these gadgets and functions were based on only a handful of actual technological advances, reminiscent of transferring from mechanical machines to people who relied on desktop chips and application, and later to networks just infatuation the information superhighway. The transitions between those advances took station much more slowly than the consistent movement of latest items might indicate.
These transitions from the mechanical, to the digital, and now to the networked mirrored an ever-growing to live capacity to bring together and exhaust more desirable amounts of tips with no hardship and promptly. IBM moved from manipulating statistical records to the exhaust of applied sciences that train themselves what individuals want and are interested in seeing.a focus that may adapt
Between 1914 and 1918, IBM management decided that the enterprise the enterprise can live in become facts processing. in more concurrent phrases, that company has become 'big information' and analytics. but it's nevertheless amassing and organizing data, and performing calculations and computations on it.
due to the fact that the early Twenties, IBM has taken a disciplined strategy to product edifice and research, specializing in constructing the underpinning applied sciences for its statistics processing products. Nothing seemed to live performed accidentally.A blue IBM punch card. Gwern/Wikimedia Commons
In its first half-century, IBM's basic expertise platform from which many items emerged was the punch-card, yielding tabulators, card sorters, card readers and the notable IBM Card . In its 2d half-century, the primary know-how platform became the desktop, including mainframes, minicomputers, PCs and laptops. In its most recent 30 years, desktop sales absorb brought in a declining partake of the company's complete income, as IBM transitions to offering more web-based functions, including utility and technical and managerial consulting.
the soar of every succeeding know-how happened privilege through the maturity and decline of its predecessor. IBM first began promoting computer systems in the 1950s, but saved selling tabulating gadget that nevertheless used punch playing cards unless the early 1960s. As recently because the early Nineteen Nineties, over ninety % of IBM's revenues got here from promoting computer systems, notwithstanding it changed into introducing unique capabilities infatuation management and procedure consulting, information expertise administration and software revenue.
It wasn't unless the conclusion of 2018 that IBM announced that fifty p.c of its trade now got here from functions and application, most of which were unique choices developed in the previous decade.
The information media – and even IBM employees – can also absorb perceived that IBM became transforming itself privilege now and regularly . basically the trade had planted seeds for boom early and thoroughly tended unique technologies unless they bore fruit – happily, around the identical time as past techniques had been ending their profitable lives.
This strategic course is not special – Apple has been promoting very own computers for more than forty years . Its management, of course, talks tons extra about its position in the smartphone enterprise, which is already beginning to stage off . Apple may quickly want – or already live engaged on – a brand unique technological hub of attention to remain relevant.The future of the giants
Microsoft, infatuation Apple, evolved faraway from promoting simply computer utility and working techniques. It begun internet-primarily based tasks infatuation its Bing search engine and OneDrive cloud storage – as well as providing cloud-primarily based computing services for organizations.IBM is already exploring quantum computing, as a unique frontier of statistics processing. IBM analysis , CC by using-ND
corporations that begun on the cyber web may additionally additionally puss an identical transitions. Amazon, Google and fb now and then declare to absorb converted themselves, but haven't yet utterly left their everyday businesses.
Amazon nevertheless makes most of its money selling actual gadgets online, even though its internet-based cloud features division is transforming into rapidly . Amazon has additionally invested in a wide array of alternative enterprise that might grow in the future, equivalent to fitness custody and entertainment content.
Google and fb noiseless do most of their money promoting counsel about how users behave to advertisers and agencies that want to entice individuals to a particular factor of view. both are exploring different avenues, no matter if it's Google's self-driving automobiles or fb's experiments with virtual fact .
but at their core, any three web giants are noiseless finding unique tips on how to capitalize on the colossal quantities of information they accumulate about valued clientele' activities and hobbies – just as decades previous IBM discovered unique how you can exhaust tabulating device and computer systems. if they're to final decades or centuries into the long run, the companies will deserve to probe, experiment and innovate to find unique tips on how to earnings as applied sciences change.
IBM fb Google Innovation Amazon Alphabet MIT Press
In 2013, IBM had a wakeup call.
It lost an captious cloud deal at the CIA to AWS. IBM protested the shrink exposing in the past private details. In a unreasonable profile decision, arbiter Thomas Wheeler ruled against IBM despite the manifest higher expense bid submitted by AWS. The bottom line is AWS’ cloud providing became seen as advanced to IBM’s.
less than twenty-four months into her tenure as IBM’s CEO, Ginni Rometty understood the crucial. IBM had to do a dawdle to collect into the common public cloud video game or it could live ignored in the bloodless, much infatuation HP, Cisco, EMC, VMware, and different giant tech organizations on the time. IBM paid $2B to purchase Softlayer and has considering that converted the platform into a practicable providing from which it intends to re-write the cloud narrative.
right here’s a paraphrase of the premise rescue forth by IBM’s Chairman and CEO at this week’s IBM suppose convention in San Francisco:
Chapter some of the cloud represented about 20% of the workload opportunity. It become largely about touching loads of unique and consumer-dealing with purposes to the cloud. Chapter two is in regards to the challenging stuff. It’s about scaling AI and developing hybrid clouds. It’s about bringing the cloud operating mannequin to any those mission-vital apps and enabling clients to control information, workloads, and apps and dawdle them between dissimilar clouds. this is one trillion dollar haphazard and IBM intends to live #1.
IBM isn't solitary in its aspiration. huge corporations infatuation Cisco, VMware, and even HPE absorb just a tiny identical aspirations. As does ServiceNow and a bunch of smaller expert enterprises. and naturally, the public cloud giants including AWS and Microsoft absorb their own concepts about Chapter 2 of the cloud period.
To pretense a leadership position in Chapter 2, IBM is spending $34B to acquire purple Hat. here's a mountainous circulation on the chess board and underscores that the IBM Cloud and a decade of attempting to commercialize Watson aren’t adequate to win the day. partially it sees open source, Kubernetes, containers, microservices, and builders as a lynchpin to success in the subsequent chapter of the cloud.
a short assessment of Chapter One
There’s lots debate about who first created the term cloud computing. There’s tiny doubt although that Jeff Barr’s blog rescue up in the summer of 2006, maxim AWS’ Elastic Compute Cloud, ushered in the up to date era of cloud - so-referred to as Chapter 1. In his rescue up, Barr wrote:
With Amazon EC2, you don’t deserve to purchase hardware in enhance of your wants. instead, you simply swirl up the dial, spawning greater virtual CPUs, as your processing needs grow.
His statement underscored the most basic value proposition of cloud - pay for less than what you exhaust model. This, of course, become the primary of a big number of improvements and services - any attainable with the swipe of a bank card, to live dialed up on demand. Startups flocked and tapped world-type facts middle functions up to now simplest obtainable to big agencies.
The economic downturn of 2007-2009 led CFOs to mandate a shift from Capex to Opex and when the economy became up, corporations realized that their cloud journey enabled an abominable lot better agility. Shadow IT-powered the next section of boom and as “cloud creep” permeated the market - IT hopped on board and hasn’t seemed returned.
certainly, Microsoft modified itself to the cloud using the components of: 1) An open source attitude - alignment and aid (open compute, linux on .web, and so on.); 2) Cloudify any issues Microsoft and making Azure, not windows, the hub of its universe; and three) bundling office 365 to exhibit salary from now not best IaaS but SaaS.
Joined with the aid of Google, which used its dominant global search infrastructure to stake its declare in the cloud, the huge three paved the course for a unique financial mannequin in line with scale, innovation and automation, applying application economics to the concept of infrastructure deployment and management functions (See Figures 1 & 2 below).
Key elements within the Charts:
IBM’s prospects for Chapter 2 management reckon on records
before diving into the purple Hat piece of the puzzle, they ought to component lower back to information. In their view, IBM is working closely with purchasers to construct a digital trade material where data remains the underpinning of its approach to power a unique epoch of analytics based on AI. IBM sees statistics as a primary ingredient in bringing contextual relevance to company applications. What we’re seeing is as a result of IBM’s mountainous features trade and deep trade edge it’s earned the rectify to assist shoppers construct digital networks and seriously change company fashions. IBM’s gigantic shoppers are getting this. They’re now not seeking to IBM to with no hardship bring services or comfy their infrastructure or sell them SaaS - partially they’re looking for IBM to abet them seriously change and carry unique trade fashions. We’re seeing this in healthcare, fiscal services, agriculture, energy, assurance and basically any industries through which IBM has a presence globally.
IBM’s probability as they note it is to abet businesses absorb in understanding how to do cash using information. not always through without retard promoting their records however determining the course to monetize records. What they note IBM doing is taking what has been mostly piecemeal, data-oriented AI tasks and growing what Rometty calls “outside / In” - i.e. customer experience oriented functions and “internal / Out” - i.e. workflow and unique how you can labor functions - each which contribute to groundwork line consequences. greater importantly, IBM desires to advocate the client absolutely radically change their trade operations.
to accomplish this, IBM is delivering a trade platform - fueled by using facts, and a desktop intelligence platform - i.e. tooling and capabilities to extract cost from data and operationalize AI.
Enter purple Hat
IBM didn’t liberate any unique particulars about crimson Hat at consider, possibly as a result of regulatory concerns. but with pink Hat, IBM can allow a brand unique breed of utility builders - for organizations - using cloud-native tooling. information is the key ingredient to rising trade functions and with crimson Hat in its portfolio, IBM can “cloudify” and “data-fy” organizations and position itself as concurrent and important. more importantly, it could dramatically scale crimson Hat’s trade globally.
pink Hat for IBM emerges as a automobile for generating spinoff leverage out of IBM ecosystem utility and industry capabilities. With RHEL, OpenShift and eight million red Hat builders, IBM can advocate its valued clientele modernize their application portfolios and transform enterprise operations...growing a brand unique breed of digital company builders.
agree with statements made by using Ginni Rometty and Jim Whitehurst any through their mini roadshow after maxim the pink Hat acquisition. Ginni saved maxim “this isn’t a backend loaded deal.” What did she suggest? In their view, she become very nearly explaining the enterprise case for IBM paying a 60%+ top rate over red Hat’s stock charge earlier than the deal being introduced. mainly, IBM has a major rescue in groundwork of functions valued clientele (a $20+B captive probability in their estimate) at which it might probably component pink Hat PaaS tooling to modernize utility portfolios and build the long dash digital enterprise platform for/with shoppers.
So out of the chute, IBM can automatically commence scaling pink Hat’s company, marrying deep trade competencies, the sprawling IBM SaaS portfolio, the IBM Cloud (the station applicable), AI infused everywhere and red Hat PaaS to combine customer information, workloads, and functions to any cloud or on-prem installation.
long term, IBM can, together with its valued clientele, totally undertake modern application construction practices to codify its deep industry abilities and construct out transformative company and AI structures to assist incumbent organizations compete within the digital period.
The competitive panorama
if you don’t personal a public cloud, you dawdle tough after multi-cloud. To wit: VMware exited public cloud after years of trying to commercialize VCloud Air. It at terminal settled on a deal with AWS and sold off its public cloud. VMware is Dell’s ace within the hollow for multi-cloud. Cisco lately introduced its multi-cloud approach at Cisco reside Barcelona which comes at the problem from a strong station in networking. As networks flatten - Cisco can also live the glue between clouds with software administration and orchestration framework for networked records-- no longer a foul strategy. HP tried and failed in the public cloud game and HPE is making an attempt to live a provider of multi-cloud functions however is essentially counting on packaging its hardware, features and some minimal utility content.
of those players, only Cisco has any meaningful presence with developers. IBM with pink Hat receives entry to eight million devs.
As such, IBM has a more robust position than these gamers-- albeit greater complicated. It owns a public cloud presence and while not basically as mountainous as AWS in IaaS, IBM has a big SaaS portfolio. infatuation Oracle, it doesn’t requisite to compete for commodity enterprise in opposition t AWS, reasonably it can sell cost “up the stack” the exhaust of SaaS as a excessive-price play. As smartly, it’s AI runs on the cloud and it just announced at believe that it’s opening up Watson to dash on any on-prem, public or hybrid cloud (a long overdue circulate in their opinion). previously, in case you desired Watson you could most effectual collect it on IBM’s cloud.
Microsoft obviously could absorb its assert in Chapter 2 of the cloud. With its acquisition of GitHub and massive application property, combined with a leading cloud at scale, Microsoft holds lots of playing cards. it is investing in AI and has a robust records perspective.
Google Cloud is resetting with unique administration and is taking piece in the lengthy video game. It certainly has AI chops and a robust records perspective.
Then there’s AWS. Amazon’s announcement of Outposts indicates that it will probably and should evolve and alter its spots. today, AWS makes a strong case for a lone versus a multi-cloud approach - arguing that multiple clouds are less comfortable, extra involved and more expensive. whereas credible in its position, the reality is multi-cloud is infatuation multi-supplier. There’s now not a procurement czar inner of every enterprise with a view to ordain a lone cloud. As such if AWS sees an opening to control dissimilar clouds it will enter the zone in their view.
the brand unique “innovation cocktail” combines records + AI + Cloud. a standard facts mannequin brings a aggressive talents in the digital world. desktop intelligence (AI) utilized to statistics drives insights and cloud permits scale and attracts innovation via ecosystems. IBM is combining these three points to compete within the next chapter of technology trade increase.
IBM, infatuation Microsoft, is cloudifying its offerings to sheperd its purchasers’ digital transformations. with the aid of bringing the cloud to its products, edifice records networks with clients, applying AI in every lone station and leveraging purple Hat, it might catalyze a unique type of trade developers and dawdle complicated after the multi-cloud haphazard that exists.
We believe, youngsters, that the multi-cloud world can live messy. these days, multi-cloud is as an abominable lot a multi- (cloud) supplier prevalence versus a deliberate strategy. nonetheless, buyers will continue to opt for horses for classes - that means the confiscate cloud for the privilege workload - and for you to inevitably lead to assorted clouds and alternatives for simplified management, security, governance, and statistics leverage.
these days, about half of IBM’s income comes from so-referred to as Strategic Imperatives. That piece must grow sooner than the other half declines. in addition, about sixty percent of IBM’s revenue comes from consulting and expert functions. The first rate news there's it offers IBM deep visibility and relationships into practically any world industries. The draw back is that company doesn’t scale as well. As such IBM’s surest energy is its highest quality challenge. The pleasing opening dealing with IBM is to codify that deep trade expertise in utility, the exhaust of statistics as the key ingredient for brand unique company functions constructed on cloud-native PaaS tooling - and scaling to the cloud, any cloud.
this is a differentiable memoir and one that protects IBM from getting Amazon’d while on the selfsame time permitting the enterprise to constrain margin improvements over time. IBM’s Rometty has spent the terminal 5-6 years preparing the enterprise for this next chapter.
Now mountainous Blue must expose that Elephants can dance, dash and dash marathons.
comply with the entire IBM believe 2019 reside video coverage privilege here: https://www.thecube.net/ibmthink2019
send us comments on Twitter @furrier @dvellante
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The Distributed Management job constrain has released a unique specification designed to simplify cloud infrastructure management and ensure that workloads can live easily moved among different cloud environments.
Many organizations view cloud computing, an on-demand model that focuses on the pooling and sharing of compute resources, as a course to do more efficient exhaust of IT operations over time. However, as the market for cloud services has grown, cloud vendors absorb introduced their own interfaces that let users dash private clouds.
DMTF has developed Cloud Infrastructure Management Interface version 1.0 as a self-service interface for infrastructure clouds, which will let users dash virtual servers across different hardware platforms.
CIMI has broad industry support, with companies such as Oracle and Red Hat submitting their application programming interfaces as consideration for the standard, said Winston Bumpus, chairman of the board of DMTF. experience with existent cloud issues has been factored into the standard, he noted.
CIMI is not seen as a replacement for vendors’ interfaces but, in the course the Lightweight Directory Assistance Protocol serves as a standard for organizing data within databases that succeed the LDAP standard, the unique specification will forge more interoperability between cloud providers, Bumpus told GCN.
The National Institute of Standards and Technology has led efforts within the federal government to abet foster greater interoperability, portability and security standards for cloud environments. DMTF has been working closely with NIST on the U.S. Government Cloud Computing Technical Roadmap and associated reference architectures, Bumpus said.
CIMI V.1.0 includes two components: the CIMI Model and rest Interface over HTTP Specification and CIMI Primer.
The CIMI specification is the centerpiece of DMTF’s Cloud Management Initiative and is the first standard created by the Cloud Management Working Group (CMWG).
DMTF’s Cloud Management Initiative includes contributions from additional working groups including the Cloud Auditing Data Federation Working Group, the Network Services Management Working Group, the Software License Management Incubator and the System Virtualization, Partitioning, and Clustering Working Group. Additional announcements are expected from DMTF cloud-related working groups early next year.
Officials from Broadcom, CA Technologies, Citrix, Fujitsu, Hewlett-Packard, IBM, Oracle, Red Hat, VMware, and SunGard announced advocate for CIMI v1.0
Rutrell Yasin is is a freelance technology writer for GCN.
5698-SAL IBM Tivoli(R) System Auto for Multiplatforms V1.2.0Effective on January 11, 2006, IBM will withdraw from marketing the following parts licensed under the IBM IPLA.
Program piece PartProgram name number description number
IBM Tivoli 5698-SAL IBM Tivoli D520XLLSystem Auto Systemfor AutomationMultiplatforms MltpltfV1.2.0 zSeries(R) ProcLic+SW Maint12 Months
IBM Tivoli 5698-SAL IBM Tivoli E00M8LLSystem Auto Systemfor AutomationMultiplatforms MltpltfV1.2.0 zSeries ProcAnnual SWMaint Rnwl
IBM Tivoli 5698-SAL IBM Tivoli D520ZLLSystem Auto Systemfor AutomationMultiplatforms MltpltfV1.2.0 zSeries ProcSW MaintReinstate12 MonthsOn or after that date, you can no longer obtain the withdrawn piece numbers directly from IBM. They may live obtained on an as-available basis through IBM authorized remarketers.
None. These IBM zSeries piece numbers are no longer required. Customers may order the standard license piece numbers.
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Refer to the software advocate Web site for product advocate information
http://3.ibm.com/software/support/Technical advocate is available. The respite of advocate for these products will live announced a minimum of 12 months before the termination.
Tivoli, the e-business logo, and zSeries are registered trademarks of International trade Machines Corporation in the United States or other countries or both.
Other company, product, and service names may live trademarks or service marks of others.Related Thomas Industry Update
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Many questions arise at the mention of the Security Content Automation Protocol (SCAP): What is it, how does it...
work, and how can it live useful for an enterprise?
This tip is intended to offer some background on what SCAP is and when and how an organization would profit by relying on this protocol to enhance enterprise security.
What is SCAP?According to SCAP NIST guidance (.pdf), SCAP -- pronounced as either "S-CAP" (ESS'-cap) or as each letter individually: S-C-A-P -- is:
"…a suite of specifications that standardize the format and nomenclature by which security software products communicate software flaw and security configuration information."
SCAP was developed to 1) organize, 2) express and 3) measure security information in standardized ways, thus providing an automated approach to maintaining the security of enterprise systems.
More specifically, the NIST guidance lists three ways in which SCAP can live used to maintain the security of enterprise systems, including:
The primary driver for SCAP's evolution is to abet organizations that requisite to comply with the U.S. Federal Desktop Core Configuration (FDCC) and the United States Government Configuration Baseline (USGCB)1 initiative, which has evolved from the Federal Desktop Core Configuration mandate requirements. SCAP-validated scanning tools can live used to scan affected systems and provide reports regarding whether those systems are compliant with FDCC. This is a time-saver and will abet organizations live more readily prepared for audits that require FDCC compliance.
SCAP has two major elements:
First, it is a protocol. SCAP is a suite of four open specifications that standardize the format and nomenclature by which software communicates information about publically known software flaws and security configurations annotated with common identifiers and embedded in XML. Essentially this is a means of establishing some automated "on/off" switches when checking to note if a server or desktop is compliant with the standard in question. This is practical because the output is a standardized, non-proprietary format that can live used across different organizations. Each specification is known as an SCAP component. (NIST also gives more information on SCAP v1.0 components.)
So, there's SCAP content (i.e., reference data) and SCAP components (i.e., security specifications). In order to do these labor effectively, the SCAP authors absorb integrated the SCAP content and the SCAP components into SCAP-expressed checklists that exhaust a standardized language to express what platform is being discussed (think Common Platform Enumeration (CPE)) and what security settings should live addressed (think Common Configuration Enumeration (CCE)). It would also live practicable to exhaust the checklists in a manual manner to set up the system in question. However, the number of settings is substantial, and, as such, an automated system infatuation SCAP is preferred.
The National Checklist Program (NCP) website is the repository for SCAP-expressed checklists.
An specimen of a checklist page from this website for FDCC Windows XP is shown in figure 1 below:
Click to enlargeFigure 1: Checklist for FDCC Windows XP
As a note, if you view at the Supporting Resources section of this page, there is a "Human Readable" or "prose" version of the settings that, when downloaded, provides a spreadsheet of the policy setting and name, the CCE reference, the registry setting, as well as the description and what the Federal Desktop Configuration should live for each policy (e.g., Disabled, Enabled, etc.). An specimen of the spreadsheet is shown in figure 2.
Click to enlargeFigure 2: Human Readable Version of FDCC Settings
Each checklist is assigned a tier relative to its automation operability as pertains to the SCAP protocol. The tiers are designated as I - IV.
Tier I checklists are prose-based, i.e., narrative descriptions of how a person can manually alter a product's configuration.
Tier II checklists minister to list the recommended security settings in a proprietary, machine-readable format.
Tier III checklists exhaust the SCAP protocol to document their recommended security settings in machine-readable, standardized SCAP formats.
Of note, organizations obligated to comply with federal mandate for SCAP are required to exhaust the highest tier for their computer security automation. Also, there are plans for a Content Validation Program to allow vendors or anyone else to absorb their content posted to the NVD as Tier III or Tier IV content. However, a date for when this will live implemented is not currently available.
How can an enterprise engage edge of SCAP?According to NIST, organizations interested in taking edge of SCAP tools (.pdf) should adhere to the following recommendations as notable in the publication:
Use SCAP-expressed security configuration checklists to automatically help and monitor a system's security. The SCAP-expressed checklists abet automatically generate assessment and compliance evidence and can live downloaded from the National Checklist Program website referred to above. It is captious to note, however, that the current version of SCAP does not fix or rectify any discrepancies notable between actual configuration and the checklist –- that is anticipated for future SCAP tools and is already in some proprietary applications.
Take edge of SCAP to demonstrate compliance with high-level security requirements that originate from mandates, standards and guidelines, such as FDCC. This also can abet an agency live better prepared for a FISMA audit.
Use standardized SCAP enumerations, identifiers and product names such as Common Vulnerabilities and Exposures (CVE), Common Configuration Enumeration (CCE) and Common Platform Enumeration (CPE) nomenclature. In other words, exhaust a common language so descriptions of vulnerabilities or exposures operate with the selfsame terminology and reference the selfsame MITRE CVE/CCE/CPE database. This allows organizations to better understand the system vulnerabilities and affected configurations when cross-talking between organizations and referring to security-related software flaws, security configuration issues and platforms.
Use SCAP for quantitative and repeatable vulnerability measurement and scoring through the combination of Common Vulnerability Scoring System (CVSS), CVE and CPE. Because SCAP does provide for some scoring during the analyses, you can exhaust the scores to plot and establish trends, comparisons, etc.
Acquire and exhaust SCAP-validated products. U.S. Federal agencies and those companies supporting U.S. government agencies must exhaust SCAP-validated FDCC scanners for testing and assessing FDCC compliance.
Of note, NIST has established both an SCAP product-validation program and a National willing Laboratory Accreditation Program (NVLAP). These programs are coordinated to ensure the SCAP products are effectively tested and validated to conform to SCAP requirements. NIST maintains a list of accredited laboratories and currently validated products. A vivid showing some of the currently validated products is shown in figure 3.
Click to enlargeFigure 3: SCAP Validated Products (Examples)
In addition to the NIST SP 800-117 suggestions above, Karen Scarfone, a computer scientist and project manager with NIST, gave an excellent SCAP Overview Presentation (.pdf) that notable these common uses of SCAP:
Perform security configuration verification: Here you can exhaust an SCAP-expressed checklist and compare it to a system's actual configuration. You can verify and audit a system before deployment using these checklists. Also, you can map individual system settings to high-level requirements such as FDCC, etc. using the checklist capability.
BenefitsSCAP is touching along and is being implemented primarily due to federal mandate by the U.S. Office of Management and Budget. SCAP v1.0 is being adopted and products are being developed and tested for accreditation by NIST-approved laboratories. Version 1.1 was expected in late 2010 and candidate specifications for version 1.2 are already under review, per Karen Scarfone.
What are the potential organizational benefits of using SCAP? Here are a few:
By using SCAP, you can enlarge automation and reduce manual pains to obtain assessment results, determine those corrective actions needed and thus provide substantial cost savings.
Because you are using the common language mandated by SCAP, the resulting XML-coded results will allow for easier communication of results across the other SCAP system users. Also, this will allow for easier comparison of issue sets between security organizations because the vulnerabilities are described using the selfsame codex of CVSS, CVE and CPE.
By using SCAP-validated products, organizations are more likely to live better prepared for FDCC audits.
I suspect they will any hear more about SCAP implementation in the future, and, with the newer versions of the protocol, there will live even more potential benefits for automated security.
1The United States Government Configuration Baseline (USGCB) will live the successor to FDCC and will accommodate Win 7 as well as other operating system coverage infatuation Red Hat, Solaris, etc… when their content is finalized. USGCB is expected to live incorporated into SCAP 1.1.
About the author:Ernest N. Hayden (Ernie), CISSP, CEH, is an experienced information security professional and technology executive , providing thought leadership for more than 10 years in the areas of information security, cybercrime/cyberwarfare, trade continuity/disaster recovery planning, leadership, management and research. Based in Seattle, Hayden holds the title of “managing principal – energy security” at Verizon’s Global Energy & Utilitiespractice, devoting much of his time to energy, utility and smart grid security on a global basis. Prior to his current position at Verizon, Hayden held roles as an information security officer/manager at the Port of Seattle, Group Health Cooperative (Seattle), and Seattle City Light. Hayden’s independent counsel does not necessarily reflect any positions held by Verizon. Read more of Hayden’s expert adviceon his contributions to the Verizon mediate Forward blog. Submit questions or comments for Ernie Hayden via email at email@example.com.
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