Information week 2012_04_02

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First look at a new FBI system >>

How LTE changes mobile strategies >>

SAS keys in on predictive analytics >>

EMC tries big data collaboration >>

Google critics protest too much >>

Table of contents >>

APRIL 2, 2012

Plus

When picking security software, step one is to ask users what they think >>

By Michael A. Davis

informationweek.com

THE BUSINESS VALUE OF TECHNOLOGY

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CONTENTSTHE BUSINESS VALUE OF TECHNOLOGY April 2, 2012 Issue 1,329

This all-digital issue of InformationWeek is part of our 10-year strategy to reduce the publication’s carbon footprint

COVER STORY10 Security StrategyConsider employee interaction,system performance, and IT management when choosingendpoint protection software

QUICKTAKES8 Analytics StandoutNew BI platform ties into SAS’spredictive analytics portfolio

9 Data Scientists Get SocialEMC brings collaboration andagile development to big data

3 Research And ConnectInformationWeek’s in-depth reports, events, and more

4 CIO ProfilesIBM chief’s customer-focused decisions made an impact on the CIO of Convergys

5 Down To BusinessGoogle is vulnerable, but the end isn’t near

7 Government TechnologistFirst look at the FBI’s new Sentinel system

CONTACTS 23 Editorial Contacts 24 Business Contacts

19 Fast TrackLTE has vast potential to increasespeed and capacity, but IT stillmust take steps to meet mobileperformance expectations

4

9April 2, 2012 2informationweek.com

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JAMES A. GOETZCIO and General Manager

of Global Technology

Solutions, Convergys

Degrees: Wheaton College, BA in math andeconomics; University ofChicago, MBA in finance

Business leader I’d liketo have lunch with:John Chambers ofCisco—just a really funperson to listen to

Biggest business- related pet peeve:Lack of accountability

If I weren’t a CIO, I’d be ... a software company leader (I justlove software!)

CAREER TRACKHow long at Convergys: Four years at thisprovider of customer management and information management products.

Most important career influencer: SamPalmisano, the chairman of IBM. The way hemade quick customer-focused decisions because he actually talked to customers andcould judge what made the most sense foreveryonemade a big impression on me.

Decision I wish I could do over: At one pointin my career, I began two startups. But I would

have been better off just applying that inven-tiveness at the company that employed me,building on relationships I already had. Beingindependent has serious downsides as well asupsides. Creativity can and should be appliedin any IT job. I did, however, learn to usestartup approaches within large companies.

ON THE JOBSize of IT team: About 1,600

Top initiatives>> Improving customer service interactionswith real-time analytics.

>> Deploying real-time tools for our team lead-ers, letting them coach their agents based onspecific performance and behavior patterns.

>> Expanding our global presence. We’ll dothis through a converged global network thatsupports secure voice, video, and data.

How I measure IT effectiveness: We do this intwo ways. First, by paying close attention toadding value through tech projects. Each of our

initiatives has metrics, including net presentvalue and ROI. Second, we focus on service. Weuse a balanced scorecard that includes servicelevels; external and internal customer servicemetrics; employee development and retentionmetrics; and expense, revenue, and capital expenditure commitments.

VISIONLessons learned from the recession: Relearning that productivity must be im-proved every year. Cost reduction is a perma-nent challenge.

What the federal government’s top techpriority should be: Reduce the patent bureaucracy. We’re spending way too muchtime and money trying to get patents andprotect ourselves from patent trolls.

One thing I’m looking to do better: Weneed to further simplify the user interface forour professionals.

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Ranked No. 57 in the 2011


A Google executive, James Whittaker, recentlyleft the company for his second tour at Mi-crosoft, and in the aftermath he posted a blogon Microsoft’s site explaining why he left thesearch company. While promising “no drama”and “no tell-all,” he nonetheless comes downpretty hard on his former employer. The crux ofhis disenchantment? “The Google I was passion-ate about was a technology company that em-powered its employees to innovate,” he writes.“The Google I left was an advertising companywith a single corporate-mandated focus.”That single focus? Facebook. As Whittaker de-

scribes it, since co-founder Larry Page took overfrom CEO Eric Schmidt a year ago, all companydivisions have been on notice to put Google+and social networking front and center. Whit-taker writes: “Search had to be social. Androidhad to be social. YouTube, once joyous in theirindependence, had to be … well, you get thepoint. Even worse was that innovation had tobe social. Ideas that failed to put Google+ at thecenter of the universe were a distraction.”It’s unclear what Whittaker thinks Google

should focus on instead. He acknowledges that

he’s “never been much on advertising.” UnderSchmidt, he pines, “ads were always in the back-ground. Google was run like an innovation fac-tory, empowering employees to be entrepre-neurial through founder’s awards, peer bonuses,and 20% time. Our advertising revenue gave usthe headroom to think, innovate, and create.” Inother words, the grunts generated the ad rev-enue, allowing the intellectuals to dream aboutself-driven cars and Google Goggles. Page ru-ined things by rallying employees around socialand all that yucky advertising stuff. But what Page astutely understands is that in-

novation for the sake of innovation doesn’t paythe bills or support a $209 billion market cap.Writing on CIO.com in a column headlined

“Is Google Facing The Beginning Of The End?”analyst Rob Enderle piles on Whittaker’s post.In sizing up Google against the likes ofNetscape, Sun, and Yahoo (companies he sayslost their way chasing rivals and never recov-ered) and Apple, IBM, and Microsoft (compa-nies he says lost their way but pulled thingsback together), Enderle urges Google to movepast its Facebook envy. Unlike Whittaker, how-

ever, he doesn’t turn his nose up at advertising.“All of its focus should be on finding ways to

make ads on the Internet more valuable andbeing the primary source for managing ad rev-enue for everyone,” Enderle says. “Its winningformula was monetizing the Web, which is ac-tually a super set of ads, but it is clear, institu-tionally, that Google is in denial about the realsource of its success.”I’m not so sure Google is in denial, though I

agree with Enderle and Whittaker that cus-tomers aren’t clamoring for another social net-work. Where I disagree with them is on thedepth of Google’s problems. For all the con-cerns about its social awkwardness, it’s still wellpositioned in three of the biggest markets:search, mobile, and Web 2.0 collaboration.While all tech giants make big mistakes, the

smartest ones figure things out. Think Apple,IBM, and Cisco rather than DEC and Kodak.Google has earned enough cred here, killing offhigh-profile products and projects (Wave, Buzz,Gears, etc.) when they haven’t panned out.The Whittaker post is reminiscent of an op-ed

piece written two years ago by former Microsoft

Google In Decline? Critics Protest Too Much ROB PRESTON

Businessdown tofrom the editor

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Why Companies Struggle With Social Networks

Our report explores the problemscompanies face using social networks for employee collabo-ration. It’s free with registration:

This report includes data andanalysis on:

> The poor success rate for in-house social networks

> Social monitoring, staffing,vendors, and strategies

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exec Dick Brass, who contrasted Microsoft with innova-tion mavens such as Apple, Amazon … and Google. Helamented that Microsoft had become “a clumsy, un-competitive innovator,” despite having just reportedrecord profits. His thesis: It was a company in decline.Now Microsoft is back (for now), having dedicated it-

self to the cloud, rededicated itself to mobile, and putits Windows and Office cash cows on more solid foot-ing. Meanwhile, Google—despite the fact that its stockis trading near its 52-week high—is seen as the clumsyinnovator staring at the “beginning of the end.”No question, Google is vulnerable. The prices it

fetches per paid search click are down, and rival Face-book, as Whittaker suggests, “knows so much more”about its users than Google does. It’s still not clearhow Google will monetize its Android franchise, es-pecially with its $12.5 billion acquisition of devicemaker Motorola Mobility. Evidence that Google isplaying fast with users’ personal data has led to reg-ulatory probes in the U.S. and Europe.But the beginning of the end? Let’s give Google’s

leaders a little more credit.

Rob Preston is VP and editor in chief of InformationWeek. Share a digital version of this story or read others at informationweek.com/robpreston. Write to Rob at [email protected].

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Table of Contents governmentTechnologist

Six years and $450 million into the project,the FBI’s Sentinel case management systemappears ready to deploy. Sentinel aims to re-place a hodge podge of digital and paperprocesses with purely digital workflows, help-ing FBI agents collaborate and “connect thedots” on investi gations. The question now ishow well the problem-plagued system willmeet expectations.FBI CIO Chad Fulgham, who will be leaving

the agency in April to return to the private sec-tor, demoed Sentinel for me at FBI headquar-ters. ”This isn’t just a case management system.It’s a great platform to grow on,” he said. Theagency plans to move other apps to Sentinel,giving them a similar look and feel.For the past 18 months, the FBI has been using

agile development to push the long-delayedproject across the finish line. Fulgham said thesoftware is essentially done. The FBI recently tested the system with 300

agents who were brought in for a crashcourse, which included creating mock casefiles. On a scale of 1 to 10, the testers rated thesystem 8.5, which Fulgham considers a high

mark from a hard-to-please user base. To get to this point, the FBI had to upgrade

Sentinel’s hardware, which crashed in a test lastfall. The agency bought three powerful OracleExadata systems, and Fulgham said performancewill no longer be an issue. In a 5,000-user stresstest, the Exadata-powered system used onlyone-tenth of 1% of its processing capacity.

How It WorksI watched as Fulgham signed on from his desk.

The user dashboard loosely resembles MicrosoftOutlook, with a similar color scheme, navigationpanel, and drop-down folders and menus. It in-cludes a “My Work” area, where agents can pullup case files and create new ones. The case file template has a variety of required

fields, and a green check mark designates thosethat have been completed. If the user tries to ad-vance to the next step without completing allfields, a red asterisk flags the missing informa-tion. Other PC-like features include auto-popu-lating text, notifications, and a comments field. An indexing tool records key words and num-

bers, enabling agents to search for terms rele-

vant to a case and find connections to others.Security, privacy, and governance measures are

baked in. Agents can choose from amenu of le-gal considerations that may be relevant to acase. They can collaborate on case files, track re-visions, and co-sign documents. “It’s an elec-tronic system of record with digital signaturesthat can go to court,” Fulgham said. A drop-down menu lets agents choose where

to send a file next. Routing is determined byroles-based permissions, ensuring that files areonly available to authorized personnel. It’s too early to call Sentinel a success. It still

must be rigorously tested. Official word from theFBI is that it will become operational this sum-mer. But things could still go wrong.Fulgham was hired by the FBI in 2008 to com -

plete the troubled project. He won’t be aroundto flip the switch on Sentinel, but he expressedconfidence it will work as advertised—andeven come in under its $451 million budget.

John Foley is editor of InformationWeek Government. Readother stories by him at informationweek.com/johnfoley.Write to him at [email protected].

First Look At The FBI’s New Sentinel System JOHN FOLEY

SAS’s new analytics platform promises thespeed-of-thought and data-analysis capabili-ties of SAP Hana, the scalability of Hadoop, andthe intuitive visual-analysis capabilities ofTableau. But what makes SAS Visual Analyticsstand out is its tie to SAS’s extensive predictiveanalytics portfolio.Visual Analytics isn’t an in-memory database.

In fact, it frees customers (and SAS) from de-pendence on expensive third-party databases,because it holds data in memory on a rack ofblades running the Hadoop Distributed File Sys-tem. Customers won’t have to know anythingabout configuring or running Ha doop, SAS says,because all the deployment, provisioning, andadministration will be handled by the platform’sSAS LASR Analytic Server. The platform has beentested with more than 20,000 columns and 1billion rows of data, SAS says, and to scale out,customers simply add more nodes. SAS gave InformationWeek a preview of Visual

Analytics last month, describing it as a self-ser-vice business intelligence product. While it doessupport fast query and reporting, its true power

is its ability to apply analytical computations toa massive pool of data held in memory.“We’re not just exploring past activity, we’re

supporting analyses that are predictive, sopeople can see into the future of their businessperformance,” says Jim Davis, SAS’s senior VPand chief marketing officer.Predictive marketing campaign-optimization

efforts that take eight to 10 hours in a conven-tional SAS environment can be done in less than

three minutes, Davis says, and 18-hour bank-riskcalculations now can be done in 15 minutes.SAS data-integration capabilities pull data

into the Visual Analytics cluster from virtuallyany relational database or application data

source. In addition to the LASR Analytic Server,platform components include the SAS VisualAnalytics Explorer data-visualization interface;a designer for creating reports and dashboards;an admin interface for managing data, users,and security; and Visual Analytics Mobile, anapp for viewing reports as well as downloadingvisualizations and supporting data from theLASR server, available initially for the iPad.In a demo of Visual Analytics Explorer, a SAS

exec dragged 10 variables onto the tool’s pal etteand used drag-and-drop filters, check boxes, andsliders to narrow the data set. The tool suggeststhe most appropriate visualization, but users canalso manually choose from options includingbar, line, scatter plot, bubble, geographic, heatmap, histogram, and box plot charts.SAS intends to run virtually all of its vertical

industry and function-specific analytic applica-tions on Visual Analytics, Davis says. It alreadycan run marketing automation and value- andrisk-analysis apps for banking on the platform.Next up will be retail price-optimization apps.

—Doug Henschen ([email protected])


IN-MEMORY COMPUTING

SAS Visual Analytics Platform’s Predictive Capabilities Stand Out

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Visual Analytics frees customers

from dependence on expensive

third-party databases, because

it holds data in memory on a rack

of blades running Hadoop.

Did You Miss Our Last Issue?

Predictive IT analytics systemswarn IT of infrastructure problems,providing insight that can be vital if a private cloud is in your future. Read this in ourMarch 5 issue. It’s free with registration. Also in this issue:

> Windows 8 preview

> Randy Mott named GM’s CIO

> Dell pushes into enterprisedata center

> Oracle gets late start on in-memory analysis

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EMC’s big data analytics platform, calledGreen plum Chorus, brings social networkingand collaboration to data analysts and scien-tists. EMC is also bringing agile methods to thedevelopment of applications that use big data.Both moves are tied to its recent acquisition ofagile development company Pivotal Labs.Greenplum Chorus is “like a Facebook for

data scientists” with a way to share data setsfor collaboration and further analysis, says EMCpresident Pat Gelsinger.EMC’s Greenplum division and Pivotal Labs’

agile methodology experts developed theChorus big data platform together prior tothe acquisition. The all-cash deal for an undis-closed amount was announced last month.The acquisition illustrates how EMC is follow-ing the example of its hard-driving VMwarevirtualization software unit by leveraging ac-cess to developers.In today’s software market, developer in-

volvement is prized, and VMware scored acoup when it acquired a leading Java develop-

ment framework with its acquisition of Spring-Source, the company behind the Spring opensource code project. Spring had a large follow-ing among developers producing lighter-

weight Java apps. Now EMC is hoping to pulldevelopers into its big data analytics platformby giving them a rapid development environ-ment that lets them collaborate. Pivotal is the creator of Pivotal Tracker, an

agile project management tool that’s used by

240,000 developers. In addition to Chorus, Piv-otal agile consultants can work with EMC cus-tomers that are using the new platform. EMC also has tied Chorus to its VMware unit

by giving developers a “sandbox,” meaning anisolated, virtual environment in which they candownload a data set and work with it withoutinterfering with other analysts or corruptingthe original data. Data scientists can use Chorusto comment on, modify, and share the results.The Pivotal acquisition isn’t just about EMC

wanting to make money on big data consultingengagements. It’s also geared to “teachingthem to fish,” Gelsinger says, so customers canlaunch big data projects on their own after thePivotal team leaves. The wider use of big databy many companies fuels EMC’s core storageand storage management business.Greenplum Chorus will become part of the

Greenplum Unified Analytics Platformlaunched earlier this year, and EMC will makeit open source in the second half.

—Charles Babcock ([email protected])

PIVOTAL ACQUISITION

EMC Brings Social Networking To Big Data

240,000 Number of developers using Pivotal Tracker

QUICKFACT

Gelsinger: Teaching themto fish in big data[


When picking security software, don’t obsess about malware detection rates. Instead, ask users what

they think and spend your time testing the software’sperformance and management.

s a security consultant I am frequently asked, “Whichendpoint protection product detects the most mal-ware?” Invariably, the question that follows is “So I

should buy that one, right?” Not necessarily. Software vendors will hate to hear this, but the malware-detec-

tion capability of most products is good enough. At the consultingfirm Savid, our endpoint protection reviews show that they all dofine when it comes to identifying malicious software. Other testing

By Michael A. Davis

[COVER STORY]

A

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also shows only moderate differences among products.For instance, the top 10 vendors blocked between 93.6%and 99.5% of malicious examples provided, according toa November report from AV-Comparatives, a testingcompany. That’s a relatively small gap in terms of detec-tion capability.The point here is that you shouldn’t focus your end-

point protection requests for proposals or technical re-views on detection rates alone, nor is it necessary tospend a lot of time infecting PCs in your lab to watchhow the various products fend for themselves.Instead, we believe you’ll have more success with end-

point protection by analyzing three key areas: how will-ing employees are to interact with the software for alertsand messages, how much the software slows PC per-formance, and how manageable the product is in termsof changing policies and other vital tasks.

Users Matter MostIT pros love to get a bunch of products in a lab and

throw malware at them to see what happens. But we be-lieve you’ll get better results if you focus on employees.Here’s why.Security software varies greatly in how much interac-

tion is required from employees. It might show a simpleicon on a Google search page to indicate potentially ma-licious sites. It can also be more complex, such as an on-screen pop-up message that warns of possible dangersif an executable or program runs. These messages often

[COVER STORY]SECURITY SOFTWAREPrevious NextPrevious Next

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Get Three Reports On Endpoint Protection

Securing end user devices istricky business. We offer free reports on three distinct facets:

> How To Pick Endpoint Security Analysis and insighton finding security softwarethat makes sense to your users

> Security: Get Users To CareReal-world advice and practical steps you can take to get employees to buy in toyour security program

> IT Pro Ranking: Antivirus/Anti-Malware: Your IT peersrank nine products based ontheir experiences with the software


require the user to make a decision to allowor deny an action.The degree to which employees understand

(or care) about these interactions will affectthe viability of an endpoint product. If usersaccept this level of interaction given the sen-sitive nature of the company’s work, a productwith lots of accept-or-deny options can work.But if users feel like security software is block-ing them from doing work, they will demandless-restrictive controls, or even the removalof certain security modules.In our consulting engagements, we rou-

tinely see network threat protection turnedoff because of all the darn security messagesthat appear when users browse the Web orrun various apps. We have even seen end-point products that have been trained byusers to always allow every executable and togrant access to every website, which defeatsthe purpose of the software. Don’t underesti-mate employees’ ability to incapacitate yourendpoint security.Thus, our No. 1 rule for endpoint protection

success: Test products with your end users.Devise user-interaction scenarios for key mal-ware infection points, including Web brows-ing and email. See how the product reacts tothreats, how the product presents those

threats to your users, and, most important ofall, how your end users respond to warnings.You can record every user’s interactions usingsoftware such as CamStudio (which is free).The output plays like a video, which lets youreview and analyze people’s activity once thetests are concluded. This output can also beused in employee training.When designing user tests, create simple

scenarios, such as “Go to site XYZ and down-load file ABC.” The site you select should causethe endpoint product to alert or interact withthe user in some way. We also recommendthat you conduct tests involving events likerunning a program in a sandbox or when theendpoint software can’t update its definitions.Track how employees respond in each sce-

nario. If a number of users allow a malicious

[COVER STORY]SECURITY SOFTWAREPrevious Next

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McAfee

Kaspersky Lab

Sophos

Symantec

Trend Micro

AVG Technologies

Microsoft

Avast Software

Malwarebytes

1 Poor Excellent 5

Data: InformationWeek 2012 Antivirus and Anti-Malware Vendor Evaluation Survey of 386 business tech pros, December 2011

3.5

3.7

3.9

3.2

4.0

3.6

3.9

3.9

3.8

(Mean average)

Ratings For Central Management And Reporting Customers rate central management and reporting functions of the antivirus and anti-malware software from these vendors


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program to run despite a pop-up warning,then you know they ignored it or the messagewasn’t informative enough.Once the scenarios are complete, interview

all participants about their decisions. This willgive insights into ways you may have to adjustyour endpoint policy to better match em-ployee expectations. It may also guide what’sneeded in the employee training program.User tests shouldn’t be the sole determining

factor in your buying decision, but we recom-mend you give the results significant weight.

Remember Help Desk SupportWhen employees start to pay attention to

the security software, you can expect morecalls to the help desk, either alerting IT to thepresence of potentially malicious software orasking for ways to safely get a file or visit awebsite.This is a good thing—it means the security

[COVER STORY]SECURITY SOFTWARE

1 Poor Excellent 5

Microsoft

Avast Software

Kaspersky Lab

Malwarebytes

Sophos

AVG Technologies

Trend Micro

McAfee

Symantec

4.0

3.6

4.0

3.9

3.4

4.1

3.8

3.4

3.5

Data: InformationWeek 2012 Antivirus and Anti-Malware Vendor Evaluation Survey of 386 business tech pros, December 2011

Ratings For Endpoint Performance

(Mean average)

Customers rate endpoint performance of the antivirus and anti-malware software from these vendors

informationweek.com

software is working and that users are paying attention.Ensure that your support staff is prepared. Additionalhelp desk calls may seem like a bother, but they’repreferable to infection.Note that it’s possible to configure endpoint security

software in a default-deny setting that doesn’t allow forany user interaction; the software will make all the deci-sions. We don’t recommend this approach. While a default-deny setting will certainly block malicious activity, it mayalso stop harmless actions, such as software updates. Thatwill frustrate users, who will then find ways around the se-curity software, which makes them even more vulnerablein the long run. It’s more productive to educate people onproper behavior than to try to take away their control.

Slow PCs Invite WorkaroundsIn addition to user testing, IT should test how much an

endpoint security product slows computer performance.And it will have an effect. For example, instead of InternetExplorer being able to simply load a page and display it,the endpoint protection gets in the middle of this processto analyze the page before it’s displayed, which adds CPUcycles. We always test performance because if endpointprotection significantly slows down an employee’s ma-chine, you’ll get support calls. Even worse, you’ll get peo-ple trying to turn off or uninstall the software.There are wide gaps between products when it comes

to performance. We’ve seen threat-protection softwaredecrease network throughput by as much as 48%, which


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Laptop Data

Survival Story: Back from the Abyss

An airport. A stolen laptop. A panicked call to IT. And an IT manager who recovers all the data, untouched, in an hour.This “Nice Save” brought to you by EVault® Endpoint Protection—the all-in-one backup, recovery, and data security solution that controls corporate data across your mobile workforce.

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• The corporation locks down endpoint data—with encryption, port access control, device tracing, and remote data deletion.• End users get worry-free backup—with automatic, continuous, transparent operation—plus self-service restores. • IT manages all endpoints centrally—with granular, policy-based controls—for more oversight with less overhead.

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www.evault.com/EEP I 1.877.901.DATA (3282) I [email protected]


your users will notice (and hate).When setting up your test lab, use your stan-

dard laptop and desktop builds, so that thetest machines reflect those of real employees.Don’t use virtual machines; while they’re easyto spin up and play with, they’ll skew yourperformance results because of the cachingand hardware they use.In addition, before you test, make sure the

product you’re testing matches the operatingsystem type. Use the 64-bit version of theclient if your machines run a 64-bit OS. Wehave seen significant performance differenceswhen running 32-bit endpoint protection ona 64-bit OS.The two most common performance tests

to run are on the network and the file system.We recommend you test network communi-cations using a tool such as Iperf. Iperf runs onWindows and Linux and lets you test perform-ance using small packets, big packets, and dif-ferent window sizes.Set up an Iperf machine (either a server or

PC) on your LAN, install Iperf on your testclient machines, and then have each clientconnect to the Iperf machine. There are manyIperf tutorials on the Internet if you need help.After you execute Iperf, you’ll get back athroughput number. The first time you test,

use machines that don’t have the endpointprotection software installed. This will providea baseline performance number. Then installthe software and configure its policies as youwould for a real user, then retest. You shouldalso monitor CPU usage as you test. Tools suchas Microsoft’s Process Monitor are useful here.To test file system performance we recom-

mend IOzone, which also works on Windows

and Linux. IOzone creates files ranging from 5MB to 512 MB and reads them from disk. Likethe network testing, do this before and afterendpoint protection is installed and comparethe results. Note that you can’t use typical diskspeed tools to test endpoint protection be-cause the disk speed tools usually bypass thefile system drivers within the OS and accessthe hard drive directly. This means they by-


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Which types of security breaches or espionage have occurred in your company in the past year?

Data: InformationWeek Strategic Security Survey of 219 business tech and security pros in March 2011 and 229 in April 2010 experiencinga security breach within the past year

S

2011 2010

Malware (i.e., viruses, worms, botnets)

Phishing

Operating system vulnerabilities attacked

Theft of computers or storage devices

Web or software applications exploited

78%86%

46%58%

31%31%

30%33%

28%35%

Under Attack


pass the endpoint protection product’s filters.Tools such as HD Tach, HD Tune, or Crystal -DiskMark won’t work for this type of testing.The two methods just described don’t test

every area of an endpoint protection’s file sys-tem and network scanning, but they do testthe on-demand scanning portion, which isthe most used.

IT Needs To Like The Software, TooUsers aren’t the only ones interacting with

the security software. Administrators willspend significant time on management tasks,so the management interface is another areaworth testing. Load the central managementsoftware and then execute managementtasks that you’d actually use in your environ-ment. For instance, how easy is it to find filesthat have been quarantined? Can you re-motely upgrade an agent?Spend some time with the product’s policy-

creation capabilities. Deploy a few policiesand rank the ease of use of the managementconsole. How difficult is it to create file orfolder exceptions on target devices? Towhitelist an application? To enable or disablea security feature? Policies aren’t very exciting,but they are a critical component of your se-curity posture, so you want an interface thatmakes policy creation and adjustment aspainless as possible.Be sure to include the IT help desk team in

your management testing, because team mem-bers will be using the management console.Have the help desk team walk through variousscenarios within the administrative interface ofthe product and then rank their experience.

Understand How Malware WorksWe emphasize that IT should downplay mal-

ware detection capabilities when evaluatingendpoint protection software, but IT also

shouldn’t ignore it. And IT also might need tojustify why it would choose a product that hasslightly lower rates of malware detection. Tothat end, we believe it’s important that IT un-derstand just how malware infects PCs andlaptops.Most infections are caused via a browser or

email. Endpoint protection software analyzesall the memory for these and other applica-tions running on the PC. It looks for known ex-ploit codes as well as indicators that softwareis not following a standard set of programmingfunctions. For example, if Internet Explorer al-ways reads an image and then calls a functionto print it to the screen, it would seem odd if IEsuddenly reads an image, creates a networkconnection, executes a program, and then dis-plays the image. This behavior is a good indi-cator of a compromised browser.Once the malware executes, it usually kicks

off a number of processes that deal with read-


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ing and writing files on the hard drive, typicallyin temporary locations or in the Windows di-rectory. Endpoint protection software exam-ines the file system and analyzes these readsand writes to find matches to known maliciousbytes of data. It also looks for functions thatmatch the behavior of suspicious software. Forexample, if a file written to the C:\Windows di-rectory contains a set of functions that use FTPto reach an IP address, download a file, and runthe file, it may be flagged as suspicious.While the malware is reading and writing

files to the hard drive, it’s also creating vari-ous events and objects within the OS to in-teract with the rest of the system. Malwarecommonly uses objects such as mutexes(which enable multiple threads to run simul-taneously without interfering with one an-other), events, and user interface componenthooks. Endpoint products analyze the cre-ation and deletion of these objects andevents and look for commonly used objectnames and object access patterns. For exam-ple, the well-known Koobface malware cre-ates a mutex named “44455345g43545”; if anendpoint protection product sees this mutexplus a set of files with malicious functions, it’sa good indication the executable is malicious.Malware will also often access the computer’s

registry and use the network that the computeris connected to in order to download additionalmalicious components. This means the mal-ware needs to access servers and domainsacross the Internet, which endpoint protectionwill analyze. Koobface reaches out toy171108.com, a domain name that has beenknown to serve malware. These DNS entrieschange all the time, which is why you need tokeep your endpoint protection definitions upto date. Endpoint protection analyzes theseDNS lookups and can deny access. It’s also a re-minder that companies should deploy both

endpoint and gateway-based protection, whichincreases a company’s opportunity to screenout malware or detect malicious activity.Understanding how malware works—and

how it can be detected—is important whenit’s time to choose protection software. Butdon’t let those details distract from whatmakes the biggest difference in endpoint pro-tection working properly for your company. Ifthe user experience, system performance, andIT management capabilities work well foryour organization, you will see fewer attemptsby employees to get around security soft-


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What would it take to replace your existing client-based antivirus or anti-malware vendor with another?

Reasons To Switch

Substantial performance gains

Substantial operational cost savings

Substantial capital cost savings

Clear technology advantage compared with current vendor

Bad experience with current vendor

Clearly superior vision compared with current vendor

Data: InformationWeek 2012 Antivirus and Anti-Malware Vendor Evaluation Survey of 209 business tech pros not considering replacing oradding a vendor, December 2011

62%

57%

56%

56%

32%

26%


ware, and lower rates of infection. Understandthe software’s performance, but stop obsess-ing about detection rates and deep technical

characteristics. Instead, find the product thatactually makes sense to your employees.That’s the key to success.

Michael A. Davis is CEO of Savid Technologies, a technologyand security consulting firm based in Chicago. Write to usat [email protected].


Table of Contents

he mobile broadband industry isbecoming a victim of its own suc-cess as an unprecedented numberof bytes flow across the airwaves.

Yet efforts to free up additional spectrum aregoing nowhere fast, putting carriers betweenan extremely slow-moving government andenterprise and consumer customers whowant their apps and data—now.

LTE, by making more efficient use of spec-trum and offering impressive features to in-crease capacity, promises to help operatorsmeet demand. By itself, though, it won’t beenough, so enterprise IT teams need to shoreup two areas: First, choose your mobile carri-

ers carefully. Among respondents to our latestInformationWeek Mobile Device Managementand Security Survey, Verizon (68%) and AT&T(58%) are the top choices, but neither offersan unlimited data plan for new customers.Whichever carrier your organization selectsmust have a strategy to blend technologysuch as LTE and eventually LTE-Advanced withefforts to obtain more spectrum. It must alsohave a plan to increase its number of cell sites,

including incorporating small cells such asfemtocells and pico cells. And it must have thecapability to off-load data onto Wi-Fi, aprocess we discuss in more depth in our re-cent report on 3G/4G and Wi-Fi convergence.

Second, keep bandwidth limitations in mindwhen considering your organization’s mobil-ity initiatives. For example, 68% of respon-dents to our MDM survey say they use or planto deploy virtual desktop technologies ontablets. Fifty-nine percent say they have en-abled or will enable access to cloud servicesvia mobile devices.

All that requires a lot of bandwidth.Fortunately, LTE can help address not only


Long Term Evolution is fast,

global, and laden with features

IT cares about. It also faces

significant obstacles.

How

T

[LTE AND MOBILITY]Previous Next

Table of Contents LTEMobility

Changes

By Peter RysavyGet This And All Our Reports

Our full report on LTE is free withregistration. This report includes14 pages of action-orientedanalysis, packed with 7 charts.

What you’ll find:

> A rundown of eight importantLTE features

> Discussion of global LTE andtips for IT teams charged withsupporting overseas users

DownloadDownload


capacity concerns, but also quality of service,voice over IP, and fragmented radio bands.

How? First, it’s blazing fast—much fasterthan any previous wide area wireless technol-ogy. Following the “underpromise andoverdeliver” business plan—and anticipatingslowdowns as their networks become satu-rated—operators quote more modest rates;Verizon, for example, promises an average of5 Mbps to 12 Mbps on the downlink and 2Mbps to 5 Mbps on the uplink. But the realityis often much better. Signals Research Groupmeasured an average downlink speed of 23.6Mbps and uplink speed of 15.2 Mbps onAT&T’s network in Houston. Metrico Wirelessreported an average downlink speed of 13Mbps on AT&T’s LTE network and 10 Mbps onVerizon’s LTE network.

In the future, speeds will go even higher.That’s because current networks use either5-MHz or 10-MHz radio channels. However,LTE supports 20-MHz radio channels. Opera-tors would love to deploy in such a wide ra-dio channel because it not only boosts per-formance, it also doubles capacity for thesame amount of network infrastructure. Theproblem is, they just don’t have enoughspectrum.

Speed-boosting innovations are also in the

works, notably higher-order Multiple In -put/Multiple Output radio systems, which relyon multiple simultaneous transmissions onthe same frequency. Current networks use 2-by-2 MIMO on the downlink (two transmit an-tennas at the base station, two receive anten-nas at the mobile device); 4-by-2 MIMO willfurther increase throughput.

Probably the biggest gain, however, willcome through the next major release of LTE,called LTE-Advanced, to be deployed startingnext year. LTE-A permits aggregation of radiochannels, making it possible for operators topiece together 10 MHz here, 10 MHz there.

Eventually, it adds up and effectively over-comes fragmentation of the airwaves. AT&T,for example, will use aggregation to boost LTEperformance via spectrum it acquired fromQualcomm.

LTE-A allows aggregation of up to 100 MHzof spectrum. Even with only 20 MHz, however,LTE-A, combined with 8-by-8 MIMO, can de-liver a blistering 1.2 Gbps of theoreticalthroughput. We do have to emphasize theword “theoretical,” since it will be a long timebefore you see rates like that in the real world.Still, speeds will keep increasing.

Latency (delay) is also lessened, with packetround-trip times measured in tens of millisec-onds instead of hundreds. A sophisticatedQoS architecture can control throughput, delay, and reliability on an application-flowbasis. And with LTE-A, different applicationswill be able to go through specific net-works—say, general browsing through Wi-Fibut operator VoIP through LTE—adding flex-ibility for IT.

Moreover, LTE handles all traffic in the IPdomain, which will eventually lead to muchbetter integration among voice, multimedia,and data applications. And support for het-erogeneous networks in LTE with improvedsupport in LTE-A sets the stage for large ca-

[LTE AND MOBILITY]

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34%

25%9%

32%

Is your company enabling access to cloud services or SaaS via mobile devices?

34%

25%9%

32%

No, andwe haveno plansto do so

YesDon’t know

Not yet,but weplan to

Data: InformationWeek 2011 Mobile Device Management and Security Survey of 323 business technology professionals, August 2011

R

Cloud In Your Hands


pacity gains by integrating conventionalmacrocells with picocells (city-block size)and femtocells (building size).

Carriers get some goodies, too. For exam-ple, they can deploy LTE to operate on atime-division duplex basis and use the tech-nology for base station-to-core networkbackhaul connections. While these capabili-ties mainly matter to carriers, they do helpensure that LTE will remain the wireless WANtechnology of this decade, so IT teams canconfidently plan their mobility initiativesaround it.

Still, while LTE will bring improved datathroughput, be realistic. Use of video on wire-less networks is growing tremendously, forexample, and it’s unclear how long operators

will be able to keep up. Absent new spec-trum, which isn’t materializing nearly fastenough (see ”Spectrum Doomsday Looms”),the result will be networks running at capac-ity. The upshot: congestion that can grindproductivity to a crawl and costs that remainstubbornly high.

Then there’s the fact that a handful of usersin a coverage area can hog the entire capacity.Let’s look at some numbers from my reporton the mobile broadband explosion. LTE ascurrently deployed has a downlink spectral ef-ficiency of 1.4 bps/Hz. Typical deployments byAT&T and Verizon use 10-MHz radio channelsfor downlink, meaning the aggregate capacityin a coverage area that might span three cityblocks shared by multiple users is just 14

Mbps. With video streaming at rates between200 Kbps and 5 Mbps, depending on resolu-tion and quality, it takes only a few peoplewatching Game Of Thrones on their iPads togrind things to a standstill. That’s one reasonVerizon just announced that, without newspectrum, it will hit LTE capacity limits in somemarkets by next year.

Modern wireless technologies, especiallyLTE, are designed to exploit the highest in-stantaneous spectral efficiency based on thequality of the radio signal. What that means is,users close to the base station—and espe-cially with a line of sight—will get muchhigher throughput than those at the edge ofthe cell or deep inside a building. Thus, aver-age speeds may be good, but there’s unevendistribution. So while LTE will deliver excellentperformance most of the time, IT organiza-tions must plan for as much as a 10-to-1 dif-ference between lowest and highest values.

No Moore’s Law HereBecause users invariably consume every

drop of network capacity, operators have re-sponded with tiered pricing plans that aver-age about $10 per gigabyte. AT&T, for exam-ple, has a smartphone plan that provides 3 GBfor $30 and then $10 per gigabyte over that

[LTE AND MOBILITY]

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What Carriers Did Your IT Department Choose?Verizon

AT&T

Sprint

T-Mobile

U.S. Cellular

Data: InformationWeek 2011 Mobile Device Management and Security Survey of 188 business technology professionals at companies withstandardized mobile platforms and IT-driven device and carrier selection, August 2011

68%

58%

27%

15%

2%


amount. Streaming 720p-quality video at 1.5Mbps consumes 0.675 GB per hour. Few peo-ple will want to watch video at $6.75 per hour.On the other hand, a video-based training ses-sion or videoconference at 480p using 0.5Mbps would cost $2.25 per hour. IT and busi-ness managers must decide what’s reason-able for a given operation.

As for whether prices will go down, histori-cally they have. But with carriers now usingprice as a tool to depress demand, we don’trecommend betting your budget on less-ex-pensive plans. AT&T stated on its Januaryearnings call that in the absence of new spec-trum, the company would have to increaseprices and impose data-use restrictions.

We recommend that IT organizations planbased on current prices, look into how muchdata various applications actually consume,and selectively off-load onto Wi-Fi.

Battery life is another challenge. LTE devicesconsume 5% to 20% more juice than previ-ous-generation phones, depending on theapplication in use. Multiple factors contributeto this power drain: cutting-edge displays,high data consumption, immature chipset de-signs, and MIMO. Ensure that any smart-phones and tablets you buy for a specificbusiness scenario have sufficient battery life.

So, should IT teams ramping up mobility ini-tiatives be encouraged or discouraged by thecomplexities we’ve discussed? Our stance iscautiously optimistic. LTE really does work asadvertised. The biggest threat is congestion,but operators realize that poor performancewill discourage use—and lower revenue—sowe expect they’ll do everything they can toprovide reasonable performance.

For IT teams designing mobile apps, makesure they work well enough at throughputrates lower than those advertised, especiallyif they require constant connectivity. Excit-ing as it may be to have a Windows 7 desk-top appear on an iPad, that kind of applica-tion is vulnerable to congestion and latency.More conventional client-server applica-tions—say, an Outlook email client commu-nicating with an Exchange server—are lessaffected by fluctuating throughput. Back-ground cloud synchronization is also rela-tively immune.

What about mobile apps that absolutelymust have fast connectivity? Use enterpriseWi-Fi connections when they’re available.Public Wi-Fi suffers from congestion just asmuch as cellular does. Also, look for optionsusers can select to minimize bandwidth. Forinstance, a videoconferencing applicationmight have an easy way to fall back to voice-only mode—Skype provides a simple buttonto turn off video. It also dynamically adjustsvideo quality to available bandwidth.

Peter Rysavy is president of wireless consulting companyRysavy Research and the executive director of the nonprofitPortable Computer and Communications Association. Writeto us at [email protected].

[LTE AND MOBILITY]

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Throughput: LTE is fast but vulnerable tonetwork congestion. Blame the increasingpopularity of mobile broadband.

Pricing: At about $10 per gigabyte, high-throughput activities like videoconferencingcan get expensive in a hurry.

Roaming: With different countries usingvarious radio bands for LTE, global travelerswill, at best, fall back to 3G.

Voice: Implemented as VoIP, it’s an all-new approach for cellular networks. Hiccups mayoccur, though.

QoS Control: LTE has quality-of-serviceoptions, but it will take time for operators tofigure out their business models.

6 LTE ChallengesFOR ALL LTE’S BENEFITS, THESEAREAS MUST BE WATCHED

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