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Category Archives: Miscellaneous

August 16, 2012 · admin

Bad Weather and Computer Hacks are similar

I was sitting in my office with my famous poster that was co-developed with Charlie Hopkins in 1999 (then Program Manager for the METOC office in PMW 150).  ”Hope for the best, Prepare for the worst” was something Charlie had us put on new posters that included the new METOC Logo (I think the  tag line came from a fortune cookie!).  13 years later, as we are going thru some hot and humid days (not complaining on the west coast), I am reminded of how weather and computer networks have a lot in common. I found this newsletter segment that I wrote in 2005. Seems relevant only 7 years later and help me get ready for the hot fall in San Diego County combined with Navy football.

 

September 2005

 

Katrina and Zotob have some things in common.

 

From Jim Pietrocini, CEO RL Phillips Inc.

 

I am writing this while flying a Delta flight back to the east coast.  I have a hall pass from the wife to attend the Navy- University of Maryland football game during the Labor Day long weekend, then followed by Navy- Stanford (my reunion weekend).  The excitement of tailgating and enjoying the college gridiron has been extremely leveled by the events this past week in New Orleans.  I have friends and business associates from my days in the Navy that worked and lived coastal Louisiana and Mississippi and many have lost their homes.  The event hit home this week, when we received an email of a young IT professional sending his resume and asking if we had any positions opened. He had just lost his home and possessions from Katrina and wanted to move to San Diego County.

 

RL Phillips federal group has supported the Navy Meteorological and Oceanographic program directorate for the past 15 years.  RL Phillips team was involved in the development of a weather information system for the US Navy in the mid-90’s and gained a valuable appreciation for the collection of environmental information, disseminating that information and providing computer based tools to help forecast the weather and interject how the weather affects mission critical systems such as flying jets to targeting tomahawk missiles.  Bottom Line is that “Weather does MATTER”.  Today, RL Phillips supports the Navy by managing an innovation laboratory at the Coronado Naval Base and provides systems engineering support at the Space and Naval Warfare Command in San Diego.  While watching CNN on the morning of Hurricane Katrina hitting the Louisiana/Mississippi coastline, it seemed the region’s population had an attitude of “it will not be THAT BAD” or “If we survived Camille in 1969, what else can be worse.”  Days later, we are now seeing the effects of poor preparation and a city that was not prepared for the worst.

 

Zotob, a funky name for a malicious software worm, hit our internet and networks in mid August.  Our commercial small/medium business (SMB) IT services team spent 3 days upgrading and patching our client servers to ensure everyone was safe.  Our SMB client base has grown to over 30 clients in a little over 18 months, evidence that information technology is definitely a core piece of a businesses daily operations and core infrastructure.  Zotob hit over 175 companies including General Electric, Caterpillar, and UPS. The worm dug itself into the “plug and play” code in Windows 2000 and opened an internet relay chat channel back to servers which then downloaded more nasty code that could turn the machine into a zombie to allow it to spam other machines or create a denial of service to other servers/computers on the affected network.  Fortunately, all our clients were not running the older Windows 2000 operating system and are kept current with XP Professional, but the event reminded business owners that attacks on the internet, like bad weather, will never go away. I even wonder if the event was more of a “cry wolf” and most business owners are becoming complacent.

 

Information Security has gained acceptance since September 11, 2001 (footnote- I am flying back to San Diego on the 9/12 vice Sunday 9/11).  Large enterprises and small businesses are getting educated on firewalls, intrusion prevention, virtual private networks, spam filtering, ad-aware software, and spy-ware.  How much to invest/spend on information technology in general or what information security mechanisms must a business deploy are questions that must be on every small/medium business plan.  Similar to the city of New Orleans living below sea-level with levees that could handle a Category 3 hurricane and pumps that would protect any flooding, the wrath of Katrina changed the rules of the game.

 

Some factoids and points related to information technology and information assurance for small/medium size businesses to comprehend:

 

-       The federal government recently received a report card of a D+ on how they handle information security for government networks.

-       The GOOD.  Businesses have spent the past few years learning the power of the internet. Email has become a core application.  Accessing information via email from work, home, or at the hotel is becoming a critical piece of your business processes.  Fax Servers, sending PDF files, accessing databases via websites are becoming day to day activities.

-       The BAD.  The internet is also a medium for corruption and the evil side of society.  Five years ago, a hacker was a young pimple faced teenager having fun hacking into computers. Today, organized crime and terrorist organizations are hiring software/network professionals across the globe to hack into businesses to make money. Hacking databases of credit cards, Fake websites (termed “Phising”), and developing the next worm/Trojan is becoming common practice.

-       The UGLY. The Department of Cybersecurity terms the internet as the “Perfect Storm” for the criminal world. Anonymity prevails on the internet. I received an email today from a former Navy Information Security professional now working at the information security officer for the Colorado Governer’s office.

  • We updated yesterday’s diary with the information of fake emails and domains being used to get donations for the Katrina Hurricane and Brian Krebs just updated the Security fix blog, with new information about these fake domains. Some that we strongly suspect so far are katrinahelp.com , katrinarelief.com and katrinacleanup.com.

-       A recent survey of businesses show over 51% will increase their IT budget and focus on better access control, secure remote access, and ensure up-to-date patching of systems.

-       The University of California at San Diego had several their databases of personnel information compromised.

 

 

There have been several headlines in 2005 related to computer security breeches.  There is also a feeling that most businesses, especially the larger names, do not want to admit that they lack certain security infrastructure to deter the potential threat.  RL Phillips also runs into small businesses not wanting to spend a dime extra on their firewalls, backing up their data, and even having a discussion on disaster recover plans (Where does your business operate in the event of a power failure or earthquake?). Unfortunately, like Katrina, it takes a major “event” to convince our personal and business mindset to change.  There will be internet event in the future that will affect our businesses and cost money to fix.  The events of Katrina and Zotob should continue to drive home the fact that all businesses should “BE PREPARED”.

 

I am a strong advocate that small businesses are what drive this country’s innovation and spawn the large enterprises of the future.  Small businesses move faster and touch customers that several large companies do not care about.  In the same light, I am rooting for underdog Navy over the Terps and Cardinals.
Go Navy

 

 

* RL Phillips has setup a “care package” for the Katrina victims. We are collecting any small items (gum, canned food, toilet paper, etc) and will send on behalf of RL Phillips and our clients. Please email Sheryl Estey  for more information.

 

Posted in Cybersecurity, Miscellaneous | Leave a comment |
August 16, 2012 · admin

Innovation for ISR

Just read this dropbox blog.  It could spawn some great ideas of our Navy ISR or METOC teams to find new innovative (and cost effective ways).  I was up at the Naval Sea Systems Command this week in Pt. Hueneme, CA and was honored to talk to a very smart group of engineers that keep our Navy’s combat systems alive and running.

On the homefront, I have all my files on my laptop going to Google Drive and also synching to Dropbox (double cloud backup).  It is great to access all my files (documents/spreadsheets, presentations) from my ipad, iphone, or any laptop or desktop that I maybe in using throughout the day or night (even my one chromebook).

 

Posted in Miscellaneous | Leave a comment |
November 4, 2011 · admin

Rickover remembered

I just spent a few days in Honolulu at this year’s technet asia pacific show. I listened to a panel of DOD CIO’s discuss the upcoming budget cuts and the need to consolidate/cut spending on information technology. Do more with less, reduce duplication,etc. It reminded me of my initial proceedings article (where they give you a nice pen for getting published.

Looking for Another Rickover

 

Finding a Rickover for Information Technology

Issue: Proceedings Magazine – December 1997 Volume 123/12/1,138

By Jim Pietrocini

As it enters a new age of information technology, the Navy must have a strong, committed information czar—a modern Admiral Hyman Rickover.

The bus ride seemed longer than the usual one-hour drive from Annapolis to Washington. I knew how to navigate the streets of the District to end up at my favorite weekend establishment in Georgetown, but that day we were headed to Crystal City. I looked out of the half-frozen bus window to see concrete buildings that seemed to be connected, with no sign of grass or trees. We were guided up the elevator and placed in a small sitting room. The interview process was about to begin.

I was about to join the ranks of hundreds of former midshipmen and have an interview with Admiral Hyman Rickover. It was 1980, and I was a proud member of the first U.S. Naval Academy class with female midshipman-a class that did not have enough nuclear power volunteers. Thus, a few hundred of us were selected as “involuntary” candidates, and though I had my heart set on going to Pensacola for flight school, my destiny now was in the hands of the famous father of the nuclear Navy.

Today’s Navy is entering a new century, where information warfare will play a role similar to that of nuclear power in the Rickover era. Downsizing, jointness, and interservice interoperability and communication are shaping our armed forces, but even greater than these internal forces are those of the information revolution that is engulfing our nation and our world. The introduction of the internet and the world-wide web, combined with telecommunications changes, is having a direct impact on how our Navy will operate beyond 2000.

The JOTS Paradigm

In the early 1990s, the Navy command-and-control community took a daring turn and moved toward commercial workstations and software standards and away from military-specification (MilSpec) computers and Defense specific programming languages. MilSpec computers on board our aircraft carriers were replaced with UNIX-based client-server workstations connected via a local area network (LAN). Some said that a prototype system developed by a small group of mathematicians riding Atlantic and Pacific Fleet units could not become the Navy’s baseline for information systems. The success of the Joint Operational Tactical System (JOTS) was the result, in part, of the leadership of a few senior Navy officers overseeing the hard work of a cohesive team of Navy labs and contractors.

Today, the Navy, under the management of the Space and Naval Warfare Command, is developing the future Joint Maritime Command Information System (JMCIS) and the Joint Maritime Communications System architectures. Navy ships will have local area networks of PC- and UNIX-based computers (client/server) connected via routers and bridges to the Navy’s own intranet, connecting the fleets together. A sailor on the USS Nimitz (CVN-68) will browse for the plan of the day on the carrier’s home page and see when he has the midwatch. The engineering officer of the watch will check the engineering department intranet to review the status of casualty reports and then connect to the Atlantic Fleet logistics page to check the arrival date of a main feed pump being shipped to the next port. The crew will be able to log on to less expensive network computers in their berthing spaces to send e-mail-including graphics, sound, and video-back to loved ones in the states.

Riding the Commercial Technology Wave

To support the architecture of JMCIS and other systems, the Navy must align itself with commercial industry; it must keep pace with commercial technology and provide leadership to integrate it within the bulkheads of our ships and walls of our command centers. Key to these efforts will be keeping abreast of what is going on in the computer industry with respect to operating systems, hardware architectures, development languages, browsers, data bases, etc., and being able to correlate technological movement by the computer industry and how companies are measured from a business standpoint. A very good example is the case of Apple and Microsoft. Apple had the best graphic user interface built on top of the Apple operating system, but failed to distribute the technology. Microsoft had the DOS and Windows operating system, and today owns a majority of the personal productivity market because of its ability to bundle the DOS operating system with various versions of PCs.

The Navy Chief Information Officer

A chief information officer (CIO) pipeline similar to what we have in the nuclear Navy is essential. Enlisted training should begin in boot camp. A good start is today’s effort to give every recruit a new computer upon entering the Navy.

The CIO billet should be established alongside the ship’s chief engineer, operations officer, and weapons officer. In a squadron or group, it should be parallel to the chief staff officer. The CIO’s background should include a computer science or key technical degree, and the career path should allow for the development of applied computer science skills. The way I learned to be an engineering officer of the watch was by having my boiler technician hand me a flashlight and tell me to find and trace every valve in the 600-pound steam system.

Today’s nuclear Navy is better off because it had a strong leader at the top, a leader who upheld values and provided consistent guidelines when social and political factors weighed heavy. Information technology needs discipline to mold it into an architecture that can be used to guide mission-critical systems and applications, update status of forces, and aid our naval forces in harm’s way. It needs a flag officer who can provide direction to our future enlisted personnel and junior and senior officers and can communicate with the leadership of our commercial industries.

Final Note

After I was questioned by a few officers about the pH factor and the delicacy of differential equations, Rickover asked me, “What does your last name mean in Italian?” I had no idea. The admiral quickly responded, “GET OUT of my office!” I did not appreciate the experience then, but now I understand the need for such determined leadership in our Navy.

Mr. Pietrocini, a 1980 graduate of the U.S. Naval Academy, is a director of government programs for a commercial software company headquartered in Carlsbad, California.

 

Posted in Acquisition, Cloud, Geek Stuff, Miscellaneous | Leave a comment |
May 10, 2011 · admin

Crimping RJ-45 connectors

I am reminded of long days running ethernet cable thru bulkheads on USS Coronado and USS Kitty Hawk to get the OTH-T broadcast from jots1 (the name of the JMCIS/GCCS-M comms processor) to the Navy Integrated Tactical Environmental Subsystem (NITES) down in OA division (the weather office).

Making RJ 45 connectors and doing the pin out was an art (or was that science !).

Fast forward almost 20 years later and I am sitting at the Space and Naval Warfare Command (PEO C4I offices) with my Verizon Thunderbolt and an iPad.  I am reading my business email by turning the Thunderbolt into a 4G hotspot (allows up to 8 connections). I am getting about 17MBs download and 5-7MBs upload.


Why would I ever connect to the wired network?

In fact, support contractors on-site are not paying for NMCI seats and opting for Verizon 4G mifi cards and a laptop (and bringing their own wireless printer). Instant Office at a very nice price.


The great technologies provided by Verizon are changing how we think about the future of Local Area Networks.

The wireless LAN has become a core, strategic network for tomorrows enterprise?


The future growth of smart phones and tablets will force wireless networks to become just as important as wired networks.

We cannot hide behind “lack of security” or “old culture”.

My old office paid $700/month for a T-3 bonded internet connection (old DSL). I get 7 times faster bandwidth at home on my timewarner cable modem (22MBs down for $59.00 /month). Most remote offices are paying over $200/month for T-1 (1.5MBs) as this tends to be the standard company policy for remote offices (The Navy has several remote recruiting offices, reserve commands, and detachments that could be re-architected for the Next Generation Enterprise  Network.

The upcoming Next Generation Enteprise Network (NGEN) should push for wireless 4G networks to be key parts of Naval Base infrastructure and be a alternative pipe to carry secure packets of information.

 

From a recent blog… (see the complete blog at slashdot)

Aberdeen’s surveys show that 82 percent of companies already have smartphones on their wireless LANs and 75 percent have tablets, compared to 95 percent that have laptops, and by spring 2012, 100 percent expect to have laptops in use on their wireless LANs, 99 percent to have smartphones, and 96 percent to have tablets.

But exports says those are just the tip of the iceberg of what is running on wireless LANs these days. Companies report the following types of devices already in use on their wireless networks:

  • 43 percent have wireless printers, expected to rise to 56 percent by spring 2012
  • 38 percent have e-book readers, expected to rise to 49 percent
  • 32 percent have bar code scanners, expected to rise to 42 percent
  • 32 percent have asset tracking systems, expected to rise to 43 percent
  • 31 percent have video surveillance, expected to rise to 44 percent
  • 30 percent have video monitors, expected to rise to 47 percent
  • 29 percent have videconferencing, expected to rise to 52 percent
  • 25 percent have inventory systems, expected to rise to 38 percent
  • 20 percent have digital still cameras, expected to rise to 28 percent
  • 19 percent have entertainment systems, expected to rise to 25 percent
  • 17 percent have gaming systems, expected to rise to 21 percent
  • 12 percent have heating and air conditioning (HVAC systems), expected to rise to 19 percent
  • 9 percent have electric meters, expected to rise to 19 percent
  • 6 percent have appliances, expected to rise to 12 percent

Most of these devices are used for mission-critical activities, yet most wireless LANs aren’t designed to be mission-critical,

As is often the case, those companies that have taken a strategic view of their wireless LANs — centrally managing them as part of the core LAN, not as a separate network from the wired LAN — are both getting better performance than the rest. They typically have twice or more the performance across a series of measures, including problem resolution time (3:1), application response time (2:1), end-to-end wireless LAN performance (3:1), and end-to-end LAN performance (2:1).

Most wireless LANs aren’t actively managed, even using basic technologies such as Wi-Fi sniffers and the WIPS intrusion prevention protocol, so companies have no strong clue as to who or what is using them. That raises security problems of course, but it also brings up network management issues such as understanding usage patterns to be able to manage the wireless LAN and the wired backbone supporting it for quality of service (QoS).

How to rethink your wireless LAN

First, manage it centrally with your wired LAN. In fact, treat the two as one LAN, both in terms of management tools and the people you have manage and run them. Bringing together wired and wireless experts not only allows for a better designed and managed network, it usually reduces costs.  Bringing together the networks does not mean having to standardize on one vendor’s technology, he notes — many network management tools are designed to manage vendor heterogeneity, whch he says is a natural consequence of growth and acquisition and so should be assumed in your management tool choices.

The management should not just be of the technology but of the policies around access and utilization. Prioritize access based on both applications and type of users: critical applications such as your transaction and unified communication applications should get priority over noncritical ones, such as Web access and perhaps some intranet services.

Likewise, users who rely on wireless access for work that directly matters to your economics — such as field workers and sales staff — should get priority over users for whom wireless access is a nice-to-have extra. Implement a “fair use” strategy that doesn’t let individual people or applications hog network resources — and ensure the network is designed for the legitimate hogs, as their appetites will only grow.

Second, implement 802.11n networks wherever possible. They carry more data than the 802.11b and 802.11g networks commonly installed, and they tend to have larger range. Borg suggests companies experiencing bottlenecks at the wireless edge invest in a “forklift” upgrade of their wireless equipment to 802.11n and that companies invest in doing the radio analysis to understand how best to deploy the access points and routers; not doing so can create bottlenecks that reduce the performance of the entire network. He also says it’s critical to beef up the backbone, so you don’t transfer performance bottlenecks from the wireless edge into the wired core.

Third, be sure to actively monitor your network not just for security purposes but for performance, so you can adjust both network resources and utilization policies as needed for the optimal result (what Borg calls “quality of experience”). Because what is optimal can change over time, Borg says it’s important to keep analyzing your network over time, not just when you first decide to rework it.

None of Aberdeen’s advice is particularly novel: It’s what IT should do for any important asset. But many IT organizations didn’t consider Wi-Fi to be important and did just a “good enough” deployment. The world has changed, and it’s time to reclassify the wireless LAN as a key information technology asset — and manage it accordingly. You’ll get a better network and lower costs if you do.

This article, “Spurred by mobile, rethinking the wireless LAN,” was originally published at InfoWorld.com.

 

Posted in Acquisition, Cybersecurity, Geek Stuff, Miscellaneous | Tags: NGEN, NMCI | Leave a comment |
May 9, 2011 · admin

Views on Navy NGEN

Interesting views from Loren Thompson

U.S. Navy Next-Gen Enterprise Network Headed For Disaster
14:25 GMT, May 9, 2011 After a decade of operating the world’s largest intranet with a single contractor in charge, the U.S. Navy has decided to replace it with something more fashionable. It plans to unbundle the functions required to sustain the network and hold a series of competitions each year to see who can offer the best deal, with the Navy itself overseeing the integration of suppliers and services. In theory, the new approach will provide greater functionality and flexibility to users, of whom there are 700,000. In practice, the new approach is an operational and budgetary disaster in the making. 

The future system the Navy is pursuing is called the Next Generation Enterprise Network, or NGEN. It would replace the existing Navy-Marine Corps Intranet that provides an array of information resources to uniform and civilian personnel in the sea services, including command links to warfighters. The existing system has been in place for ten years, and during that time ideas have evolved about how the joint force should acquire and sustain complex systems. The preferred model right now is continuous competition, a concept that works well in commodity markets but has seldom been attempted in the procurement of federal networks.

It’s not that the current intranet isn’t working. It enjoys high user satisfaction ratings and has proven nearly impervious to intrusion by hackers and spies. But the Navy doesn’t like turning over so much control to an outside company — in this case, Hewlett-Packard — so it has jumped on the in-sourcing bandwagon by moving to take direct control of the system. There’s good reason to suspect it isn’t up to the job, but even if it were the continuous-competition approach will make its job much harder. By dis-integrating a single contractor team into several more narrowly-defined groups of vendors, it will introduce seams and discontinuities into the system that must frequently be adjudicated — seams that are the doorways intruders typically use to penetrate a network. And by demanding frequent competitions, it nearly guarantees suppliers will not be willing to offer the Navy their best technology and prices. Why would a company stretch to win a narrow-gauge contract that might disappear after a year?

The acquisition strategy the Navy favors for NGEN hasn’t worked anywhere that it has been tried. It’s the kind of innovative-sounding approach that you would expect from bureaucrats who have spent no time in the private sector. People in the business world understand that companies are more willing to take risks when contracts are big and costs can be amortized over many years. So limiting the scope and duration of contracts reduces the incentives contractors have to offer a good deal. Having lots of teams with lots of seams also diminishes accountability when security breaches occur, not to mention complicating the challenge of implementing fixes fast. The Navy brushed aside complaints from the Government Accountability Office about the way in which the acquisition strategy was selected, even though GAO raised the possibility that billions of dollars might be wasted.

But wasting money isn’t the worst thing about the NGEN concept. What’s really worrisome is that the Navy is likely to impair its entire warfighting system by trying to command a globally deployed fleet through a weak and vulnerable network. After spending decades developing a force posture in which each system is the best of its kind ever built, the service now proposes to implement an information backbone that enemies will find much easier to compromise — a balkanized network that may break down or be disrupted at moments when many lives are on the line. If the Navy can’t point to a single instance where the business model it is pursuing for managing the future flow of sensitive information has worked, what does that tell us about the likely outcome of the NGEN experiment?

—-
Loren B. Thompson, Ph.D.
Early Warning Blog, Lexinton Institute

http://www.defpro.com/news/details/24304/?SID=20ab138d53b2069e6c9b80d8f083c983

Posted in Miscellaneous | Tags: acquisition, NGEN | Leave a comment |
April 14, 2011 · admin

Don’t forget how to use signal flags!

At this week’s USMC IT Day, I once again had the honor of being in the company of a great American hero. General Al Gray, the 29th Commandant of the US Marine Corps and the guest luncheon speaker.  I was a young navy lieutenant in 1982 when I first met the general on a Unitas cruise and saw his determined leadership (contact me for the Rio story).  In 1985-1986, I was a member of the Commander, Amphibious Group Two staff, and my admiral, Rear Admiral Bob Rogers worked closely with Al Gray on the first Navy/USMC war games, changing the culture of amphibious warfare (going head on with 2nd Fleet commander, VADM Hank Mustin) and using a CVBG to support the CATF).

Fast forward 26 years and the topic of the day was “knowledge dominance”, which ironically was a spin of the Navy slogan of “Information Dominance”.  Since my tagline of iGouge is “turning information into knowledge”, the views of this great man were extremely interesting and relevant.  His first comment was (paraphrasing) that ‘we should not think that we can dominate anything” and that most of the “taglines” that come of Washington’s beltway are not reality from the soldier in the fight (remembering such things as “Copernicus, Joint Vision 2010, ForceNet, Network Centric Warfare.

It is important that we understand the difference from information (all those packets of data that people want to send around) and knowledge. Knowledge is gained from repeated processes (doing the same thing over and over) and from correlation of bits of information.  I am reminded that we need to fully understand what is going on with new technologies and applications like facebook and twitter. More specific, what ardvark (vark.com) was doing before being acquired by Google and  even the focus of friendfeed (social knowledge).  Are we moving to a generation that only acts on snipits of information and fails to disseminate, correlate and process these bits of information to create knowledge?

Back to General Gray’s comments, these are in no order, but make us all  think harder…..

 

- All we need to make sure the marine knows is:

  • What to do
  • When to start
  • Who can help him

-We have to understand that a legacy hierarchical C4I infrastructure of several layers is old school. Remembering the book, Pyramids to Pancakes (that great chapter in the book by Michael Lewis),

We need to see how the Taliban are organized in cells and each cell is small enough to operate (without much overhead) and each cell communicates to each cell in a peer to peer way.

Really let your young people (in this case – young marines) loose and give them the environment to do great things.  Do not burden them down with old legacy tools, products, or culture).

Don’t get too dependent on GPS. Our sailors and marines still need to do their job when technology is not there (i.e. “Denied Environment).  I am worried that we do not have enough patience, funding, or leadership to make sure we can plan these contingency operations.  We may not have to teach the new generation how to use a slide rule, but we must make them aware of an environment where they can do their job without the luxury of the internet, power, etc.

Enough for this post. I have to speak into my  new Thunderbolt to get to my next meeting using the Google Maps/Navigation app!

I will be attending this year”s USMC C4I dinner which always is a very patriotic event to honor our fallen marines.

 

Posted in Miscellaneous | Tags: architecture, C4I, Strategy | Leave a comment |
January 20, 2011 · admin

Vice Admiral Jack Dorsett: Strengthening the U.S. Navy’s Information Dominance for the 21st Century | IBM Center for the Business of Government

Note article in IBM Center for Business of Government

Vice Admiral Jack Dorsett: Strengthening the U.S. Navy’s Information Dominance for the 21st Century | IBM Center for the Business of Government

To hear the audio click HERE
Posted in Miscellaneous | Leave a comment |
January 18, 2011 · admin

Has nothing to do with GEEK STUFF, but a good read

From a good friend…

I hope you enjoy this as much as I did. It is worth the time to read and think…

This is a story of an aging couple told by their son who was
President of NBC NEWS.

This is a wonderful piece by Michael Gartner, editor of newspapers large and small and president of NBC News. In 1997, he won the Pulitzer Prize for editorial writing. It is well worth reading, and a few good chuckles are guaranteed. Here goes…

My father never drove a car. Well, that’s not quite right. I should say I never saw him drive a car.

He quit driving in 1927, when he was 25 years old, and the last car he drove was a 1926 Whippet.

“In those days,” he told me when he was in his 90s, “to drive a car you had to do things with your hands, and do things with your feet, and look every which way, and I decided you could walk through life and enjoy it or drive through life and miss it.”

At which point my mother, a sometimes salty Irishwoman, chimed in:
“Oh, bull shit!” she said. “He hit a horse.”

“Well,” my father said, “there was that, too.”

So my brother and I grew up in a household without a car. The neighbors all had cars — the Kollingses next door had a green 1941Dodge, the VanLaninghams across the street a gray 1936 Plymouth, the Hopsons two doors down a black 1941 Ford — but we had none.

My father, a newspaperman in Des Moines , would take the streetcar to work and, often as not, walk the 3 miles home. If he took the streetcar home, my mother and brother and I would walk the three blocks to the streetcar stop, meet him and walk home together.

My brother, David, was born in 1935, and I was born in 1938, and sometimes, at dinner, we’d ask how come all the neighbors had cars but we had none. “No one in the family drives,” my mother would explain, and that was that.

But, sometimes, my father would say, “But as soon as one of you boys turns 16, we’ll get one.” It was as if he wasn’t sure which one of us would turn 16 first.

But, sure enough , my brother turned 16 before I did, so in 1951 my parents bought a used 1950 Chevrolet from a friend who ran the parts department at a Chevy dealership downtown.

It was a four-door, white model, stick shift, fender skirts, loaded with everything, and, since my parents didn’t drive, it more or less became my brother’s car.

Having a car but not being able to drive didn’t bother my father, but it didn’t make sense to my mother.

So in 1952, when she was 43 years old, she asked a friend to teach her to drive. She learned in a nearby cemetery, the place where I learned to drive the following year and where, a generation later, I took my two sons to practice driving. The cemetery probably was my father’s idea. “Who can your mother hurt in the cemetery?” I remember him saying more than once.

For the next 45 years or so, until she was 90, my mother was the driver in the family. Neither she nor my father had any sense of direction, but he loaded up on maps — though they seldom left the city limits — and appointed himself navigator. It seemed to work.

Still, they both continued to walk a lot. My mother was a devout Catholic, and my father an equally devout agnostic, an arrangement that didn’t seem to bother either of them through their 75 years of marriage.

(Yes, 75 years, and they were deeply in love the entire time.)

He retired when he was 70, and nearly every morning for the next 20 years or so, he would walk with her the mile to St. Augustin’s Church.
She would walk down and sit in the front pew, and he would wait in the back until he saw which of the parish’s two priests was on duty that morning. If it was the pastor, my father then would go out and take a 2-mile walk, meeting my mother at the end of the service and walking her home.

If it was the assistant pastor, he’d take just a 1-mile walk and then head back to the church. He called the priests “Father Fast” and “Father Slow.”

After he retired, my father almost always accompanied my mother whenever she drove anywhere, even if he had no reason to go along. If she were going to the beauty parlor, he’d sit in the car and read, or go take a stroll or, if it was summer, have her keep the engine running so he could listen to the Cubs game on the radio. In the evening, then, when I’d stop by, he’d explain: “The Cubs lost again. The millionaire on second base made a bad throw to the millionaire on first base, so the multimillionaire on third base scored.”

If she were going to the grocery store, he would go along to carry the bags out — and to make sure she loaded up on ice cream. As I said, he was always the navigator, and once, when he was 95 and she was 88 and still driving, he said to me, “Do you want to know the secret of a long life?”

“I guess so,” I said, knowing it probably would be something bizarre.

“No left turns,” he said.

“What?” I asked

“No left turns,” he repeated. “Several years ago, your mother and I read an article that said most accidents that old people are in happen when they turn left in front of oncoming traffic..

As you get older, your eyesight worsens, and you can lose your depth perception, it said. So your mother and I decided never again to make a left turn.”

“What?” I said again.

“No left turns,” he said. “Think about it.. Three rights are the same as a left, and that’s a lot safer. So we always make three rights.”

“You’re kidding!” I said, and I turned to my mother for support.
“No,” she said, “your father is right. We make three rights. It works.”
But then she added: “Except when your father loses count.”

I was driving at the time, and I almost drove off the road as I started laughing.

“Loses count?” I asked.

“Yes,” my father admitted, “that sometimes happens. But it’s not a problem. You just make seven rights, and you’re okay again.”

I couldn’t resist. “Do you ever go for 11?” I asked.

“No,” he said ” If we miss it at seven, we just come home and call it a bad day. Besides, nothing in life is so important it can’t be put off another day or another week.”
My mother was never in an accident, but one evening she handed me her car keys and said she had decided to quit driving. That was in 1999, when she was 90.

She lived four more years, until 2003.. My father died the next year, at 102.

They both died in the bungalow they had moved into in 1937 and bought a few years later for $3,000. (Sixty years later, my brother and I paid $8,000 to have a shower put in the tiny bathroom — the house had never had one. My father would have died then and there if he knew the shower cost nearly three times what he paid for the house.)

He continued to walk daily — he had me get him a treadmill when he was 101 because he was afraid he’d fall on the icy sidewalks but wanted to keep exercising — and he was of sound mind and sound body until the moment he died.

One September afternoon in 2004, he and my son went with me when I had to give a talk in a neighboring town, and it was clear to all three of us that he was wearing out, though we had the usual wide-ranging conversation about politics and newspapers and things in the news.

A few weeks earlier, he had told my son, “You know, Mike, the first hundred years are a lot easier than the second hundred.” At one point in our drive that Saturday, he said, “You know, I’m probably not going to live much longer.”

“You’re probably right,” I said.

“Why would you say that?” He countered, somewhat irritated.

“Because you’re 102 years old,” I said..

“Yes,” he said, “you’re right.” He stayed in bed all the next day.

That night, I suggested to my son and daughter that we sit up with him through the night

He appreciated it, he said, though at one point, apparently seeing us look gloomy, he said:
“I would like to make an announcement. No one in this room is dead yet”

An hour or so later, he spoke his last words:

“I want you to know,” he said, clearly and lucidly, “that I am in no pain. I am very comfortable. And I have had as happy a life as anyone on this earth could ever have.”

A short time later, he died.

I miss him a lot, and I think about him a lot. I’ve wondered now and then how it was that my family and I were so lucky that he lived so long.

I can’t figure out if it was because he walked through life,
Or because he quit taking left turns. “

Life is too short to wake up with regrets.
So love the people who treat you right.
Forget about the ones who don’t.
Believe everything happens for a reason.
If you get a chance, take it & if it changes your life, let it.
Nobody said life would be easy, they just promised it would most likely be worth it.”

ENJOY LIFE NOW – IT HAS AN EXPIRATION DATE!

Posted in Miscellaneous | Leave a comment |
January 17, 2011 · admin

Navy Delays Starting the NGEN – SIGNAL Magazine

Navy Delays Starting the NGEN – SIGNAL Magazine

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January 13, 2011 · admin

Global CIO: The Case For Copying Apple’s App Store — InformationWeek

Global CIO: The Case For Copying Apple's App Store — InformationWeek

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