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Event ID: 1589397
Event Started: 8/16/2010 12:15:00 PM

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Please stand by for real-time captioning. 

>> Good morning. We're going to start in about five minutes. Welcome to the NASA
IT Summit 2010. If you could take a few minutes, come in, sit down, move to the
center of the rows to so we get everyone in, we would appreciate it. We will get
started very soon. Thank you. > 

>> Good morning. Greetings and welcome to the first annual NASA IT Summit. We
call this to order and begin our exploration of the outer reaches of technology.
We ask everyone stand, make sure the outer aisles are free as the color guard
comes in. As they come in we will also have the posting of the color and the
singing of the national anthem. 

>> Oh say can you see by the dawn's early light, what so proudly we hailed at
the twilight's last gleaming, whose broad stripes and white stars through the
perilous fight, oar the Ramparts watched were so gallantly streaming, and the
rocket's red glare, the bombs bursting mid-air, gave proof through the night
that our flag was still there. Oh, say, does that star-spangled banner yet wave,
oar the land of the free and the home of the brave. 

>> Ladies and gentlemen, please be seated. 

>> [Applause ] 

>> This is certainly very exciting to those of you in this room and those that I
know are in one of the other rooms across the hallway. Good morning again, I am
Karen Harper, I work for the agency CIO, Linda Kara tin, James -- acting CIO
from Ames research center and the chair for this event. 

>> First, as with any large event, you make administrative announcements. These
general sessions are being broadcast live and will be available on the NASA OCI
website for later viewing. We ask you silence cell phone and keep conversations
and extraneous noise to a minimum. We ask everyone to post comments using
twitter or [indiscernible] the hash tag of NASA IT. For those watching remotely,
use these tools to post questions to the speakers. We will have a moderator who
can pose questions from the virtual parpt participants. Next week up receive a
survey via e-mail from us. It's fortunate important to get feedback to make next
year's summit even better. All the questions are on a first-served basis. If a
session room is full, there are five other concurrent sessions to choose from
that will no doubt have something to offer. At this time, James Williams is
going to introduce Linda Kier atin. 

>> This is pretty amazing. Earlier -- the November time frame, Linda talked to
us about a vision for the IT community. Linda started her job on September 28 of
last year, not even a year into her leadership we have 150 people together to
share in experiences, collaborate, be open and transparent about what we're
doing across NASA. 

>> [Applause ] 

>> Linda really embraces the values of transparency, openness, collaboration on
how the centers can work together to bring -- and alongside side other IT
leaders, other academic institutions, agencies and we welcome all of you
together, looking forward to having everybody here enjoy our time. 

>> She promotes a place where collaboration, innovation, can invigorate our
community, encourages staff, leaders, to embrace it, figure out next steps for
evolving IT operations. 

>> In the initial planning stages of this event we only expected about 650
people. When we originally were talking we weren't quite sure, our first time
out of the gates what was going to happen, and here we are 1150 people. The
original intention was to stop at about 900, we continued to exceed expectations
on this and are really looking forward to what next year will bring us as we
plan the event. We were able, the demand from the community has been tremendous,
we appreciate the partners Anybody interested who didn't make it we hope will
join us next year. 

>> I will turn the event over to event visionary and chief -- officer, Linda
keratin, to transform the -- services to support, enable NASA's in addition.
Before taking on the role of NASA CIO in 2009 she had an extensive history
within the agency. Served as CIO of NASA's Goddard spaceflight center, and
[indiscernible] bureau of tobacco alcohol and firearms and served in the
Department of Justice as well. I would like everywhere to welcome Linda Kira
tin, our NASA CIO. 

>> [Applause ] 

>> Linda Kiratin: Goodd morning. Welcome to our first NASA IT Summit. I
hesitated to say first because that suggests that there will be more and I was
thinking, gee, as Karen said, maybe this won't be a success, but I am so
overwhelmed. Even walking through the room, as I came to hear about what we're
doing in IT across the agency, it's amazing. I am thrilled and humbled to be
here. This is an amazing gathering of the NASA IT community here, and it's a
beautiful morning at the national harbor to do that. So welcome, and thank you
very much for coming. 

>> We're indeed a community. The definition of community is the body of people
with a common purpose, professional interest, and they're scattered throughout a
larger group of society. We come from different parts of the country, but are
united in our commitment to providing NASA the finest IT and use of technology
to enable our mission. With President Obama's new initiative for space
exploration we must be able to overcome the challenges that lie ahead. The
agency's dependency on IT is why we must function properly. We heard the phrase
"failure is not an option." but we need to be resilient when failure, set-backs
and disA point appointments are -- and when I became CIO I asserted my mission
to make NASA IT the best in the federal government. Many were surprised and
didn't agree with such a bold announcement, but I am reminded of the old
folktale wisdom, if not today, when? 

>> I began by outlining areas of improvement, focus, and I will address those in
a moment. In order to make this vision a reality an important early step would
be to gather the IT community to share best practices, network, and engage in
fruitful discussions, and be instructed by experts on new, cutting-edge
subjects, on the internal and external IT landscape. 

>> I consider this summit much like a marketplace of concepts and ideas for the
betterment of the IT community, opening across disciplines, all levels, from
students to CIOs, with interesting and informative sessions over the next two
and a half days, along with speakers from NASA and the industry, you will find
that value will be offered everywhere you go. 

>> We will conclude the summit on Wednesday with a luncheon recognizing our
first class of IT summit award winners. After the summit many will join NASA
working groups for meetings that will start the process of carrying forward what
we began here today. 

>> My vision for creating the best IT in the federal government is based on
project execution, results, innovation and value to the mission. Considering the
following areas of improvement here in the near term. Number one, improved IT
management and planning, including the implementation of a strong enterprise
architecture and governance process to optimize the mission. In English, what
does that mean? Enterprise architecture is how we plan, knowing where we are,
where we're going, what we need to do to get there and how we explose the gap.
In order to look at that future, I established the position of a chief
technology officer for IT; the first such position in NASA. This is a federal
government-wide, looking at how to use technology and how to use innovation,
manage IT, not just NASA, but across the entire federal government, to the
betterment of the citizens and what we need to do as a country. 

>> We are improving our business strategy, making decisions about how IT is
managed, what it needs to do to support our mission and the enabling
technologies we need to go forward. 

>> Governance is how we make decisions, who makes decisions, and how the
organization works. We know about how governance works in the country. How the
Constitution defines the principles we lead by, IT governance talks about the
principles we lead IT. We are measuring how we are doing and we are going to
develop specific actions for going forward to improve governance of IT. 

>> Next is improved cyber security. We have been much the talk about the way we
do IT. The issue is we have to look at what our specific threats are and our
specific risks. We looked at complying and covering the landscape in terms of
making sure we do what we need to do, but we need to do -- what risks we have,
the important risks. We need constantly look at our risks, who is trying to get
to us, our data, the data we have is reliable, available, the highest integrity
possible. We are creating a best in class program to do that. We are
cooperating, supporting the goals and principles of the computer emergency
readiness team and making sure we contribute to the awareness we need as a
federal government. Supporting that also, we're looking at the threat analysis
program and making sure that we are aware of what the most current threats are,
and that we report the threats to the proper authorities, so that we can reduce
the attacks and reduce the surface used to attack the data we protect as a
nation. 

>> Proof of management of IT, looking at our business systems and business
solutions weerks know we have gaps. We have had gaps for a decade at least and
we want to make sure close those gap and use the most innovative technology to
do so. We have been the leaders in solutions using cloud computing, the
flexible, elastic capability created and invented at our Aims research center,
and computing needs, technical engineering workforce needs. 

>> One of the things I did, actually before September 28, was to look at our
infrastructure program. Our I 3 P program is a set of five contracts plus one
when you look at the enterprise service desk running at the NASA shared service
center at [indiscernible], the set of contracts are used to enable the strategy
we will develop to have our infrastructure returning running in an efficient
way. I included goals of the new administrator, including goals of Obama
administration, IT, innovation cloud computing and make sure it provided the
right kind of value, right kind of security postures and right kind of solutions
for our customers. 

>> We re-started all but one of these extracts, we made some improvements in the
RFP, now in various stages of the lifecycle of the procurement process. The
fifth one, the NASA enterprise data center, should be released in the next few
months after we determine what our complete requirements are. 

>> In looking in more detail about the NASA enterprise data center, what we are
doing now is an inventory of how many data centers we have, what our
requirements are, where they are, and validating the requirements before we
complete the requirements that will go into the RFP, which will be out later
this year. 

>> We have been praised for what we have been doing with cloud computing in our
enterprise data center and want to be consistent with that, and provide a
vehicle industry can respond to. 

>> Open government is something we can deliver on, we are number one. I have a
colleague, a CIO, I called to say hi, how are you doing? I said you called to
say you are number one. I said we are? I didn't know that, I actually didn't.
This, open gov is a tough thing to do, and we have many of our brilliant people
working on that. The thing about open government is really one of the principles
of my leadership, because open government is very risky, you open yourself, you
want to be collaborative, ask for input, tell people things and with that, comes
risk. But with risk comes a lot of reward. The reward is to get ideas from a
large set of people you couldn't get before, so I think in open government is
very important and what's more important than that is open leadership. 

>> These are very lofty goals, and nobody can do this without people. I can't do
this without people. Then, after all this, is a summit, and it's a tall mountain
to climb, but not impossible. I want to talk about the from CIOs, the people who
aren't here really are with me, the center CIOs. Jim ren Aldi, the CIO of the
jet propulse lab, a seasoned leader, leading a team of no vat innovators that
will change the world. 

>> [indiscernible] the quiet competence executive, delivering results time after
time. James Williams sitting before you this morning, the dapper James Williams,
I might add. The innovative, pragmatic, what an oxymoron, but that's what he is,
making our dreams reality. The sweet CIO, Larry Sweet, making sure we get there
on time, within budget, promised, that we need. We have somebody new, Bruce Owe
Dell, bringing old wisdom from years of federal service. Donna cay trel, she's
small, but mighty, not to be ignored, she's only just started showing what
mountains she can move. 

>> [indiscernible], tall and mighty, the strategist whose ideas are as tall as
he is. 

>> Mike Boulder, he'll get us there with a smile demonstrating a competence,
what he delivers to us as a leadership team. 

>> Shelly Carter, steady, calm, professional, keeps us on track, grounded. Cathy
mangum, another innovative pragmatic, quiet, but still waters run very deep.
She's going to get us there. 

>> Adrian Gardner, that infectious smile, smile of a leader bringing excitement
to a team, making us laugh, think, challenging us and keeping us moving forward.
Finally, sashy Peel a, innovative, creative, imagineative, can do anything with
IT. The very best IT organization in the federal government rests with these
people, these people who comprise our IT community, and you are part of our IT
community. Our success in all facets can be achieved through effective teamwork,
rich with diverse education, capabilities, skills, experiences, preferences and
thoughts. With this notion of teamwork I recall the old folktale called stone
soup. You may have heard it, read it to your children. The tale of a traveler
seeking food in a village only to be turned away by most of the villagers saved
one who offers up water and a cook being pot. The traveler started a fire in the
middle of the village and sat about to make stone soup with the aid of magic, a
magic stone. Curiosity drew the villagers out about how this soup tasted. When
admitted the soup would taste better with a few garnishes the villagers one by
one all added something. In the end they sat down with a fine feast. It did
require a bit of trickery on the part of the traveler, but with cooperation,
teamwork, we all can out-distance our expectations and achieve results we never
thought possible. 

>> Along with embracing, utilizing the talents of our rich and diverse workforce
we need to welcome a more focused, outcome focused, into world class dimensions,
understand our customers, how they feel, how they become fully acquainted with
what we have to offer them, how we become fully acquainted with what they need.
We must delight our customers, be driven to be innovative, instead of just
meeting expectations, to delight rather than meet. We will strive to be
mission-obsessed rather than mission-aligned. 

>> I realize there will be challenges in doing all this, and while we may be
slowed, we won't be stopped. As a community with this challenging mission,
inspired by common vision and guided by core principles and values, together we
will transform the state of NASA IT, and in doing that we will help modernize
government and enable mission results for NASA. 

>> I am placing a charge upon you this morning to make most of your time here at
the summit as valuable as you can. I encourage you to be an active participant
in the sessions you attend. Make a point to meet new people, connect with people
you have haven't seen for years perhaps. Visit the exhibit hall and learn what
vendors are offering, as well as great agencies around the center are doing. You
can follow what's going on at twitter. I can't because they took my Blackberry
this morning. So I will be the disconnected CIO until after dinner, no doubt. I
truly believe this will be an incredible learning experience. It is for me in
the first hour we started. I believe that all of us will extend our time here
and continue the great work that was started. 

>> Thank you all for being here and please enjoy the summit. 

>> [Applause ] 

>> I am going to now introduce our first speaker of the morning, Mr. Jim
[indiscernible], so now that you have heard about our direction you are going to
hear from him. And the rest of our speakers for the morning. Mr. [indiscernible]
is the chief innovative officer for Dell services, the $8 billion IT services
arm of Dell is where he's from. He leads a team of it if and business experts
who identify, evaluate and assess the future potential new technologies,
business models and processes used to address evolving business, economic and
social trends, both for the company and their customers. For more than 25 years
Jim designed, developed, and implemented information and communication
technologies that help business and institutions succeed. He's an expert in
digital infrastructure, evaluation of emerging technology and strategic guidance
on their applications. Please welcome Jim Stickleather. 

>> [Applause ] 

>> Good morning, everyone. Let's see how we can get the slides going. All right.


>> I will talk to you -- I have a problem, can't help walking around. This will
be difficult. 

>> I have the comment, Laura asked if there was anything she could do for me,
glad to take care of it. I want you to find out what Misty has for breakfast. I
need that on a regular basis. I will talk a little about innovation. The reason
I will talk about innovation, I personally -- we as a company happen to believe
the number one issue that will face IT for the next five years is innovation. 

>> We're going to have more than enough technology to play with, more than
enough demand for technology to service, Lord knows we will have more than
enough problems with both of them. What we are going to have difficulty with is
applying them, bringing them together in new creative, innovative ways in order
to provide services to our customers. 

>> Now, to start the discussion, I wanted to find the innovation problem for
you. I do this through a video. Some of you may have seen this video in the
past. Please don't help your neighbors out. I have never done with an audience
this large. I will define the problem in terms of the 800-pound gorilla we all
know innovation is.

>> Be sure and count. 

>> [Laughterlaughter] 

>> Okay, how many of you are totally knar embarrassed because you didn't see the
gorilla? In smaller groups when I use this video, nine out of 10 people will not
see the gorilla. They're so intent counting the people wearing white, passing
the basketball -- most will get the 15 correct, but they will never see the
gorilla. That's the innovation problem in a nutshell. We're so focused on
budgets, focused on the next technology refresh, list of service problems we
haven't met, that we don't stand back far enough to see what's happening overall
in the big picture, all of these pieces part together, and totally miss the
gorilla that's innovation. 

>> Hopefully you will walk away today understanding what it takes to be
innovative, how you can go about being innovative and one approach for how to
begin being innovative inside your IT organization. 

>> I defined innovation as being the invisible gorilla. I also would like to
talk about what innovation isn't. Okay? Innovation is not the weird guy sitting
in the corner that are creative and nobody wants to talk to and we can't deal
with them and they are ego maniacs. Innovation truly can be a process, can be
systemic, can be repeatable. But it takes work to get there. Okay? 

>> Innovation does not have to be disruptive. It can be a sustaining activity,
can create new ways of doing what you're doing today, but better, doesn't have
to be a totally new way of doing things. 

>> One of the key things about innovation, especially today, and the rate of
change taking place inside our industry is, you either innovate or you die.
That's fast becoming the mantra within the technology space. One thing you are
seeing take being place with my company along with a lot of other companies is
you're starting to see yet urge consolidation of what's going on. We're entering
into a New World. At one point in time we had mainframes, that moved to mini
computer, came the PC, servers, virtualization, and some day nirvana is achieved
in the cloud. I find is interesting. All of that is going on, we have to be
prepared with it, the way we will deal with it is by being innovative, not
talking about invention, R & D. I saw a quote saying R & D is the consumption of
cash to create knowledge. An interesting comment for NASA, right? Innovation is
the consumption of knowledge to create cash. That probably is the best
description of innovation. Take being the knowledge you have, applying in new
ways to achieve more benefit. 

>> There are multiple types of innovation, there is technology innovation.
Technology innovation is not necessarily inventing a new technology, it's
finding creative ways to apply the technology. The example I have is the $100
PC, a crank to generate power, built in Internet, the whole thing meant to be
priced at under $100. Business innovation, who better than Southwest Airlines to
demonstrate the ability of innovation and turning an industry on its ear. I am
still amazed, I remember watching star trek thinking more than anything I want
one of those communicators. Guess what? I got one. My problem is I have three at
the moment. That's another story we will talk about further through. 

>> Process innovation. Sit and think about -- how many have seen the old World
War II movies. Victory at Sea, I can still hear the music -- am I showing my
age? It's interesting, one episode of Victory at Sea said the war was really won
by the Merchant Marine, the loading of liberty ships, dropping of tanks and
everything. Do you realize the technology of container ships was totally
available then. It was a process innovation, new way to think about shipping and
in particular, shipping in sea lanes. Not just disruptive break-through
innovation, but the continuum, process, and game changers, like Southwest
Airlines. 

>> As I indicated, there are multiple ways to innovate. Most people think
innovation is the guy up in the upper right hand corner, you throw them in a
room, come up with the great and wonderful ideas, innovation can be done in a
very systemic, repeatable sustainable process. Now, let's talk about innovation
within the context of IT. 

>> As I indicated, the number one problem that will be facing IT on a going
forward basis is how we innovate, take all the new technologies coming into the
forefront for us, all these ways of delivering technology, and creating a new
value proposition for the IT department. 

>> Now, the first thing I always talk about is something we in the engineering
or computer science world tend not to take seriously. That's the fact of the
matter, we don't really cause change to take place. We think the PC is a
wonderful thing that changed the world. That's not true. Change only takes place
if there's an underlying economic reason for the change or underlying social
reason for the change, or there's an underlying government regulatory reason for
the change. All technology can do is enable the change, facilitate the change or
accelerate the change. We don't cause the change. 

>> If you want to be innovative, you want to understand that, the ability to
innovate is your ability to understand social trend, economic trends, business
trends, government and regulatory trends, for seeing where they're going to end
up, taking and applying technology to the problem. 

>> We live in interesting times, most of you will remember is a famous Chinese
curse. Change taking place across a couple of dimensions. The first, interesting
technology is coming into being. How many people have heard of the cloud? Come
on, guys, it's not rocket science. All of us heard about the cloud. If you go
back into the computer science literature, we were talking about the cloud --
although the term utility computing was used then, back in 1964. 

>> I didn't even know we had computers in 1964, we did apparently, GE and IBM
were making them. We are interesting a time where utility computing is possible.
Enabling what the economics called for, the interesting piece, the economics of
time sharing was, but there were social and business reasons it didn't take off.
The technologies changed to enable the economics. 

>> In addition, especially in the business world, the users are thinking about
things differently. There is not a CEO in the world who wants a cap tall
investment in IT anymore. He wants all capital investment to be applied to
assets creating differentiating advantage, competitive separation for them, some
type of higher value add than doing what other people do. The other thing, the
most recent recession has been a true driver for this, company executives now
want IT attached to a rheostat, when the economy goes bad they want to be able
to turn the rheostat down and when the economy goes up, turn the rheostat up.
They want metered IT. They don't want metered IT in terms of charge for CPU
usage, bandwidth. They want something that linearly correlates to their
business. I was meeting with a financial institution. They said within five
years I want to come to you for a billing unit, to be accounts, transactions,
customers. I want a service level attached to the billing unit and that has to
include -- I mean the price has to have a service level attached to it, and by
the way, I don't care about five nines, six nines, I want 100% availability,
morning, afternoon, Friday, Saturday. When people get payroll checks, want
access to money. Rest of the time, I don't care. Moving to a world of natural
billing units, efficiency, data centers in the most cost-effective place I can,
if you do the study, turns out to the Iceland. Probably not good for us. 

>> The other thing going on, the rise of the browser. Now that I can get
information delivered how I want, where I want it on just about any device in
the world, the nature of how I provide that is changing. 

>> What's driving these? I apologize for the slides, they will be available so
you can see them directly. There are three major macro trends. The concept of
work mobility. We have a new demographic coming into the workforce, that
demographic actually chooses where they want to work before who they want to
work for. Because of that they are mobile, they have different work schedules,
we have entered into a world where -- how many people -- particularly of my
generation, the first who had to come up with the concept of the two-career
couple. The world of Ozzy and Harriet -- my generation, that went away, the
husband and wife both worked, who is taking who to soccer, to hockey practice,
violin lessons after this. The fact is we had to come up with flexible work
schedules. Now that's compounded. My generation introduced not the child care
issue, but the elder care issue, trying to figure out how to take care of our
parents, requiring more flexible schedules, and virtualizing in the sense people
-- one goal we have as a company, getting more and more people working at home.
One reason we want people working at home, it turns out it's not that efficient
to bring people in, have them come to a location, most work can be done
interactively. 

>> Add to that this last recession in particular, introducing the concept of the
process cloud, the whole Hollywood business model. Companies that out sourced
things not critical to business had a rheostat attached to their business
processes, able to cut down fixed expenses, variable expenses, as revenues were
decreased. You combine the first and second, you have an interesting problem for
the IT department. You have people coming in to work saying I am not going to
use that computer. I spent my entire life setting up my Mac, generally the one
who -- I know, I work for Dell. The Mac is generally the one, the new employee
wants to bring in, spent their life setting it up, now we from the iPad,
compounding things. You walk into an environment where you have people coming to
work bringing their point of presence device with them. Their work device will
be their phone, iPad, tablet, net book, theirs, not yours. The information,
security, compliance problems that will cause. It's compounded more by the fact
we are out sourcing more and more of the work. Any point in time, a transaction,
activity on the part of your business could be going on in four or five totally
different companies simultaneously. The work can be passing among them. How are
we as the IT department going to deal with that? Technologies are there, but we
haven't figured out the business processes, management, policies to put on top
of those. 

>> The last of the major economic trends The cloud. I could talk for hours, I am
not going to. The status of the cloud changes moment by moment. But the fact of
the matter is the economics are utterly compelling for cloud computing and we
will all be moving in that particular direction. 

>> I am going to talk about three points of microeconomic consideration, if you
will. 

>> These will be available to you. How many people remember Paul Straesman?
Harvard, your CEO handed this article to you as soon as the Harvard business
review came out, saying I surveyed the world of IT and have yet to find any
business value created by IT. 

>> Stasesman is still at it. How would you like to say I need to spend $10
million on this, and the CEO says what's my ROI going to be? Zero. Not a
pleasant situation. Then we have a person called Nicholas Kerr. Wonderful
article, summer of 2005, called the End of Corporate Computing. He basically
lays out that 90 plus percent of everything IT departments do is ubiquitous,
doing the same thing. Meaning IT has no compelling strategic value. You sit in
front of your CEO, given him the bad news the $10 million has no return on
investment, yes, give me some strategic value, so sorry, not going to happen.
okay, now our friends in the ecology world have -- game theory world, came up
with a thing called the Red Queen Hypothesis. How many of you remember that? You
can't be in space science and not have read Alice in wonder land. Alice had to
run faster and faster just to stay in place. A whole thing in game theory and
ecological science about the Red Queen Hypothesis. It's called what in our
business? The technology refresh cycle. In the good old days we refreshed every
seven years, in the mainframe world. Accountant said we will depreciate that
over seven years. Guys, we're down to 18 months for refresh cycles. You sit with
the CEO, already said you will not get return on investment for the $10 million,
no strategic advantage, now you have to say he can spend it all over in 18
months. How popular are you? With the head hunters, probably pretty much, but
not within the business. That's the driver to utility and cloud computing, the
thing that says we as IT departments are going to have to get our heads out of
our budgets -- didn't think I would say that -- [laughter] we will have to pay
more attention to the business models, the use of information, solving business
probs and that is what will cause us to be innovative. 

>> Let's talk a little about the things coming toward us. First, the cloud.
There are more myths associated with the cloud than the last sighting of Elvis. 

>> There are only three fundamental types of cloud. Infrastructure as a service;
platform as a service; software as a service. Everything else is built on the
three of those. If you are talking about storage as a service, that's just a
variation of infrastructure as a service. if you are talking about ERP, that's a
variation of software. Three basic forms of the cloud. 

>> There is no "the cloud." the technology used by Amazon, google, Dell,
technology used by any cloud provider, software service provider, infrastructure
as service provider, all different. They are architecturally different and
pretty much incompatible with each other at the moment. That's being worked on.
For the time being, the cloud is an end state for you. You need to be think
being it, but it's not necessarily what you want to be doing this second, with
exceptions. Infrastructure is a great way to provide services. 

>> Long-term, innovation is about understanding what the end states are going to
be and applying the resources you have to achieve that end state. This is what
we believe the trajectory of utility models are going to be. I apologize again
for the size of some of the fonts. The black line is traditional IT. In this
case we look at it as IT out sourcing because it's the primary business of Dell
today. We have a lot of interest in no vatting at innovating at the moment. 

>> The purple line, probably the big end game. I am currently in the process of
writing an article called the end of open-source. James and I worked together. I
am a big advocate, why am I writing about the end -- being usurped by software
as a service, smaller and smaller companies, individuals able to have tremendous
reach providing capabilities through software as a service and get paid for it,
suddenly all the traditional attractions of open-source, gift economy, all
there, but I can maybe pay my bills doing it. Software as a service and platform
as a service are the biggest threat to open-source ever. 

>> The blue line is infrastructure as a service, why making that little nose
dive? Because, where is the value in IT? It's in the applications. It's in the
data. It has nothing to do with spindles, CPU cycle, bandwidth, those things
most of us do on a daily basis. We're fast becoming irrelevant. You see why
innovation is important for you? The green line is platform as service. You are
starting to see very interesting evolution in platform. Heard of AsA swriewr?
Azure appliances you can drop in your data centers, and by the we, because it's
an Azure appliance will drop into the Azure cloud -- over time guess what will
happen? You are not going to care about the, a appliance, you will use the one
sitting out in the cloud. 

>> Let's talk about the systems and operations business. We have a -- it is
currently evolving and this one is easy. I will tell you what the end game is.
It's a virtual data center for every single user. That's what we're evolving to,
so when I am working on, whatever I am working on, I get up from my desk, out
the door, whatever I am working on is on my phone. Or I get in my car, it
appears on the navigation system in my car, probably a little way away from
that, but watching people put on their make up, eat, everything -- why not? 

>> We are moving to a world where all the things most of us are probably doing
in our day job, basically, will go away. What we will be providing is a virtual
data center for every single user. The reason I say that, and I can't tell you
how to get there right now, the difference between innovation and invention.
Invention tells you how to get there, innovation tells you to get there and how
to think creatively about how to do that. 

>> I will also tell you the applications marketplace is changing radically. The
end game is very interesting. First off, we will get to something called
applications components as a service, where I won't buy an ERP system, but bit
and pieces of system and use them when I need them. That happens today. How many
people heard of a Fike owe score? Surely somebody applied for a mortgage. Sits
-- does it independently and denies you your credit. 

>> But that's not the ultimate end game, the ultimate end endgame of
applications will go away. You will have executable images, a ton of meta data
attached -- that meta data will describe what that component can do, what type
of data it can work with, you under what policies, what governance rules, and
you will have data objects sitting out there with tons of meta data describing
who can use it, what condition, what type of applications, and you want to do
something, up conduct a search. The search will match the executable images with
the information objects and that will be the application of the future. 

>> Now, how do we get there? One thing that I always find amazing, companies,
government agencies, everybody talks about innovation, but going back to my
invisible gorilla, it's really hard to think about innovation when you are
worried about your budget, the next technology refresh cycle, when you're losing
staff to the new company down the street who is offering start-up dollars. The
other thing is, if you are going to innovate, you have to try a lot of things.
Innovation is driven by failure. That's really hard to say, especially to this
audience, because if anybody could never tolerate failure, it's NASA. 

>> At the end of the day you have to find ways to do lots of experiments, try
lots of things, and basically gain the information you need to innovate. So, how
do you begin to get systemic innovation process in place? Well, the way you
accomplish that is by establishing an end state and work backwards. That's the
easiest way to do that. So how is IT going to evolve over the next five, 10, 15,
20 years? I will guarantee you, certify I will be accurate in everything I say
as long as you don't hold me to a time frame. Fair enough? Okay. 

>> This is the evolution we seek, real-time infrastructure, you heard me refer
to the concept of every user having their own virtual data center. These are the
steps that we think are necessary to get there. thehe first thing we have to do
is begin abstracting what it is we do today. You can't begin applying
virtualization on the server or client if you can't abstract what you do today
without getting into individual specifics. Once you have begun abstracting --
and once you abstract what you do today you can look at different ways of doing
it. It's funny. One innovation group I am now heading is a brand-new group,
never had an innovation group before. Talking about what are going to be the
deliverables of the innovation group? Interestingly, one deliverable will be the
new leaders of the organization. It comes about this way. What's the first thing
you do when you get a new employee? You teach them how we do things here. What's
the death impel of impel ofinnovation? Don't think in terms of -- abstract out
what it is we're doing and trying to accomplish. Once you do that you can think
of virtualizing the infrastructure. This is not just virtualizing servers, but
our bandwidth and network connectivity, storage, the way we do storage. Then,
you can start talking about, okay, if I abstract what I do, virtualize
everything, I can start moving things around where I need them, when I need
them, how I need them. Once I start that we run into the how to describe -- the
facade we within IT maintained for years, we are probably the classic case of
the cobbler's children run barefoot. We rarely invest in ourselves, pay
attention to system management, storage management. What we generally do, rather
than automate, we throw people at problems. The key to moving forward and you
can't do it until you do the abstraction process, but how do I begin applying
automation? You talk about a virtual system for every user, maintaining a data
center for each and every individual user. Virtualization is great unless you
aren't good at systems management and in virtualization, geometrically compounds
the problem you have in managing the data center. 

>> So, data center automation becomes the next big thing, followed by clouds. I
argue we're not ready for clouds yet. And again, everything I say is -- said for
effect, there are clouds today you can use, clouds and -- we have helped things
out with the nebula, but clouds as projected by a lot of the industry is it not
here yet. Before you can be effective in using clouds you have to accomplish all
of the thing I have listed here. 

>> The other thing in terms of thinking about end state, understanding where the
vendors are going. At the end of the day what we are likely to see is a very few
large hyperscale cloud providers. This is right out of Nicholas Kerr, the end of
corporate computing, directly. What you will also see, lots and lots of smaller
clouds built on top of these hyperclouds that are very niched, follow Anderson's
long-tail theory of markets. This is what will cause the end of open-source.
Again, I am saying that for effect. There will always be some open-source, just
radically different. You will probably not see the Apache project rise up again.
In the middle is the great unknown, still evolving, the platform as service
component -- service providers, in the formation. We know today's hardware
vendors are rapidly move into becoming hypercloud suppliers, that's where we all
want to end up. Where Amazon is going, Google, the collo companies. We have
today's software vendors moving rapidly as possible into the cloud platform. 

>> What type of technologies? Virtualization, taking a piece of hardware, making
it appear to be lots of pieces of hardware. Take being virtual pieces of
hardware, putting together to look like one thing. The web 2.0, 3.0
technologies, independently developed, created functionality, bring them
together into a single one. ISO 27,000, the world we are moving to is only going
to work if we get better at security. It's not security as we know it today.
Security as we know it today is basically a boundary condition style of
security. It's a binary. You have access or you don't have access. 

>> At the end of the day we are going to have to figure out how to do digital
rights management or digital restrictions management. Here's a case we can go
outside our industry, look at things like what the entertainment industry
developed. How many people are familiar with M peg 21? It's worth reading about.
It's a brilliant digital rights management environment. The reason we have to do
that is not just the security issue, which is by the way almost a fool's game.
You will never be able to be 100% secure with a boundary condition. 

>> But because of regulatory and legal issues, what's going on in the world
today is more and more laws are being passed requiring personal protection of
information. If you will, how many people are familiar with the term fiduciary
responsibility? If you have a bank, somebody doing transactions for you, they by
law have a fiduciary responsibility. That same concept of responsibility is now
being applied in law to your personal information. Whoever holds that personal
information. Now, the Europeans are really strict about T but we're move into
it. Massachusetts passed one of the most enter interesting, restrictive, almost
impossible to implement privacy laws I have ever seen. Probably not a company in
the world not in violation of Massachusetts privacy laws right now. The Germans,
particularly with healthcare, very stringent. Doctors looking at MRI on the
iPhone, great, you can do that, technology exists, if you are a German doctor on
one of the bullet trains, as soon as you across the French border your iPhone
better shut down. That's the way the German laws read. 

>> How many people know what is the one application that almost no company in
the world runs anymore, totally out sourced? Payroll. Why is that? It's just an
application, we can all run a payroll application, right? They out sourced it
because they couldn't afford the accountants and lawyers necessary to keep the
payroll system up to date. That's why payroll was out sourced. One problem
facing us as IT is that any information we hold about individuals and
individual's transactions probably is going to have the same problem payroll has
today. There's not a lot in the business world that isn't associated with
individual and individual transactions. 

>> I indicated a little before we are the cobbler's stepchildren, we have to
meet better process, ITV 3 is -- better at automation of processes -- VPO 2.0,
business people, scientific community, basically talking about businesses found
we have to out source more. If it's not critical to my company, not core, does
not in some way shape or form provide competitive differentiation for my
customers I am not going to do it anymore. The one thing nobody talks about but
single most critical thing is unified communications, phones, laptops, TVs,
using the term point of presence device, from the telephone company, reflecting
the fact I have a context I do my business in, operate in, that has to be able
to move with me wherever I go. Because we are so distributed, working with so
many parters, so much in outsourced you will be totally dependent on the
communication system for maintaining context and unified communications will be
the common underlying infrastructure we use. 

>> The obligatory note from your sponsor, the way we look at this at Dell,
something we refer to as the meta cloud model. We have to be concerned about
computing, storing, preservation, securing the information. We have to recognize
this will not be an overnight switch. You can't rip out everything you have, put
in new stuff. We have to find ways of layering technologies, processes,
security, on top of existing systems. So some day you may have an AS 400 as a
service offering. You may have -- showing the age of some of the systems in
Dell. We operate monks -- I expect to walk in, like an archaeological
expedition, but that's the model we will move to and that will be infrastructure
as a service. Will really be concerned about the DRM stuff, how do I secure,
access, not just in terms of permission to see or use or not, or what purpose at
what point in time. And, do you have specific permissions? One thing European
healthcare laws say is, today, if you have an x-ray, it's probably not a
radiologist inside the building looking at it, may be a radiologist in India
doing analysis of your x-ray. Under European laws that can be done as long as
you have given permission. We will probably do that by pulling out your phone
saying yes, I give permission. We don't have infrastructure in place to do that
yet. What you will see over time is the layering of infrastructures on top of
infrastructures to enable the end state and then we will pull things out from
underneath. That's what you need to focus on an innovation viewpoint. Not just
the data center issue. 

>> Every device will probably be virtualized. Every device has the ability to
participate in part of this infrastructure as a service flat platform, service
model. Clearly what your instinct has to look like is one of you do it for
everybody, everything for them; or, they do it for themselves, and you have to
give them the ability to do that over time. and you will move from doing things
totally yourself to a continuum where everything can be done for you. 

>> Nicholas Kerr's book, The Big Switch, and the End of Corporate Computing, he
draws analogys to the electric industry, the power grid. Think about it, I am
not going to be able to read anything with these lights in my eyes, but the
electricity driving that could be coming from Canada, the specific Pacific
Northwest. We don't know, don't care. But as long as we understand that, then,
we can quit counting the basketball passes, see the gorilla walking through the
room, start figuring out how we're going to deal with it. 

>> Thank you very much, and I hope you have a wonderful conference. 

>> [Applause ] 

>> 

>> I thought I was going to get away without questions. Okay, any questions? 

>> Yes? 

>> Question: [ Inaudible ] 

>> Yeah, it's interesting, we get into a lot of conversations around data as a
service. It goes back to data as a service is one of those terms that the
semantics are not well-agreed to. We could be talking about storage, back up and
recovery, could be talking disaster recovery as a service. We are talking about
this concept I shared with you of the information object, meta data associated,
information object. What we are going to evolve to, and again I am from a vendor
so I can say this. A problem we have with all the semantics associated with
cloud computing, the fact the marketing department can turn everything -- I
jokingly say I am going to say store and there will be a ball point pen as a
service offering somewhere along the line. 

>> Data as a service really is a precursor to information as a service, which is
where I will have -- and the best way to think about it, the concept of
healthcare information exchanges where I have all your medical information,
every x-ray ever made, MRIs, videos of your surgical procedures -- how many
people are going to get plastic surgery now? All embedded in this object, and
then you subscribe to the information exchange, you have to keep your eye on the
evolving business models, the beginning of data as service type offering. The
precursors, something like FICO right now, FICO scoring or Expeerian, the credit
reporting agency, starting to have data as service offering, data, not
information -- we think the end game is information as a service with wonderful
objects attached to it. The key to those resides with the legislatures of the
world, because they are going to define the rules with those. That's the one
area we have to be the most careful of. It's a mine field, the compliance.
Another question? 

>> Question: You mentioned [indiscernible] can you explain the difference
between application -- 

>> Yeah, that's still a process and definition going on. I will refer you back
to the joint Microsoft and Dell press releases for the real term, anything I say
I express is my personal opinion, not necessarily that of the company. Everybody
heard that, right? 

>> There's a Microsoft press release associated with it too. The idea is this:
There is some things most people won't share. If you are a CIO, particularly in
a business, I wasn't kidding, there are guys who have to go out to the floor,
see their server, know that's where that data is. Turns out it's not just the IT
guys, the internal auditors are fond of saying there's the machine. The
jurisdictional issue, this time last year in Texas the FBI walked into a collo,
took out a whole string of storage, shared storage among multiple companies.
People are still worried about that. There are still people who want the
physical hardware on their site. For all kinds of reasons. The law, as usual,
hasn't caught up with technology. The idea behind the appliance, you will be
able to order a machine, fully loaded, configured, everything you need to be
able to run a -- if you have an Assure application running on Microsoft, Dell,
HP signed up to do this, take that application, rest on your appliance and run
perfect. The added advantage, if you run out of space you don't have to know six
months in advance to order the new appliance, you burst out to Microsoft, Dell,
whoever. There will be multiple appliances. We have a platform as service
appliance based on the [indiscernible] you can order, have that. In discussions
with other people who have cloud offerings that want to deliver to a customer
site. The appliance is what we referred to as turn-key systems at the end of the
day is what they are. It's going to be, by the way -- now -- off the official
word, my personal viewpoint, it's transition until we get to the cloud in the
sky -- the utility, the grid. Another question question: You mentioned a lot of
vendors have cloud services, they are all non-interoperable, do you have a
consistent vision for how most IT will be delivered in the future, different
specialists, payroll companies, what kind of work do you think is needed with
regard to open standards? If open-source is going to die, how is it the various
companies, how do you get your data back from the company once they are your
provider for app X? 

>> Great question. This is, one of the things that, when we work on, think the
end state will be -- them that don't read history are doomed to repeat it. This
is a natural evolution of what has been going on from the beginning. The way to
think of it -- how many people remember DCE? A few old farts in the room, right.
DCE was our first attempt at cloud computing, believe it or not. Unfortunately,
you did have to be a rocket scientist to use DCE. Then we evolved into something
much better, much more flexible, much more capable, called corbay. How many
people remember CORBA? You needed to be a rocket scientist and -- it could do
everything I talked about. What happened, and I refer to it as the rise of XML.
XML introduced an independent way of describing things. Something that can be
programmatically and human readable to describe what the data is or what the
system can do or the application component is capable of. XML becomes surgical,
pattern matchable, the basis of interoperability between application components,
images I talked about, objects I talked about, it really becomes the evolution
of XML. 

>> Now, the thing I often caution people about is, one thing this New World
requires is an organic mindset versus an engineering mindset. We have to mover
to organic models of security. Look at the immune system, doesn't prevent you
getting infections but we have -- guts filled with good bacteria. The same thing
will be true in the XML space, the meta data associated with these things in
that we will develop languages, dialects and there will be a certain requirement
for translation capabilities, all the misunderstandings we currently have as
humans, but that's what we will evolve to. It won't be necessarily standard so
much as consensus building around dialects in XML description language,
approaches. So that's how the interoperability, we think, will evolve toward the
end state. Other questions? 

>> Whoops, she's coming on stage, means I am out of time. Thank you very much
again. 

>> [Applause ] 

>> Great presentation. We heard what is innovation, it's not a nice-to-have. If
we don't do it, we will meet terminal decline, organizational demise. We heard
about the types of innovations, and one thing I thought was really remarkable on
the slide that talked about the types of innovations; the thing that looked like
a Blackberry, I used to have one. Wonder what that's like. Imagine the Dell guy
talking about iPad and a Mac. Amazing. One thing, Jim, the chuckles in the
audience about Paul Strassman, it predated me, a former NASA CIO, I hear, and
finally, we heard about how IT people have to get our heads out of our budgets.
That certainly is something. 

>> There was a slide that looked like it was created by our CTO for IT, Fred
Camp and Cliff Ward, processes and innovation all in the same place, amazing.
Thank you very much. I want to before we start the break give a shout out to a
member of our executive team who could not be here because he's working on a
latest upgrade of technology, [indiscernible] 2.0, his wife recently had a baby,
August 5, John Carter kemp, six pounds, 10-ounces. I hope he's out watching,
give us a tweet out if you are. 10:15 we will be back, 10:15 sharp. Thank you
very much. 

>> [Recess until 10:15:00 a.m. eastern time] > 

>> [Captioner transition] 

>> 

>> 



>>

>> Okay.

>> Everyone, we're getting ready to get started in about two minutes, so would
you please take your seats? 

>> Can everyone start being seated again please, so we can start our next round
of general sessions. 

>> Okay, everyone. We're about ready to start our next presentations. If
everyone could start to be seated that would be much appreciated. 

>> Okay. We're going to get started, we're going to get started, we're going to
get started. We're going to get started now.

>> Our next speaker this morning is Mark Bregman. Mark is responsible for the
Symantec research labs, security response everyone shared technologies, emerging
technologies, architecture and standards, and developing the technology strategy
for the company. He guides their investments in advanced research. Please
welcome, Mark Bregman.

>> [ Applause ] 

>> Well, good morning. 

>> Good morning. 

>> That is not my title. Um, welcome to the first IT Summit. I'm Mark Bregman.
We heard about the importance of security. That's what I'm going to talk about
today. I would like to thank NASA for the opportunity to appear at this IT
Summit. Cyber security is a very broad subject. There's many facets, a good
starting point is to keep in mind that cyber security is not a civilian or
military or government problem, it's an universal problem. All of the networks,
military, government, civilian, commercial, use the same IPs and software
packages, we're altar gets of the same tactics. It goes without saying that U.S.
federal government agencies are attacked on a more frequent basis than other
entities. 

>> There are many, many efforts to address the situation. The Obama
administration has made this a top property. There's a raft of bills before
Congress to address cyber security. There's new ways and processes to ward off
attacks. But in the middle of all of this an important consideration is the
necessity of international cooperation. It's critical to realize that cyber
space is a central nervous system of today's advanced economics. The global
information and communications infrastructures are highly interconnected across
borders and jurisdictions and threats to all legitimate activities in cyber
space are global and transnational in nature. The earlier speaker talked about
the example of having information in Germany and moving to another country and
not being allowed to access that any more, the world of cyber space doesn't have
the same boundaries as the physical world. 

>> U.S. national interests can be threatened from any point on the globe,
foreign or domestic actors cannot be ignored. Challenging the world's developing
nations is an imperative. Cyber space is a global commons area for innovation.
As such, the U.S. cannot go it alone. It's realistic to think that the U.S. can
fully address this all by themselves. 

>> Instead the United States must embrace a strategy to engages active
cooperation and participation from an entire range of potential stakeholders.
The U.S. government must engage all of its capabilities in pursuing global
partnership and action to secure cyber space. The globalized nature of the
internet is creating systemic risk to the U.S. economy and national security.
U.S. interests in the public and private sectors are enter twined with the rest
of the world, much of the cyber activity is enabled by weak enforcement regimes
in these nations. 

>> If we follow the right approach many of these attacks can be eliminated.
However, bilateral agreements regarding cyber security and enforcement can be
insufficient. Many nations have no real incentive to collaborate with the U.S.
It's paramount to our success to provide the proper insectives to the developing
world so they can create a more stable space and manage the risks. 

>> For example, the development of a more secure telecommunicate infrastructure
and financial systems and capacity building is critical and can be achieved
through existing World Bank programs. It can encourage countries to cooperate
and manage cyber risk that is posed by the current infrastructures. It's
important to keep in mind that beyond handersenning the infrastructures and
incentivizing we must increase the quantity of qualified people in the
developing world. And push more people into the white hat community. 

>> Another exampleg of international cooperation to address cyber security is
the national multilateral partnership against cyber threats impact. Of which
Symantec sits on the board. Affiliated with the United Nations impact is a
neutral body that sis seminates information to a large portion of the world.
Impact also provides solutions to the global cyber security in developing
capacity to protect the internet and other infrastructures. It's based in
Malaysia it has a global threat response center. Cyber security training and
support, and it also acts as a center for international collaboration and
cooperation in cyber security. From a U.S. perspective impact provides a
template to help developing countries build capabilities to police their own
portion of the internet. It can also drive training and capacity building in a
politically neutral fashion, which will increase trust between nations
inevitably. 

>> This can be a cost-effective way for U.S. to provide assistance to these
countries in a multilateral way that meets the administration's goals for
improving multilateral partnerships in securing cyber space. It's through a
international approach which includes incentives for developing countries,
grants, promoted to protect their infrastructures, that we can begin to
eradicate the hacker havens. 

>> Many of you have read about these attacks, but don't realize how
sophisticated they have in leveraging multiple locations and actors to go after
a single tar get. Diplomacy on worldwide cyber security cooperation is not
working well at the tactical level. Technology is developing at such a rapid
pace that policymakers are playing a catch up game. In an environment where 80%
of the public critical infrastructure is owned by the private sector this is a
major problem. There's an urgent need for diplomacy to kick starter
international cooperation on cyber security. An essential element will be trust
building which can only be achieved through a bottoms-up approach. As government
and policymakers examine international cyber security challenges I recommend
taking into consideration three goals. These would be very similar to something
you heard earlier today. First of all, let's articulate metrics for worldwide
cyber security and steps needed to achieve them. Stimulate improvement in the
way that security is reviewed, managed and implemented. Bring together leading
policymakers, specialivelies, executives, leaders and journalists to collaborate
on defining and understanding international cyber security approaches, concerns,
and solutions. Just in the last few days we've read in the press about concerns
in a number of nations over the encryption of email and IM traffic in certain
mobile devices. It clearly highlights the need to have an open dialogue about
many of these issues across borders. It's only after identifying the problems
and the bottle necks that we can really start to succeed in improving the
situation. 

>> Another problem that needs to be overcome is the fact that there is a clear
lack of commonly agreed definition of what cyber security even means.States
treat cyber security as a domestic issue. Many users don't understand how
exposed they are to the technologies that may be vulnerable to attack. We heard
earlier about the move to Cloud Computing. It's very important to bear in mind
that most Americans believe they've never used Cloud Computing services. The
respondents admitted they regularly use web-based email. There's clear a
disconnect between their understanding of the Cloud and what they read in the
newspaper.In many cases they're left to trust their Cloud providers, at least
until as an industry we develop technologies such as rights management, which
can allow users to control their information even in the Cloud. There's clearly
a need for educational awareness and building of trust, as well as systematic
training for policymakers along with the overall population.There also needs to
be a call for separate metrics to evaluate progress for international
standardation. We need to be able to communicate with other jurisdictions.
Standards need to be international because we have to recognize the reality is
it's a cross border nature of R&D that will allow us to solve cyber threats. In
international property ownership -- this would probably not only be against free
and open trade, it would lead to a much less security globe cyber space. Some
have suggested setting up is a framework that is more comprehensive. There is
however a need to find an agreement on the definition of threats before we
switch to global frameworks. There's also a need for education, awareness and
trust building and the training of judges, the development of legislation and
the introduction of reciprocity clauses to smooth international cooperation. 

>> Others oppose a global convention arguing there are already things in place.
Others argue that this is outdated. We have a foundation for the beginning of a
treaty. For that treaty to succeed the establishment of frameworks is essential.
One of the unique challenges is the problem of attribution. When we see an
attack very often those being attacked don't even know until much later. One
they identify the fact it's very often virtually impossible to know where the
attack came from. This makes it difficult to provide proper legal law
enforcement and even proper defense. 

>> Even with all of these complexities the U.S. is moving forward in weighing
the creation of an ambassador position at the U.N., to ensure that the country
has consistent policy in these areas. We're very supportive of that direction.
Both the U.S. state department and Congress are considering creation of such a
role following the attacks earlier this year on Google and other companies. The
attribution problem makes that somewhat problematic, it's not always clear where
an attack is launched from. 

>> Symantec is also supportive of a bill that was introduced by two senators
that seeks to curtain programs with countries that are seen as havens for cyber
criminals. Make no mistake, government and its agencies can't do it alone.
Government must work in partnership with the private sector. If we want our
digital economy to thrive it's income banlts on us to protect all aspects of it.
Most importantly, I think this is one of the trends we're seeing emerge, it's
not so much about the infrastructure, it's more and more about the information
and the digital interactions and relationships that underpin our businesses and
operations. So cyber security is shifting from what used to be a focus on
protect the infrastructure to more and more of a focus on protect the
information and protect the interactions, the relationships, that take place
through the internet. Cyber-crime is a complex issue. Technology is a critical
aspect and a critical part of the solution. But we need to debunk the myth that
just securing the network or a device can solve tomorrow's challenges. We live
in a world with all kinds of devices connected to the internet. Many of you in
the audience probably use your PC less and less often to access information or
communicate because you are using your Smartphones, your PDAs, your iPads,
perhaps even other devices in the home to do that. The world is becoming much
more heterogeneous. It's a world full of applications and databases. It would be
impossible for any single company or agency to provide a solution to this cyber
security problem. That's why we have to join together in a public/private
partnership. We need to join together to create a trusted online community. We
must change policies so the individual's most important information is
protected. Building this trust the community will go a long way towards
restoring confidence by ensuring that interactions and information are well
protected. More important, it will protect the relationship, the partnerships
between individuals and enterprises, that are so critical to our digital
economy. All of us that participate in the partnership need to take the lead in
pushing for changes that will protect information. It's not just a technological
problem, we need to adapt laws and policies to reflect the very rapiddedly
changing environment we find ourselves in. 

>> Because our businesses and government agencies are part of a global
community, we need to ensure that conflicting regulations don't hold back the
global economy. We need uniform laws and better cooperation to prosecute
criminals. We can't layer so many conflicting laws on top of our operations that
we're paralyzed. Whether it's helping to craft new legislation, or integrating
security into service offerings, the challenge before every leader, every public
policy official is enormous. The future is in our hands. And trust is really the
foundation of this new world. 

>> With millions of people relying on the digital world to work and play we
can't ignore this. Every time there's a data breech, an information theft, it
underminds public trust. Lack of confidential can threaten the future of the
digital environment that we are counting on for future growth, competitiveness
and international leadership. The United States is in a somewhat unique
position, our policies will be emulated around the world. What takes place in
Washington will have a profound effect on the whole of the online world.
Therefore, it's incumbent on all of us to make information -- to make
information assurance a top priority. I will just finish by saying once again I
think NASA plays a unique role as a very visible and open agency that can play
unique role to encourage global cooperation in the world of cyber security. Many
of our organizations that are more defense oriented are playing an important
role, but it's harder for them to bring together international cooperation and
around many of these very critical needs. I want to commend NASA for realizing
the importance of cyber security for their mission and for the world at large. I
hope over the next few days you will have further dialogue and learn. Thank you
very much. 

>> [ Applause ] 

>> Should we take some questions? We have time for some questions. I think
there's some microphones if you have questions. If not -- thank you very much. 

>> [ Applause ] 

>> Thank you very much. IT security is everybody's problem. It's good to see
that we're looking at international collaboration, international treaties and
things like that in order to work through the crisis that we face continuously.
Our next speaker is David Cearley. David Cearley is vice president and Gartner,
Inc. fellow. He's a futurist he analyzes trends and explores how they shape the
way the way individuals and companies adjust to them. Please welcome David
Cearley. 

>> [ Applause ]

>> Thank you very much. I'm very -- pardon.I'm very pleased to be here today to
share our ideas from Gartner, Inc. about what is happening in the future. I was
asked to come here and challenge you, talk about what is happening not just in
the next 12 months, but looking out two, three, even five year and look at
emerging technologies and emerging trends we see shaping the market overall. You
heard earlier today talk about innovation. I agree with a lot of the points.
Technology is not going to automatically provide you innovation, it's how you
apply it in various business contexts that is really critical. But then again
the technology oftentimes forms the building blocks. So today I will focus on
some of the technologies and how they're evolving in the market place. 

>> I want to start with a quote from William Gibson. How many science fiction
fans out there. A lot of hands should go up. The future is already here, it's
just not evenly distributed. I love that quote. There's a lot of things that I
will be talking about that are not brand new, they've been out there in various
ways. Where are the interesting targeted niche applications? How are those
growing in the market and will enter more of the mainstream? There's a lot of
innovative things happening. There's new technologies that are emerging. What I
want you to do is I want to challenge yourself and ask yourself "what if"? You
then have to identify barriers and problems and issues with these. I could take
any of the technologies I will talk about today and give you the dark side,
security and privacy and other problems. I will raise a few those. But today I
will shift a bit more to the "what if" side, the opportunities and how to see
some of these things playing out. I will from time to time inject a dose of
practicality and what can you do today in this journey, as well. Over the next
45 minutes or so I want to go through some top ten strategic emerging trends. 

>> The first is cloud cloud -- Cloud computing.What are the steps along the way?
I will give you myself and where we see this going. I also want to talk about
social software. It's been around a while. We see it entering some new faces. We
talked about Web 2.0 in the past. How does this combine to change the game? I
want to look at next generation analytics. Where does analytics go into the
future? There's some immediate things, but we will also look out in the two to
ten year timeframe. We will also like at mobile web. Those are some things you
can see out there today. The beginning of the presentation will hit on those and
talk about the long-term trends, then we will get into the real world web. How
does it move from cyber space to being embedded in the world around us? We get
into the world of context to wear computing, future user interfaces that combine
to change what is happening in the world. Some of you are Tweeting out in the
audience. Here's a praise. The PC era is over. It's 1981 again. What the heck do
you mean by that, Dave? What I mean is in 1981 the IBM personal computer was
released. That was an ignition point. From 1981 all the way up to the present we
had the PC era. It wasn't just about individual PCs,ing it changed the way we
talked about computing. I would even say getting into the internet and the web
was a way of linking these systems together. When we start looking at mobile
computing we're seeing another change in the market place. We're now shifting to
a mobile environment, an embedded system model being the focal point. We think
even over the next few years. A key ignition has been the iPhone, the iPad, this
ignition point is looking at mobile computing in a very rich way. I will talk
more about that. We think there is a fundmental change occurring. It will bring
together some of the items that I'm showing here. 

>> I will finish up with a couple of items if there's time that are much more
futuristic, 3D printing, and mobile robots. We see them as disruptive
technologies. Okay. I'm sorry, fabric computing. I will bring it back to how the
hardware systems are evolving as well. First, let's look at Cloud Computing. I
will start with what is happening today and how we define Cloud Computing at
Gartner, Inc. I have been talking about Cloud Computing at Gartner, Inc. since
about -- it's about four years or so. We're talking about a style of computing,
it's scalable. It's provided as a service to customers using internet
technologies. I want to emphasize a few things there. Number one, this idea of
scalable and elastic IT capabilities. You can scale up or down in a rapid
fashion. You can turn that Rio stat. The idea of on-demand services is
fundamental. The second thing is this delivery as a service. The fundmental
point I want to get across here is this creates a model between a consumer and a
provider of Cloud services. And this is very, very important. A consumer of
Cloud services looks only at the service being delivered, a compute service, an
application service, they use that service. All of the details of the
implementation behind the scenes, the hardware, the automation, the idle
processes in place, where the data centers exist, et cetera, et cetera, are
hidden from the user, hidden from the consumer and only available through the
service interface. So that's fundamental, it enables the provider to drive
efficiencies, allows the consumers to focus on consuming the service and
building things on top of it that they want. A lot of people are having problems
with Cloud Computing because they start thinking about the implementation
details. You only control things through the service interface. Those are two
issues with Cloud Computing. Jim talked about the types of Cloud Computing
services, I would agree. Infrastructure, platform and software as a service. If
you are looking at infrastructure as a service you are running out on the Cloud
environment. When you move up to platform as a service, running databases, or
run time tools you are abstracting even more of the application. The provider
does more and more, adds value, you have to focus on fewer and fewer issues. You
also have to focus on the higher two services, as well. It's important to look
at information as a service. What is delivered as a service is an information
feed. Stock market information, catalog information, website traffic
information. Those are information feeds. This intersects with business
services. Moving into Cloud delivers these things as a service. Why do we talk
about these things? The reason is that when you start thinking of these
technology driven thing as a a service you start to blend these things together.
As you create your composite business models of the future -- you create your
overall environment, that can shift over time. 

>> Also you heard about security and the business models. I would contend that
some of the things that we've looked at with business services and defining a
relationship will start migrating down. We've thought of all of these things as
technologies today, people want to specify the implementation. Rather than that
model I think what is going to evolve here is the evolution of business service
levels. It might require I want compute services and the data stored has to stay
in the same origin. We're seeing interesting evolution in each of these areas. 

>> One of the other things to think about is how you get your handle -- your
hands around dealing with Cloud Computing. People talk about private Clouds,
building your own Clouds, building applications. It gets very confusing. We
think Cloud Computing breaks down into three initiatives. Number one, consuming
Cloud services. You have these services on the left, I will consume them. We
think of that as public services. I will talk about consuming certain private
services they might provide as well. Second, implementing. The important thing
is the first one is not about the implementation details, it's about consuming
the services and how you build on it. The second focal point is how you act as a
provider and build the infrastructure. It's a lot more than just virtualization.
There's automation, there's provisioning technologies, operations management,
there's a lot that has to go into it. Third, developing Cloud-based
applications. This is more emerging today. There's work around models and
grid-type computing. We're at the beginning of that. We think this heats up very
much by 2012. Think of high performance computing and distributed processing
moving out into the mainstream. 

>> If there's a D on that list, another thing to think about is most enterprises
will not be consuming Cloud services, i meanting, and building applications, you
will be a Cloud service provider. Most businesses may be delivering Cloud
information services or application services or business services that link in
through a Cloud model. You won't necessarily be providing the first two models
in most, most cases. But companies will be Cloud service providers, as well. 

>> The next thing I want to look at will relate back to something that you heard
about azure and azure applications. Over the next five years this spectrum will
be filled out in a very rich fashion. The far right-hand side looks at public
Cloud computing. Amazon is the poster child for this. The far left-hand side
looks at custom private Cloud. You define the architecture and the
implementation details and everything else. Guess what? When I talk to Exxon
they're building their own, they've made their own decisions on the details and
the operations and how they will use virtualization, et cetera. The far right
has the maximum amount of leverage, gives the consumer a lot of flexibility. On
the left it's more efficient but you give up the scale that you can get to.
There's a trade off. What is even more important is these three in the middle
are increasingly viable. Rather than defining your own architecture you go to a
provider, a provider with some of these other Cloud services, I want that
implementation, I want to run it in my site, they may manage it for you. We'll
see how much Dell or others do to operate that for you. You a leverage what
somebody else is doing. Microsoft is being more aggressive in positioning that
today. Do not expect to see them as the only one. When we look at the paths that
IBM and others are on we see this managed private Cloud model in their future,
as well. Google, probably not. But amazon, a bit on the fence. What you will
more likely see from amazon is a virtual private Cloud, they carve off part of
their environment. Imagine if they could wall off part of their data center and
say those systems are only for you, but add servers and reduce servers and
storages to that pool at any point. You change the level of granular and sharing
from an individual machine to entire machines. And community private Clouds,
it's only people that are a member of a particular community, it's might be an
industry or a named group of people. There's different levels of access. The
more you go to the left the more control and security you can make it, but the
less leverage you have. The bottom line that you need to think about is how you
create hybrid Cloud Computing environments that will mix and match various
elements across this so that based on the data and the applications you can
deploy in any one of those different models. Life gets complicated in the future
with more Cloud Computing options, not less. 

>> The other thing that I wanted to focus is this idea of service brokerage. The
idea of brokerage, or an intermediary in the world of IT is not new. But the
world of Cloud Computing where you have services that are out there makes this
need for a third party intermediary even greater, it grows significantly. So
what we're talking about with brokerage is this a business model where an entity
adds value to one or more services for one or more customers. What I really want
to focus on are these broker categories in the middle. One is aggregation, we're
seeing the evolution of vendors that will provide services of pulling together
services for you. Vendors will provide after bay tragedy across providers and
move things based on performance needs, pricing, et cetera. Context, we see
context brokers. You will hear me talk more about that later. These are
providers that will provide context to the delivery of the service and drive the
performance around a particular end user or business context. Custom station and
enhancement fit into this. Third parties will enhance or extend this
environment. Think of it as security enhancements, or governance mechanisms.
Finally, integration, pulling services together. Insurance, you see providers
taking some of the business risk of accessing things for multiple providers.
We've vetted these following provided, and we have contracts and mechanisms in
place to guarantee the movement of data back and forth between these different
providers, we can provide a level of insurance around a process that is higher
than the original service provider. We'll take on higher risk. We'll give you
higher business level assurance. The reason I have this up there is if this is a
new market now. Things are just beginning to gel together now. There's systems
that are providing governance mechanisms. They're all looking at how they
provide services to you in a Cloud environment that can help to ease the
consumption. This is going to be one of the most rapidly growing markets. As you
get into Cloud Computing the need for value added service brokers is growing
significantly. 

>> I want to shift now to another trend that's been around for the past few
years, but it's continuing to grow, this area of social software. I want to talk
about some of the neck stages in the -- next stages. You've been looking at
blogs and wikis. There's Facebook and MySpace and various public sites. Consumer
led innovation and adoption is going to continue. The shift now is into social
communication and collaboration. What we have seen in the past is social
software has been disconnected from some of the traditional email and
collaboration efforts. What you will see over the next three to five years is
unified collaboration intersecting with social software. It's a broad
environment. Go back to what Jim was talking about, I agree with that, it's a
see enabler, it's social. A lot of the vendors are bringing this into more
unified suites. It's a trend of the major vendors trying to bring these things
together that is important. That's what I want you to think about going forward.
They come together as a way of driving your internal environment. One of the
other things that has been around for a while but we think begins to increase is
this focus on crowd sourcing and collective intelligence. Using the collective,
the community, as a source of information, as a source of innovation. For
example, look at the Netflix prize they had out for a while. We're going to have
a million dollars for somebody that can increase the performance of our
algorithms of greater than 10%. That was important to them, it drives their
business differentiation. You had a lot of smart people pownds on this and a
team won the prize. That's only one example. There's many others out there. We
see this as something that is going to increase as a source of innovation. You
in NASA are familiar with the crowd sourcing models with people looking at star
maps and things of that sort. I think I read something recently that somebody
found a pulsar somewhere, you know about some of this. Look of it being used in
more and more places. 

>> Finally, knowledge management reborn. This has gone through the hype cycle.
One of the reasons why is that knowledge management wanted to come up with
mechanisms and rules. We capture and organize and control it, none of us wanted
to have anything to do with that. There was an inherent problem. As you get
these social networks growing up, you have people contributing content, add
tags, you have knowledge that can be captured as a side affect. So we short
circuit this, we create it, we access it, we use it. There can be a little bit
of organization behind the scenes. We see this beginning to unlock the knowledge
within a lot of organizations. That leads us to the next step which is social
analysis. 

>> When we look at social analysis we're talking about an umbrella term that
looks at results of interactions and associations between people and various
information sources. It really breaks down into four key areas. Number one,
social network analysis. Defining social networks, getting information to
identify how people are collaborating, you can feed that into improving other
processes. Social filtering, sentiment analysis is growing, you are measuring
the sentiment around a company or activity. We're seeing a lot of commercial
institutions bringing social analysis into their analytics environments. That
brings us to the next item on the list, which is next generation analytics. We
see this becoming more protective, collaborative, realtime, more embedded. You
look at the evocation luge or the stages -- evolution or the stages that are
companies are going through, it goes in stages. What happened? Why did it
happen? What will happen in the future? It gets us into the world of predictions
and predictive analytics. What is actually interesting is you take that world of
predictive analytic and marry it with two other trends. 

>> We move from traditional to inline and embedded analytics. Analytics is not
something else you go do on the side, it's embedded in the business processes.
You see that happening with the commercial vendors like SAP and other Oracle and
others. Embedding predictive analytics lets you drive better decisions. When we
do our CIO surveys every year this always comes in as 1, 2, or 3 on the list of
key business priorities. Embedding it in the business processes is one way you
with do that. 

>> However, there's still a problem. Too often you have to be some sort of
rocket science to figure out how to do it. So this other dimension is important,
it's a shift from high-end expert tools to embedding analytics into real human
beings everyday processes. Coming up with collaborative analytics environments
so that you may have people building blocks in the back end, but putting that
into a collaborative environment so you can have professionals coming together
in a space is an important trend. We're seeing people beginning to build these
environments. Oftentimes they're custom created. But they're coming out and
having tremendous value. Some of the vendors like IBM are building this into
their systems. The key here is it starts making analytics much more accessible.
There's a variety related and enabling trends. I talked about BI search, there's
also this idea of data match ups. You can analyze this in realtime, you can
drive these. It's married together with N memory analysis. Here's a side note
here, here's another interesting thought, in five years will we still be using a
lot of disc? Or might be we putting a lot more in memory? Take a look at the
systems coming out today that have a terabyte or more of memory associated with
a blade. We suddenly have systems with massive amounts of memory. Also by the
way, it starts being viable to bring your operational database and analystic
database together. That's powerful as well. I can bring them together and do a
lot more analytics driving business processes. Data mash ups starts bringing
this into even more realtime. Through 2012 20% of organizations will have the
tools to exploit this. That means that 80% won't. How do you make sure that you
are part of the 20%? That's not a technology issue. It's a skills issue. It's
understanding where you are on the curve in the upper left. Doing the blocking
and tackling and making sure it's useable and getting a handle on that. This is
something that we will see a lot of evolution in the market over the next five
plus years. It will be some interesting new technologies, but also important new
processes as well. 

>> For the sake of time I will jump to the world of mobile computing. This is
the fourth area we're looking at. First of all, we're pretty familiar with lots
of different mobile devices out there. We have our Blackberries, or at least
some of us have our Blackberries. I predict she'll have a Blackberry from
someone here in the audience by the end of the day. There's an explosion of
these mobile form factors. How does this affect you? Mobile is becoming a design
point for applications. We're seeing an explosion in the use of tablet. As I
said earlier, the era of the PC is over.It will have an impact on our phones and
our smargt Smartphones. The mobile revolution is going to use the cause the PC
to change. Mobile I would predict over the next few years will be your primary
design point. In that desk top unit it just becomes a fixed function subset of
what you can do. More on how this mobile world expands later on. Apps is one of
the reasons that this is going to be driven more and move rapidly. The point
here is location-based services that are delivering through mobile devices is a
type of context. My location is part of the context as I'm using this device.
The management and support will increase with this. I want to build an app that
is not going to run on android. So there's lots of challenges here. There's some
things that will slow it down as a result in different areas. But we think this
is a huge trend. 

>> One other side note, look at what is happen on the X86 architecture overall.
We used to grow it to create more and more mass of X86 chips. Now we're putting
more and more cores together. A side effect of that is the individual cores
getting made smaller and smaller and smaller. We can put the single core X86 on
these little hand held devices. That trend starts to bring together what we see
on the desk top and the mobile world. A number of trends come together here. 

>> Last thing that I want to challenge you with here on the mobile side is the
apps store, the rise of the applications store. App stores have around for a
number of years. But they've become much more important, and they will become
much more important in the future because they give rise to the emergence of the
entrepreneur. I'm an analyst, we like to make up words, what can I say? What
we're talking about is somebody who authors applications and delivers them
through stores and marketplaces rather than traditional approaches. It's
amazing, you have high school kids building apps and making $15,000. You have
individuals that are empowered with this. It's not just about the iPhone. That
same model people are applying elsewhere. Look at what is happening on Facebook
as an example. This is an important new phenomenon that is just as important as
the revolution of the PC era. Suddenly I could buy a PC and build software and
start delivering applications. I was back there in 1981, we had use -- that same
thing is being to reignite. We're seeing it. We're seeing it with Facebook and
Linked In already. Microsoft is growing an environment for information context
exchange. So people that have information services can come up with a way of
analyzing or putting information together and not just sell an application, but
they're apertuner here. You see companies like Zinga, who knows that company?
Anybody use Facebook out there? Oh, come on, you have to admit it. If you use
Farmville and some of those, they grew up creating games for social sites. Small
company, they're now worth billions of dollars based on the latest venture round
of funding. Don't underestimate how this is going to drive different aspects of
the market. 

>> So what is the perspective for government and enterprises? Number one,
acquiring software similar to how consumers do. Where do you buy and use these?
All those using the iPhone, android they're using them in a business context.
Get your hands around that will be important. Enable programmers and citizen
developers to build solutions. You may want to begin looking at the tools that
we put in place to build applications. Do we need an internal apps store that
goes out to our users? Of course you can't do that with the iPhone. But we see
over time that some of these special extensions to the app store for businesses
will in fact exist. You have a way for your users to add apps to these different
stores. And then engaging constituents in the marketplace, putting them in
competition with the entrepreneur. You will be competing with others that are in
the market, but you also want to look at how you empower them. You want to
expose data and processes and let the community take over, leverage the
architecture. What sort of architectures do you want to make available? You know
about this already. There's interesting information that you make available to
the public in some of these manners, that's a starting point, we think that will
be even bigger. 

>> There's lots of issues on how to manage this and govern it, but it's a very
real groundswell. 

>> The next thing is the real world web. What real world web does is links the
physical world to the virtual world. You connect do places and things. We're
seeing examples of this area. You have automobiles that are Tweeting their
status, or appliances or other real world objects that are making their status
known. This one on the left is an egg, you can put this in a crate of eggs, move
it around through the supply chain, it collects information, you can get data on
the environment factors and perhaps go back and address issues that are causing
breakage or spoilage of eggs. So environmental monitoring is a big one that
we're starting to see. We're seeing that shipping, in intelligent buildings more
and more in the future. Greater sensor networks are a part of this as well. Oil
and gas companies can use censors that they drop into a zone and gather data
from that. They have multiple orders of magnitude in of improvement of the
quality of the data that they're getting. There's a lot of high-value
opportunities that are coming out here. 

>> [ Captioner Transition ] 

>> You have a linkage of technology management and -- we need to bring together
those worlds, using the IT tools for software management, change management, et
cetera, over in some of the operational areas. Because instead of being the sort
of dedicated proprietary, encapsulated systems those technologies might run
Microsoft Windows or other more dynamic systems. That raises challenges in
industries where embedded assets are part of the world. Look for the digital and
real world becoming together, not cyberspace, but all space, the real world web.


>> I mentioned context-oriented computing a few times already. We can think of
this growing in a few ways. Talking about information about people, processes,
location, that augments the user interface, makes the delivery of application
components more robust. The classic model here, pre-context, is presence or
personal information data. We're seeing emerge simple systems, walled gardens,
identity services, simple behavior and habits, mining information from social
networks and driving simple proactive alerts. More contextual information to
change the way the system will respond to the user. Context becomes embedded
more and more. What you should plan on in the 2015 to 2020 time frame, complex
delivery model. Context delivery architecture. More sensors, biosensors,
adjacent devices, complex federated services. To handle this you need to start
thinking about how you bring together a structured way of looking at context
information, defining the formats, the APIs to have access to that, relating the
information sources to one another. The context aware computing, emergence of
delivery arctic architectures. 

>> Think of the cloud, we have all these services out from there in the cloud to
get access in a dynamic fashion, complex composite services. A mobile
environment, real world web that has the world around us joined together in a
more connected fashion. We have a lot of contextual information about the
services out there, about individuals, what their preferences are. This brings
us towards the idea of augmented reality, information in context. We think this
is a large, long-term opportunity. It's been steadily increasing, it's not
brand-new. We used augmented reality with heads up displays for some time. But
over the last few years with the things we've seen in the mobile marketplace,
GPSs, digital compass, camera processors, accelorometers, much more of a
reality, at the decision point or action. 

>> The example on the left is Nokia's point and find. Taking this out, pointing
this a building, something else, having information pop up on the screen.
There's a reality browser called Layar, the camera shows a picture, looks like a
magic window, will give information pulled from various information sources to
tell you about what you're looking at. You can imagine that used, for example,
by an electrician going to a building, access to schematics, a wall, that's
where the power is coming down in the wall. There are practical examples of what
you can do when you start bringing some of these technologies out there together
right now. 

>> One other key enabler, by the way, is the availability to overlay data, what
I talked about earlier with social networking. That overlay data is from
structured classic sources, but individuals putting in information on other
locations about it as well. The social content is part of this. 

>> The upper right is example of MIT project called Sixth Sense, a wearable
computer, quite a fashion statement. If Apple got A hold of this they might
change it around. But this will actually project on real world objects in front
of you. Here is something projected on to a newspaper. Can pull information from
the newspaper site, give audio, other additional information about that, or
identify the article you are looking at, pull news from other sources. 

>> You can think of a lot of cases to bring these together. This is an
experimental idea, bringing together what's happening in the real world to
augment the world around with digital information, not just? Virtd virtual
reality, this was done with inexpensive off the shelf technologies. 

>> There's an interesting set of evolutions, I talked about the idea of
augmented realties. The whole I/O model, gesture recognition, multitouch
displays, cool things in those areas. Multitouch isn't just about using the
iPad, moving your fingers around, but there's a lot of interesting multitask
research on -- computers, interesting films that can go around objects to create
a multitouch interface on existing objects, across a window or on some curved
shaped object creating a multitouch interface there. A lot of things evolving
there. But a thing people aren't talking about is the Z factor, computing in
three dimensions. We look at this, there's various input in the 3 D models,
things like digital clay, you shape an object, operate with that, it interprets
that to user interface to create a 3 D model on the system itself. There's much
more happening in 3 D design tools, virtual worlds, I wouldn't count them out
although they are in the trough of disillusionment right now, but there are
processing areas. The virtual world actually only start creeping out, become
important when they move from a proprietary model, come up with a
standards-driven open model like the web itself. When you get a lot of overlay
to be consumed by those worlds. More happening with virtual reality, bringing
the real world web together will create opportunities in the future for virtual
worlds. Ultimately the idea of programmable matter, a [indiscernible] recere
search project to create self-assembling systems. 

>> This will be the next level beyond some of the things people are talking
about with basic multitouch and gesture displays today. Most will center a
bigger impact, some in the near-term with the scanners, longer term things are
in the 10-plus year time frame. Don't think our work on user interfaces is over.


>> What is this leading towards? In the 2515 to 2020 period, we have the fluid
user interface, intelligent devices all around us, everything connected,
everything a service, a myriad of I/O options, context information available. We
have the user experience becomes a disconnected disconnected from an individual
device or individual application. The to compos is focus is on fluid user
experience. My iPad, iPhone, desktop, television set and other displays, and the
environment is the computer. I bring all those together, based on the context of
what I have around me the system will react differently. The user interface
isn't something just to the device. It's a model that goes across multiple
devices. Interaction shifted to the appropriate device, more contextual
interaction, lots of sensors, control mechanisms, emotionally aware interactions
as well. A thread we look at which is mind/computer interface, emotional
interfaces. Interesting early systems, some being implemented in toys, games
right now, for example, so I can stare at this little ball in this column and by
concentrating or relaxing, move it up and down the column, simple mind/machine
type interface. Why is such a toy important? Because rather than the classic EKG
model to do mind/machine interfaces, vendors have come up with easier, less
expensive ways to do it. Motion identifying features are starting to emerge as
well. Look at those things coming into the fluid user interphase. That's your
end state, where things are getting, but not probably for a five to 10-year
period. In the near term think of the user experience platform that's growing
out of the things I talked about so far, the next step for portal, mash-up
markets. Think of this as partial plus mash-up plus social plus mobile. All of
those coming together to an environment to build my user experience. Notice you
don't say user interface. It's the user experience that's over all and lots of
individual user interaction technologies, tools to build and validate are
growing. This is not a market yet. There are people coming to this market. Watch
this space. I can't talk about wha some major vendors are doing, but you will
see the emergence of user platforms packaging some of the portal, social
networking and mobile components together to create these next-generation
interfaces. 

>> Finally, though, although I emphasize the technology part in this pitch, user
experience design is more important than the platform. I want to finish and have
a couple minutes for questions. 3 D printing, this has been around a while to do
rapid prototyping, it's becoming increasingly inexpensive and quality is going
up. Different ways to do that. This source with the Z Corporation here, a model
like an inkjet printer, uses a powdery mechanism, binder to build things up and
create three-dimensional objects. What used to cost $200,000 is now costing
$20,000 or 10,000 in the next year or so, probably five,000, then 2500, then
under $1000. We will see 3 D printing used more and more for other types of
things, architectural models, hobbyists and artists. A material science problem,
few sets of materials and certain things you can create with these. Simple
fabrication of plastic parts, things of that sort but you can't tell it to fab a
microchip or anything very complex. That's the what-if factor. If we make break
throughs in certain material sciences, to combine for 3 D printing we will see
something very interesting take off. And the programmable matter program feeds
into this as well. If you add the 3 D printing concept, we don't get quite to
the replicators out of Star Trek, but as close as you can imagine. Mobile is
interesting to look at with robots, a lot of things people are looking at with
human oid robots, but very interesting is mobile video conferencing as an
example. Mobile robots, bringing the robots to drive value through other types
of interaction is important. In health care, for example, we see robots that are
mobile video conferencing robots, go into a patient's room. A doctor may be in
another hospital, has a few minutes, can have a video conference with the
patient. The patients actually like that, would rather talk to their doctor 15
minutes than just somebody at the hospital, and the doctor can deal with
multiple patients in multiple hospitals. We see this used in different warehouse
situations. Staples is picking and packaging things for shipment, a problem for
robots today, but can bring things to a person to create a dynamic pick and pack
station, what we are seeing below. A lot happening with mobile robots. I will
finish with something more practical in near-term with long-term imp pli cages,
the ideas of computing fabrics. Fabrics in the near term are individual vendors
bringing server storage and -- to tightly coupled environments, doing a lot of
virtualization. We see longer term a disaggregation of different systems.
Imagine the two rack systems available, I could say I want system A, dynamically
pull two processors, a little memory and some I/O. For application B I want a
couple of processors, more memory and one I/O. Another need, I go across these
two blades or racks, get lots of processors, memory, and I/O. You dynamically
assemble for the need. The need goes away, resources back to the pool. That's
the long-term evolution we see with the server environments today. This is
driven by what you need in enterprise, but also by a model to really make the
next level of cloud computing work for the cloud vendors as well. You heard Jim
talk about some of the stuff with Dell earlier. 

>> With that, I will leave you with one final quote: When it comes to the
future, there are three kinds of people, those who let it happen, those who make
it happen, and those who wonder what happened. What kind are you? 

>> Thank you. 

>> [Applause ] 

>> I get excited and went longer, I have a hard stop, but I will be available if
anyone has any one-on-one questions. Thanks. 

>> [Applause ] 

>> Thank you very much, the talk was absolutely fabulous. It's good to hear it's
1981 again. 1981 I met my very good friend in the audience, Stephanie. Lots of
great things happened in 1981. I want to mention we have in the Cyber Cafe, I
think, a mobile telepresence robot. I haven't seen him yet, not even sure it's a
him. Maybe you can tell me. Right now, like all of us, he's confined to his own
local area network, in the Cyber cafe, we have a technology petting zoo in the
exhibit hall, if you want to see new animals there, please frequent that. 

>> We're going to break for lunch and will gather back in this room at 1:00
sharp to hear from NASA administrator Charles Bolden. Thank you. 

>> [Recess until 1:00 p.m. eastern time] > 

>> 

>> We're about to start again. We're about to start again, if everybody could
please take their seats.

>> 1, 2, 3 -- welcome back, everyone. I hope you had a wonderful lunch. And just
to let you know, just to let you know that James Williams was running all over
the place, he caught up with the robot and got it. Is it a him or a her? We
still don't know, okay. Anyway, it's my pleasure to introduce the NASA
administrator. NASA administrator Charles Bolden is our speaker for the half
hour. His accomplishments are too long to list, if I did I'm sure he would make
me shut up. Since 2009 he's served as the 12thadministrator. He's a retired
general. At least I didn't say former -- I didn't say former, I knew that. In
the marines he was a member of the astronaut office. He's traveled to orbit four
times and back between 1986 and 1994. A round of applause please for Charles
Bolden. 

>> Let me thank Linda and you for coming. It is refreshing is the word I will
use, it's refreshing to see a gathering like this. I understand that the total
number of people here greatly exceeds our expectation, that's really good. The
other thing that is really good is I understand there are folk that represent
NASA and industry, but also have folk here from academia. Is that true? Where
you from? What school? Fantastic. Anybody else? Yes? 

>> School of hard knocks. 

>> Hey, you must be a marine. No? Fantastic. All the way from California? Where?
Are you Dave's sister? I'm very sorry to hear about the loss of Dave's dad by
the way. We were crew mates on STS45 in 1992. You didn't ask for any of this
stuff, it was NASA's first mission to planet earth. It was an IT intensive
mission. So I'm going to use that to fill the void. I didn't have a lot to say.
I just wanted to thank you for coming. 

>> Where is Keith? How you doing? I don't have a lot to say. I do want to -- my
last two flights were very interesting. Because they were in fact IT-intensive.
We had 13 different scientific experiments in the pay load bay in the my last
flight. They looked at the sun from three different ways, one looked directly at
the sun and measured energily, one looked at the energy bounces off of the
Clouds, the other the energy off of earth. I think we had seven laptops on the
flight deck for that flight. My last flight at one time we had 13 laptops out
and about. All over everywhere. We were going to release the wake shield
facility and let it stay out there doing its thing for a few days and then
capture it and bring it back to earth. We didn't get a chance to do all of that.
We had two laptops for Ronde view and docking. The shuttle, then as now, is very
limited IT-wise. We have five general-purpose computers onboard. They're the
same computer that I used to flew in Vietnam in 1972-ish. I will get the memory
wrong, probably 56K, or something like that. It had an upper and lower registry.
We couldn't use the whole thing at the same time. You could use the upper
registry, or the lower, but that was it. That's the orbiter today, as a matter
of fact. Were it not for the invention of the laptop, we started with a grid as
a matter of fact. They say necessity is the mother of invention. The first
laptop came about because we needed a way to tell crews that "you are coming up
on a site where we want you to take a picture." We will put it on a picture and
tell you to go and get a camera and get this in window and get ready to take
this picture. That was the first use of laptops on the orbiter. That was a grid
computer. I'm probably not suppose today say that. But that was sort of the
beginning. Enough of that. Please give your family my best. 

>> If there's other educators here, thank you also for coming. I expect the NASA
people to be here, you got to, because Linda told you come. Industry you are
here because you want to make money and we understand that. If you don't want to
make money then you are in the wrong business. You are supposed to come and tell
us what we can do to increase our efficiency and effectiveness in the things we
do, that is exactly what we expect of our partnership. But academia, I hope you
are here to tell us several things -- what we need in terms of getting kids
interested, what types of instruments we need to help us better tell our story,
and also just help industry provide machines that serve your purposes. Linda,
thank you very much for inviting me. I want to thank James Williams and Karen
Harper who are cochairing. You are doing an incredible job. Your stomachs are
probably still churning because it's still Day 1. I want to pay tribute to a
hero of mine who is in the front row. When she talks in a few days ask her about
"Junk." Vernice will talk to you later on in the week. She was in the earliest
group of female helicopter pilots, set the bar pretty high for attack helicopter
pilots of any gender. I think you are in for a treat when you listen to her talk
about motivating people and doing good things. 

>> Wooo. 

>> A shout out, hmm. I think it's an incredible sense of community here. All of
you are here because you believe in information technology and what it has done,
and what it can do for all of us. It gives one the sense that this is a unified
community that is here to make a difference. As far as I know this is the first
time that NASA has sponsored a IT Summit. This is the first official IT Summit
that NASA has hosted, we are very happy that all of you have turned out. Each
one of our centers has different specialties, as all of you know. Everyone
contributes to the whole of what is NASA. I really appreciate all of you coming
together here today to share the lessons that you've learned over time, and also
tell us where you want to go. I see some really good things happening in the
field of IT. When Linda came on board as the chief information officer we talked
a little bit, she talked about things she needed, we talked about the need for
cyber security and more attention to that. Because next to DoD we are the most
poked and prodded organization in the government as far as intrusions into what
we do. We have a lot of work to do in the area of cyber security, Linda is
building a very, very strong team to help us strengthen ourselves against
vulnerabilities there. 

>> The president wants all of us, and all of you, to come up with better ways to
move the government forward on IT. He wants us to find ways to bring about cost
savings, he wants better ways to consolidate what we do. Cloud Computing and
"green" IT. We hope that events like this will help us to become a more
integrated and open organization so that we become transparent to the world, not
just among ourselves. So people can look and find out anything they want to know
about us that we want them to know very easily. Whether it's from an iPad or a
laptop or a desk top, or anything. 

>> Um, we're about pushing boundaries, that is who we are. There's no field in
which we should assume leadership much more importantly than IT. We need to do
many things differently than the way we do them today. Not only must NASA
develop new propulsion systems or instruments to send data back, but in areas
like IT, which is the backbone of much of our work, we need innovators like all
of you in the room. Not just in NASA, and not just in industry, but also in
academia. Because you will play a crucial role. We need all of you to help us
find new ways to share and manage the information and extend our reach about all
of the great ideas. We need innovations. Out at Ames they came out with this
Cloud Computing system called Nebula. Anybody here for there? All right, James.
You will hear the president's IT guru talk about nebula when he comes. The huge
data sets can be easily shared. You are all one reason that NASA is rated so
highly on the open government initiatives, which seek to bring citizens into
interaction with our government and to participate in it, to understand it, and
to see and use vast amounts of information that we gather each day. They say
satellites are like a fire hose because the rapid pace and quantity of data that
they send back to earth it will take us years to sort through. We couldn't do it
without all of you. Making sense of data, making data more than just
information, but a tool for discovery and decisions is our task. That's what you
do. 

>> I'm so glad that you do it so that guys like me that used to fly can just get
in, strap in, and go. You know, we doing all that you do and the ones and zeros
regime was more than I could handle, I was glad that somebody else was taking
care of that particular part of it. Scientists have tools to focus on that fire
hose of data and make use of it. IT supports every single NASA mission, that's
quite a bit of responsibility. The IT role of using systems and applications
that control space missions is obvious, if we dig deeper we see how extensive.
IT support really is. Program budgets are managed, development is funded, HR
systems, pay systems -- I shouldn't say that, so I won't -- about travel. Pay
systems that pay you and me and many more similar systems are pillars that
support the weight of the entire enterprise. They play a critical role of every
space mission. I will take a moment to take about what I was watching before I
came over here. I was watching the end of the space walk that happened this
morning. We were commenting that it is absolutely incredittable to watch a space
walk from 200 plus miles away, it's like you are looking at the window. That is
incredible. The way that we have developed the capability to bring data down to
earth to convert it to pictures that make it look like we're looking out of the
window. It's all because of the stuff that you all have done. 

>> Another thing, a great thing about your field is people really want to share
to extend capabilities, people want to share in developing what we do in NASA.
We're taking advantage of what we here in the government have as resources that
we use, helping to deepen the field for the nation as a whole. I'm excited about
great things coming out of this conference, out of this summit. Linda, who is
our chief information officer, says that you will be discussing best practices
and looking at what innovations NASA might want to make use of. I'm really going
to be interested in hearing the outcomes from summit and hopefully she will tell
you that I do pay attention to what comes out of meetings like this. If you make
recommendations we will make every effort to see which of those we can
incorporate. I would encourage you to be free in your critique, criticism,
comment, offering of constructive ideas as you go through these few days. 

>> You need to know that people are looking to you as leaders in this field. We
have gained a lot of accolades over the last few years, but that's just the
beginning. I don't think there's any end to the things you can do and the
accomplishments that can you make as members of the IT community, I expect great
things of you. We used term "cutting edge" a lot. But you really define what it
is for us in NASA. We've come a long way since I first -- since I got my degree
from the naval academy 42 years ago, most of you are probably not even that old.
But it is a long away way from there. When I got my bachelors computers took
rooms. You know, I remember as a high school student going to Carnegie Tech in
Pennsylvania. I remember going into a building that housed one computer. You
know, nothing at all like you do today, where computers come on little things
about the size of your fingernail. We have come quite a long way. Today I'm very
happy to take my laptop, or my PDA or whatever along with me and get all of the
information that it used to require a building to provide. 

>> It's our goal to make sure that NASA has the best IT organization in
government. We are counting on all of you to tell you what you think is best
about this field, and where we need to go next. It's a really exciting time for
us. There are a lot of different things go on in NASA. I think that's an
underestimate. We are trying to chart the course for the future for the nation
in terms of human space flight and exploration. We will have to be able to talk
to people that are a lot longer distance away than they are today. We are going
to to be able to communicate with people and have surgeons that can perform
surgery on a place that is probably months away in terms of time travel. Those
are the kinds of innovations you all have to bring about. I know you are up to
the task. As I said, it's an exciting time for us. 

>> I'm enjoying what I'm doing, and watching you all. Let me thank you again for
coming out. I will give you some time back, so that you can do hopefully what
I'm going to do, I'm going out to the floor to look at the displays there.
Again, thanks so much for coming out for this summit. Thanks so very much for
doing what you do. Best of luck to all of you, enjoy the summit. Thank you. 

>> [ Applause ] 

>> Thank you so much, Charlie, for your thoughts. We appreciate you taking the
time to attend our first NASA IT Summit. Sorry for the demotion. You know. The
track sessions will start shortly. They are on a first come, first served basis.
The tracts-- thank you for your attendance. We'll see you shortly. 

>> [ 1:20 Eastern Time Zone, captioner standing by ]