tv Politics and Public Policy Today CSPAN September 21, 2015 1:00pm-3:01pm EDT
and the other thing that i think really applies here, it comes back to the maxim, you can't manage what you can't measure. i don't know if that's completely true, but i do subscribe to if you can measure better, you can manage better. so i think the really interesting questions i want to spend the rest of the time talking about is how can government really leverage the internet of things? thinking about new technology to solve old problems. you need to have a strategic alignment here between what technology can do and what the mission of the organization is. when you have this, you can see really great results. for example, in st. louis, missouri, the public transportation system, they had a metro bus, they started using electronic sensors to do predictive analytics about when the systems would fail.
they look at oil pressure, temperature, speed and they basically were able to do prevent of maintenance to reduce down time, they were able to have service sooner and increase the reliability of their system. so fewer breakdowns, longer vehicles service life and they were able to save $5 million per year in maintenance costs. so substantial impact. we can think about disrupting how we do things in government. a lot of people in this room are wearing activity trackers. maybe breaks should depend on how much activity you do. sitting in a patrol car versus walking for eight hours is very different. maybe we can start rethinking how we do labor based on these type of technologies. second, we have to start thinking how we can make smart the default. we're seeing this in some locations. california has decided by 2025,
all water meters have to be smart. and we can see really big impacts sometimes when we to do this. in mumbai, they were able to cut water consumption by 50%. we need to be starting to think how can we make smart the default for other areas where we're investing in government, whether it's roads, buildings or just any kind of new program. we need to be talking about building partnerships with the private sector. right now, anyone in government is familiar with bring your own device but when you have bring your own internet of things in the future. how will that work? when we talk about the big change, 40 billion devices, clearly, all of this will not be owned by government. how can government leverage all of this technology they don't actually own? we need to be talking about building partnerships, leveraging these data sources. this is an example of a company called place meter.
they were originally using video and just signed up people to point a smartphone out a window and they would use analytics. they've actually replaced the video now and are just using a sensor because they were concerned about privacy implications using video. but it's the same thing, can they measure volume in specific locations? the government should also be thinking about the data divide. this is a new concept. we know about the digital divide. we know about the idea that there are the haves and have nots when it comes to technology, but there will also be a data divide in terms of communities, sometimes based on location, sometimes based on other types of demographic factors. how can government help ensure that the internet of things is a benefit that can be shared by everyone? this right here is an example of shot spotter, a technology used to detect gunfire.
right now in washington, d.c., there's about 300 sensors all around the city. this is put out by "the washington post." the dark areas are where there have been the most shots, which there's a surprisingly large number of gunfire in d.c. for a city without guns. but one of the interesting things here, in 2011, the white house was hit by gunfire. and it was discovered by a maid that there was this bullet actually in the white house. and the question was why didn't a city that has all these shot spotter sensors, why did this not get detected? and so the answer is, and you can tell if you look at the map, that nobody thought to put these sensors around the white house or around the high-income areas of washington, d.c., so it was never measured. so this technology wasn't actually applied in this case to a wealthy area. we should look at how we apply
it to accept the widest set of individuals. we need to talk about collaboration coordination. one of the interesting questions i think for government right now is to ask themselves why didn't we create uber? if you think about this, you know, the problem that uber tried to solve, the really fundamental problem of matching passenger to drivers is really a taxi problem, this was something that cities and states knew they had. they were familiar with rolling out technology, they had done this in the past, they were very close to this problem, but they didn't solve it. probably the number one reason this problem is solved because they wanted to solve their own needs. they weren't saying all these other cities have the same problem, maybe we should come
and figure out a solution to this problem, together and build some kind of platform technology we can all use. so there's a really interesting model if you look at the cia. they've created incutell that funds startups providing startups useful to the intelligence community. doing work for the rest of the community. i think it's important to think about how we collaborate in new ways. we just need to work together. this means thinking outside the primary domain. it's about sharing a common platform and shared services will be critical in this phase. and finally, it's about ruthlessly pursuing efficiency. when we talk about innovation, sometimes we get hung up on creativity side. when you come back to innovations, it's about creative
destruction and in government, we can't lose that destruction component. we can't just settle for doing cool things with technology. we need to be talking about actually increasing government productivity, increasing outputs and decreasing output and decreases costs for government. as we talk about things like automation, for example, we're talking about eliminating jobs or moving jobs. when we talk about things like, automation, we're talking about eliminating jobs. you know, smart bridges, we're tacking about reducing bridge inspectors. this right here is chicago's map of their snow plow. it's realtime information about where their snow plows are. now, this has a reduction on their call center because people would always call and say when is the snow plow coming? now they can actually see it. but they can't really gain these productivity benefits unless they're out there trying to
figure out how they can actually translate this into cutting costs. so one of the challenges that i'll put back to you, as we think about the internet of things, in the short term, we're thinking about what can we do with this technology and how can enable new opportunities, but this really comes back to the big challenges we have in government around managing i.t., which is how do we work with the budgets that we need, how do we get the budgets we need, how do we cut staff, manage large i.t. projects? we'll have to solve these problems if we want to succeed with iot. if you're interested in the work we do, we're putting out a report in a few weeks calling for a national strategy around the internet of things and really laying out the case for this, very similar to what we saw around a national strategy for broadband. i'd encourage you to sign up for our newsletter and you can get it when it comes out.
>> it's our favorite "f" word, free. thank you very much. no one likes asking the first question, so i'll do it. let me get a sense. how many folks are doing anything with internet of things now? oh, look at that. of course the google glass guy is. so folks who are not in the first step, but are thinking how in the world do we deal with all this because it's changing so fast, help them get into that mindset. what should they be thinking about? >> that's a great question. >> thank you very much. i get paid to do this. >> that's true. i said collaborate and coordinate for a reason. i think there's a missing skill when it comes to i.t. projects. if you think about network theory, if you want to collaborate with someone, you have to get them to do something that maybe they're not willing to do.
they don't want to do or they don't trust that you're going to do the same thing. this is all about building trust. so one of the challenges in government is really just building trust, because we're talking about having partnerships outside of our immediate scope. if you're doing a project -- if someone else is doing a project that they can benefit from you, you're going to have to share a budget. nobody is going to be happy unless they trust each other. if you're doing something, there's someone else in government doing the exact same thing somewhere else. you have to figure out who they are and build those links to find them. it's two different things we have to figure out how to do well. >> any questions out there?
awesome. hold on. i'm getting my fitbit steps in. >> daniel, fantastic presentation. my question is what should be the balance between satellite and wireless spectrum to help enable the iot marketplace? >> it's a great question. i don't have an answer to that. i have talked to some people that are looking more at spectrum issues. it's going to depend on the application and depend on the situation. if you look, for example, at first responders right now, they had what we thought was one spectrum need and then everyone started talking about police body cameras, and you're talking about streaming huge amounts of video. and that completely changes how we'll actually do this. so it's really up in the air right now, how this will work. right now, most people are saying we want a lot of
spectrum, standards for how we transmit this. i think in government as we're building out the first net, there's going to be an opportunity to leverage that in many ways that are outside the traditional first responder capabilities. so, for example, some of the sensors being deployed, v.a. hospitals deployed these sensors so if there's an earthquake, they can figure out immediately if they need to evacuate because has it been severe enough? it's a v.a. application that has a first responder use. do they use public airwaves? do they use something else they acquire? a lot of open questions now. it's a big question and unfortunately there's not a good answer. >> there was an earthquake in california. and for the first time, because people have thee devices on their arm, they could tell how many people got woken up by the earthquake, which the geological survey is looking at how far did
this actually travel, how far could somebody feel it? they could find that out in some way, shape or form. it puts out a lot more data than we never even thought about. >> when japan had their tsunami problems, they actually -- toyota worked with the government and toyota said very publicly they would never do this in the united states because it's a different situation, but they were able to enable data analytics to figure out where people went in that case, so they could figure out where roads were open and where services were needed. you break the glass and use this in a one-off situation, but there's huge implications. >> in the tsunami situation, like disaster, right? >> like disaster. >> daniel castro from the innovation technology center foundation.
thank you, daniel. appreciate it. a lot of this innovation is going on in the state and local level where they have to figure out how to do this stuff in a much more immediate way. and coming up on stage right now is william wallace, executive director of u.s. ignite. his friends call him will. i'll call him willie. >> so nice to see so many people here so early in the morning. i come from a nonprofit organization called u.s. ignite. we've been called to think about next-generation applications that can take advantage of next-generation networks as they evolve. we're a little bit like where we were in 1991 and '92 when the first internet came out and trying to figure out what to do with this before the first browser arrived. our goals are to create 60
transformative applications over the next three to four years, working across 200 community and smart city test beds so that we have places where these applications can be tried and proven well in advance of actual application. we're finding an early application like in places such as chattanooga and kansas city, where fiber exists that there are quite a number of economic benefits occurring through job creation, technology, ecosystems, startups and so on. i'm going to talk a little bit about our view of this evolving infrastructure to support the internet of things in cities and then to give some examples and then end by talking about some of the structures we put in place to help cities implement internet of things applications. i'm going to skip a few of these
slides and finish on time here. when we think about the internet of things, dana did a wonderful job of laying out benefit cases, use cases for these, and when we think about what's required to support the internet of things, we think about intelligent sensors that are now low cost, we think about local storage. this is something that's evolving as opposed to having to go to distant clouds. most importantly, we are focused on finding low-latency networks that can support the requirements of these realtime applications. you need these three components to have a smart adaptive network. one is the symmetric gigabit means you can create different animals for different elements.
today, the infrastructure makes some of these capabilities hard to deliver. there are many router hops between the end user, whether it's a government agency or a small business or homeowner, as many as 15 hops that create latency and applications. so we are looking toward locovore infrastructure. and national sign foundation has funded a number of efforts around these lines in roughly 55 universities across the country through a program called genie.
we do exercises in the forms of hack-a-thons and we are integrating our activities by creating accelerator teams in the cities and deliver the services that daniel so well described. i'm going to provide a few other examples. this is sort of the gigabit frontier. this is the data and the amount of time it takes to move that data. we have on our website maybe 140 different applications at various stages of developments, many of which are internet of things applications. the kind of capabilities and characteristics provided by these applications are obviously
big data, visual data, exploitation, so you can actually see what the big data are saying, virtual reality, very engaging applications, realtime, low latency, so there's no relay, extremely reliable networking and very collaborative so you can work across distances. let me give a few examples. we have been partnering and co-hosting with nist, it's a focus on applications to deliver city services. i wanted to flip through a few examples and if we have time, take a few questions. gasp is being deployed in chattanooga, putting in place 20 sensors that not only track allergies like pollen but also
smaller particulates and transfer those to tools like a cell phone so people know where to go and not to go. and there's a project in chicago to array of number of sensors to track human activity and weather. this is a large consortium of university of chicago and argon lab, but basically will let users know where to walk and not to walk in terms of pollution levels but also in terms of safety. as far as down the road, looking at peak traffic congestion. this is a massive set of sensors that have been deployed across the city already and will be used increasingly. another example is in portland, intelligent traffic.
you may have heard of this one. this is a great case of optimizing traffic and using predictive analytics to compare auto traffic versus bus traffic versus pedestrian traffic and looking at the impact of different combinations of those forms of traffic on air quality and congestion. in san francisco, there's a very strong focus on reducing the climate footprint of new buildings. 50% of the buildings -- 50% of the pollution comes from buildings and there's not been a great platform for owners and developers to understand the
impact of their buildings on the climate in san francisco in this detective, the 2030 district. they're focused on making sure that open data is available and can be used by developers to try to minimize their footprint. wirover is a wisconsin-based software company that allows ambulances to communicate directly with emergency rooms and prioritizes traffic so doctors in the emergency room can see vital signs for the patients and treat those patients before it gets to the emergency room. what it's doing is it's enabling them to get a head start on the patient treatment before. cincinnati has been focus old water management. also to help minimize the potential for flooding and also pollution efforts. this is something that, as daniel said so eloquently, it really is doing traditional city services better. this is one of our favorite examples. in chattanooga, there was a fiber network connecting grids.
in this case, because the epb, or electric power board, is able to connect every house and substations through fiber, it has been able to reduce the outages' duration by 65%. whereas in the past, a storm would come through and residents or businesses would be out of electricity for hours, days, weeks, now it's usually in the minutes. and you can see, there's an epb electronic map that shows a storm coming through and then automatically the power coming back on. this has been a competitive advantage for chattanooga where they have created 4,000, 5,000 new jobs as a result of the fiber network. and part of it is as a result of companies that want reliable power. the adaptive demand response in
new york city, there's and effort for smart commercial buildings, both buildings can be optimized and the grid can be -- pressure can be taken off the grid. this is another great one. this is wifi-powered drones, north texas, being used to support first responders. in this case, it was a forest fire. you probably saw in the spring, there were huge forest fires down there. drones were enabled with wifi and cameras to help guide firefighter efforts to put out the fires. just beginning to scratch the surface of these kind of activities. we move more toward education application. this is a great example of what you can do when you have a gigabit-connected network. in this case, a professor at usc
were teaming s.t.e.m. high school students biology 2,000 miles away and with a big enough pipe, low enough latency, the students could manipulate a microscope, see 4k images under the microscope and it's taking resources from a big city and taking it to a city that's medium sized and making those kind of educational opportunities available for cities across the country. virtual reality is big. you've seen it on the cover of "time" magazine. i think one of the first applications will be in training. there's a group of drexel university professors who are creating virtual reality models for training sustainable energy workers so workers learning to provide solar and wind elements to the stable energy are trained
and badged in realtime, as opposed to having to come to physical classrooms. finally, remote advice therapy. one of our professors has created remote physical therapy ability so the senior citizens aging in place can have their physical therapy monitored remotely via gait, balance and other measurements and the physical therapist can actually adjust the training to meet the requirements seen in the data. i mentioned two case studies, chattanooga and kansas city and a couple of elements make these cities work well in terms of adopting internet of things solutions for their residents. one is they have a broad-based accelerator group that involves many citizens across they have made sure that the infrastructure connects not just businesses and governor offices, but also the anchor institutions.
they have a constant stream of entrepreneur kbral institutions they are not afraid to borrow and cooperate from other cities. this is not a competitive marketplace. there are great ideas out there and cities in the u.s. and internationally that can be borrowed for the benefit of u.s. cities. when google fiber started to come in, they started with the playbook, how are we going to take advantage of this new fiber and they began to develop new applications in those areas. so just to wrap up, the characteristics of cities that being to get their arms around of internet challenges, we want to have in place an infrastructure that can grow.
there's an opportunity here to unleash unbelievable creativity with the devices in the hands of developers across the city. and then, of course, borrow, beg, borrow and steal ideas from other cities or other countries to solve city problems the best way. with that, i will wrap up on time. if we have time for one or two questions, i could do that or move on. chris, whatever you think. [ applause ] >> imagine. you mentioned the playbook. is this kind of -- do you guys put this out or is that available someplace so folks can check? >> yeah, if you go -- the categories are applicable to federal government. if you go to kansas city, you
just punch in the playbook, you will find their playbook for taking advantage of google fiber. in chattanooga, it's called chattanooga forward. bell use the technologies to solve these city challenges. >> it all feels like there's a mindset that goes on in places that you probably walk into places. what is the mindset that takes place? >> the mindset and you're exactly right, chris, because in these cities when i talk about a broad-based accelerator group, there are usually one or two people who wake up every morning and say we now have this infrastructure in the city that no one else has, we have a head start. we've got to take advantage of it. so what are we going to do today to take advantage of it? i'd say it a restless innovation spirit, acknowledging that we're in a transformative time in this country and if we don't do this,
other countries are going to do it, singapore, korea, amsterdam. we're going to be falling behind. it's a restless longing. the other thing i would say -- there are developers, often young developers, who know how to do this and are used to working with the internet and fiber and we have to get them involved. >> a restless longing. questions? thank you so much. really appreciate it. >> thank you very much. >> thank you. [ applause ] >> we are going to talk about what is actually going on there and the postal service, of course,s that incredible network of -- all throughout the country. joining us is kelly sullivan. kelly, are you there? come on up. everyone keeps saying it's a govloop event. we're working together with connolly works and they did a great job working with us and putting this together.
so thank you to connolly works, too. kelly sullivan is a program manager for information technology with the u.s. postal service. you want to walk around or do you want to go up there? >> i'm not mic'd. >> do you want to use this? >> i'm fine. >> or there's one up there if you just want to use that one. we're flexible. we're here to make you happy. we can do whatever you want. >> that's my job. all of your customers. good morning. >> good morning. >> we were having a conversation back there about whether i want to be lavoliered or how i wanted to handle this this morning. it not often that the postal service has the opportunity to stand still. so forgive me if i wander during the conversation. i only brought you two slides today because i'm hoping, even though this is a large group, it's an engaging dialogue. i'm going to watch you while i'm talking and we'll see if we can get a conversation going. the united states postal service
has over 600,000 employees. like i mentioned when i started, i believe all of you are probably our customers. anyone receive mail yesterday? anyone receive a package on a sunday? a few of us? that very package delivery is an example of the internet of things or the internet of postal things in work. the united states postal service traditionally would come to your home five, six days, depending on what's going on. this advent of this seventh day delivery is truly around us taking advantage of the internet of things. so i'm going to mention two slides. this is the first one. united states postal service has over 250,000 mobile delivery devices that are going to be deployed throughout our network. with that comes a tremendous amount of data. we're responsible for about 39
petabytes of information that's transversing our network every year. that means every single product that comes into our mail stream until it comes to your home, we're tracking it each step. those mobile delivery devices will allow the letter carriers to be able to reroute a package in the mild of transit to you. you might say i'm not going to be home, i'd like you to redeliver that to a different address. these will allow you to do that. anyone aware of connect.gov? anyone here from gsa? yeah? okay. perfect. the united states postal service is the technology partner of the gas to bring to citizens connect.gov. it's our great pleasure to be part of that as we continue to take advantage of what we started as foundational pieces of the internet of things,
the united states postal service is also looking for what we can do with our federal agency partners to bring together new citizens products. connect.gov is one example of that. in that we're actually allowing our citizens to use credentials that they've established in one agency to then be available in nor -- another. anybody wearing a tracking device today? i probably have four that i brought with me. they're all back in my purse over there. but i have three of them with me up here. every one of us probably has at least two devices that we've knowingly and willingly
submitted to being tracked and monitored on. maybe it's a food tracker, some of us? water intake. the gps from your morning run, right? so as we continue to ourselves enable us to be tracked, think of how useful that is to organizations like the united states postal service or like, say, a cable company. right now, we're expecting all of us to have them serve us better. think of a better space and a better product offer. so for the postal service, i mentioned to you the example of us trying to deliver to you. lets say i have a special delivery, it your new iphone that's coming and you've asked me to deliver it to you at your building, but it has a signature and it needs to be signed. and a carrier -- and again, think with me for a moment. a letter carrier is coming to
your workplace, but you're not actually there. wouldn't it be great if i let you know that predictably, it's 15 minutes out from delivery and if you're at the coffee shop around the corner, you can turn around to come back to the office to pick it up to make sure you received that important item? or that you could go ahead and alert us and let us know that you can actually have the admin who you know is in the office right now sign on your behalf and you can delegate signature to someone else. in the fall, you will see us allowing you to waive your signature and provide your signature online. so, again, as we play these things forward and you become more connected to the mail stream, just as the mail stream is more connected to you, it enables
things we haven't imagined. ber in the r&d arm of the postal service. we look at all of the things that are already in the postal service network and we decide this is actually an opportunity for us to create efficiencies, z to continue to streamline our processes and to better serve the consumer market. those are the areas we have the opportunity to folks on and to grow. maybe it will only be one slide today. there we go. the postal service has over 40,000 retail locations. we have one of the largest retail footprints of anyone. and with that comes about 3,000 mobile point of sales devices. have any of you ever been in a post office? maybe you went to buy stamps? maybe you had to mail a package.
it's very important for us in the process of streamlining our processes, not to affect the customer satisfaction. our goal is to serve you very well. we want to keep that experience as high as we can, knowing sometimes it is not your favorite place to be. if you've ever noticed a line develop in your post office, someone will actually come away from behind the counter and walk out into the lobby and begin to serve people. more and more as we establish more of the internet of connected devices, we'll be able to take them even further out. it looks just like your iphone, there are mobile point of sales and they'll walk right out into the lobby and transact with you, an effort to serve you better,
move you out of the line in an effort to increase customer satisfaction. which have taken those into the parking lot, ever seen, maybe some of you split filed your taxes a little late this year? a few of us? so they will be actually out there ingesting the mail in the mail stream, getting the postmarks put on to your items at that point in time so there is not a delay in processing, you came to the post office and it was 11:58, you're still going to get credit for putting it in on time. that's all enabled through these kecked device ant internet of things. additional things you're going to see in the next year from us, as we expand into those retail facilities to enable more and more mobile transactions, we've also realized that core to that is knowing who you are. so if our job is to create the digital reflection of everything that happens in the physical mail today, then what do we know more than anything in the world of physical today? we know -- from a postal service
perspective. i know who you are and i know where you live. those are the two key pieces that we need. so if we can play that forward and allow you to have that same level of confidence in the digital space as you do in the physical around your identity and who it is you're interacting with and what the contents are, truly like an item that's not been opened or tampered when you get your first class mail, you know when it's sealed that it's been sealed and protected against inspection, right? that's all very important to us. if your mail comes to you and it's open, what's the first thing that you do? you typically think oh, what's not in here that might have been in here any longer?
we think about the authenticity that we're seeing. in the digital space, things like our electronic postmark services. you'll see us revitalize and you'll see a lot of unique ingenuity around that. similar to the last speaker when he talked about some of the thinking comes from bottom up. it's noed a top up -- it's not a top up activity. the postal service is going to engage the community to help us grow and create some of the. so we're taking our connectivity and then we're going to take services, like on our electronic postmark web services that will be available for folks to integrate into their own solutions and then take items and postmark them so that you'll have that continuity of content so you'll know that it's sealed and transmitted to a secure network to your end point.
s's what we call at the post office a digital reflection, the work we are working on on your behalf, as our customers. i think i have just a couple more minutes. we are a fairly large organization that does have a wide range of impacts. again, just to walk back through it, our goal is to continue to offer this and to facilitate those secure electronic communications through all of our current assets we currently have in place, our 600,000 employees, our over 400,000 retail location and our 39 petabytes of data that we're now collecting and use it in the business.
any questions? oh, sorry. he's trying to get his extra steps in for his fitbit. >> okay, hi. as you mentioned with 600,000 employees, postal service is labor intensive. a lot of this will affect the way you do business. are working with the unions across the postal service to think what the future impact will be on our workforce? >> sure, absolutely, it's a great point. we are working with our unions and find a way to leverage that same employee base.
wherever possible, we want to find extensions to the work that they are doing. for example, the scenarios that we're working on with the gsa, providing an identity for the american public also means there's the necessary proofing component to that. anyone here tsa prechecked? in order to do that, you had to present yourself in person and provide some information about who you were. and in order to take advantage of some of these new personalized products as we play things forward, you're going to need that service. and the postal service, who better to provide that to you than the person who is coming to your home you'll see us begin to do things in the fall. we've got a few markets going would, if you go online and you want to take advantage of that pilot product that's out, it allow us you to threat but in order to take advantage of it, you have to be able to provide your was in maybe you fall out
of a remote proofing scenario. tell me what street you lived at, what's the closest intersection to your house, things like that. so if you wall you can come in to a restore facility and then go and pack and you can call to the letter carrier to come to your home. so i think the work that they're doing will change. and part of it involves
employees, but much larger than that. >> i know it won't come as a complete shock to you, but government isn't always thought of as the most innovative place on the planet. >> horrible. >> i know, stop the blesses. >> i got my government wonk sticker when i checked in. did anyone get one of those? i'm putting it right next to my rock star one though. >> and it generally seems like people, you know, we all love change as long as we can keep doing things the same way we always have been. so, how do you get people to move into this space where their bork is changing, how they deal with the postal service is, you
kn know, kind of freaks us out. >> it's a great point. and our department is a good example of that even at the postal service. we were originally created as sort of a think tank and an r & d extension and we realized more than anything, what we needed to do was to be the bridge across the company, to take those ideas and the ideation that we were working on and find those places where we were going to affect people's jobs, we were going to change things and do them differently and we had to really invest in the buy-in in advance and help them be part of that vision state. so i think a big part of it frankly is the marketing component of it. you need to bring everyone with you so they are invested in the process. >> we will have time for questions at the town hall part. i know some of you have been sitting on your hands. i won't let that happen at the end. i'll be coming and putting a mic in your face. thank you so much, kelly. awesome job.
let's continue and let me bring not on my list, it's not. hold on. there we go. well, read it from up there. walker -- all right, take two. walker white, he is the president of bd & a and he is right there. thank you very much. >> sorry. >> i'm a professional. >> good morning, everybody. my name is walker white, president of b & a. b & a, background who we are and why we are here, we help organizations make better business decisions by providing the industry's most authoritative i.t. data and i refer to the hardware and software and purchases of hardware and software. so why are we here today?
operate for our customers in t about some of the companies that are doing remarkable things. there was rio tinto, john deere, verizon. all three of those companies are customers today. if you're going to be managing the lifecycle of assets, we provide you the data to do it. i'm a little bit of a pragmatic person. ten minutes isn't a lot of time. i was in toronto about two weeks ago and the computer broke, you and know how the plastic is jammed together and you need something to pry them apart. i needed a knife.
i was like i'll go downstairs and get a thif. and i went outside and right across from me, a guy had put his tray out and there was a knife and it was still in the thing. and i was like i'll grab the knife. and i went over and he comes out to go down to the gym. so this picture did not tell the story that i was hoping it would tell. i was reaching across his tray of half eaten food. it just didn't end well. so history is a very valuable teacher if we're willing to take the lessons of history. all of you are probably very familiar with the adoption curves of technology. we see it certainly in the areas of facebook and, you know, cell phone adoption but these adoption curves have existed for a long, long time. whether it's radio, television, color tvs, vcrs, it's really remarkable the rate of adoption
of new technologies. but in the -- kind of the dirty little secret of organizations that need to manage devices that are being developed very rapidly, the management of these devices tends to lag behind the adoption curve. and you get a picture that looks like this. in our rush to bring in the new technologi technologies, our ability to control those things in our environment tends to lag behind. we see this most recently in virtualization, where it got out of the lab before everyone expected it to and was a huge cost. and those things between our gap the first and foremost is of course risk. security and risk to the environment.
there was a great demonstration just done with the remote takeover of a jeep grand cherokee. someone took it over, left, hit the brakes and so on. i drive a jeep grand cherokee and i think what's great about that, when i get pulled over next time, it will be like it wasn't me. just some guy in his pajamas driving my car. so i'm looking forward to that. second thing that leads to then is that rapid adoption and lapse of management, start to build in inefficiencies. we don't tend to realize the benefit of a lot of these systems. ultimately it's a net new stream of costs. bill mentioned about the united states. one of the risks to the united states, the legacy of hardware and software and systems and skills.
and if you look over at my daughter was in thailand this year and she was amazed when she came back, she was in primary cities about the amount of automation was available to her in thailand where she couldn't get that in san francisco. she was like, dad, what's going on here? i said, not my job. so my point, as a pragmatist and technology gue technologyist, i love new technology, but there is a very large gap between our ability to bring that stuff in it and our ability to control it and manage it. i suggest, though, that there's a middle ground. and dan said in his briefing, better data means better decisions.
the tag line of my company is better data, better decisions. it is literally the business that we are in. and the way that we make better decisions about this is by just starting to understand. right? the first step in this process is what i would term measurement, right? forget about trying to manage it and control the devices that may get adopted. how about knowing what devices are there. step one. admit you have a problem, if you will, right? and, dan also said, you know, peter's famous line, you can't manage what you can't measure. you must be able to measure these things, first. it is a pattern bdna uses in the hardware and software and purchasing of hardware and software. the first step is, i have to be able to understand what's in that environment to make sense of it to associate with that data about the sensor, the phone, the car, the toaster,
whatever the case might be so we can bring sense to it. what this helps us to do on that journey, basically, is first and foremost, it bridges that gap between the rapid adoption of these technologies and our ability to manage it. it doesn't eliminate risk, but it does reduce our risk because we have better information to make better decisions, basically. we brought in all these sensors, we brought in all these devices and they incurred a security vulnerability. how many do we have in the environment and what do we have to do about it. let's not start a fire unless we know there's something to burn. it will help us to identify inefficiencies. not rectify them but identify them. finally, it helps us to control cost. again, not reduce cost, but control cost.
it's a very important step to get to the point where we can manage these devices, we are in position to, you know, reduce risk. we are in a position to eliminate efficiencies or gain more efficiency and reduce the cost. there's an interim step where we want to take advantage of that steep cost curve. the best part of i.t. is the steep adoption curve and the bane of our existence. those two things collide with one another. that's the middle ground. from a pragmatic standpoint, we want to bring these technologies in. we want to be able to manage them. we have to be able to measure the environment where we are today. so just a quick keep calm and let's get started. one thing you cannot do is stick your head in the sand. who knows how long the ipad has been around? anyone?
just throw out a number, number of years. eight? ten? five years. it's only been five years. april 3, 2010. think about your immediate reaction to that. i have always had this thing, right? but it's not been that way. it's just been five years and it's because that curve is so steep, you are like, of course. my kid is like where's the ipad? it's ridiculous. so we have to embrace that market and the adoption of these new technologies because if we don't, you know, we will fall further and further behind. the legacy we drive with us is going to overwhelm us. so, you know, once more we have to go forward. second thing, you have to start with the basics. tough start with the basics of understanding what is in the environment. what you are bringing in. again, this is not a problem of,
you know, we run into with the adoption of radios and tvs like a handful of organizations do. consumer devices. as organizations, as, you know, the state of tennessee or as the u.s. postal service, you have a responsibility of a set of assets, basically, internet connected assets that are your responsibility. you need to understand what they are, what are they doing and so on. not necessarily, i'm going to turn dials on them, but what's in the environment. the last thing i would say leave you with here today to stay on time for my ten minutes is demand it works. right? my point on this is the amount, if i could buy one thing for the next five years to make a ton of money in internet of things, it would be snake oil. a ton of it is going to get sold. right? the promises that are going to be made are going to be
stunning. the trough of disillusionment on those investments is going to be remarkably deep. so, i think it is fair, this day and age, with technologies where they are, the way the technologies can be adopted, that we don't be buying into systems that we just assume are going to work. i think it is absolutely necessary to demand and i say this from the commercial side, to demand these technologies work, you can see them live and perhaps, most importantly, you can see them at scale, all right? it is one thing to come in here and show you a toaster and, like, hey, look, your toast is brown. pop it up. that's great. do it for 50,000 toasters across an entire organization. that is, can we operate these systems? with that, i will, i guess, you are going to come up here and ask me a couple questions.
>> it's a lot of toast. i keep coming back to the mindset because you see a lot of this, you walk into organizations and immediately know, they are really going to struggle or they kind of get it. if so, the folks who get it, what do they get? >> okay. that's a loaded question. so, when we walk -- >> like this, number one. >> absolutely. i think the mind set is, i think it was bill wallace who said there is a national curiosity in organizations and you see it in the individuals that the leadership individuals of organizations which is a culture element that wants to adopt new technologies and take advantage of it. i actually thought while i was a technologist most of my career, it is something i look for but now i weigh it against the pragmatic aspects of it.
there is real cost associated with these investments, but real gain to be had. i think dan and kelly and will all gave good examples of that. it is a mind set. it is a cultural aspect. i'm not sure it can be embedded in an organization. >> bdna, i think i got none of those things right last time. i will get all of them this time. thank you very much. >> thank you. >> let's finish up with chris seal. no, it is not a name from a comic book. chris, where are you, chris? is he around? no? oh, he's over here. oh, you are getting wired. your name sounds like you should be in a comic book, chris steel. look at the power you have. he is a big data solutions
architect with saft ware ag. chris, take over. look at your photo. my goodness. >> thank you. so, yes, i am chris steel, i'm a chief solutions architect with government solutions. we are a spinoff of software ag, the german company. we were set up two and a half years ago to do business with the federal government. today, we are going to talk about the essentials for getting ready for the internet of things. first, i would like to throw this question out to all of you. where are you up here in terms of adoption of i.t.? are you already invested and deployed? are you down the chain a little bit to maybe the bottom where it's not relevant to us now, but maybe it will be in the future.
well, they did a poll and what they found out is as we just heard, iot is early in the adoption phase. we are just starting up that curve right now. what you need to assess is where you are, where you want to be and what it is you want to do and need to do in order to prepare because i think, like the ipad, this is going to be another one of those technologies that is going to take off very fast and in five, ten years, when somebody gets on stage and asks, when is the first time you started doing something with iot, you are going to say it was '90s, i think. '80s, '90s. maybe not. in terms of agencies, what is the biggest fear out there?
why are you hesitant to jump in? that's what we are seeing. we talk with different agencies across the boards. we are hearing a lot of hesitation. in a lot of ways, there's a lot of good things because in some ways, the technology isn't there for that particular agency. in other ways, people are waiting for somebody else to jump in. they keep asking us, what other agencies are doing that? what are they doing? how are they doing that? a lot of hesitation. at some point, somebody is going to jump in and you need to be, your agency needs to be ready. that's what we are going to talk about today. first and foremost, you know, the biggest thing we were talking about earlier was that adoption curve. what is the benefit? why do we want to get on there early?
what is iot going to promise? well, if you look at the response times, we'll start with that. if you look at -- take a particular event, right? up to that event, the more data you have, the more knowledge, the more benefit, opportunity you can get out of it. you can prepare for it. if you think of something like 9/11, a very well known event, had we had more information up front, we could have had the opportunity to actually prevent that event. as we move closer to the event, the opportunity to do something about it decreases. okay? after the event, you have the reaction, okay? if i'm able to respond quickly, i can alleviate the impacts. we were able to get fire engines there. we had time. we did get a lot of people out of those buildings, okay? had those firefighters not been there, many more lives would have been lost. so it's pretty easy to extrapolate how that curve works.
it's the same on the other end, taking -- taking opportunity of a good event. knowing what way the stock market is going to go, i can move my investments and get benefit out of that. as we are going to see, oops. these reaction windows that i'm talking about, they continue to shrink. we have less and less time to react. these curves are getting squished inside and what we are finding now is our technology isn't able to keep up. and that, really, is where the benefit of iot comes in. when i have the ability to put sensors out there, to integrate data streams from all the data sources, to be able to
simultaneously correlate events that are happening within my network, within the social media realm, within my external agencies and other departments, when i can bring all that data together and be able to make sense of it and use it, then i can get back ahead of the curve. i can start to turn an event into an opportunity. i can reduce the impacts. i have a much quicker reaction time. overall, the benefits, you know, you have this improved situational awareness. when i put sensors out there and integrate the data, i can see a bigger picture. i can understand more what's going on. i can be proactive in my cyber security stance. so i understand exactly what is
happening. i can start to lock things down. i can -- i can prevent things like we are hearing across the agencies and i'm not going to name names, but we all know what's happened recently. combatting fraud, waste and abuse. i mean, in this day and age, we seem to see that more and more. everywhere we turn, we are seeing, you know, the side effects of all the waste, of the insider threats, abuse. if we were able to tie all that information and we have the information, we actually do, the problem is, we can't correlate it now. we don't do it in realtime and we miss things. think about being able to proactively be alerted that an employee's behavior changed. he's coming in earlier, staying late on weekends. he's accessing systems he doesn't normally access. if you take and draw all the data points together, you can start to look into that and take action on it, prevent something bad before it happens.
then, finally, you know, overall, just achieve a more proactive stance. be able to take actions before something occurs. prevent an event from happening. now to do all that, when you talk about iot, we know that means big data. that means lots and lots of sensors, lots and lots of different data streams from different sources. being able to manage that, but not just being able to manage it statically, you need to be able to manage it in realtime. can i get a quick show of hands, how many have heard of hadu? that's a good amount. how many of you are using it at your agency? a couple guys. that's great. that's a great first step. it is a good way of being able
to analyze big data. it pushes it out to resources, it churns and in a couple minutes, a couple hours, a couple days, it gives you some answers that you wouldn't be able to get through traditional methods. however, that's not really realtime. that's still batch. as we move forward, that's not really good enough to be able to start to take these proactive type actions. what we need to do is start thinking about technologies that will allow us to process all this data in realtime, to be able to crunch millions and millions of transactions a second. correlate events against different data streams. i can see what's happening on this sensor, what is happening outside there in the social media sphere.
bring that together and gain new insights. in order to do that, you need something that's going to allow you to process that in realtime, using something we call streaming analytics. has anybody hear that buzz word yet? streaming analytics? okay. that's what that's about, being able to ingest the data and process it as it's streaming by. if you think of all this data as a hay stack, flowing through the network and you are trying to pick out those pins in that flowing haystack, okay, i don't have time to keep dumping it into a data base, run the analysis and then go back and do it over and over again. i need to be able to just pinpoint those as they are flying by and discard all the noise. that's what streaming analytics is about. i want an architecture that is going to be able to allow me to not only run the analysis on
that but gain insights. so, i need to provide a visualization capability on top of that that's going to allow me to see what's happening with those analytics, to be able to proactively take action, to do some predictive analytics. if i look dishevelled up here, it's because i ran from mcpherson square to here because the metro was late. it kept stopping. now, they've got sensors along that thing. the data is there. they could have provided it to me. i could have seen. i would have drove. i still have a car with a clean tag plate. i could have whipped down 66. i just didn't want to park. the point is, the data is there, we just aren't processing it in realtime. we are not able to take advantage of it. that's what streaming analytics will allow us to do. if i could see that data and if i had the predictive capability to say that the train ahead of me was doing the same thing so,
i'm not going to just update where each station, oh, you are five minutes later. oh, now you are five minutes later. look out, see my destination and say oh, you are going to be really late today, better drive. so i'm running out of time. one of the things i want to leave you with are a couple more technical aspects to keep your ears open for, things that you will want to keep an eye on as you move forwards. i know a lot of you aren't ready for iot today. as you do, thing that is are going to make the processing of all this data implementable are things like event driven architectures, okay? we need to get away from the
traditional request response that we have now. most of our technology is based upon. it's not going to scale, okay? we need event driven architectures. they are going to allow us to scale. we need event processing. i don't know if you have heard of it, it's relatively new. it grew up in the high frequency trading markets. where they are really looking at millions and millions of transactions a second, we need to go in and grab that technology and use it here in our iot environments. in memory computing. that's another area. now that we are getting that data in, we want to do it in memory. we can't go to disk anymore. we want to increase the amount of available memory we have for applications to process all the large data streams. a realtime analytics query language. we need something that is going to be able to allow us to run queries against streaming data.
as this comes in, i want to be able to look at time windows. i want to be able to say, if event x happens, and event y happens within 30 seconds of each other and within one mile of each other, then do this. okay? that's going to, again, require new technology. i want to be able to integrate, so, again, we went through the first phase over the last ten years where we started breaking down our enterprise silos and started integrating that data within our agencies. now we can talk within the agency and between various agencies. the next generation of integration is going to require us to integrate with everything. i need to be able to talk to twitter. i need to be able to talk to facebook. i need to be able to talk to
that ocean boy that is floating in the mid-atlantic. i need to be able to talk with all these devices, your cell phone, your car, everything. visualization, again, i need to be able to visualize all this. having that data is no good if i can't visualize it. i need to make sense of it to be able to take proactive actions as a human, i need to understand the data and therefore i need to be able to see it. a high performance messaging buzz. anybody out there running an esb right now? doing messaging? that is going to become the new norm. as we start to process all these different events, we need to move to technologies like message buses. again, rest based services. they are not scaleable enough to handle that. finally, some sort of bpm tool that is going to allow me to take proactive action.
so we are getting away from the point where humans can respond fast enough to the events. we need to automate them. we need intelligent work flow engines that can correlate all the different events, make decisions and then take action. so, maybe within a cyber security scenario, once i see these different events as i see user "x" tried to log into this system, that system and that system with five consecutive failures across the board, i'm automatically going to shut down his account. i'm going to lock him out. i'm going to block that i.p. address coming from another country that keeps probing in on the different things. i need to be able to do this in realtime. we might take a proactive
action. we might, therefore, alert a system administrator to come in and do an investigation. we could open up a ticket. we can do all the things we need to do to stay in compliance. but, the only way we are going to be able to do that is through an intelligent tool that is going to automate all those different work flow capabilities. how am i doing on time? that could be. so, with that, i would like to briefly open it up for questions. >> good morning. you mentioned agencies breaking down silos within them. to me, there's a big concern about the agencies themselves being silos.
it occurred to me, all the vehicles running around because they are a different agency. why aren't they telling us where the potholes are? it's a different agency. they are not going to talk to the local municipalities. when are we going to integrate? it seems like we haven't gotten past that. more data in my agency, but that doesn't carry over to the other agencies that can use that data to help us. >> yeah, that's a great question. [ inaudible ] >> yeah, to broaden that out, why aren't we making more of this data available to the public in general? why isn't the metro integrated with google maps so i know if metro is faster than taking my car? i think we have taken the first step with data.gov. over the last year or two, we
have seen a decrease in the data going out there. those of you in agencies that do have that type of data that can be made open to the public, i encourage you to go back to senior management and push out on data.gov so developers like me, can go in, get our hands on it and make it useful. >> thank you. >> we are going to take a quick break and allow everyone to band together and warm up a little bit. when we come back, dhs is here. they are going to talk about the security implications here. with all these things connected, what could possibly go wrong. we are going to talk about security implementations as well. all that. come back in like ten minutes. yeah, ten minutes. restroom is that way. we'll see you back here.
very vermont senator bernie sanders was in new hampshire and his campaigning included a stop at a town hall meeting. more than 600 people takened. watch his comments tonight at 8:00 on c-span. and here is a look at some of the tickets you would need to get to the west front of the u.s. capital to watch the telecast of pope francis address to congress.iíñ they have released 50,000 tickets.
we'll also be covering the pope's visit on c-span. here is a look tat our coverage dates and times. c-span has coverage from washington, d.c. tuesday afternoon beginning at 3:45 on c-span. we're live with the president and mrs. obama to greet the pontiff on his arrival. wednesday morning on c-span, c-span radio and cspan.org. live coverage begins at 8:45 eastern. and later that afternoon starting at 4:00, the mass and canonizati canonization. thursday morning at 8:30, live coverage begins from capitol hill as pope francis makes history begin becoming the first pontiff to address a joint meeting of congress. and friday morning at 10:00, live coverage from new york as the pope speaks to the united nations general assembly on c-span3, c-span radio and c-span
do .org. follow c-span's coverage live on tv or online. we continue how with the internet of things conference. tech experts talk about the government's response to security concerns and they hold a town hall style discussion about the entsbeinternet. this portion is about 1:40. >> all right, as i say, i hate to interrupt good conversations. i forgot my book i was going to give out. there you go. we are going to talk about -- we talked a lot about the possibilities, what
can happen and the cool things that can go on. we have also heard, are there bad people out there and occasionally they do bad things and for all the people that know your information is out with the chinese, you know all too well about this. let's talk ability how you at least have a mind set how to protect yourself. i'm on the wrong page. i can do this one. mark is the acting director of federal network resilience with dhs' office of cyber security communications with the national protection and program director. do you fit all of that on a business card? wow. it's an 8 x 10, right? mark, thank you. >> thank you. it actually continues on to the second half of the business card. every time i turn around, there's another aspect to it being tied to it.
good morning or good afternoon. good, good. a bit chilly in here, do you think so? basically, i am going to talk about what dhs is doing in relationship to taking a look at how we are supporting agencies, government agencies, regards to identifying and mitigating threats. the focus today is really about the federal government. state government folks in here and others, dhs supports from the cyber security aspect, the private sector, all the critical economic sectors of the country. the economy as well. many things we are talking about today. they are available via for the state, local and tribal agencies. so, on the federal side, when we look apt how all the agencies
are all inner connected and the different activities and strategic activity that is basically the government put in place and specifically dhs. i was thinking about this presentation, if i could have a diagram, this is the only diagram in the city, so, i'm not sure if you want to look at my face and black that out, that's fine. basically, you have three circles. three circles, activities that were currently involved. they include the programs that dhs is putting in place across the government. the second would be metrics, measuring success and how we are encouraging success. the third is communication. communications from an awareness perspective, but a people, sharing information. so take the first part of that
circle. the intersection is the protection is supporting the federal agencies. if first part of the circle in the program, there's a number of different programs, those -- one of them is cdm. anybody hear about the cdm program? okay, it continues with mitigation, has three phases and is serving 98.7% of government. the first deals with closing the gaps in the agencies regards to hardware and software asset management, as well as computer management. so, primarily, across the government, 98.7% of the agencies are now receiving
services or will be receiving those services very shortly. increase the capacity to assess, what are the devices on your network? now, i had the opportunity of working across 125 agencies. i think i'm going to see where all the agencies are located. basically, through that, one of the things that really resinated was there weren't a lot of folks that had a full understanding of the network, based on what was addressed. one deals with people, credentially and privileges. that is being accelerated now. driven by activities that occurred over the last couple months.
this has been occurring in agencies and taking a look at how they are going to provide nurter information and give cards and make things of that nature. that is being accelerated to support the agencies. third part is dealing with events. this is the phase that is newest in regards to being raw to the table. but that area focused on the event. what happened on the network? you have who is on the network, what's on the network, but what is happening on the network between the trusted and untrusted activity going on. that's cdm. that is understood and out there.
the second program is einstein. there's three parts to einstein. einstein one is focused on collecting information, malicious information. the second part then, detecting it and third, watching it. so einstein accelerated for a third part of einstein is really what's looking at blocking the malicious activity. we are in the process now of working with many of the agencies to have that in place. einstein one and two is in the majority of the federal government. the third one is the kick activity. it is taking a look at consolidating our trusted internet connection, trying to bring down those numbers, so basically you have less of exposure outside to malicious attacks. so einstein cdm are the primary programs the agency is involved, to address a key element of
trying to close the loops, the gaps. supporting all the federal government. the second part is measure. tough have them in place but how successful are they? how do we encourage agencies to put additional controls in place and how are we measuring? on the metric side, there are several activities. one is the cyber spring activity that omb initiated from back in the late june, july time frame. in that activity, one of the things we observed is you can actually move rapidly in government. you can move fast in government
if you have, you know, the necessary support and understanding of what is going on in your environment that it is important that you do something. the activity incorporated seven different working groups. the focus that came out that was being measured on a daily basis, daily calls and a monthly basis dealt with high value assets. how do we identify with what a high value asset is and what are we going to protect that? from a plan protected, are you on schedule? so there was a big piece that came out that basically cios are responsible for reporting on data bases.
piv. regard to taking a look at who has piv cards from a privileged perspective and unprivileged and why. what access do they have and why do they have it? making sure that folks that don't need it don't have it. so methods put in place, we need to address this within a period. again, daily calls. the third area dealt with syndication and accelerating that. another one dealt with making sure that everybody does have a cdm in place as well as accelerating einstein, making sure that is in place. so, those metrics that were put in place were in support of not only the program, but also key areas identified as critical, critical cyber security areas that we needed to address as
part of closing that loop. the third area dealing with communication. communication from a machine perspective is from the people's perspective. from machine perspective, making sure that information is being made available to the department and agencies quick reads as well as information that moved through the einstein program. another element in regards to communication, along that line is also the activity being put in place across departments and agencies. that's going to play two roles. one is allowing the agency to be able to see what is on their network. you have a visual perspective of
that, a prioritization of those issues so you can best distribute your resources. looking at trends and pushing down from the federal to the agency dashboard, the capability of raising the risk management awareness so that you are aware, as an agency. doesn't matter if you are an agency and you are with people. this is trending across the government and you should be doing something about it. that information will be coming forward from a federal dashboard down to the agency dashboard. so, those are some of the machine sharing. it's also interesting, i'm a cio in five agencies. basically, the people interaction.
what we saw is part of the activity of the cyber strength activity occurring is much more communication going on between the system, the cio. the cio is dependent on the report, what's going on there. the cio needs to be aware because there's an increase communication from the deputy secretary. the deputy secretary meets on a monthly basis and becoming more responsible for cyber security. they want to be aware of what is happening in their environment. that is open as well. one of the additional metrics we put in place -- to the agency for liability. when you are putting out a binding operational directive, the secretaries wouldn't be real happy about that. we actually had two secretaries call jeb johnson, our secretary and say thank you. johnson, our
and say thank you. thank you for putting them out. it really forced our awareness. it's forcing this communication. so, the communication from the cio saying fabulous in regards to impact because a lot of the issues they face with having their hands tied behind their back and funding. that dialogue is opening up. cyber security is taking a front row seat. communication, depth, the cio and siso. one other area we are emphasizes and supporting agency time is from the siso to the cio to the mission. when you put the capacities in place, oftentimes, they say,
this is starting to inhibit doing my job. i don't understand why you are doing that. so bringing that awareness to the mission owners is a key element of another activity we are involved with because cyber security, addressing it is everyone's responsibility. especially when we talk about how everybody is so inner connected. you know, there was a conversation i caught at the tail end earlier regarding local and state government. how many interactions there are between state and local government and the federal government. i was a cio from new york for 20 years. i have a good understanding of interactions between state and federal government. that's increasing as more and more activity is being shared.
so one of the things in regard to addressing this internet of things to the federal government is making sure that on the state side they have access to similar type of capabilities and programs. they can access leverage. there's a number of other activities dhs is involved with the state and local security through activities. we look at it from a perspective of how do you address the internet, the inactivity of the government from the program you are providing going forward, the metric and how they are measuring success and encouraging the success and basically the communication. so that's the approach that dhs put in place. i guess the ten minutes i had,
a wide detail on all of that. i wanted to provide you a perspective of the key elements. the intersecting points we are working with agencies on to be able to provide that type of support. with that, i'm done. there will be questions at the end. >> yeah, more questions at the end. as folks are thinking about the internet of things world, i mentioned earlier on, we live in a world where target got hacked through an air-conditioning system. we hear about our toaster being connected. are they going to attack us through our toaster. how do you begin to deal with the world of possibilities? how do you do risk management around that? >> the key element is from a very basic, understanding of whoo is happening on your network. that's the first, that's really the first emphasis we put in place under the program.
what is the harbor. what is the software. awareness, the level of awareness is all over the place. so, now, at least if you are aware of what's going on there. then you start getting into policies, how to ensure that you keep aware and then you take a look at, this is how you are going to attract the threats coming through and address that in a timely fashion. c$-e's no pool we are putting in place. as part of that, when we look at all the different type of connections outside the federal government, that's where you need to take a look at, you know, what is -- what are the policies allowing it to occur? basically, how are we if we want to have the connectivity in line. sharing is information. what we are learning with we guard to threats, what's
happening with the threats. that's a key element that they have to cross the federal government. one time, they were usually providing for those people that only were at the operation struggle. now awareness is up to the depth level. when we are talking about a dashboard an agency is going to have, take a look at what is actually occurring or what are those threats, they have it up to an executive level to have that understanding. it has to be in full range of people that are involved in addressing the cyber security threats. >> many more questions. you are going to stick around and join the round table? we will get to some of those. thank you very much, appreciate that. [ applause ]
>> the temperature is more to our liking. we can feel our extremities. with the national institute of standards and technology and focused on this for a while now. the last time he worked in business, he spoke. we are happy to have you back. >> hi. thank you, chris. thank everyone. good morning. thanks for being here. thanks for sitting here and listening to the presentation that i have. i work as associate director of cyber physical systems program. if you are not familiar with nes. it's a department of commerce u.s. federal agency that works on standards and measurement sciences.
it's one of those institutions in federal government that are specialized in science and engineers, specifically things that need ability, which leads us to things. so the -- how many of you have heard about something called the cyber fiscal systems? raise your hands. okay, very few. that's good and bad. the bad is, obviously, i didn't do my job in promoting my title. good thing, there's a lot for you to learn from this presentation today. so, i'm going to talk about iot. at the same time, cyber physical systems, but it's really iot on steroids. iot with more system control. not just monitoring, but more
robustness. think about safety critical systems. they are part of iot as well. but, at the same time, we kind of call it a system that need as lot more science and engineering to make sure they are safe and secure. so this is kind of like my definition of iot. it is an essential system. when you talk at iot, i know you all know what it is. a lot of different definitions to it. there are three or four layers. there's a hardware layer, chips, radios that you can touch. on top of that is a communication layer. bluetooth, wi-fi, everything that can connect with the hardware. a lot of people think it's only two layers, that's what iot is. that's not necessarily correct. there are two layers that are more important than the bottom layers.
on top of that, there's a software and data layer. essentially, what it does is collect data. by the way, data doesn't have a lot of value. you have to extract useful information from the data. when that information is extracted and can show you, that's where we call the system. so, that's what the layer does. on top of that is the most important layer called service. you extract that information. what are you going to do with it? if you collect and put it in a data base, it's not that good for us. you have to take action. the action could be human loop action. or it could take action. so, smart cities. why smart cities? if you look at all the iot applications you are talking
ability, transportation, health care, those are really the factors or the stuff that you see in the city. city is really the playing field that you can see all the applications that could provide really benefits. from a smart city perspective, they pretty much categorize them in two layers. bottom is infrastructure. that's hardware. what is missing in this diagram is a human factor. but the human factor is in there. you cannot do any smart city without the human factor. so opportunities for smart cities. we talk about iot but, really, the question there is what is
the real benefit of iot? we can collect all the data, unless we take action. we have to take action meaning that somebody has to take action in some infrastructure. that's where the smart city comes in. the issue with the smart city is it's very fragmented juste like iot, meaning every city does their own thing. it's not good. it's not going to be scaled. it's not good for business. they cannot sell the product they develop. so, important pieces in smart city and iot is scaleability and sustainability. we need to find those models to categorize the gee employ deprovidement of iot public you have to have a goal and direction. that means tough find the right model to create the real benefits for us.
again, real benefit. without the real benefit, these iot or smart cities, whatever you want to call it is not sustainable. that's the key and the theme i have in all my programming in all presentations. i want to go back. okay. okay. good, good. this is the approach. instead of each city doing their own thing, why don't we bring in multiple cities and multiple innovators including companies and universities. and let them -- i help them the issues that can create a real tangible benefits to us. from the cities. cities know them very well. cities know what their problem is, they just don't know how to solve those problems, that is financially viable, that is sustain able. technology provider has a lot of technologists. a lot of times, when they think they are solving a problem, their problem may not be the problem the city sort of feels. so, we want them to group in
clusters and then specific politics and address the problems. so, we ran this program twice already. it's an annual program that starts around the september time frame and culminates in june time frame. we bring in all the different players between cities and help them define the problems they want to address. again, it's replicable, scaleable, sustainable has to have tangible benefits. so last year we had partners like itadot, private sector partners like the corporations listed here. more than 200 corporations, about 250 corporations and organizations participated to
address the issues of smart city using iot and other technologies. so, we had about 50 cities participating. cities are very important because we know cities is just technology providers showing their solutions. it's not as any different than in a trade show that you go to. so the cities, we had 50 cities from around the world, including larger cities, new york city, chicago, san francisco. also smaller cities. like amon, it's a pretty small town but they also do smart cities. netherlands and italy, spain, israel, indonesia, they all gathered together to address their common problems and actually show off their solutions that can be replicated to other cities. i will give you a few examples. i'm trying to see, okay, i have a few more minutes.
so we had 64 teams composed of 450 organizations, so i'm going to show you only a few of them. on top left is link, qualcomm and a couple of other companies, was now also google has invested as some of the partners participating here. it's a pretty simple concept. replace a pain phone booth which is not used these days, replace pay phone booth with huge wi-fi hot spot which gives a free wi-fi access to the citizen, then generate revenue through this huge lcd screen. put on there. they're expecting, last time i heard, about $700 million revenue generated for the next ten years. that's where sustainability because you generate revenue and that's where represent lick indicate ability is. there's scale ability. you have to put in this stuff, it's not just one block it can
cover the whole city. developed by the u.s. army to pick up soldiers in battlefield without putting another soldier at risk and driving ambulance to field. so, about military, now in the sector. typically the application right now is the elderly care situation, when you have the elderly home and a lot of times these folks have a hard time just come to the bus stations because it's hard for them to walk. why don't shuttles, automatic shuttle to each house pick them up instead of go to hospital. so that's being deployed in several cities. and actually, london is deploying it right now. scale project on bottom life, they're doing a bunch of stuff. it's a unique case. the city instead of
participating in the iot, they actually proactively work for the companies to bring in these different solutions. on bottom line, intel and several other cities, air quality monitoring. it's extremely important. the question is, they're expensive. each station that is professional grade cost the bus $60,000. that's not on a scale. you're not going to have $60,000 station every corner of your street. so, you need lower cost, but good enough sensors that can have a lot more, can show a lot more in the process. so, the culmination of the last year's program happened on june 1st at the national museum as you can see. probably you're familiar. we turned this museum to massive exhibition hall and presentation stages. we had 64 teams from more than
50 plus municipal governments. we are lucky to have high profile, king and queen of netherlands, and also, u.s. secretary of the transportation came and gave a keynote, and also, nsf. we had a 150 attendees and we had more than 50 media outlets from around the world. so, pictures you may see, familiar faces especially the bottom right. and the top right is actually the king and queen of netherlands. so, we are planning the next challenge. this is not the end of the story. it was a huge success, so we know this model works. cities are looking for solutions and companies are looking for the issues they can address. so, we are launching the next challenge and official
announcement will come soon. and the focus this time will be more of the measurable and quantifiaboe impact. say we can reduce the traffic jam. how much there's a solution. so, how much can you reduce the commute time by 15%, for example? you show that? can you prove it? suddenly, now, you can see a real business model happening. cities have more interest because this solution is proven with actual numbers. and then, you know, all this corporations is a lot easier for them to talk to cities because now, the real hard data, thanks are solved. deployment. deployment, deployment, deployment. having a pilot and testing the lab is interesting but until it comes out of the lab and being widely deployed, becoming scaleable and represently kabul
and sustainable, it's not going to sustain our lives. so, also, we'll work on the architecture because a lot of people -- so, i'm going to stop here. there's information and more information over there. i'm going to be happy to take any questions. >> quickly. >> the next phase of this, you've been through a lot of face phases of this, right? >> yes. >> any lessons learned from the smart cities so far, what's your big takeaway? >> so, smart city programs is the big takeaway of this. an opportunity is huge. opportunity is huge. and everybody trying to solve the problem in their local scale. and you need to work together. interagency collaboration is extremely important. public-private partnership is extremely important.
the reason is because ito is cross-cutting technology. so the water, they have ort, the agents have to work together, that's what they're trying to achieve from this program. >> awesome. it's not that i'm ignoring you people. he's going come back and we'll have one more and have a whole conversation. so thank you so much. let me bring up -- where's, i had it right here. oh, there you are. peter ramnos, he is the cybersecurity solutions league and there you are. hi, peter. >> hello. good morning. so i, as they mentions, i am the last speaker before our town hall session. so i have the distinct opportunity to kind of sum things up and to leave you guys with some good thoughts on where
you can go forward with the internet of things. so, i'd like to start by talking about and this does sum things up, is that there are really three things that you can gain when you start talking about the internet of things. one, you can do things more efficiently. you gain this operational efficiency, and hopefully save some money. you can create new things. so, with this technology is secure, you can create new things that your citizens and customers will be happy with and will like and then you can improve the quality of the delivery that you are doing. so, those are, if you look at all the benefits of the internet of things, these are the if you sum them up, will get these three goals.