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000-M90 - IBM Content Analytics Theory Technical Mastery Test v1 - BrainDump Information

Vendor Name : IBM
Exam Code : 000-M90
Exam Name : IBM Content Analytics Theory Technical Mastery Test v1
Questions and Answers : 49 Q & A
Updated On : March 22, 2019
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000-M90 exam Dumps Source : IBM Content Analytics Theory Technical Mastery Test v1

Test Code : 000-M90
Test Name : IBM Content Analytics Theory Technical Mastery Test v1
Vendor Name : IBM
Q&A : 49 Real Questions

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IBM IBM Content Analytics Theory

Multi-Billion-greenback query: Is IBM's Transformation For real? | killexams.com Real Questions and Pass4sure dumps

A negative analyst document about IBM is probably no longer what CEO Ginni Rometty was hoping for this week as massive Blue kicked off its big InterConnect conference.

In a analysis notice, Sanford C. Bernstein analyst Toni Sacconaghi expressed doubts that IBM’s a great deal-trumpeted transformation—which relies heavily on its cloud, mobility, analytics and protection organizations— is getting traction, or as a minimum enough traction to offset the declines in its legacy agencies. Sacconaghi, a respected figure among investors, echoed issues others have about IBM (ibm) and which IBM pros have sought to downplay.

Sacconaghi’s base line:

The “theory” is that as the company’s strategic imperatives develop into greater over time, IBM’s boom rate will enhance. The difficulty is it is hasn’t. whereas the strategic imperatives have grown $13.8B over the last 4 years (together with acquisitions), IBM’s “core” revenues have declined by means of an exquisite $29.7B, resulting in profits declines (adjusted for foreign money and acquisitions and divestitures) in each of the ultimate 4 years. Most sobering, IBM’s earnings growth fee on this normalized groundwork has no longer better all through the length.

The business continues to wager massive on emerging markets including healthcare information analytics. final week it introduced its plan to acquire Truven Healthcare for $2.6 billion, as an example. That’s a daring stream, however skeptics ask yourself if these carrying on with investments will reap the quintessential rewards. And there is a few feeling that IBM is purchasing now not most effective information and technology however consumers for Watson, its marquee self-discovering or artificial intelligence utility, in its place of selling that service to new shoppers the ancient-fashioned manner.

For extra on IBM and fitness data, watch:

a number of weeks in the past on IBM’s fourth-quarter revenue call, chief economic officer Martin Schroeter referred to the company’s performance in these strategic areas “accelerated” in the previous fiscal year.

“together, cloud, analytics, mobile, social and safety grew 26% and delivered $29 billion in income,” Schroeter noted. together, he added, they symbolize a couple of third of IBM’s business, up from 22% two years ago.

IBM, which had no remark for this story, has additionally claimed large uptake of its Bluemix software building platform by means of thousands of latest developers a week. but there continues to be an absence of huge-identify clients for cloud and records analytics capabilities. lots of partnerships and acquisitions for bound, but customers? not so clear. meanwhile Amazon (amzn) and Microsoft (msft) continue their neatly-funded public cloud push.

Get facts Sheet, Fortune’s technology publication.

Sacconaghi’s record comes just days after Morgan Stanley (ms) analyst Katy Huberty raised her score of IBM from “equal weight” (or impartial) to “obese” (or buy.) Huberty observed the business is doing more advantageous at this multi-12 months transition than is commonly authorized.

Sacconaghi plainly disagrees. He said shareholders want more element about IBM’s key agencies, together with application. as an instance, how a lot has that business declined and the way an awful lot of its revenue comes from application that runs on old-school Unix-based hardware? The hope is that these questions should be requested (and answered) on IBM’s analyst briefing day this Thursday.

And, in cloud where IBM competes with Amazon web features in shared public cloud infrastructure and with a few application-as-a-provider and platform-as-a-carrier avid gamers, a key question is how an awful lot of IBM’s “as-a-service” salary comes from new valued clientele and the way tons is due to a shift of present consumers from on-premises use of software to the newer model?

In Sacconaghi’s view, the jury is out despite the fact that IBM’s precedence organizations are doing well.

The problem is that massive Blue’s general growth is bad and never enhancing, he cited. that implies, he wrote:

that IBM is dropping wallet share from its purchasers, and market share of standard IT. typical IT spend over the last few years has averaged about 2% – three%. IBM’s revenues have been declining at about -2%. moreover, IBM’s financials suggest that its strategic imperatives don’t seem like improving its wallet share at consumers – reasonably, on account that standard revenues are contracting, it means that IBM is not even keeping up with its consumers’ shifting priorities.


classes from IBM for Google, Amazon and facebook | killexams.com Real Questions and Pass4sure dumps

(MENAFN - The dialog) it be incredible when companies ultimate for a long time – or much more than a century – and especially so when they're in a quick-altering industry like desktop expertise. IBM, which traces its roots to the Eighties , grew from three small businesses to a multi-billion-greenback counsel technology services enterprise today. Its u.s.a.and downs alongside the manner offer some insights into the international know-how business, and may include some instructive classes for up-and-coming digital giants like Google, Amazon and fb – all of which can be some distance younger than IBM.

In my new e-book, ' IBM: the rise and Fall and Reinvention of a world Icon ,' I explore the enterprise's history of developing and promoting statistics processing equipment and software. As a former IBM worker and a historian , the most important lesson I found is that many people confuse incremental alterations in expertise with greater basic ones that definitely shape the route of a company's destiny.

there is a change between individual products – successive models of PCs or typewriters – and the underlying applied sciences that make them work. Over a hundred thirty years, IBM launched smartly over 3,600 hardware products and virtually the same volume of utility . but all these gadgets and functions were based on only a handful of actual technological advances, reminiscent of transferring from mechanical machines to people who relied on desktop chips and application, and later to networks just like the information superhighway. The transitions between those advances took place much more slowly than the consistent movement of latest items might indicate.

These transitions from the mechanical, to the digital, and now to the networked mirrored an ever-growing to be capacity to bring together and use more desirable amounts of tips with no trouble and promptly. IBM moved from manipulating statistical records to the use of applied sciences that train themselves what individuals want and are interested in seeing.

a focus that may adapt

Between 1914 and 1918, IBM management decided that the enterprise the enterprise can be in become facts processing. in more contemporary phrases, that company has become 'big information' and analytics. but it's nevertheless amassing and organizing data, and performing calculations and computations on it.

due to the fact that the early Twenties, IBM has taken a disciplined strategy to product building and research, specializing in constructing the underpinning applied sciences for its statistics processing products. Nothing seemed to be performed accidentally.

A blue IBM punch card. Gwern/Wikimedia Commons

In its first half-century, IBM's basic expertise platform from which many items emerged was the punch-card, yielding tabulators, card sorters, card readers and the noted IBM Card . In its 2d half-century, the primary know-how platform became the desktop, including mainframes, minicomputers, PCs and laptops. In its most recent 30 years, desktop sales have brought in a declining share of the company's complete income, as IBM transitions to offering more web-based functions, including utility and technical and managerial consulting.

the rise of every succeeding know-how happened right through the maturity and decline of its predecessor. IBM first began promoting computer systems in the 1950s, but saved selling tabulating gadget that nevertheless used punch playing cards unless the early 1960s. As recently because the early Nineteen Nineties, over ninety % of IBM's revenues got here from promoting computer systems, notwithstanding it changed into introducing new capabilities like management and procedure consulting, information expertise administration and software revenue.

It wasn't unless the conclusion of 2018 that IBM announced that fifty p.c of its business now got here from functions and application, most of which were new choices developed in the previous decade.

The information media – and even IBM employees – can also have perceived that IBM became transforming itself right now and regularly . basically the business had planted seeds for boom early and thoroughly tended new technologies unless they bore fruit – happily, around the identical time as past techniques had been ending their beneficial lives.

This strategic method is not special – Apple has been promoting very own computers for more than forty years . Its management, of course, talks tons extra about its position in the smartphone enterprise, which is already beginning to stage off . Apple may quickly want – or already be engaged on – a brand new technological center of attention to stay relevant.

The future of the giants

Microsoft, like Apple, evolved faraway from promoting simply computer utility and working techniques. It begun internet-primarily based tasks like its Bing search engine and OneDrive cloud storage – as well as providing cloud-primarily based computing services for organizations.

IBM is already exploring quantum computing, as a new frontier of statistics processing. IBM analysis , CC by using-ND

corporations that begun on the cyber web may additionally additionally face an identical transitions. Amazon, Google and fb now and then declare to have converted themselves, but haven't yet utterly left their normal businesses.

Amazon nevertheless makes most of its money selling actual gadgets online, even though its internet-based cloud features division is transforming into rapidly . Amazon has additionally invested in a wide array of alternative enterprise that might grow in the future, equivalent to fitness care and entertainment content.

Google and fb still make most of their money promoting counsel about how users behave to advertisers and agencies that want to entice individuals to a particular factor of view. both are exploring different avenues, no matter if it's Google's self-driving automobiles or fb's experiments with virtual fact .

but at their core, all three web giants are still finding new tips on how to capitalize on the colossal quantities of information they accumulate about valued clientele' activities and hobbies – just as decades previous IBM discovered new how you can use tabulating device and computer systems. if they're to final decades or centuries into the long run, the companies will deserve to probe, experiment and innovate to find new tips on how to earnings as applied sciences change.

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Lessons from IBM for Google, Amazon and Facebook

analysis: IBM CEO proclaims Chapter 2 of Cloud and AI at IBM consider 2019 | killexams.com Real Questions and Pass4sure dumps

In 2013, IBM had a wakeup call.

It lost an important cloud deal at the CIA to AWS. IBM protested the contract exposing in the past private details. In a excessive profile decision, judge Thomas Wheeler ruled against IBM despite the apparent higher expense bid submitted by AWS. The bottom line is AWS’ cloud providing became seen as advanced to IBM’s.

less than twenty-four months into her tenure as IBM’s CEO, Ginni Rometty understood the crucial. IBM had to make a move to get into the general public cloud video game or it could be ignored in the bloodless, much like HP, Cisco, EMC, VMware, and different giant tech organizations on the time. IBM paid $2B to purchase Softlayer and has considering that converted the platform into a possible providing from which it intends to re-write the cloud narrative.

right here’s a paraphrase of the premise put forth by IBM’s Chairman and CEO at this week’s IBM suppose convention in San Francisco:  

Chapter some of the cloud represented about 20% of the workload opportunity. It become largely about moving loads of new and consumer-dealing with purposes to the cloud. Chapter two is in regards to the challenging stuff. It’s about scaling AI and developing hybrid clouds. It’s about bringing the cloud operating mannequin to all those mission-vital apps and enabling clients to control information, workloads, and apps and move them between dissimilar clouds. this is one trillion dollar chance and IBM intends to be #1.

IBM isn't alone in its aspiration. huge corporations like Cisco, VMware, and even HPE have just a little identical aspirations. As does ServiceNow and a bunch of smaller expert enterprises. and naturally, the public cloud giants including AWS and Microsoft have their own concepts about Chapter 2 of the cloud period.

To claim a leadership position in Chapter 2, IBM is spending $34B to acquire purple Hat. here's a big circulation on the chess board and underscores that the IBM Cloud and a decade of attempting to commercialize Watson aren’t adequate to win the day. somewhat it sees open source, Kubernetes, containers, microservices, and builders as a lynchpin to success in the subsequent chapter of the cloud.

a short assessment of Chapter One

There’s lots debate about who first created the term cloud computing. There’s little doubt although that Jeff Barr’s blog put up in the summer of 2006, saying AWS’ Elastic Compute Cloud, ushered in the up to date era of cloud - so-referred to as Chapter 1. In his put up, Barr wrote:

With Amazon EC2, you don’t deserve to purchase hardware in enhance of your wants. instead, you simply turn up the dial, spawning greater virtual CPUs, as your processing needs grow.  

His statement underscored the most basic value proposition of cloud - pay for less than what you use model. This, of course, become the primary of a large number of improvements and services - all attainable with the swipe of a bank card, to be dialed up on demand. Startups flocked and tapped world-type facts middle functions up to now simplest obtainable to large agencies.

The economic downturn of 2007-2009 led CFOs to mandate a shift from Capex to Opex and when the economy became up, corporations realized that their cloud journey enabled an awful lot better agility. Shadow IT-powered the next section of boom and as “cloud creep” permeated the market - IT hopped on board and hasn’t seemed returned.

certainly, Microsoft modified itself to the cloud using the components of: 1) An open source attitude - alignment and aid (open compute, linux on .web, and so on.); 2) Cloudify all issues Microsoft and making Azure, not windows, the center of its universe; and three) bundling office 365 to exhibit salary from now not best IaaS but SaaS.

Joined with the aid of Google, which used its dominant global search infrastructure to stake its declare in the cloud, the huge three paved the way for a new financial mannequin in line with scale, innovation and automation, applying application economics to the concept of infrastructure deployment and management functions (See Figures 1 & 2 below).

enterprise IT Economics 1990-2010SiliconAngle.com

commercial enterprise IT Economics 2010-2030SiliconAngle.com

Key elements within the Charts:

  • traditionally, the marginal charge of application processes zero whereas functions have bad economies of scale;
  • With cloud - infrastructure services song extra intently to utility economics - enabling massive scale (and profitability) for these with extent (i.e. AWS, Microsoft, and Google);
  • typical infrastructure agencies combat to grasp on to legacy installed bases;
  • Cloud corporations with a SaaS portfolio (Oracle, IBM, Microsoft) have “up-the-stack” cost merits they can use as a bulwark towards the commoditization of their groups.
  • IBM’s prospects for Chapter 2 management rely on records

    before diving into the purple Hat piece of the puzzle, we ought to element lower back to information. In our view, IBM is working closely with purchasers to construct a digital business material where data remains the underpinning of its approach to power a new period of analytics based on AI. IBM sees statistics as a primary ingredient in bringing contextual relevance to company applications. What we’re seeing is as a result of IBM’s big features business and deep trade advantage it’s earned the correct to assist shoppers construct digital networks and seriously change company fashions. IBM’s gigantic shoppers are getting this. They’re now not seeking to IBM to with no trouble bring services or comfy their infrastructure or sell them SaaS - somewhat they’re looking for IBM to help them seriously change and carry new business fashions. We’re seeing this in healthcare, fiscal services, agriculture, energy, assurance and basically all industries through which IBM has a presence globally.

    IBM’s probability as we see it is to help businesses have in mind how to make cash using information. not always through without delay promoting their records however determining the way to monetize records. What we see IBM doing is taking what has been mostly piecemeal, data-oriented AI tasks and growing what Rometty calls “outside / In” - i.e. customer experience oriented functions and “internal / Out” - i.e. workflow and new how you can work functions - each which contribute to base line consequences. greater importantly, IBM desires to support the client absolutely radically change their business operations.

    to accomplish this, IBM is delivering a business platform - fueled by using facts, and a desktop intelligence platform - i.e. tooling and capabilities to extract cost from data and operationalize AI.

    Enter purple Hat  

    IBM didn’t liberate any new particulars about crimson Hat at consider, possibly as a result of regulatory concerns. but with pink Hat, IBM can allow a brand new breed of utility builders - for organizations - using cloud-native tooling. information is the key ingredient to rising business functions and with crimson Hat in its portfolio, IBM can “cloudify” and “data-fy” organizations and position itself as contemporary and important. more importantly, it could dramatically scale crimson Hat’s business globally.

    pink Hat for IBM emerges as a automobile for generating spinoff leverage out of IBM ecosystem utility and industry capabilities. With RHEL, OpenShift and eight million red Hat builders, IBM can support its valued clientele modernize their application portfolios and transform enterprise operations...growing a brand new breed of digital company builders.

    agree with statements made by using Ginni Rometty and Jim Whitehurst all through their mini roadshow after saying the pink Hat acquisition. Ginni saved saying “this isn’t a backend loaded deal.” What did she suggest? In our view, she become very nearly explaining the enterprise case for IBM paying a 60%+ top rate over red Hat’s stock price earlier than the deal being introduced. mainly, IBM has a major put in base of functions valued clientele (a $20+B captive probability in our estimate) at which it might probably element pink Hat PaaS tooling to modernize utility portfolios and build the long run digital enterprise platform for/with shoppers.

    So out of the chute, IBM can automatically begin scaling pink Hat’s company, marrying deep business competencies, the sprawling IBM SaaS portfolio, the IBM Cloud (the place applicable), AI infused everywhere and red Hat PaaS to join customer information, workloads, and functions to any cloud or on-prem installation.

    long term, IBM can, together with its valued clientele, totally undertake modern application construction practices to codify its deep industry abilities and construct out transformative company and AI structures to assist incumbent organizations compete within the digital period.

    The competitive panorama

    if you don’t personal a public cloud, you go tough after multi-cloud. To wit: VMware exited public cloud after years of trying to commercialize VCloud Air. It at last settled on a deal with AWS and sold off its public cloud. VMware is Dell’s ace within the hole for multi-cloud. Cisco lately introduced its multi-cloud approach at Cisco reside Barcelona which comes at the problem from a strong place in networking. As networks flatten - Cisco can also be the glue between clouds with software administration and orchestration framework for networked records-- no longer a foul strategy. HP tried and failed in the public cloud game and HPE is making an attempt to be a provider of multi-cloud functions however is essentially counting on packaging its hardware, features and some minimal utility content.

    of those players, only Cisco has any meaningful presence with developers. IBM with pink Hat receives entry to eight million devs.

    As such, IBM has a more robust position than these gamers-- albeit greater complicated. It owns a public cloud presence and while not basically as big as AWS in IaaS, IBM has a large SaaS portfolio. Like Oracle, it doesn’t need to compete for commodity enterprise in opposition t AWS, reasonably it can sell cost “up the stack” the use of SaaS as a excessive-price play. As smartly, it’s AI runs on the cloud and it just announced at believe that it’s opening up Watson to run on any on-prem, public or hybrid cloud (a long overdue circulate in our opinion). previously, in case you desired Watson you could most effective get it on IBM’s cloud.

    Microsoft obviously could have its say in Chapter 2 of the cloud. With its acquisition of GitHub and massive application property, combined with a leading cloud at scale, Microsoft holds lots of playing cards. it is investing in AI and has a robust records perspective.

    Google Cloud is resetting with new administration and is taking part in the lengthy video game. It certainly has AI chops and a robust records perspective.

    Then there’s AWS. Amazon’s announcement of Outposts indicates that it will probably and should evolve and alter its spots. today, AWS makes a strong case for a single versus a multi-cloud approach - arguing that multiple clouds are less comfortable, extra complex and more expensive. whereas credible in its position, the reality is multi-cloud is like multi-supplier. There’s now not a procurement czar inner of every enterprise with a view to dictate a single cloud. As such if AWS sees an opportunity to control dissimilar clouds it will enter the area in our view.

    closing thoughts

    the brand new “innovation cocktail” combines records + AI + Cloud. a standard facts mannequin brings a aggressive talents in the digital world. desktop intelligence (AI) utilized to statistics drives insights and cloud permits scale and attracts innovation via ecosystems. IBM is combining these three points to compete within the next chapter of technology business increase.

    IBM, like Microsoft, is cloudifying its offerings to guide its purchasers’ digital transformations. with the aid of bringing the cloud to its products, building records networks with clients, applying AI in every single place and leveraging purple Hat, it might catalyze a new type of business developers and go complicated after the multi-cloud chance that exists.

    We believe, youngsters, that the multi-cloud world can be messy. these days, multi-cloud is as an awful lot a multi- (cloud) supplier prevalence versus a deliberate strategy. nonetheless, buyers will continue to opt for horses for classes - that means the appropriate cloud for the right workload - and for you to inevitably lead to assorted clouds and alternatives for simplified management, security, governance, and statistics leverage.

    these days, about half of IBM’s income comes from so-referred to as Strategic Imperatives. That piece must grow sooner than the other half declines. in addition, about sixty percent of IBM’s revenue comes from consulting and expert functions. The first rate news there's it offers IBM deep visibility and relationships into practically all world industries. The draw back is that company doesn’t scale as well. As such IBM’s surest energy is its highest quality challenge. The pleasing opportunity dealing with IBM is to codify that deep business expertise in utility, the use of statistics as the key ingredient for brand new company functions constructed on cloud-native PaaS tooling - and scaling to the cloud, any cloud.  

    this is a differentiable story and one that protects IBM from getting Amazon’d while on the same time permitting the enterprise to force margin improvements over time. IBM’s Rometty has spent the last 5-6 years preparing the enterprise for this next chapter.

    Now big Blue must show that Elephants can dance, dash and run marathons.

    comply with the entire IBM believe 2019 reside video coverage right here: https://www.thecube.net/ibmthink2019

    send us comments on Twitter @furrier @dvellante


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    DMTF spec simplifies cloud management | killexams.com real questions and Pass4sure dumps

    DMTF spec simplifies cloud management
  • By Rutrell Yasin
  • Aug 29, 2012
  • The Distributed Management Task Force has released a new specification designed to simplify cloud infrastructure management and ensure that workloads can be easily moved among different cloud environments.

    Many organizations view cloud computing, an on-demand model that focuses on the pooling and sharing of compute resources, as a way to make more efficient use of IT operations over time. However, as the market for cloud services has grown, cloud vendors have introduced their own interfaces that let users run private clouds.

    DMTF has developed Cloud Infrastructure Management Interface version 1.0 as a self-service interface for infrastructure clouds, which will let users run virtual servers across different hardware platforms.

    CIMI has broad industry support, with companies such as Oracle and Red Hat submitting their application programming interfaces as consideration for the standard, said Winston Bumpus, chairman of the board of DMTF. Experience with real cloud issues has been factored into the standard, he noted.

    CIMI is not seen as a replacement for vendors’ interfaces but, in the way the Lightweight Directory Assistance Protocol serves as a standard for organizing data within databases that follow the LDAP standard, the new specification will forge more interoperability between cloud providers, Bumpus told GCN.

    The National Institute of Standards and Technology has led efforts within the federal government to help foster greater interoperability, portability and security standards for cloud environments. DMTF has been working closely with NIST on the U.S. Government Cloud Computing Technical Roadmap and associated reference architectures, Bumpus said.

    CIMI V.1.0 includes two components: the CIMI Model and REST Interface over HTTP Specification and CIMI Primer.

    The CIMI specification is the centerpiece of DMTF’s Cloud Management Initiative and is the first standard created by the Cloud Management Working Group (CMWG).

    DMTF’s Cloud Management Initiative includes contributions from additional working groups including the Cloud Auditing Data Federation Working Group, the Network Services Management Working Group, the Software License Management Incubator and the System Virtualization, Partitioning, and Clustering Working Group. Additional announcements are expected from DMTF cloud-related working groups early next year.

    Officials from Broadcom, CA Technologies, Citrix, Fujitsu, Hewlett-Packard, IBM, Oracle, Red Hat, VMware, and SunGard announced support for CIMI v1.0

    About the Author

    Rutrell Yasin is is a freelance technology writer for GCN.


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    Understanding SCAP NIST guidance and using SCAP tools to automate security | killexams.com real questions and Pass4sure dumps

    Many questions arise at the mention of the Security Content Automation Protocol (SCAP): What is it, how does it...

    work, and how can it be useful for an enterprise?

    This tip is intended to offer some background on what SCAP is and when and how an organization would benefit by relying on this protocol to enhance enterprise security.

    What is SCAP?According to SCAP NIST guidance (.pdf), SCAP -- pronounced as either "S-CAP" (ESS'-cap) or as each letter individually: S-C-A-P -- is:

    "…a suite of specifications that standardize the format and nomenclature by which security software products communicate software flaw and security configuration information."

    SCAP was developed to 1) organize, 2) express and 3) measure security information in standardized ways, thus providing an automated approach to maintaining the security of enterprise systems.

    More specifically, the NIST guidance lists three ways in which SCAP can be used to maintain the security of enterprise systems, including:

  • Automatically verifying the installation of patches;
  • Checking system security configuration settings, and;
  • Examining systems for signs of compromise.
  • The primary driver for SCAP's development is to help organizations that need to comply with the U.S. Federal Desktop Core Configuration (FDCC) and the United States Government Configuration Baseline (USGCB)1 initiative, which has evolved from the Federal Desktop Core Configuration mandate requirements. SCAP-validated scanning tools can be used to scan affected systems and provide reports regarding whether those systems are compliant with FDCC. This is a time-saver and will help organizations be more readily prepared for audits that require FDCC compliance.

    SCAP has two major elements:

  • First, it is a protocol. SCAP is a suite of four open specifications that standardize the format and nomenclature by which software communicates information about publically known software flaws and security configurations annotated with common identifiers and embedded in XML. Essentially this is a means of establishing some automated "on/off" switches when checking to see if a server or desktop is compliant with the standard in question. This is practical because the output is a standardized, non-proprietary format that can be used across different organizations. Each specification is known as an SCAP component. (NIST also gives more information on SCAP v1.0 components.)

  • Second, SCAP includes software flaw and security configuration standard reference data, also known as SCAP content. This reference data is provided by the National Vulnerability Database (NVD), which is managed by NIST and sponsored by the Department of Homeland Security (DHS). SCAP content is available on the NVD.
  • So, there's SCAP content (i.e., reference data) and SCAP components (i.e., security specifications). In order to make these work effectively, the SCAP authors have integrated the SCAP content and the SCAP components into SCAP-expressed checklists that use a standardized language to express what platform is being discussed (think Common Platform Enumeration (CPE)) and what security settings should be addressed (think Common Configuration Enumeration (CCE)). It would also be possible to use the checklists in a manual manner to set up the system in question. However, the number of settings is substantial, and, as such, an automated system like SCAP is preferred.

    The National Checklist Program (NCP) website is the repository for SCAP-expressed checklists.

    An example of a checklist page from this website for FDCC Windows XP is shown in Figure 1 below:

    Click to enlargeFigure 1: Checklist for FDCC Windows XP

    As a note, if you look at the Supporting Resources section of this page, there is a "Human Readable" or "prose" version of the settings that, when downloaded, provides a spreadsheet of the policy setting and name, the CCE reference, the registry setting, as well as the description and what the Federal Desktop Configuration should be for each policy (e.g., Disabled, Enabled, etc.). An example of the spreadsheet is shown in Figure 2.

    Click to enlargeFigure 2: Human Readable Version of FDCC Settings

    Each checklist is assigned a tier relative to its automation operability as pertains to the SCAP protocol. The tiers are designated as I - IV.

  • Tier I checklists are prose-based, i.e., narrative descriptions of how a person can manually alter a product's configuration.

  • Tier II checklists tend to list the recommended security settings in a proprietary, machine-readable format.

  • Tier III checklists use the SCAP protocol to document their recommended security settings in machine-readable, standardized SCAP formats.

  • Tier IV checklists include all the properties of the Tier III checklists. Additionally, they are considered production-ready and have been validated by NIST to ensure interoperability with SCAP-validated products. Tier IV checklists also demonstrate the ability to map low-level security settings to high-level security requirements as represented in such frameworks as SP 800-53 controls for FISMA. (Note: all the FDCC Checklists are tier IV in the National Vulnerability Database.)
  • Of note, organizations obligated to comply with federal mandate for SCAP are required to use the highest tier for their computer security automation. Also, there are plans for a Content Validation Program to allow vendors or anyone else to have their content posted to the NVD as Tier III or Tier IV content. However, a date for when this will be implemented is not currently available.

    How can an enterprise take advantage of SCAP?According to NIST, organizations interested in taking advantage of SCAP tools (.pdf) should adhere to the following recommendations as noted in the publication:

  • Use SCAP-expressed security configuration checklists to automatically improve and monitor a system's security. The SCAP-expressed checklists help automatically generate assessment and compliance evidence and can be downloaded from the National Checklist Program website referred to above. It is important to note, however, that the current version of SCAP does not fix or correct any discrepancies noted between actual configuration and the checklist –- that is anticipated for future SCAP tools and is already in some proprietary applications.

  • Take advantage of SCAP to demonstrate compliance with high-level security requirements that originate from mandates, standards and guidelines, such as FDCC. This also can help an agency be better prepared for a FISMA audit.

  • Use standardized SCAP enumerations, identifiers and product names such as Common Vulnerabilities and Exposures (CVE), Common Configuration Enumeration (CCE) and Common Platform Enumeration (CPE) nomenclature. In other words, use a common language so descriptions of vulnerabilities or exposures operate with the same terminology and reference the same MITRE CVE/CCE/CPE database. This allows organizations to better understand the system vulnerabilities and affected configurations when cross-talking between organizations and referring to security-related software flaws, security configuration issues and platforms.

  • Use SCAP for quantitative and repeatable vulnerability measurement and scoring through the combination of Common Vulnerability Scoring System (CVSS), CVE and CPE. Because SCAP does provide for some scoring during the analyses, you can use the scores to plot and establish trends, comparisons, etc.

  • Acquire and use SCAP-validated products. U.S. Federal agencies and those companies supporting U.S. government agencies must use SCAP-validated FDCC scanners for testing and assessing FDCC compliance.

    Of note, NIST has established both an SCAP product-validation program and a National Voluntary Laboratory Accreditation Program (NVLAP). These programs are coordinated to ensure the SCAP products are effectively tested and validated to conform to SCAP requirements. NIST maintains a list of accredited laboratories and currently validated products. A graphic showing some of the currently validated products is shown in Figure 3.

    Click to enlargeFigure 3: SCAP Validated Products (Examples)

  • Adopt SCAP and use its capabilities when developing software and/or security checklists, thus verifying the software provides the ability to assess underlying software configuration settings rather than relying on more costly manual checks or proprietary checking mechanisms.
  • In addition to the NIST SP 800-117 suggestions above, Karen Scarfone, a computer scientist and project manager with NIST, gave an excellent SCAP Overview Presentation (.pdf) that noted these common uses of SCAP:

  • Perform security configuration verification: Here you can use an SCAP-expressed checklist and compare it to a system's actual configuration. You can verify and audit a system before deployment using these checklists. Also, you can map individual system settings to high-level requirements such as FDCC, etc. using the checklist capability.

  • Check system for signs of security compromise: If you know the characteristics of the attacks, then you can check for altered files or the presence of a malicious service. For example, if you know the attack alters a specific .dll file, then you can check for any particular changes to the associated file.
  • BenefitsSCAP is moving along and is being implemented primarily due to federal mandate by the U.S. Office of Management and Budget. SCAP v1.0 is being adopted and products are being developed and tested for accreditation by NIST-approved laboratories. Version 1.1 was expected in late 2010 and candidate specifications for version 1.2 are already under review, per Karen Scarfone.

    What are the potential organizational benefits of using SCAP? Here are a few:

  • By using SCAP, you can increase automation and reduce manual effort to obtain assessment results, determine those corrective actions needed and thus provide substantial cost savings.

  • Because you are using the common language mandated by SCAP, the resulting XML-coded results will allow for easier communication of results across the other SCAP system users. Also, this will allow for easier comparison of issue sets between security organizations because the vulnerabilities are described using the same codex of CVSS, CVE and CPE.

  • By using SCAP-validated products, organizations are more likely to be better prepared for FDCC audits.

  • A primary benefit of SCAP content is the ability to make and modify your own checklists. You are not obligated to use only the FDCC /USGCB content unless you are under the government mandate.
  • I suspect we will all hear more about SCAP implementation in the future, and, with the newer versions of the protocol, there will be even more potential benefits for automated security.

    1The United States Government Configuration Baseline (USGCB) will be the successor to FDCC and will contain Win 7 as well as other operating system coverage like Red Hat, Solaris, etc… when their content is finalized. USGCB is expected to be incorporated into SCAP 1.1.

    About the author:Ernest N. Hayden (Ernie), CISSP, CEH,  is an experienced information security professional and technology executive , providing thought leadership for more than 10 years in the areas of information security, cybercrime/cyberwarfare, business continuity/disaster recovery planning, leadership, management and research.  Based in Seattle, Hayden holds the title of “managing principal – energy security” at Verizon’s Global Energy & Utilitiespractice, devoting much of his time to energy, utility and smart grid security on a global basis.  Prior to his current position at Verizon, Hayden held roles as an information security officer/manager at the Port of Seattle, Group Health Cooperative (Seattle), and Seattle City Light.    Hayden’s independent advice does not necessarily reflect all positions held by Verizon. Read more of Hayden’s expert adviceon his contributions to the Verizon Think Forward blog. Submit questions or comments for Ernie Hayden via email at editor@searchsecurity.com. 



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