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Analysing effective security management in a software-defined world

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Software defined infrastructure (SDx), along with use of private and public clouds completely transforms the way IT departments manage enterprise data centres and workloads. Automation is a key component of software defined networking (SDN), bringing together network, server, security management and other IT functions or teams together.

In the past, when organisations deployed new applications, the application owner needed to collaborate with several teams. For example, one team installed the required HW and OS servers, a separate team connected servers to the network, and yet another team provisioned the security and firewall rules. It was as if the stars – or functional teams – had to align in order for all of the necessary components to provision so that the application owners could start using the new infrastructure to deploy and make use of their new applications.

Today, private and public cloud infrastructures allows IT to automate these operations; virtual machines are dynamically created and deployed, operating systems are quickly and easily provisioned, and connecting new services to the network is streamlined and automatic. As a result, pre-configured templates of commonly used and well defined services are available to the application owner with a single click on a self-service portal, across multiple data centres, private and public clouds.

In this new world where new apps are instantly created or moved to a different location as the infrastructure gets provisioned, changed and elastically scaled based on demand, security officers are challenged to enforce the organisation’s security policy and retain full visibility of security incidents. As we will find out, the keys to getting control back are creating dynamic security policies, API scoping, and security management consolidation.

Creating dynamic security policies

Dynamic security policies in modern networks are achieved by close integration with network virtualisation and public IaaS solutions, such as VMware NSX, Cisco ACI, OpenStack, or AWS/Azure. By integrating with these solutions, objects defined by those systems, such as groups and tags, are learned and utilised security policies. This creates dynamic policies where changes in the software-defined environment are immediately translated and instantly reflected into an effective and active security policy that is applied to all traffic automatically – without human intervention.

Additionally, leveraging and populating this contextual information in log files gives security admins the ability to better understand and investigate any security incident.

API scoping

In order to completely automate the deployment of new applications, organisations need to grant developers access to APIs that in many cases involve modification of security policies. It is vital to ensure this access is coped or limited appropriately; otherwise, a mistake by a developer could potentially alter the security policy of the entire organisation, making it vulnerable to threats.

An example of scoping access to APIs can be seen through the printer admin. The printer admin uses an app to add printers to the network. In doing so, this involves modifying firewall rules using an API. The security policy must ensure that the printer application can only add new printers – nothing else – and is only permitted within relevant network segments.

Security management consolidation

Consolidation of management functions is necessary to gain complete and holistic visibility of security policies and incidents across the entire organisation’s infrastructure, including all north-south, east-west, virtual and physical, private and public cloud traffic. Without management consolidation, incidents are difficult to identify, correlate and analyse across the various cloud networks, making it operationally impossible to secure these environments.

CheckPoint aims to integrate with leading cloud and network virtualisation solutions, as well as allowing customers to confidently embrace automation and the cloud while retaining advanced security using effective security management for software-defined data centres and public cloud environments. You can find out more here.

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Sauce Labs Selects @SumoLogic for Machine Data Analytics | @CloudExpo #Cloud #DevOps #BigData

Sauce Labs has selected Sumo Logic to troubleshoot and better track log performance issues to predict potential issues before they occur. With Sumo Logic, Sauce Labs now has the ability to better help its customers accelerate the software and development cycle.
Sauce Labs provides a high-performance, cloud-based automated testing platform that is optimized for Continuous Integration and Continuous Deployment (CI/CD) workflows. Catering to fast-moving companies that employ modern development techniques that support DevOps, Sauce Labs creates a large amount of internal log data, with log volumes ranging up to 600 GBs on some days. It’s critical for the company to be able to keep pace by offering scalable, yet secure, automated testing in the cloud.

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News & Analysis, Virtualisation, Virtualization

Three major run-time performance hurdles to avoid

Network Function VirtualisationEvery investment in major IT transformation arrives with its own set of structural and institutional challenges, not least migrating to a virtualized infrastructure. Get it wrong from the outset and you will be faced with the mother of all headaches. If the issue of performance is not addressed at inception, your data centre and its services – although being able to run – will be increasingly plagued by service problems, poor user satisfaction and inadequate Return on Investment. So, companies looking to transform their virtualised infrastructure should look before they leap and consider three major hurdles.

#1: The heavy lifting of remedial actions

Shift happens. Seasonal traffic spikes, buggy drivers, fluctuating head counts, updated applications, worn out drives and a thousand other factors all contribute to the constantly shifting foundation upon which your infrastructure must stand and thrive. But in any dynamic environment, the unforeseen throttle will inevitably occur and issues will need fixing.

End-user issue remediation actions are exceedingly important, so when a VDI (Virtual Desktop Interface) user calls or files a trouble ticket, IT must have the tools for translating complaints into troubleshooting. Pinpointing problem sources manually can take hours; sometimes even days or weeks, because virtual infrastructure tools tend to be designed for high-level observation, not granular examination of what exactly is, or isn’t, going on. If multiple problems crop up from different sources, the burden of remediation magnifies, potentially risking an organisation’s business continuity.

#2: Isolated end-user experience metrics

Amazon famously publicised how each 1/10th of a second of added site latency sacrificed 1% in sales. Nothing will persuade a worker not to use a cloud-based software tool, particularly on a new rollout, quite like staring through a login hourglass. Of course, management feels the same pain. Aberdeen Research found that poor application performance can slice up to 9% from corporate revenue.

Citrix proposes that there are five key, measurable metrics that constitute the lion’s share of poor user experiences within virtualised environments:

  • Launch time
  • Logon time
  • Load time
  • Latency
  • Operations such as printing, screen updates, etc.

Clearly, most issues will stem from obstructions in resource flow, but determining the root cause or causes of any decline in these metrics can be arduous.

#3: Inefficient allocation of IT resources

Virtual infrastructure resource utilisation wastes mountains of money when it runs too cold and throws up bottlenecks and failures when it runs too hot. Efficiency is the relationship between performance and resource utilisation and maximum efficiency does not mean maximum utilisation. The physical underpinnings of your virtual infrastructure are a mesh of CPU, memory, storage, network and – particularly in VDI and HPC deployments – GPU (Graphics Processing Unit) assets. The key is to deduce not only utilisation levels but overall efficiency within each resource type, network region and entire organisation.

The solution for companies looking to jump these hurdles is to invest in better predictive analytics-driven strategic levers. They enable the reduction or even elimination of persistent IT problems. To prevent the heavy lifting of remedial actions the tool needs to increase real-time prevention of problems and in cases when prevention is not enough, step in with automated remediation. Either way, the end result is massive savings in resolution time as well as a much improved chance for IT, and thus the whole organisation, to meet its SLAs (Service-Level Agreements). The ability to help pinpoint the problem’s source and whenever possible, cross-silo insights for balancing load optimisation to alleviate bottlenecks is crucial to prevent isolated end-user experience metrics.

In order to combat inefficient allocation of IT resources you must be able to monitor the real-time characteristics of these physical resources and how end-points and applications are using them across the network. Clarity of vision is a strategic lever not only to utilisation levels but overall efficiency within each resource type, network region and entire organisation.

Written by Atchison Frazer, CMO at Xangati

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CTPs Improve Outcomes by Giving Users a Say | @CloudExpo #API #Cloud #Virtualization

The Citrix Technology Professionals Program, or CTP, gives participants a larger say in essential strategy initiatives such as enabling mobile work styles.
As an example, we will explore how the Citrix Technology Professionals Program, or CTPs as they are referred to, gives participants a larger say in essential strategy initiatives such as enabling mobile work styles.

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Why CIOs need to be strong in picking a cloud strategy – and sticking to it

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This time last year, Fruition Partners, an IT solutions provider, released a report which assessed the state of cloud adoption through the eyes of the CIO. The study bemoaned the rise of shadow IT and gave three best practice tips to control cloud sprawl, by focusing on the user to provide a better service, focusing on business needs, and focusing on IT strategy and how to make better use of IT service management (ITSM).

12 months on and, to quote Led Zeppelin, the song remains the same. 62% of respondents in this year’s report said there were cloud apps being used in the business without knowledge of IT, while almost three quarters (73%) said there was ‘significant’ financial wastage associated with cloud adoption when IT are not involved.

So what needs to be done, and why have things not changed? Paul Cash, UK managing partner at Fruition Partners, which was bought by CSC late last year, argues that despite this year’s offering including insight from US CIOs, the pattern is worrying. “The landscape has changed very little in the last 12 months; we’d expected that with the continued growth in cloud, businesses would have put in place clearer parameters for control,” he tells CloudTech.

The issue with the rise in shadow IT, Cash argues, is the continued antagonism between business and IT; the ‘us and them’ mentality. “Many workers do not feel the IT department understands what digital tools they need, which is why countless employees do not go to the IT department when it comes to procuring cloud services but go it alone,” he says.

“This underlines the fact that CIOs need to get closer to the rest of the business and build relationships with key stakeholders; ensuring they are supporting staff to use technology that lets them work productively, but safely,” adds Cash.

So while the report assesses things from the employees’ perspective – more than two thirds (68%) reportedly do not feel the need to consult IT when procuring cloud services – should more of the spotlight be put closer to home?

A major report released by Harvey Nash and KPMG in May assessed the current and future role of the CIO, arguing that while in the main executives are moving away from the ‘keep the lights on’ mentality, the need for greater technical expertise and the need to work alongside other stakeholders in the C-suite was pushing the job role forward.

“There is a real need for CIOs to be strong in having a cloud strategy, and sticking to it; ultimately, it is up to the CIO to either say no, or to demonstrate how the business can procure and adopt cloud safely,” says Cash. “CIOs will need to possess the qualities that allow them to negotiate and operate at all levels – in order to form broader relationships with all of the business, as well as just the IT department.”

With regard to this year’s report, there has been at least some change. We’ve all heard stories of enterprises with incredible amounts of IT duplication when a bit of clear-headedness would have saved time and money; the 2015 report referenced one company in the construction sector with 300 copies of a cloudy project management tool for 200 employees. But are we still going around in circles?

“The three takeaways – users, business needs, strategy – are still the core areas CIOs need to focus on,” admits Cash. “It’s tough to predict, given things move so quickly in technology and business, but we’d hope next year the results show an improvement in how CIOs are managing cloud alongside their in-house services.”

Read more: Why CIOs cannot ‘blindly trust’ public cloud services in their organisation

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Microsoft Is Making Big Impact with Machine Learning | @CloudExpo #IoT #Cloud #MachineLearning

During the last two years, Microsoft has upped the ante on Machine Learning and Analytics. From hiring top notch data scientists to acquiring niche startups, Redmond has made the all the right moves to transform Azure into one of the best analytics platforms. These investments have started to pay off for the company. It has been successful in articulating and demonstrating the value of data-driven insights to governments, medical institutions, and public sector organizations.

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Canada government releases ‘right cloud’ adoption strategy

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The government of Canada (GC) has published a document advocating the ‘right cloud’ approach as part of its adoption strategy.

The GC document, published here, discusses different approaches to managing security risks, as well as best practices for adoption and a possible future vision for a Canadian public sector community cloud. It argues the ‘right cloud’ is based around the tenet that ‘no single cloud or non-cloud deployment model can meet all of [its] requirements.”

Alongside the typical descriptions of SaaS, IaaS, PaaS, as well as private, public and the like, the section on creating a cloud workforce is of particular interest. The document argues that IT professionals will need enhanced analytical skills, as well as greater business acumen and a better ability to conduct vendor management relations “to ensure that the government receives full value for its funding and full benefits under the contracts or arrangements.”

The GC is also helping to sponsor a Canadian Public Sector Community Cloud (CPSCC), which aims to be a marketplace for public cloud services accredited by the government on a security level.

The move for ‘right cloud’ differs markedly from the UK’s ‘cloud first’ policy for public sector IT launched back in 2013.

“Canadians expect governments to make the most of available technologies to improve service delivery,” said Scott Brison, president of the treasury board in a statement. “Cloud computing will help the Government of Canada get better value for taxpayers’ dollars, become more nimble in its operations, and meet the evolving needs of Canadians.”

Autonomous Vehicles, GPS, Internet of Things, Mapping Technology, News & Analysis, Uber

Uber backs up self-driving car moves with new mapping tech

connected-car-normalUber has announced plans to ‘double-down’ its investments in digital mapping technologies to decrease its reliance on external sources and create a route into the autonomous vehicles sub-sector, reports Telecoms.com.

The move comes after the team announced a $3.5 billion investment from Saudi Arabia’s Public Investment Fund, though possibly wouldn’t come as a surprise though who keep an eye on industry hires. Last year, the team hired Brian McClendon, a former Googler who was part responsible for the development of Google Maps, Earth, Streetview and EarthEngine, who has since been working on the internal Uber mapping solutions. The move also provides more credibility to a company which is planning to enter into the competitive world of self-driving cars.

“Existing maps are a good starting point, but some information isn’t that relevant to Uber, like ocean topography,” said McClendon in a statement on the company website. “There are other things we need to know a lot more about, like traffic patterns and precise pickup and drop off locations. Moreover, we need to be able to provide a seamless experience in parts of the world where there aren’t detailed maps — or street signs.

“The ongoing need for maps tailored to the Uber experience is why we’re doubling down on our investment in mapping. Last year we put mapping cars on the road in the United States. This summer they hit the road in Mexico. Our efforts are similar to what other companies including Apple and TomTom are already doing around the world.”

The company already has an in-house mapping technology, though it has also been using third-party solutions also, including Google Maps. Google and Uber have traditionally been close, Google Ventures invested almost $300 million into the Uber in 2013, though it would appear the team are keen to move away from its reliance on third parties by bolstering its own engineering team. Efforts have focused on the US to date, though the mapping vehicles have begun work in Mexico, with other countries on the list in the future.

A significant area of growth for Uber is customers using the app when they are on holiday or on business trips (i.e. US customers using when travel to Europe or Asia), as opposed to local taxis at the airport. One of the main challenges here is how accurate local maps are in developing nations. Google will likely be making efforts to improve this, though Uber has a more urgent need to improve the accuracy due to its commercial link. This could be seen as enough of a driver in itself.

Back in May, Uber launched a hybrid Ford Fusion into Pittsburgh from its Advanced Technologies Centre (ATC), its first stage of testing its own efforts in the self-driving cars arena. Uber is later to the game than others in the sub-sector, though one of the long-term use cases for the technology is in taxis, public transit and also the transportation of goods. Although a young company, due to its market dominance Uber is a solid position to capitalize on the potential of the sub-sector once the technology is perfected.

Having its own mapping technology gives the organization a sense of credibility in what could prove to be a sensitive sub-sector, but also demonstrates the commitment of the team. Although figures have not been announced, $500 million has been reported as the investment which will be made into the technology.

While the company has not outlined any intentions to be a competitor to Google Maps, it could provide another useful revenue stream for the business moving forward. During the early days of Google’s Geo division, there was no immediate return for the business though this did not stop the internet giant investing heavily into the technology. In the years since, mapping technologies have become an important component of numerous websites and apps, as well as playing a more central role in the day-to-day lives of consumers. Mapping is clearly a very important aspect of an organization such as Uber, though the long-term licensing potential for the technology should the team be able to provide a solution which can compete with Google, could be attractive.

One example of this potential is the on-going Pokémon Go craze, which is continuing to attract users each day. Although a relatively simple game itself, the app combines an augment reality offering alongside Google Maps technology to create such an experience. Numerous other applications and websites use the Google technology also, representing a useful revenue stream which the internet giant currently dominates.

“Over the past decade mapping innovation has disrupted industries and changed daily life in ways I couldn’t have imagined when I started,” said McClendon. “That progress will only accelerate in the coming years especially with technologies like self-driving cars. I remain excited by the prospect of how maps can put the world at our fingertips, improve everyday life, impact billions of people and enable innovations we can’t even imagine today.”

app, Content & Applications, Content Platform, News & Analysis, Video Streaming

YouTube targets small biz and moves up download rankings

Curved video wallApp Annie has released its monthly Index which shows the popularity of dating app Tinder is once again on the rise, YouTube is climbing the content ranks and online video platform iQIYI is fast catching category leaders, reports Telecoms.com.

The App Annie Index highlights the top-performing games and apps for the iOS App Store and Google Play, states online video platform iQIYI has re-entered the top 10 for revenues over June, and has continued to demonstrate strong growth. Last month it announced it had surpassed 20 million paid subscribers to its streaming service, demonstrating Chinese customers are willing to pay for premium content. This news comes only six months after it reached the 10 million mark, and represents a 765% annual increase in the number of paid subscribers.

Although there has been news of restrictions in Chinese press in recent weeks, the attractiveness of iQIYI to consumers might partly be down to relationships which are in place with international organizations. iQIYI often broadcasts popular international shows and currently has content agreements in place with numerous brands including Universal Pictures and Fox. The team would also appear to have international expansion in mind, as it launched a revamp to its iQiyi Taiwan product, as well as capitalizing on the popularity of virtual reality, as it announced its own VR apps and a partner incentive program during its iQIYI World Conference in May.

Virtual reality could represent a significant opportunity in China, though it does in all technologically advanced nations, as the country’s Ministry of Industry and Information Technology believes it could be worth in the region of 55 billion yuan by 2020, approximately $8 billion. Deloitte Global also predicts the VR segment will become a billion dollar industry in 2016, estimating sales of 2.5 million VR headsets and 10 million games worldwide.

From a content perspective, the Index highlights the recent focus on video content is not limited to Facebook and Twitter, as YouTube re-enters the top 10 for content platforms. Facebook still remains top of the rankings for worldwide downloads, though it would appear efforts YouTube has been putting into revamping its content platform in recent months have been paying off, as the US leads the charge with a wave of new downloads across the month.

One of the new initiatives launched by the YouTube team was Director Onsite, a project which helps small business owners create content for advertising on the platform. For those who commit to $150 of advertising spend, a YouTube approved film director will visit the business and shoot a short promotional video to be used on the platform. The initiative is one of numerous activities from the wider Google business, which seems keen on attracting more small and medium sized business to continue the growth of advertising revenues.

“With respect to consumers, we continue to invest in innovative opportunities that create great experiences and improve their lives,” said Alphabet CFO Ruth Porat, during the company’s quarterly earnings call. “And we’re empowering small businesses globally by providing greater reach to customers, not just in their towns, but across countries and around the world.”

Tinder also saw a slight increase across the month, confirming its place as the highest revenues for the dating app segment. In June, it was the most-used app in the Lifestyle category on iPhone in the 13–24 year old demographic in the US, with only one other dating app featuring in the top five. While Tinder is one of the more recognized brands for millennials, it would be worth noting its target audience is limited to those aged 18 and above, and for the most part are single, while the vast majority of other apps in the rankings have much wider demographics.

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