Thursday, 17 December 2015

Top security stories of 2015

Not a shocker to have data breaches lead the way as criminals get ever more devious.


More data breaches

Hacking Team, Comcast, Ashley Madison… the list goes on of companies who became just another notch in the belt of cybercriminals. Like in years past, data breaches were top of the list for our year in review story. Here are some stories that made headlines in 2015.

Dell puts privacy at risk with dangerous root certificate
Dell has come under fire for shipping PCs with a pre-installed trusted root certificate that can be used to compromise the security of encrypted HTTPS connections.

"Surely Dell had to have seen what kind of bad press Lenovo got when people discovered what Superfish was up to. Yet, they decided to do the same thing but worse. This isn't even a third-party application that placed it there; it's from Dell's very own bloatware," commented the Reddit poster under the name "rotorcowboy".

Comcast Xfinity Wi-Fi discloses customer names and addresses
The Xfinity Wi-Fi service from Comcast disclosed the full name and home address of residential customers, which is something the company says isn’t supposed to happen. The disclosure of such information increases an already exposed attack surface, by allowing anyone with malicious intent to selectively target their marks.

It has been just over two years since Comcast launched the Xfinity Wi-Fi service, which created a separate wireless network in homes and businesses for existing customers and the general public.

Police arrest 15-year-old in TalkTalk hack
UK telecom TalkTalk disclosed a possible breach, which could impact upwards of 4 million customers. Those responsible for the attack likely compromised names, addresses, birthdays, phone numbers, email addresses, TalkTalk account information, credit card data, and banking information. A 15-year-old boy was later arrested.

Soon after the disclosure, TalkTalk reported that someone claiming to be responsible for the attack demanded a ransom, but the company didn't go into detail on the demand itself.

4.6M customers impacted by Scottrade breach
Brokerage firm Scottrade alerted customers to a data breach, which affected 4.6 million people. Scottrade learned about the problem after being contacted by the FBI. According to the email sent to customers, and a public notice, the authorities learned that Scottrade was compromised while investigating other data-theft cases.

"If your information was contained in the affected database, you will receive a letter or email from Scottrade with additional information and resources. We have secured the known intrusion point and conducted an internal data forensics investigation on this incident with assistance from a leading computer security firm. We have taken appropriate steps to further strengthen our network defenses," Scottrade told customers.

T-Mobile US says Experian breach exposed 15M customers
T-Mobile US CEO, John Legere, said that the names, addresses, Social Security numbers, birthdays, and ID information on more than 15 million customers had been compromised after a breach at Experian.

"The investigation is ongoing, but what we know right now is that the hacker acquired the records of approximately 15 million people, including new applicants requiring a credit check for service or device financing from September 1, 2013 through September 16, 2015," a statement from T-Mobile's head executive added.

Ashley Madison hackers publish compromised records
The group responsible for the Ashley Madison hack published the compromised records on Tuesday, delivering on the promise made when the hack was announced in July. The compromised records include account profile information, personal information, financial records, and more.

In July, a group calling themselves Impact Team leaked a selection of files that they claimed originated form Avid Life Media (ALM), the company behind adult playgrounds of Ashley Madison, Cougar Life, Established Men, and others.

IRS: Breach larger than first reported, 220k additional taxpayers affected
The Internal Revenue Service (IRS) said that the data breach reported in May has now impacted a total to 330,000 taxpayers. In addition, the agency sent 170,000 taxpayers notifications that their personal information was potentially exposed during the incident.

The compromise occurred through the "Get Transcript" application used by the tax agency. Using previously acquired personal information (PII), criminals were able to access the "Get Transcript" application to obtain old tax returns.

OPM says second breach compromised 21 million records
The breach at the Office of Personnel Management impacted 21.5 million people.The incident exposed Social Security Numbers and biometric data for federal employees and in some cases their families. OPM became aware of the second breach while investigating the first one disclosed in June.

At the time, the OPM said that the breach impacted the personal information of 4.2 million current and former federal employees. This second incident began in May of 2014 and went undiscovered for a year, however the OPM has stated that patches applied to systems in January halted the extraction of data.

Hacking Team hacked, attackers claim 400GB in dumped data
Specializing in surveillance technology, Hacking Team is now learning how it feels to have their internal matters exposed to the world, and privacy advocates are enjoying a bit of schadenfreude at their expense.

Hacking Team is an Italian company that sells intrusion and surveillance tools to governments and law enforcement agencies.

The attackers published a Torrent file with 400GB of internal documents, source code, and email communications to the public at large.

CareFirst data breach affects 1.1 million people
CareFirst BlueCross BlueShield (CareFirst) disclosed a data breach that impacts 1.1 million current and former members, who registered to use the insurer's websites or who did business with them online prior to June 20, 2014.

CareFirst stated that they detected the initial compromise and took action to contain the attack. The assumption made was that their actions helped avoid a crisis.

Anthem: 78.8 million affected, FBI close to naming suspect
Anthem, the nation's second largest health insurer, said that 8.8 to 18.8 million people who were not customers could be impacted by their recent data breach, which at last count is presumed to affect some 78.8 million people. This latest count now includes customers of independent Blue Cross Blue Shield (BCBS) plans in several states.

Thursday, 10 December 2015

CompTIA, Cisco, Microsoft & other big enterprise IT firms miss Best Places to Work cut

Airbnb tops Glassdoor's Best Places to Work in 2016 rankings

It’s not that the biggest names in enterprise IT and networking aren’t good places to work, according to employees submitting reviews to jobs and career marketplace Glassdoor. It’s just that they aren’t “Amazing!” or “Great!” places to be employed, according to Glassdoor’s list of the 50 Best Places to Work in 2016.

When approached by Glassdoor about this list, we weren’t surprised to see a buzzy young company like Airbnb atop the rankings, dethroning Google, which fell from No. 1 last year to No. 8 this time around. The likes of Hubspot, Facebook, LinkedIn and Zillow in the Top 10 also didn’t come as surprises.

But the very top companies weren’t all fresh faces: 40-plus-year-old Bain & Co. came in second.

So why didn’t some of the biggest names in enterprise networking and IT make the top 50? (Rankings are based on a proprietary algorithm that crunched information from 1.6 million anonymous reviews.)

Well, first, consider that the numbers across many of these companies are pretty darn close. The 50th company in the rankings, SolarCity, had a rating of 3.9 stars, whereas Microsoft, for example, has 3.8 and Cisco has a 3.7.

What passes for fun these days at Google, #8 on Glassdoor's Best Places to Work 2016 list

A Glassdoor spokeswoman says that for Microsoft, “What seems to make the difference based on the data we're seeing is Microsoft's reviews are more subdued, and use the word ‘good’ a lot. For example: ‘Good salary and benefits’ and ‘Good work/life balance’ and ‘Good environment if you are in a good team with good management’.”

Compare that to the sort of language used in Airbnb reviews ("Amazing people, vibrant workplace, and an unbeatable culture" and "the founders are great people and I believe they have the best intentions for the company, the employees, and our community.")

Common themes among the top-rated companies included employees feeling valued, unique cultures aligned with mission, smart colleagues, and great perks/benefits.

All this isn’t to say enterprise IT companies didn’t show up in the Top 50. In fact, #3 Guidewire makes back-end software for insurance companies – so, an enterprise IT company, but one you might not know if you’re not in that market. More familiar enterprise IT companies such as Akamai (#31), Salesforce (#32), F5 Networks (#33), Workday (#35) and Red Hat (#37) are all on the list, and then there are those big consumer AND enterprise outfits like Apple (#25).

Looking back at Glassdoor’s recent rankings – it has compiled this list for 8 years now – enterprise companies (depending on how you define them) are actually making a slightly stronger showing than in years past. So, it’s not like people working for Airbnbs and other cool companies are having all the fun.

Monday, 30 November 2015

Microsoft zaps dodgy Dell digital certificates

The company's security tools will remove the eDellRoot and DSDTestProvider certificates

Microsoft has updated several of its security tools to remove two digital certificates installed on some Dell computers that could compromise data.

The updates apply to Windows Defender for Windows 10 and 8.1; Microsoft Security Essentials for Windows 7 and Vista; and its Safety Scanner and Malicious Software Removal tool, according to postings here and here.

Dell mistakenly included private encryption keys for two digital certificates installed in the Windows root store as part of service tools that made its technical support easier. The tools transmit back to Dell what product a customer is using.

Security experts were alarmed by the mistake. The private keys in both of the digital certificates could be used by attackers to sign malware, create spoof websites and conduct man-in-the-middle attacks to spy on user's data.

One of the certificates is named eDellRoot and the other DSDTestProvider. Exposure to the latter certificate was likely more limited, as users had to download it, and the risky version was only available between Oct. 20 and Nov. 24, Dell has said.

The eDellRoot certificate, however, shipped with many new Dell laptop and desktop models. Also, older computers that ran the support tool, Dell Foundation Services (DFS), may also have been affected if DFS was configured for automatic updates. The dodgy certificate was issued with a DFS update in August.

Dell released updates on Tuesday to remove the certificates, and it also described how to remove the certificates manually. Microsoft's tool may help those who for one reason or another haven't either downloaded or received the updates from Dell.

Symantec wrote on Tuesday that it had seen malware samples indexed by VirusTotal that were digitally signed by the eDellRoot certificate. Malware signed with eDellRoot would allow it to bypass some security defenses.


Microsoft offers unwanted-software detection for the enterprise

Outside Building 99 in Microsoft's Redmond, Washington, campus. Credit: Microsoft
Sysadmins can now turn on the feature in System Center Endpoint Protection and Forefront Endpoint Protection

It’s time to throw adware, browser hijackers and other potentially unwanted applications (PUAs) off corporate networks, Microsoft has decided. The company has started offering PUA protection in its anti-malware products for enterprise customers.

The new feature is available in Microsoft's System Center Endpoint Protection (SCEP) and Forefront Endpoint Protection (FEP) as an option that can be turned on by system administrators.

PUA signatures are included in the anti-malware definition updates and cloud protection, so no additional configuration is needed.

Potentially unwanted applications are those programs that, once installed, also deploy other programs without users' knowledge, inject advertisements into Web traffic locally, hijack browser search settings, or solicit payment for various services based on false claims.

"These applications can increase the risk of your network being infected with malware, cause malware infections to be harder to identify among the noise, and can waste helpdesk, IT, and user time cleaning up the applications," researchers from the Microsoft Malware Protection Center said in a blog post.

System administrators can deploy PUA protection for the specific anti-malware product version in their organization through the registry as a Group Policy setting.

Microsoft recommends that this feature be deployed after creating a corporate policy that explains what potentially unwanted applications are and prohibits their installation. Employees should also be informed in advance that this protection will be enabled to reduce the potential number of calls to the IT helpdesk when certain applications that worked before start being blocked.

If the network is already likely to have many PUA installations, it's recommended to deploy the protection in stages to limited number of computers in order to see if any detections are false positives and to add exclusions for them. Exclusion mechanisms based on file name, folder, extension and process are supported, the Microsoft researchers said.

Tuesday, 17 November 2015

Exam 70-697 Configuring Windows Devices (beta)

Exam 70-697 Configuring Windows Devices (beta)

Published: September 1, 2015
Languages: English
Audiences: IT professionals
Technology Windows 10
Credit toward certification: Specialist

Skills measured
This exam measures your ability to accomplish the technical tasks listed below. The percentages indicate the relative weight of each major topic area on the exam. The higher the percentage, the more questions you are likely to see on that content area on the exam. View video tutorials about the variety of question types on Microsoft exams.

Please note that the questions may test on, but will not be limited to, the topics described in the bulleted text.

Do you have feedback about the relevance of the skills measured on this exam? Please send Microsoft your comments. All feedback will be reviewed and incorporated as appropriate while still maintaining the validity and reliability of the certification process. Note that Microsoft will not respond directly to your feedback. We appreciate your input in ensuring the quality of the Microsoft Certification program.

If you have concerns about specific questions on this exam, please submit an exam challenge.

Manage identity (13%)
Support Windows Store and cloud apps
Install and manage software by using Microsoft Office 365 and Windows Store apps, sideload apps by using Microsoft Intune, sideload apps into online and offline images, deeplink apps by using Microsoft Intune, integrate Microsoft account including personalization settings
Support authentication and authorization
Identifying and resolving issues related to the following: Multi-factor authentication including certificates, Microsoft Passport, virtual smart cards, picture passwords, and biometrics; workgroup vs. domain, Homegroup, computer and user authentication including secure channel, account policies, credential caching, and Credential Manager; local account vs. Microsoft account; Workplace Join; Configuring Windows Hello

Plan desktop and device deployment (13%)
Migrate and configure user data
Migrate user profiles; configure folder location; configure profiles including profile version, local, roaming, and mandatory
Configure Hyper-V
Create and configure virtual machines including integration services, create and manage checkpoints, create and configure virtual switches, create and configure virtual disks, move a virtual machine’s storage
Configure mobility options
Configure offline file policies, configure power policies, configure Windows To Go, configure sync options, configure Wi-Fi direct, files, powercfg, Sync Center
Configure security for mobile devices
Configure BitLocker, configure startup key storage

Plan and implement a Microsoft Intune device management solution (11%)
Support mobile devices
Support mobile device policies including security policies, remote access, and remote wipe; support mobile access and data synchronization including Work Folders and Sync Center; support broadband connectivity including broadband tethering and metered networks; support Mobile Device Management by using Microsoft Intune, including Windows Phone, iOS, and Android
Deploy software updates by using Microsoft Intune
Use reports and In-Console Monitoring to identify required updates, approve or decline updates, configure automatic approval settings, configure deadlines for update installations, deploy third-party updates
Manage devices with Microsoft Intune
Provision user accounts, enroll devices, view and manage all managed devices, configure the Microsoft Intune subscriptions, configure the Microsoft Intune connector site system role, manage user and computer groups, configure monitoring and alerts, manage policies, manage remote computers

Configure networking (11%)
Configure IP settings
Configure name resolution, connect to a network, configure network locations
Configure networking settings
Connect to a wireless network, manage preferred wireless networks, configure network adapters, configure location-aware printing
Configure and maintain network security
Configure Windows Firewall, configure Windows Firewall with Advanced Security, configure connection security rules (IPsec), configure authenticated exceptions, configure network discovery

Configure storage (10%)
Support data storage
Identifying and resolving issues related to the following: DFS client including caching settings, storage spaces including capacity and fault tolerance, OneDrive
Support data security
Identifying and resolving issues related to the following: Permissions including share, NTFS, and Dynamic Access Control (DAC); Encrypting File System (EFS) including Data Recovery Agent; access to removable media; BitLocker and BitLocker To Go including Data Recovery Agent and Microsoft BitLocker Administration and Monitoring (MBAM)

Manage data access and protection (11%)
Configure shared resources
Configure shared folder permissions, configure HomeGroup settings, configure libraries, configure shared printers, configure OneDrive
Configure file and folder access
Encrypt files and folders by using EFS, configure NTFS permissions, configure disk quotas, configure file access auditing Configure authentication and authorization

Manage remote access (10%)
Configure remote connections
Configure remote authentication, configure Remote Desktop settings, configure VPN connections and authentication, enable VPN reconnect, configure broadband tethering
Configure mobility options
Configure offline file policies, configure power policies, configure Windows To Go, configure sync options, configure Wi-Fi direct

Manage apps (11%)
Deploy and manage Azure RemoteApp
Configure RemoteApp and Desktop Connections settings, configure Group Policy Objects (GPOs) for signed packages, subscribe to the Azure RemoteApp and Desktop Connections feeds, export and import Azure RemoteApp configurations, support iOS and Android, configure remote desktop web access for Azure RemoteApp distribution
Support desktop apps
The following support considerations including: Desktop app compatibility using Application Compatibility Toolkit (ACT) including shims and compatibility database; desktop application co-existence using Hyper-V, Azure RemoteApp, and App-V; installation and configuration of User Experience Virtualization (UE-V); deploy desktop apps by using Microsoft Intune

Manage updates and recovery (10%)

Configure system recovery
Configure a recovery drive, configure system restore, perform a refresh or recycle, perform a driver rollback, configure restore points
Configure file recovery
Restore previous versions of files and folders, configure File History, recover files from OneDrive
Configure and manage updates
Configure update settings, configure Windows Update policies, manage update history, roll back updates, update Windows Store apps



Saturday, 7 November 2015

Microsoft risks IT ire with Windows 10 update push

Its OS-as-a-service could create headaches for shops used to a slower upgrade pace

Microsoft has made it clear that it will take on a greater role in managing the Windows update process with Windows 10. The company has also made it clear that it will aggressively push users -- both consumers and businesses -- to upgrade from Windows 7 and Windows 8 to its latest OS. With that in mind, it's hard to image either predecessor hanging around anywhere near as long as Windows XP.

The decision to not only push updates out, but also ensure that all Windows 10 devices receive them in a timely fashion, fits well with the concept of Windows as a service. The change may even go unnoticed by many consumers. IT departments, however, are keenly aware of this shift -- and many aren't happy about it.

Managing Windows updates -- old vs. new

Traditionally, Microsoft has given IT the final word on patches and updates. While most departments do roll out critical patches and major updates, they do so on their own time frame and only after significant testing in their specific environment. This ensures that an update doesn't break an app, a PC configuration or cause other unforeseen issues. If an update is required that could introduce problems, IT can then develop a plan to address the issue in advance of deployment. Some updates might even be judged as unneeded and never get deployed.

With Windows 10, Microsoft is adopting a service-and-update strategy based on a series of tracks known as branches. In this model, both security and feature updates are tested internally and made available to Windows Insiders. When Microsoft feels the updates are ready for primetime, they're pushed to the Current Branch (CB). CB devices, predominantly used by consumers, receive the updates immediately through Windows Update.

Businesses and enterprises typically fall under the Current Branch for Business (CBB). Like CB devices, CBB hardware will be able to receive updates as soon as they are published, but can defer those updates for a longer period of time. The rationale for this extra time is two-fold. First, the updates will have received extra scrutniy because they have been tested internally, by Windows Insiders and by consumers via the CB so any issues will likely be resolved, or at least identified, during that time. Second, it gives IT shops time to test the updates and develop strategies to deal with potential problems before those updates become mandatory.

Complicating the situation: There are still unknowns about how IT departments will handle the CBB update cadence and process. Microsoft has yet to complete Windows Update for Business (WUB), a set of features and tools that will be made available to organizations that have adopted the CBB update pace. There is also the possibility of using other tools, including Windows Server Update Services (WSUS), Microsoft's System Center Configuration Manager (dubbed "Config Manager"), or a third-party patching product that can handle longer postponements.

IT pros aren't happy

This marks a massive transition in how Windows is deployed, updated and managed in enterprise environments. Many longtime IT pros won't be comfortable ceding this much control to Microsoft. Susan Bradley, a computer network and security consultant known in Windows circles for her expertise on Microsoft's patching processes, has become a voice for those IT workers.

In August, Bradley kicked off a request on the matter using Microsoft's Windows User Voice site asking for a more detailed explanation of the Windows 10 update process. Last month, she upped the ante by starting a Change.org petition demanding additional information from Microsoft as well as a change to how it will deliver updates. As of this week, the petition has more than 5,000 signatures; some signers have noted that they will refuse to move their organizations to Windows 10 unless changes are implemented.

Change.org petition for Windows 10 Change.org

A Change.org petition that has collected 1,600 signatures asks Microsoft CEO Satya Nadella to make his Windows 10 team provide more information to users about updates, and give customers more control over what they install on their PCs.

The impact of the petition remains to be seen. Microsoft has already established that it views its new Windows-as-a-service model, with frequent incremental updates using the branch system, as the future. Windows 10 has already passed the 132-million PC mark and Microsoft appears unapologetic about its plans to pressure users into upgrading to the new OS. All of these factors make it unlikely the company is going reverse course.

This isn't entirely new territory

The new approach to update management is striking compared to the process for previous Windows releases, but it isn't exactly a new model. iOS, Android and Chrome OS all limit IT's ability to manage the update process to one degree or another.

Apple has always placed the user at the center of the iOS upgrade process. When an update becomes available, users can download and install it on day one. iOS 9 introduced the ability for IT to take some control over the process, but only in the opposite direction -- allowing IT to require that devices be updated, a move designed less to ensure IT management of the overall process and more to ensure that iPhones and iPads are running to latest, and therefore most secure, version of iOS.

Things are a bit murkier with Android because each manufacturer and carrier generally has to approve the updates and make them available to users, though ultimately it remains up to the user to upgrade when an update becomes available. The update challenge for Android in the enterprise is less about preventing an update and more about the uncertainty of when (or if) devices can be updated.

Chrome OS is essentially updated by Google across all of the devices running it. This is the most apt comparison to Microsoft's plans for Windows 10. The big difference is that Chromebooks are little more than the Chrome browser and are designed primarily for working with data in cloud-based services. Although the devices do have local storage and support for some peripherals, they are extremely uniform compared to any other major platform (which makes them easier to manage than rivals).

This isn't to say that IT professionals have always been happy about these platforms or their upgrade processes. iOS and Android were met with skepticism and even hostility by many IT departments. As the platforms have matured into true enterprise tools and it's become clear they are a necessary part of the enterprise computing landscape, IT has had to adapt to the realities associated with supporting, securing, and managing them.

Part of that adaptation is to the way these platforms get updated.
iOS is a great example of how IT departments already deal with being shut out of a platform's update process.

With iOS, IT gets very limited lead time about major updates (typically about the three months between Apple's Worldwide Developers Conference in June and the public release later that same fall). Many IT shops now realize that the next version of iOS will arrive for their organizations the day it's released. As such, it's common practice to download and test the developer preview builds through that period to ensure smooth operation on day one. Similarly, many IT departments keep up to date on the previews of minor iOS releases throughout the year.

Microsoft's update process is going to require a similar adjustment. If Microsoft won't back down on its position that regular cumulative updates of Windows is the future, IT will need to take a similar approach to Windows that it uses with other platforms.

Windows is not iOS

One major difference between iOS and Windows 10 is that Microsoft still allows updates to be deferred by IT. This means that IT departments have greater lead time for testing and developing plans to address potential pitfalls. Even if IT shops rely solely on the CB release, there is expected to be up to eight months to prep before an update becomes mandatory for CBB PCs and devices. Windows Insiders will get an even longer lead time, since they will have access to updates before public release. In effect, Microsoft is striking a middle ground between Apple's approach and the approach used in previous Windows versions.

That longer lead time, of course, isn't a luxury. Windows deployments can be significantly more complicated than those for iOS or Android and almost universally there are more PCs than mobile devices in an organization. Still, using an iOS update strategy as a blueprint is a good starting point for figuring out how to approach Microsoft's planned Windows 10 update process at work.

It's also worth noting that IT departments do have some time to develop that strategy. Although Microsoft is clearly ushering anyone and everyone it can onto Windows 10, there's little need for enterprises to make the switch from Windows 7 immediately -- particularly for those that only recently made the jump from XP to 7. Delaying a transition or focusing only on a proof-of-concept or pilot project allows IT departments to get a handle on everything related to Windows 10 before rolling it out, including how to handle updates.

Ignoring Windows 10 isn't an option

Although it's possible to delay a Windows 10 transition, perhaps even for years, enterprises are eventually going have to bite the bullet.

Putting off the move is perfectly logical, particularly until the core capabilities to manage Windows 10 and its update process are established. That doesn't mean, however, that this is a time to be complacent and ignore it completely. Sooner or later, virtually every organization will need to reckon with Windows 10 (or perhaps migrate to non-Windows platforms, which would pose an entirely different set of challenges).

Preparing for that reality, even while pushing back against Microsoft's current plans, is critical to eventually making a smooth transition.

Best Microsoft MCTS Certification, Microsoft MCITP Training at certkingdom.com

Saturday, 31 October 2015

2015 technology industry graveyard

2015 technology industry graveyard
Cisco, Microsoft, Google and others bury outdated technologies to move ahead with new ones.

Ba-bye
The Technology Industry Graveyard is pretty darn full in 2015, and we’re not even including the near-dead such as RadioShack and Microsoft’s IE browser. Pay your respects here…

GrooveShark
The self-described “World’s Music Library” is no more after shutting down in April in the wake of serious legal pressure by music companies whose songs GrooveShark allowed to be shared but had never licensed. Apple and Google had each kicked GrooveShark out of their app stores years ago due to complaints from music labels. Much more sadly than the 9-year-old company’s demise, however, was the death of co-founder Josh Greenberg in July at the age of just 28.

Typo iPhone keyboard
Not even the glamor of being co-founded by American Idol host Ryan Seacrest could help Typo Innovations save its iPhone keyboard, which BlackBerry said infringed on its patents. So instead, Typo bailed on the iPhone model and settled for selling ones for devices with screens 7.9-inches or larger (like iPads).

Amazon Fire Phone
With a product name like Fire, you’re just asking for colorful headlines if it bombs. And indeed, Amazon has stopped making its Fire Phone about a year after introducing it and media outlets were quick to highlight the company “extinguishing” it or remarking on the phone being “burnt out.” Amazon has had some success on the hardware front, namely with its Kindle line, but the Fire just didn’t distinguish itself and was going for free with a carrier contract by the end.

Interop New York
Interop Las Vegas carries on as one of the network industry’s top trade shows next May, but little sibling Interop New York is no more this year. The Fall show, traditionally held at the Javits Center since 2005, was always smaller and was discontinued for 2015 despite lively marketing material last year touting “More Than 30 Interop New York Exhibitors and Sponsors to Make Announcements in Anticipation of the Event.”

GTalk
Google ditched so many things in 2015 that we devoted an entire slideshow to Google’s Graveyard. So to choose just one representative item here, we remember Google Talk, which had a good run, starting up in 2005. But it’s never good when Google pulls out the term “deprecated” as it did in February in reference to this chat service’s Windows App. Google said it was pulling the plug on GTalk in part to focus on Google Hangouts in a world where people have plenty of other ways to chat online. However, Google Talk does live on via third-party apps.

Cisco Invicta storage products
Cisco has a good touch when it comes to acquisitions, but its $415 mlllion WHIPTAIL buyout from 2013 didn’t work out. The company in July revealed it had pulled the plug on its Invicta flash storage appliances acquired via that deal. It’s not unthinkable though that Cisco could go after another storage company, especially in light of the Dell-EMC union.

RapidShare
The once-popular file hosting system, begun in 2002, couldn’t withstand the onslaught of competition from all sides, including Google and Dropbox. Back in 2009, the Switzerland-based operation ran one of the Internet’s 20 most visited websites, according to Wikipedia. It shut down on March 31, and users’ leftover files went away with it.

Windows RT devices
This locked-down Microsoft OS for tablets and convertible laptops fared about as well as Windows 8, after being introduced as a prototype in 2011 at the big CES event in Las Vegas. Microsoft’s software for the 32-bit ARM architecture was intended to enable devices to exploit that architecture’s power efficiency, but overall, the offering proved to be a funky fit with existing Windows software. Production of RT devices stopped earlier in 2015 as Microsoft focuses on Win10 and more professional-focused Surface devices.

OpenStack vendor Nebula
As Network World’s Brandon Butler wrote in April, Nebula became one of the first casualties of the open source OpenStack cloud computing movement when it shuttered its doors. The company, whose founder was CIO for IT at NASA before starting Nebula in 2011, suggested in its farewell letter that it was a bit ahead of its time, unable to convert its $38 million in funding and hardware/software appliances into a sustainable business.

FriendFeed
Facebook bought this social news and information feed aggregator in 2009, two years after the smaller business started, and then killed it off in April. People have moved on to other means of gathering and discovering info online, so FriendFeed died from lack of use. It did inspire the very singular website, Is FriendFeed Dead Yet, however, so its legacy lives on.

Apple Aperture
Apple put the final nails in its Aperture photo editing app in 2015, ending the professional-quality post-production app’s 10-year run at Version 3.6. In its place, Apple introduced its Photos app for users of both its OS X Mac and iOS devices.

Secret
One of the co-founders of anonymous sharing app shared this in April: The company was shutting down and returning whatever part of its $35 million in funding was left. The company’s reality was just not going to meet up with his vision for it, said co-founder David Byttow. The company faced criticism that it, like other anonymous apps such as Yik Yak, allowed for cyberbullying.

Amazon Wallet
Amazon started the year by announcing its Wallet app, the company’s 6-month-old attempt to get into mobile payments, was a bust. The app, which had been in beta, allowed users to store their gift/loyalty/rewards cards, but not debit or credit cards as they can with Apple and Google mobile payment services.

Circa News app
Expired apps could easily fill an entire tech graveyard, so we won’t document all of their deaths here. But among them not making it through 2015 was Circa, which reportedly garnered some $4 million in venture funding since starting in 2012 but didn’t get enough takers for its app-y brand of journalism.


Tuesday, 27 October 2015

Aruba succeeded where other Wi-Fi companies failed: A talk with the founder about the acquisition by HP, the future of Wi-Fi

Wireless LAN stalwart Aruba was acquired by HP last March for $3 billion, so Network World Editor in Chief John Dix visited Aruba co-founder Keerti Melkote to see how the integration is going and for his keen insights on the evolution of Wi-Fi. Melkote has seen it all, growing Aruba from a startup in 2002 to the largest independent Wi-Fi company with 1,800 employees. After Aruba was pulled into HP he was named CTO of the combined network business, which employs roughly 5,000. In this far ranging interview Melkote talks about product integration and rationalization, the promise of location services and IoT, the competition, the arrival of gigabit Wi-Fi and what comes next.

Why sell to HP?
Aruba was doing really well as a company. We gained market share through every technology transition -- from 802.11a to “b” to “g” and "n" and now “ac” -- and today we’re sitting at roughly 15% global share and have a lot more than that in segments like higher education and the federal market. But we were at a point where we could win more if we had an audience at the CIO level, and increasingly we were getting exposed to global projects that required us to have a large partner in tow to give us the people onsite to execute on a worldwide basis.

So we began looking for what internally we called a big brother to help us scale to that next level. We talked to the usual suspects in terms of professional services, consulting companies, etc., but then HP approached us and said they were interested in partnering with us to go after the campus market, which is changing from wired to wireless.

HP has a good history on the wired side, so we felt this was an opportune moment to bring the sides together, but go to market with a mobile-first story. After all, as customers re-architect their infrastructure they’re not going with four cable drops to every desk, they’re looking at where the traffic is, which is all on the wireless networks these days. HP agreed with that and basically said, “Why don’t you guys come in and not only grow Aruba, but take all of networking within HP and make it a part of the whole ecosystem.”

So HP Networking and Aruba have come together in one organization and Dominic Orr [formerly CEO of Aruba] is the leader for that and I am Chief Technology Officer. We are focusing on integrating the Aruba products with the HP network products to create a mobile-first campus architecture.

Does the Aruba name go away and does everyone move to an HP campus?
No, and there is some exciting news there. The go-forward branding for networking products in the campus is going to be Aruba, including the wire line products. Over time you will start to see a shift in this mobile-first architecture with Aruba switching also coming to market.
Think Big. Scale Fast. TRANSFORM. Enter Blue Planet.nagement...

Will that include the HP Networking operations in the area?
No, we have a global development model, so we have development sites here in Sunnyvale, Palo Alto and Roseville. And we have sites in India, China, Canada and in Costa Rica. There won’t be any changes to any of the development sites. As the business grows we’re going to have to grow most of those sites.

HP has bought other wireless players along the way, including Colubris and 3Com, so how does it all fit together?
Colubris was a pretty focused wireless acquisition back in 2008 and those products have done well for HP, but that customer base is ready for upgrades to 11ac and as they upgrade they will migrate to Aruba. The former product line will be end-of-lifed over time, but we’re not going to end support for it. There is a small team supporting it and will continue to do so until customers are ready to migrate.

3Com was a much broader acquisition, involving data center campus products, routing, etc. Most of the R&D for 3Com is in China with H3C [the joint venture 3Com formed with Huawei Technologies before 3Com was acquired by HP in 2010]. There is a two-prong go-to-market approach for those products. There is a China go-to-market, which has done really well. In fact, they are number one, even ahead of Cisco, from an overall network market share perspective in China. For the rest of the world we were using the products to go after the enterprise.

As you probably heard recently, we are going to sell 51% of our share in H3C to a Chinese owned entity because there needs to be Chinese ownership for them to further grow share. H3C will be an independent entity on the Chinese stock market and will sell networking gear in China and HP servers and storage as well.

So that becomes our way to attack the China market while we will continue to sell the other network products to the rest of the world. Those products are doing very well, especially in the data center. They run some of the largest data centers in the world, names that are less familiar here in the U.S., but very large data centers for the likes of Alibaba, Tencent and other companies that are basically the Amazons and Facebooks of China.

3Com has a wireless portfolio called Unified Wireless. That product line will also be end-of-lifed but still supported, and as we migrate to next-generation architectures we will position Aruba for those buyers. The definitive statement we’ve made is Aruba will be the wireless LAN and mobility portfolio in general and Hewlett-Packard’s network products will be the go-forward switching products.

Two products that are really helping to integrate our product lines are: ClearPass, which is our unified policy management platform, which is going to be the first point where access management is integrated between wired and wireless; and AirWave, which is the network management product which will become the single console for the customer to manage the entire campus network. For the data center we will have a different strategy because data center management is about integrating with servers and storage and everything else, but for the campus the AirWave product will be the management product.

3Com has a product called IMC Intelligent Management Console that will continue if customers need deep wired management, but if you need to manage a mobile-first campus, AirWave will do the complete job for you.

Given your longevity and perspective in the wireless LAN business, are we where you thought we would be in terms of Wi-Fi usage when you first started on this path 13 years ago?
It’s taken longer than I thought it would, but it has certainly far surpassed my expectations. Back in 2002 there was no iPhone or iPad. Wireless was for mobile users on laptops and we believed it would become the primary means of connecting to the network and you would no longer need to cable them in. That was the basic bet we made when we started Aruba. My hope was we would get there in five to seven years and it took 15, but things always take a little bit longer than you think.

The seminal moment in our business was the introduction of the iPad. Even though the iPhone was around most people were still connecting to the cellular network and not Wi-Fi because of the convenience. Laptop-centric networking was still prominent, but when the iPad arrived there was no way to connect it to the wire and there were all sorts of challenges. How do you provide pervasive wireless connectivity, because the executives that brought them in were taking them along wherever they went. Security was a big challenge because they were all personal devices.

We had developed and perfected answers for those questions over the years so it was all sort of right there for us. And the last five years has seen dramatic changes in terms of all-wireless offices, open office space architectures, etc. Microsoft Lync was also a big inflection point as well.

Why is that?
Whenever I talk to customers about pulling the cable out they always point to the phone and say, “I still need to pull a cable for that, which means I need power over Ethernet, I need an Ethernet switch in the closet, I need a PBX.” But when Lync was introduced in 2013 you could get your unified communications on your smart phone. Today, if you were to ask what is the most important device on the network, I’d say it’s the smart phone because it’s converging the computing and messaging and everything else on one device. Now you can provide a rich experience on a mobile device and do it anywhere, anytime.

Where do we stand on location-based services?
We’ve been talking about location services for a very long time. What happened was Wi-Fi based location alone wasn’t actually solving the problem. It was giving you a sense of where people were in a facility, but getting the technology to allow you to engage with somebody in physical space was not working, mostly because the operating systems on those mobile devices weren’t supporting Wi-Fi for location, just connectivity.

We have now integrated Bluetooth Low Energy (BLE) into our portfolio so you have two ways of connecting with the user; the Wi-Fi side gives you presence and Bluetooth Low Energy gives you the ability to engage on the user side so you can send notifications about where they are. That technology lets us provide tools for marketers, for retailers to send coupons, invite people into a store, and so on.

So it is finally picking up some?
It is. Actually Asia is doing well. There is a lot of construction in Asia and this is one of the demands. But the U.S. is picking up. We just implemented a large network at the Levi’s Stadium right down the street here [which recently replaced Candlestick Park as home of the San Franciso 49ers].

One of the things the CEO imagined was that, as you drive from home to the game, their app would guide your experience. So they’ll take you to the right parking lot, then provide you directions to your seat, and once you are in the seat enjoying the game they wanted to provide amenities -- so food and beverage ordering and the ability to watch instant replays and the like. All these things are available for a fee of course. In the first season of operation this app generated $2 million of additional sales for Levi’s Stadium.

That was a big win for us, not just for demonstrating high density Wi-Fi where we have seen regularly 3-4 gig of traffic going to the Internet, but also showing the revenue generating potential of location-based technology.

Speaking of networking a lot of things, what do you make of the Internet of Things movement?
Eventually where it all goes is integrating the Internet of Things. Every day I interact with customers there are new use cases coming up around the intersection of location-based technology and the Internet of Things. And that’s squarely in the purview of what we are doing. It’s not today. Today is still about this all-wireless workplace, but in the next five years I think you’ll see a lot more of this. There is a lot of innovation still to come.

There’s a hodgepodge of stuff used to connect sensors today, but you see Wi-Fi playing a prominent role?
Wi-Fi will definitely be an integral component, but Bluetooth Low Energy will also be important because some sensors will be battery operated. There may be a role for the evolution of ZigBee as well. That’s super low energy. ZigBee is not yet in the mainstream enterprise but I can see some successor of that happening. But sensors will look to wireless for connectivity because they need to go anywhere. You can’t have cable follow them. So the wireless fabric is becoming super-critical for that.

Switching gears a bit, how is competition changing?
We look at three key market segments: large and medium enterprises; small/medium businesses, which have completely different characteristics; and service providers. Aruba has done really well in the large and medium enterprise segment. We have done reasonably well in the small/medium segment, but there is more competition there. Ruckus has done well there. And service provider is the emerging battleground.

As a standalone company Aruba couldn’t afford to invest, frankly, in all three segments. We were focused on the large and medium enterprise and we built a good franchise. Clearly Cisco is the primary competitor there, but now as part of HP we have another go-to-market capability and investment to take on all three segments in a meaningful way, so that’s another big reason why we came together.

We just recently announced a partnership with Ericsson to go after the service provider Wi-Fi segment, and that will help us gain share. And HP has been a strong player in the small/medium business so we’re going to take Aruba down-market. We’re going to play in all three segments. I feel if we just keep executing, market share gains are possible.

Ruckus talks about optimizing the airwaves as being their key differentiator. How do you differentiate Aruba?
The four key things I talk about are the emergence of the all-wireless workplace, inflight communications and voice, the need for deep security within your own device, and the need for location based services and training towards IoT.

We talked about the all-wireless workplace and location services. Regarding voice traffic, we have invested quite a bit of energy ensuring optimal utilization. Ruckus focused on the antenna technology, while we are focused on the software that goes on top of the antenna. The analogy I’ll give you is, as you walk away from an access point I can boost my antenna power to give you a better signal, and that problem is a good problem to solve if you’re in a home because you only have one access point. But in the enterprise there is a collection of access points and the problem isn’t about holding onto a client for as long as possible, but to move the client to the best access point. So the trick is to enable the client to roam from one access point to another in a very efficient way. We call this technology ClientMatch. That is the core differentiator for us over the air, and we’ve specifically optimized it for voice by working with the Microsoft team to enable Lync and Skype for Business.

Security is a place we cannot be touched. We’ve had deep security expertise for a very long time. The DoD, three of the armed forces, most of the federal market actually, uses Aruba. I can’t get into all the details, but we have significant penetration because of our security depth. For enterprises that is a big deal. They really want to make sure the security side is well covered.

What’s the hot button in wireless security today?
We know how to encrypt. We know how to authenticate. Basically it is the threat of an unmanaged device coming into the network. We’re looking at solving that problem as a mobile security problem and we solved one part of it with access management, but we have this Adaptive Trust architecture which integrates with mobile device management tools -- VMware’s AirWatch, MobileIron, Microsoft’s Intune. We partner with those companies and the likes of Palo Alto Networks, and HP now brings its security and management platform ArcSight to the table. The idea is to secure the mobile edge so no matter where you are you have a secure connection back to the enterprise.

Let’s shift to the adoption of Gigabit Wi-Fi, or 802.11ac. How is that transition going?
The campus access network from your desktop to the closet has stagnated for a long time. That’s because there was really nothing driving the need for more than a gigabit’s worth of bandwidth to the desktop. Now with Gigabit Wi-Fi technologies the over the air rates are greater than if you were to connect to the wired LAN. So if you deploy Gigabit Wi-Fi and have signals going at 2G, let’s say, the wired line becomes a bottleneck. There is a technology called Smart Rate that HP Networking introduced for its switches which allows you to raise the data rates to 2.5Gbps and even 5Gbps. At that point your access points don’t have to contend with the bottleneck and can pick up the bits over the air and put them on the wire without dropping them.

So you need will need wired ports faster than a gigabit as you transition to this mobile workplace, but you won’t need as many ports as before. That is a transition, I think, that will happen over the next 2-3 years.

Did many people buy into Wave 1 of Gigabit Wi-Fi or did they hold off?
We’ve had tremendous success with Wave 1. The need for bandwidth is truly insatiable. And there is a ton of demand still yet to be put on the network. Video is a significant driver of bandwidth and most companies are throttling it video. So the more you open the pipe, the more capacity I think people will consume. Wave 1 has done very well. I think Wave 2 will continue to do well and then there’s .11ax which will take capacity even higher.

So people bought into Wave 1 even though Wave 2 requires them to replace hardware?

I tell customers, if you’re going to wait for the next best thing you’re going to wait forever, because there’s always going to be the next best thing on the horizon. So it’s really a question of where you are in your lifecycle for an investment. If the customer is at a point where they’ve had five years of investment and they’re hurting, it’s a good time. Wave 1 can actually solve a lot of problems. There’s no need to wait another 18 months for Wave 2 technology. You know you’re going to refresh that too in five years and there will be new technology at that point in time.

Will anybody buy anything but Wave 2 at this point?
It depends. Wave 1 technology you can buy today at multiple price points in the industry. Wave 2 is still at the very top end of the range. So if you’re looking for, let’s say, lighting up a retail store and you don’t need all the capacity of Wave 2, then Wave 1 will do just fine. That’s typical of most technologies, to start at the top and eventually work its way down. We’re right in the beginning of the Wave 2 transition.

How about in carpeted office space? Would you just drop Wave 2 into key points to satisfy demand?
Wi-Fi has always basically been single user. Only one user could speak on a wireless LAN at a time. With Wave 2 you can have multiple conversations at the same time; each access point can serve four streams. So that boosts capacity in a significant way and can also improve spectrum efficiency. For that reason alone, I think Wave 2 should be used pretty much anywhere you go. You could start with a high density zone and then work your way up. That’s typically how people do it, but I would encourage most customers to take advantage of this technology.

In the industry we’ve always used speed as a measure of the next generation of technology. Never have we given attention to efficiency. This is the first time where we’re saying efficiency gains are pretty significant.

And Wave 2 ultimately will be able to support up to eight streams, right?
Yes, the technology allows you to do eight streams, although it is not possible to pack eight antennas into the form factor at this point. But it will come.

I think the targets are up to 10 gig. Let’s see how far they get. At that point, the Gigabit Ethernet backhaul will become an even more interesting problem. You’ll need 10 gig of backhaul from the access point.

In terms of the coming year, what should people look for?
They should expect a streamlined roadmap with unified management for wired and wireless, and unified security for wired and wireless in the campus. And they should expect changes in wiring closet switches to support Wave 2.

The other piece cooking in the labs is the next-generation controller technology. We invented the controller back in 2002 and that has gone through multiple generations of upgrades. The first controller had something like a 2Gig back plane that could support 1,000 users, and now we have a 40G controller that supports 32,000 users. So how do you get from there to 500G? That will require us to rethink architecture because these campuses are getting there.

We used to talk about tens of thousands of devices on a campus. Today campuses have hundreds of thousands of devices. How do you support them in a single architecture? Right now you add more controllers, but that creates a management problem. We are working on a unified solution for very large campuses and taking it to the next level for service providers as well.

Tuesday, 13 October 2015


QUESTION 1
You need to prepare the environment for the implementation of phase 1.
What changes must be made to the environment before you can install Exchange Server 2013?

A. The operating system or service pack level of TexDC1 needs to be upgraded.
B. The Windows 2008 R2 domain controllers in Washington and Boston need to be upgraded.
C. A server running Exchange Server 2007 or Exchange Server 2010 needs to be installed in Texas.
D. The PDC emulator role needs to be transferred to a domain controller in Washington or Boston.

Answer: A

Explanation:


QUESTION 2
You are evaluating whether the proposed Exchange solution will meet the current and future
capacity requirements.
You want to gather statistics about the current Exchange environment.
Which of the following tools would you use to determine the number of emails sent to and received
by the current users?

A. Remote Server Administration Tools.
B. Microsoft Exchange Server Profile Analyzer.
C. Microsoft Exchange Server Deployment Assistant.
D. ESEUtil.exe.
E. Microsoft Exchange Server Jetstress.

Answer: B

Explanation:


QUESTION 3
You need to apply the required size restriction to the mailboxes in the new environment.
Which of the following commands should you run?

A. Get-MailboxDatabase | Set-MailboxDatabase –ProhibitSendReceiveQuota
B. Get-MailboxDatabase | Set-Mailbox –ProhibitSendReceiveQuota
C. Get-Mailbox | Set-Mailbox –ProhibitSendReceiveQuota
D. Get-MailboxDatabase | Get-Mailbox | Set-Mailbox –ProhibitSendReceiveQuota

Answer: A

Explanation:


QUESTION 4
You are evaluating whether the proposed Exchange solution will meet the current and future
capacity requirements.
You want to gather statistics about the current Exchange environment.
Which of the following tools would you use to determine the number of IOPS (Input/Output
Operations Per Second) required for the mailbox database storage?

A. ESEUtil.exe.
B. Microsoft Exchange Server Jetstress.
C. Microsoft Exchange Server Deployment Assistant.
D. Exchange Mailbox Server Role Requirements Calculator.
E. SQL Server Analysis Services.

Answer: D

Explanation:


QUESTION 5
You need to install and configure anti-spam and antimalware filtering.
Which servers should you install the anti-spam agents and enable the anti-spam and antimalware
filtering? (Choose two).

A. You should install the anti-spam agents on the Client Access Servers only.
B. You should install the anti-spam agents on the Mailbox serversonly.
C. You should install the anti-spam agents on the Client Access Servers and the Mailbox Servers.
D. You should enable antimalware filtering on the Client Access Serversonly.
E. You should enable antimalware filtering on the Mailbox serversonly.
F. You enable antimalware filtering on the Client Access Servers and the Mailbox Servers.

Answer: B,E

Explanation:


Friday, 9 October 2015

70-246 Monitoring and Operating a Private Cloud with System Center 2012

QUESTION 1
Your company has a datacenter in Los Angeles that contains a System Center 2012 Operations
Manager infrastructure. You create three unsealed management packs named Pack1, Pack2, and
Pack3. You create an override for Pack1. You create a group in Pack2. You need to apply the override
for Pack1 to the group in Pack2. What should you do before you apply the override?

A. Create a new class in Pack2.
B. Seal Pack2.
C. Seal Pack1.
D. Create a new class in Pack1.
E. Create a new class in Pack3.

Correct Answer: B


QUESTION 2
Your company has a private cloud that is managed by using a System Center 2012 Operations
Manager infrastructure. The Operations Manager management server role is installed on a server
named Server1. You deploy a server named Server2, and then join Server2 to the domain. You log
on to Server2 and install the Operations Manager agent. You specify Server1 as the management
server. You notice that Server1 did not discover Server2. You need to add Server2 as an agentmanaged
device. What should you do from the Operations Manager console?

A. Run the Discovery Wizard - Computer and Device Management Wizard.
B. Import the Windows Servers Base Operating System Management Pack.
C. Modify the Global Management Server Settings - Security settings.
D. Create a new discovery rule.

Correct Answer: C


QUESTION 3
Your company has a private cloud that is managed by using a System Center 2012 Operations
Manager infrastructure. You have a line-of-business web application named App1. App1 stores its
information in a dedicated Microsoft SQL Server 2008 database. You need to create a central
diagram that contains the complete health information of App1. You import the SQL, IIS, and
Windows Server management packs. What should you create next?

A. a Service Level Dashboard
B. a diagram view
C. a dashboard view
D. a distributed application model

Correct Answer: D


QUESTION 4
Your company has a private cloud that is managed by using a System Center 2012 Operations
Manager infrastructure. You plan to create a distributed application named DistributedApp1. You
need to ensure that a folder for DistributedApp1 is available from the Monitoring workspace in the
Operations Manager console. What should you do?

A. Save DistributedApp1 as a new management pack.
B. Save DistributedApp1 in the Default Management Pack.
C. Add the OperationsManagerAppMonitoring object to DistributedApp1.
D. Add the OperationsManagerMonitoringView object to DistributedApp1.

Correct Answer: A


QUESTION 5
Your company has a datacenter in Los Angeles that contains a private cloud. The private cloud is
managed by using a System Center 2012 Operations Manager infrastructure. You plan to create a
distributed application named App1. You need to ensure that a folder for App1 is available from
the Monitoring workspace in the Operation Manager console. What should you do?

A. Run the Protect-SCOMManagementPack cmdlet.
B. Save App1 in the Default Management Pack.
C. Run the Import-SCOMManagementPack cmdlet.
D. Save App1 as a new management pack.

Correct Answer: D


QUESTION 6
Your company has a private cloud that is managed by using a System Center 2012 infrastructure.
The network contains a Virtual Machine Manager (VMM) infrastructure and an Operation Manager
infrastructure. You create and deploy a three-tier service to VMM. You plan to view service
diagrams in Operations Manager. You need to identify which management packs must be imported
to Operations Manager for the planned diagrams. The solution must minimize the number of
imported management packs. Which management packs should you identify? (Each correct
answer presents part of the solution. Choose all that apply.)

A. the Windows Server Operating System management pack
B. the Internet Information Services 7 Monitoring management pack
C. the File Services management pack
D. the Microsoft SQL Server Monitoring Management Pack
E. the Monitoring Pack for Active Directory (AD)
F. the Windows Server DNS 2003/2008/2008 R2 Monitoring Management Pack

Correct Answer: ABD

Wednesday, 16 September 2015

HP to cut up to 30,000 jobs, mostly in services

On verge of splitting into two companies, HP restructures once again

Hewlett-Packard is cutting 25,000 to 30,000 jobs in its enterprise division because of revenue declines. Most of the personnel cuts will be in its enterprise services unit, whose employees often work directly with HP corporate customers.

An HP official, who asked not be named, disputed any notion that customers would be affected by the cutbacks. "We think we are actually improving our ability to serve our customers and partners by focusing on cost," he said. The customer relationship "is the most important relationship that we have and we wouldn’t be doing anything to hurt them."

The cutback is happening as HP is due to split into two firms, when it separates its enterprise division from its PC division as of Nov. 1.

HP is expecting to make some new hires to offset this reduction as it "reshapes" its workforce. How many layoffs or new hires will be in the U.S. is in question.

The action is expected to take $2.7 billion in annual costs out of the business. HP had 302,000 employees as of last October, the end of its previous fiscal year.

There is a risk that some HP customers may not be pleased with the layoffs, especially if longtime, face-to-face relationships are severed, said Charles King, an analyst at Pund-IT.

"Even if you don't end up getting your pink slip, I expect there is going to be a lot of resume polishing at HP over the next few months," said King.

HP has been reporting a steady decline of profits and revenue. In its most recent quarter, HP revenue was down 8% to $25.3 billion.

Meg Whitman, HP's CEO, told analysts that "a big step forward" for HP will be if "enterprise services can stop shrinking."

The goal of the cuts appears to get the enterprise services "flat to down slightly," and from that point it should grow, said Whitman. Demand for services is growing, with services bookings -- "a forward indicator" -- up at 3% she said.

In 2012, HP announced plans to cut its workforce by 55,000, a reduction that has continued to roll out. This brings to 85,000 the number of cuts since Whitman took over in 2011.

HP, as well as other enterprise services providers, has been hit by a shift to public and private cloud services, said King.

HP's services organization took a dramatic leap in size when it acquired EDS in 2008. It added 139,000 employees to HP, but HP soon began cutting its staff. "That acquisition has never really paid off in the way I think HP thought it would," said King.
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Wednesday, 2 September 2015

13 more big data & analytics companies to watch

So many big data and analytics-focused startups are getting funding these days that I’ve been inspired to compile a second slideshow highlighting these companies. This new batch has reined in some $250 million this year as they seek to help organizations make sense of the seemingly endless pool of data going online.

So many big data and analytics-focused startups are getting funding these days that I’ve been inspired to compile a second slideshow highlighting these companies (see “13 Big Data and Analytics Companies to Watch” for the previous collection). This new batch has reined in some $250 million this year as they seek to help organizations more easily access and make sense of the seemingly endless amount of online data.

Alation
Founded: 2012
Headquarters: Redwood City, Calif.
Funding/investors: $9M in Series A funding led by Costanoa Capital and Data Collective.

Focus: Its data accessibility platform is designed to make information more usable by the masses across enterprises. The company is led by former Oracle, Apple, Google and Microsoft engineers and executives, and its on-premises and virtual private cloud-based offerings promise to help data analysts get in sync, optimize data across Hadoop and other stores, and ensure data governance. Boasts customers including eBay and Square.

Aviso
Founded: 2012
Headquarters: Menlo Park, Calif. (with operations in India, too)
Funding/investors: $15M in Series B funding led by Scale Venture Partners and Next World Capital, bringing total funding to $23M.

Focus: Data science-driven predictive analytics software for sales teams, including the newly released Aviso Insights for Salesforce. Co-founder and CEO K.V. Rao previously founded subscription commerce firm Zuora and worked for WebEx, while Co-founder and CTO Andrew Abrahams was head of quantitative research and model oversight at JPMorgan Chase. The two met about 20 years ago at the National Center for Supercomputing Applications.

Birst
Founded: 2004
Headquarters: San Francisco
Funding/investors: $156M, including a $65M round in March led by Wellington Management.

Focus: Cloud-based business intelligence and analytics that works across compliance-sensitive enterprises but also gives end users self-service data access. This company, formed by a couple of ex-Siebel Analytics team leaders, has now been around for a while, has thousands of customers and has established itself as a competitor to big companies like IBM and Oracle. And it has also partnered with big companies, such as AWS and SAP, whose HANA in-memory database can now run Birst’s software.

BlueData
Founded: 2012
Headquarters: Mountain View
Funding/investors: $39M, including a $20M Series C round led by Intel Capital in August.

Focus: A founding team from VMware has delivered the EPIC software platform designed to enable customers to spin up virtual on-premises Hadoop or Spark clusters that give data scientists easier access to big data and applications. (We also included this firm in our roundup of hot application container startups.)

Datameer
Founded: 2009
Headquarters: San Francisco
Funding/investors: $76M, including $40M in Series E funding led by ST Telemedia.

Focus: Big data analytics application for Hadoop designed to let any employee analyze and visualize structured and unstructured data. Counts British Telecom and Citibank among its customers.

Deep Information Sciences
Founded: 2010
Headquarters: Boston
Funding/investors: $18M, including an $8M Series a round in April led by Sigma Prime Ventures and Stage 1 Ventures.

Focus: The company’s database storage engine employs machine learning and predictive algorithms to enable MySQL databases to handle big data processing needs at enterprise scale. Founded by CTO Thomas Hazel, a database and distributed systems industry veteran.

Looker
Founded: 2012
Headquarters: Santa Cruz
Funding/investors: $48M, including a $30M B round in March led by Meritech

Focus: Web-based business intelligence platform that provides access to data whether in a database or the cloud. A modeling language called LookML enables analysts to create interfaces end users can employ for dashboard or to drill down and really analyze data. Founded by CTO Lloyd Tabb, a one-time principal engineer at Netscape, where he worked on Navigator and Communicator. Looker claims to have Etsy, Uber and Yahoo among its customers.

Maana
Founded: 2012
Headquarters: Palo Alto
Funding: $14M, including $11M in Series A funding in May, with backers including Chevron Technology Ventures and Intel Capital.

Focus: Semantic search engine that plows through big data from multiple sources and delivers information in a way that can be consumed by line-of-business application users. The company announced in June that its platform is now powered by Apache Spark. Co-founder Donald Thompson spent 15 years prior to launching Maana in top engineering and architect jobs at Microsoft, including on the Bing search project.

RapidMiner
Founded: 2007
Headquarters: Cambridge, Mass.
Funding/investors: $20M, including $15M in Series B funding led by Ascent Venture Partners.

Focus: This company, which got its start in Germany under founder Ingo Mierswa, offers an open source-based predictive analytics platform for business analysts and data scientists. The platform, available on-premises or in the cloud, has been upgraded of late with new security and workflow capabilities. Peter Lee, a former EVP at Tibco, took over as CEO in June.

Reltio
Founded: 2011
Headquarters: Redwood Shores, Calif.
Funding/investors: $10M in Series A funding in March, from Crosslink Capital and .406 Ventures.

Focus: The team behind Informatica/Siperian MDM started Reltio, which offers what it calls data-driven applications for sales, marketing, compliance and other users, as well as a cloud-based master data management platform. The company claims its offerings break down silos between applications like CRM and ERP to give business users direct access to and control over data.

Sensai
Founded: 2014
Headquarters: Palo Alto
Funding/investors: $900K in seed funding from investors including Andreessen Horowitz and Formation8.

Focus: A “data science platform for the unstructured world.” Sensai’s offering makes it possible to quantify and analyze textual information, such as from news articles and regulatory filings. The company is focused initially on big financial firms, like UBS, though also has tech giant Siemens among its earlier customers. Two of Sensai’s co-founders come from crowdfunding company Rally.org.

spare5

Founded: 2014
Headquarters: Seattle
Funding/investors: $13.25M, including a $10M Series A round led by Foundry Group, New Enterprise Associates and Madrona Venture Group

Focus: This iPhone app enables businesses to tap into smartphone users (or “Fives”) to clean up big data in their spare time for a little spare cash. The idea is that computing power alone can’t be counted on to crunch and analyze big data. Micro-tasks include everything from SEO-focused photo tagging to conducting surveys.

Treasure Data
Founded: 2011
Headquarters: Mountain View
Funding/investors: $23M, including $15M in January in Series B funding led by Scale Venture Partners.

Focus: Provides cloud services designed to simplify the collection, storage and analysis of data, whether from mobile apps, Internet of Things devices, cloud applications or other sources of information. This alternative to Hadoop platforms and services handles some 22 trillion events per year, according to the company, which has a presence not just in Silicon Valley, but in Japan and South Korea as well.

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Thursday, 20 August 2015

The real dirt on programming certifications

Spotlight may be on Amazon, but tech jobs are high profit and high stress

It's true. People working in Silicon Valley may cry at their desks, may be expected to respond to emails in the middle of the night and be in the office when they'd rather be sick in bed.

But that's the price employees pay to work for some of the most successful and innovative tech companies in the world, according to industry analysts.

"It's a pressure cooker for tech workers," said Bill Reynolds, research director for Foote Partners LLC, an IT workforce research firm. "But for every disgruntled employee, someone will tell you it's fine. This is the ticket to working in this area and they're willing to pay it."

The tech industry has been like this for years, he added.
Employees are either Type A personalities who thrive on the pressure, would rather focus on a project than get a full night's sleep and don't mind pushing or being pushed.

If that's not who they are, they should get another job and probably in another industry.

"A lot of tech companies failed, and the ones that made it, made it based on a driven culture. No one made it working 9 to 5," said John Challenger, CEO of Challenger, Gray & Christmas, an executive outplacement firm. "Silicon Valley has been the vanguard of this type of work culture. It can get out of control. It can be too much and people can burn out. But it's who these companies are."

Work culture at tech companies, specifically at Amazon, hit the spotlight earlier this week when the New York Times ran a story on the online retailer and what it called its "bruising workplace."

The story talked about employees crying at their desks, working 80-plus-hour weeks and being expected to work when they're not well or after a family tragedy.

"At Amazon, workers are encouraged to tear apart one another's ideas in meetings, toil long and late (emails arrive past midnight, followed by text messages asking why they were not answered), and held to standards that the company boasts are "unreasonably high," the article noted.

In response, Amazon.com CEO Jeff Bezos sent a memo to employees saying he didn't recognize the company described in the Times article.

"The article doesn't describe the Amazon I know or the caring Amazonians I work with every day," Bezos wrote. "More broadly, I don't think any company adopting the approach portrayed could survive, much less thrive, in today's highly competitive tech hiring market."

Bezos hasn't been the only one at Amazon to respond. Nick Ciubotariu, head of Infrastructure development at Amazon.com, wrote a piece on LinkedIn, taking on the Times article.

"During my 18 months at Amazon, I've never worked a single weekend when I didn't want to. No one tells me to work nights," he wrote. "We work hard, and have fun. We have Nerf wars, almost daily, that often get a bit out of hand. We go out after work. We have 'Fun Fridays.' We banter, argue, play video games and Foosball. And we're vocal about our employee happiness."

Amazon has high expectations of its workers because it's one of the largest and most successful companies in the world, according to industry analysts.

The company, which started as an online book store, now sells everything from cosmetics to bicycles and toasters. With a valuation of $250 billion, Amazon even surpassed mega retailer Walmart this summer as the biggest retailer in the U.S.

With that kind of success comes a lot of pressure to stay on top and to come up with new, innovative ways to keep customers happy.

That kind of challenge can lead to a stressful workplace where employees are called on to work long hours and to outwork competitors' own employees.

It's just the way of the beast, according to Victor Janulaitis, CEO of Janco Associates Inc., a management consulting firm.

"If you go to work for a high-powered company where you have a chance of being a millionaire in a few years, you are going to work 70 to 80 hours a week," he said. "You are going to have to be right all the time and you are going to be under a lot of stress. Your regular Joe is really going to struggle there."

This kind of work stress isn't relegated to Amazon alone. Far from it, Janulaitis said.

"I think it's fairly widespread in any tech company that is successful," he noted. "It's just a very stressful environment. You're dealing with a lot of money and a lot of Type A personalities who want to get things done. If you're not a certain type of person, you're not going to make it. It's much like the Wild West. They have their own rules."

Of course, tech companies, whether Amazon, Google, Apple or Facebook, are known to work people hard, going back to the days when IBM was launching its first PCs and Microsoft was making its Office software ubiquitous around the world.

However, tech companies also are known for giving their employees perks that people working in other industries only dream of.

Google, for instance, has world-class chefs cooking free food for its employees, while also setting up nap pods, meditation classes and sandy volleyball courts.

Netflix recently made global headlines for offering mothers and fathers unlimited time off for up to a year after the birth or adoption of a child.

It's the yin and yang of Silicon Valley, said Megan Slabinski, district president of Robert Half Technology, a human resources consulting firm.

"All those perks - the ping pong tables, the free snacks, the free day care -- that started in the tech industry come with the job because the job is so demanding," she said. "There's a level of demand in the tech industry that translates to the work environment."

When asked if Amazon is any harder on its employees than other major tech companies, Slabinski laughed.

"Amazon isn't different culturally from other IT companies," she said. "I've been doing this for 16 years. You see the good, the bad and the ugly. If you are working for tech companies, the expectation is you are going to work really hard. This is bleeding-edge technology, and the trade-off is there's less work-life balance. The people who thrive in this industry, thrive on being on the bleeding edge. If you can't take it, you go into another industry."

Janulaitis noted that top-tier employees are always chased by other companies, but middle-tier workers - those who are doing a good job but might not be the brightest stars of the workforce - are hunkering down and staying put.

Fears of a still jittery job market have convinced a lot of people to keep their heads down, put up with whatever their managers ask of them and continue to be able to pay their mortgages, especially if they live in pricey Silicon Valley.

That, said Janulaitis, makes companies more apt to ask even more from their employees, who know they're likely stuck where they are for now.

"Once the job market changes, turnover will increase significantly in the IT field," he said.

Like stock traders working under extreme pressure on Wall Street or medical interns working 36-hour shifts, the tech industry is a high-stress environment - one that's not suited to every worker.

"If you can't live with that pressure, you should go somewhere else," said Reynolds. "For people in Silicon Valley, it's who they are. It's the kind of person they are."

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Saturday, 15 August 2015

Microsoft's rollout of Windows 10 gets B+ grade

General vibe of the new OS remains positive, say analysts

Microsoft has done a good job rolling out Windows 10 in the first two weeks, analysts said today, and the general vibe for Windows 8's replacement has been positive, even though glitches have dampened some enthusiasm.

"If I had to give Microsoft a letter grade, it would be a B or a B+," said Steve Kleynhans of Gartner. "It's not an A because it hasn't gone perfectly. They've stubbed their toe over privacy issues, for example."

Microsoft began serving up the free Windows 10 upgrade late on July 28, giving participants in the firm's Insider preview program first shot at the production code. It then slowly began triggering upgrade notices on Windows 7 and 8.1 machines whose owners had earlier "reserved" copies through an on-device app planted on their devices this spring.

The Redmond, Wash. company has said little of the rollout's performance other than to tout that 14 million systems were running Windows 10 within 24 hours of its debut.

Estimates based on user share data from U.S. analytics company Net Applications, however, suggests that by Aug. 8, some 45 million PCs were powered by Windows 10.

Analysts largely applauded the launch. "As far as the roll-out, it's not any worse than any other Windows," said Kleynhans. "But it's all happening at this compressed timetable.

"And social media now amplifies any problems," he continued, much more so than three years ago when Windows 8 released, much less in 2009, when Microsoft last had a hit on its hands.

Others were more bullish on Microsoft's performance. "Windows 10's go-to-market was really quite good," said Wes Miller of Directions on Microsoft, a research firm that specializes in tracking the company's moves.

Miller was especially impressed with Microsoft's ability to make customers covet the upgrade. "Something Microsoft has not always done a great job of is creating a sense of exclusivity," said Miller. "But they're withholding [the upgrade] just enough that there's a sense of excitement. People are saying, 'I want it, I'm not getting the upgrade yet.' Arguably, that exactly what Microsoft wants."

Windows 10's rollout has departed from those of past editions in significant ways.
Historically, Microsoft released a new Windows to its OEM (original equipment manufacturer) partners first, who were given months to prepare new devices pre-loaded with the operating system. Only when the computer makers were ready did Microsoft deliver paid upgrades to customers who wanted to refresh their current hardware. Relatively few users paid for the upgrades; most preferred to purchase a new PC with the new OS already installed.

This cycle, Microsoft gave away the Windows 10 upgrade to hundreds of millions of customers -- those running a Home or Pro/Professional edition of Windows 7 or Windows 8.1 -- to jumpstart the new OS's adoption. With some exceptions, the upgrade hit before OEMs had prepared new devices or seeded them to retail.

Because of the large number of customers eligible for the free upgrade, Microsoft announced it would distribute the code in several waves that would take weeks (according to Microsoft) or months (the consensus of analysts) to complete. While some had predicted that the upgrade's massive audience would stress the delivery system Microsoft had built, or even affect the Internet at large, neither happened.

The "Get Windows 10" app -- which was silently placed on PCs beginning in March -- not only served as a way to queue customers for the upgrade, but also ran compatibility checks to ensure the hardware and software would support the new operating system, another slick move by Microsoft.

"Microsoft rolled out Windows 10 to the audience that would be most receptive," said Patrick Moorhead, principal analyst at Moor Insights & Strategy, referring to the Insiders-get-it-first tactic. "Then they rolled it out to those who weren't Insiders, but who had expressed a desire to get the upgrade. And only those [whose devices] passed all of its tests got it. That was a smart thing to do."

The latter was designed to limit upgrade snafus, something Microsoft has chiefly, although not entirely, accomplished. "While the rollout was pretty clean, there have been glitchy issues here and there," said Kleynhans, who cited post-Windows-10-upgrade updates that crippled some consumers' machines.

Moorhead echoed that, highlighting the out-the-gate problem many had keeping Nvidia's graphic drivers up-to-date as Microsoft's and Nvidia's update services tussled over which got to install a driver. "Problems have been more anecdotal than system-wide," Moorhead said. "And they seem to get remedied very quickly."

The bungles haven't been widespread enough to taint the generally favorable impression of Windows 10 generated by social media, news reports and Microsoft's PR machine, the analysts argued.

"Overall, I'd say Windows 10 has received a much more positive reception than other [editions of] Windows," said Moorhead, who said the reaction was justified, since the developing consensus is that Windows 10 is a big improvement over its flop-of-a-predecessor, Windows 8.

"The vibe is positive, but it's much more about consumers now than businesses," said Directions' Miller. Enterprises, he said, will take a wait-and-see approach -- as they always do -- before jumping onto Windows 10, as they must if they're to stick with Microsoft, a given since there isn't a viable alternative.

A credible reaction from corporate customers, Miller continued, won't be visible until Microsoft finishes unveiling its update tracks, called "branches," particularly the "Long-term servicing branch" (LTSB). That branch will mimic the traditional servicing model where new features and functionality will be blocked from reaching systems that businesses don't want to see constantly changing.

"People are liking what they are getting out of the other end" of the upgrade, added Kleynhans. "From what I've heard, they're happy, surprisingly happy, and generally pretty positive about the OS. But I'd expect the new shine to wear off after the first couple of weeks."

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