David S. Read

When depicting the Cognitive Corporation™ as a graphic, the use of semantic technology is not highlighted.  Semantic technology serves two key roles in the Cognitive Corporation™ – data storage (part of Know) and data integration, which connects all of the concepts.  I’ll explore the integration role since it is a vital part of supporting a learning organization.

In my last post I talked about the fact that integration between components has to be based on the meaning of the data, not simply passing compatible data types between systems.  Semantic technology supports this need through its design.  What key capabilities does semantic technology offer in support of integration?  Here I’ll highlight a few.

Logical and Physical Structures are (largely) Separate

Semantic technology reduces the tie between the logical and physical structures of the data versus a relational database.  In a relational database it is the physical structure (columns and tables) along with the foreign keys that maintain the relationships in the data.  Just think back to relational database design class, in a normalized database all of the column values are related to the table’s key.

This tight tie between data relationships (logical) and data structure (physical) imposes a steep cost if a different set of logical data relationships is desired.  Traditionally, we create data marts and data warehouses to allow us to represent multiple logical data relationships.  These are copies of the data with differing physical structures and foreign key relationships.  We may need these new structures to allow us to report differently on our data or to integrate with different systems which need the altered logical representations.

With semantic data we can take a physical representation of the data (our triples) and apply different logical representations in the form of ontologies.  To be fair, the physical structure (subject->predicate->object) forces certain constrains on the ontology but a logical transformation is far simpler than a physical one even with such constraints.

(more…)

I am excited to share the news that Blue Slate Solutions has kicked off a formal innovation program, creating a lab environment which will leverage the Cognitive Corporation™ framework and apply it to a suite of processes, tools and techniques.  The lab will use a broad set of enterprise technologies, applying the learning organization concepts implicit in the Cognitive Corporation’s™ feedback loop.

I’ve blogged a couple of times (see references at the end of this blog entry) about the Cognitive Corporation™.  The depiction has changed slightly but the fundamentals of the framework are unchanged.

The focus is to create a learning enterprise, where the learning is built into the system integrations and interactions. Enterprises have been investing in these individual components for several years; however they have not truly been integrating them in a way to promote learning.

By “integrating” I mean allowing the system to understand the meaning of the data being passed between them.  Creating a screen in a workflow (BPM) system that presents data from a database to a user is not “integration” in my opinion.  It is simply passing data around.  This prevents the enterprise ecosystem (all the components) from working together and collectively learning.

I liken such connections to my taking a hand-written note in a foreign language, which I don’t understand, and typing the text into an email for someone who does understand the original language.  Sure, the recipient can read it, but I, representing the workflow tool passing the information from database (note) to screen (email) in this case, have no idea what the data means and cannot possibly participate in learning from it.  Integration requires understanding.  Understanding requires defined and agreed-upon semantics.

This is just one of the Cognitive Corporation™ concepts that we will be exploring in the lab environment.  We will also be looking at the value of these technologies within different horizontal and vertical domains.  Given our expertise in healthcare, finance and insurance, our team is well positioned to use the lab to explore the use of learning BPM in many contexts.

(more…)

I had the pleasure of attending the Semantic Technology and Business Conference in Washington, DC last week.  I have a strong interest in semantic technology and its capabilities to enhance the way in which we leverage information systems.  There was a good selection of topics discussed by people with a variety of  backgrounds working in different verticals.

To begin the conference I attended the half day “Ontology 101” presented by Elisa Kendall and Deborah McGuinness.  They indicated that this presentation has been given at each semantic technology conference and the interest is still strong.  The implication being that new people continue to want to understand this art.

Their material was very useful and if you are someone looking to get a grounding in ontologies (what are they?  how do you go about creating them?) I recommend attending this session the next time it is offered.  Both leaders clearly have deep experience and expertise in this field.  Also, the discussion was not tied to a technology (e.g. RDF) so it was applicable regardless of underlying implementation details.

I wrapped up the first day with Richard Ordowich who discussed the process of reverse engineering semantics (meaning) from legacy data.  The goal of such projects being to achieve a data harmonization of information across the enterprise.

A point he stressed was that a business really needs to be ready to start such a journey.  This type of work is very hard and very time consuming.  It requires an enterprise wide discipline.  He suggests that before working with a company on such an initiative one should ask for examples of prior enterprise program success (e.g. something like BPM, SDLC).

Fundamentally, a project that seeks to harmonize the meaning of data across an enterprise requires organization readiness to go beyond project execution.  The enterprise must put effective governance in place to operate and maintain the resulting ontologies, taxonomies and metadata.

The full conference kicked off the following day.  One aspect that jumped out for me was that a lot of the presentations dealt with government-related projects.  This could have been a side-effect of the conference being held in Washington, DC but I think it is more indicative that spending in this technology is more heavily weighted to public rather than private industry.

Being government-centric I found any claims of “value” suspect.  A project can be valuable, or show value, without being cost effective.  Commercial businesses have gone bankrupt even though they delivered value to their customers.  More exposure of positive-ROI commercial projects will be important to help accelerate the adoption of these technologies.

Other than the financial aspect, the presentations were incredibly valuable in terms of presenting lessons learned, best practices and in-depth tool discussions.  I’ll highlight a few of the sessions and key thoughts that I believe will assist as we continue to apply semantic technology to business system challenges.

(more…)

The Cognitive Corporation™ is a framework introduced in an earlier posting.  The framework is meant to outline a set of general capabilities that work together in order to support a growing and thinking organization.  For this post I will drill into one of the least mature of those capabilities in terms of enterprise solution adoption – Learn.

Business rules, decision engines, BPM, complex event processing (CEP), these all invoke images of computers making speedy decisions to the benefit of our businesses.  The infrastructure, technologies and software that provide these solutions (SOA, XML schemas, rule engines, workflow engines, etc.) support the decision automation process.  However, they don’t know what decisions to make.

The BPM-related components we acquire provide the how of decision making (send an email, route a claim, suggest an offer).  Learning, supported by data analytics, provides a powerful path to the what and why of automated decisions (send this email to that person because they are at risk of defecting, route this claim to that underwriter because it looks suspicious, suggest this product to that customer because they appear to be buying these types of items).

I’ll start by outlining the high level journey from data to rules and the cyclic nature of that journey.  Data leads to rules, rules beget responses, responses manifest as more data, new data leads to new rules, and so on.  Therefore, the journey does not end with the definition of a set of processes and rules.  This link between updated data and the determination of new processes and rules is the essence of any learning process, providing a key function for the cognitive corporation.

(more…)

Given my role as an enterprise architect, I’ve had the opportunity to work with many different business leaders, each focused on leveraging IT to drive improved efficiencies, lower costs, increase quality, and broaden market share throughout their businesses.  The improvements might involve any subset of data, processes, business rules, infrastructure, software, hardware, etc.  A common thread is that each project seeks to make the corporation smarter through the use of information technology.

As I’ve placed these separate projects into a common context of my own, I’ve concluded that the long term goal of leveraging information technology must be for it to support cognitive processes.  I don’t mean that the computers will think for us, rather that IT solutions must work together to allow a business to learn, corporately.

The individual tools that we utilize each play a part.  However, we tend to utilize them in a manner that focuses on isolated and directed operation rather than incorporating them into an overall learning loop.  In other words, we install tools that we direct without asking them to help us find better directions to give.

Let me start with a definition: similar to thinking beings, a cognitive corporation™ leverages a feedback loop of information and experiences to inform future processes and rules.  Fundamentally, learning is a process and it involves taking known facts and experiences and combining them to create new hypothesis which are tested in order to derive new facts, processes and rules.  Unfortunately, we don’t often leverage our enterprise applications in this way.

We have many tools available to us in the enterprise IT realm.  These include database management systems, business process management environments, rule engines, reporting tools, content management applications, data analytics tools, complex event processing environments, enterprise service buses, and ETL tools.  Individually, these components are used to solve specific, predefined issues with the operation of a business.  However, this is not an optimal way to leverage them.

If we consider that these tools mimic aspects of an intelligent being, then we need to leverage them in a fashion that manifests the cognitive capability in preference to simply deploying a point-solution.  This involves thinking about the tools somewhat differently.

(more…)

I was participating in a code review today and was reminded by a senior architect, who started working as an intern for me years ago, of a testing technique I had used with one of his first programs.  He had been assigned to create a basic web application that collected some data from a user and wrote it to a database.  He came into my office, announced it was done and proudly showed it to me.  I walked over to the keyboard, entered a bunch of junk and got a segmentation fault in response.

Although I didn’t have a name for it, that was a standard technique I used when evaluating applications.  After all, the tried and true paths, expected inputs and easy errors will be tested early and often as the developer exercises the application using the basic use cases.  As Boris Beizer said, “The high-probability paths are always tested if only to demonstrate that the system works properly.” (Beizer, Boris. Software Testing Techniques. Boston, MA: Thomson Computer Press, 1990: 76.)

It is unexpected input that is useful when looking to find untested paths through the code. If someone shows me an application for evaluation the last thing I need to worry about is using it in an expected fashion, everyone else will do that.  In fact, I default to entering data outside the specification when looking at a new application.  I don’t know that my team always appreciates the approach.  They’d probably like to see the application work at least once while I’m in the room.

These days there is a formal name for testing of this type, fuzzing.  A few years ago I preferred calling it “gorilla testing” since I liked the mental picture of beating on the application. (Remember the American Tourister luggage ad in the 1970s?)  But alas, it appears that fuzzing has become the accepted term.

Fuzzing involves passing input that breaks the expected input “rules”.  Those rules could come from some formal requirements, such as a RFC, or informal requirements, such as the set of parameters accepted by an application.  Fuzzing tools can use formal standards, extracted patterns and even randomly generated inputs to test an application’s resilience against unexpected or illegal input.

(more…)

(or Upgrading to Android and Windows 7)

The holidays are usually a time I can use to catch-up on some extra reading or research.  This year I had two major infrastructure changes that occupied my time.  I moved from my Blackberry Storm to an HTC Incredible and from my old Gateway M680 with Windows XP to a Dell Vostro 3700 running Windows 7.  It has been a bumpy couple of weeks getting my virtual life back in order.

Before getting into some of the details of the experiences, I’ll summarize by saying that both upgrades were worth the learning curve and associated frustration.  The Incredible’s hardware and the Android OS are orders-of-magnitude beyond the Storm in terms of usability, reliability, and functionality.  On my computer, Windows 7 (64-bit professional version) provides a clean and efficient environment.  The compatibility with 32-bit applications has worked flawlessly so far.

The phone journey…

I ordered the Incredible with the intention of switching over to it during the week before Christmas.  I would be off from work that week so any issues with email and calendar wouldn’t pose much risk.  However Verizon had other plans.  A day after the Incredible arrived they shut off my Storm.  This meant I had to get the Incredible going immediately.  This was during a week that I was traveling to Alabama and Vermont so I needed my cell phone working reliably.

I was pleasantly surprised at how quickly I was fully operational with the basic services (phone, email and calendar).  Blue Slate uses Google as our hosted email service so its ease of integration with the Android environment isn’t a surprise.  The phone setup process through Verizon has changed since I got my Storm several years ago.  Making on-line changes to my services is now simple.  I quickly expanded my data plan so that I could use the 3G Mobile feature of the Incredible while at the client’s site.  No issues at all!

My main disappointment with the Incredible is its battery life. With my Storm I could go days without recharging.  Now I have to recharge my phone every night.  I’ve gone through the “kill the app” phase and found that process doesn’t really help.  I use WiFi as much as possible since that is supposed to save battery life over using the cell connection to access email and internet services.  I keep the screen dimmed and turn off location services when they are not needed.

On the bright side, the variety of applications, including a nice SSH tool makes the phone amazingly versatile.  I don’t have to fire up my computer to check on a batch job or fix a basic database problem on our Linux servers.  The GPS services surpass my Magellan’s capabilities so I have one less device to carry with me on trips.

All in all I’m very pleased with my move to the Incredible.  I probably would have considered the iPhone but really prefer Verizon’s coverage.  This phone should serve me well for my 2-year contract.

The computer journey…

My new Dell arrived several weeks before Christmas.  I put off doing anything with it, knowing that the process of moving my virtual life, installed and configured over the course of 4 years on my trusty Gateway laptop, would be onerous.  I’m glad I waited.  Although the Dell is a great machine, the process of getting products installed (or obtaining newer versions) and getting files and configurations in place took several days.

(more…)

I attended my first semantic web conference this week, the Semantic Web Summit (East) held in Boston.  The focus of the event was how businesses can leverage semantic technologies.  I was interested in what people were actually doing with the technology.  The one and a half days of presentations were informative and diverse.

Our host was Mills Davis, a name that I have encountered frequently during my exploration of the semantic web.  He did a great job of keeping the sessions running on time as well as engaging the audience.  The presentations were generally crisp and clear.  In some cases the speaker presented a product that utilizes semantic concepts, describing its role in the value chain.  In other cases we heard about challenges solved with semantic technologies.

My major takeaways were: 1) semantic technologies work and are being applied to a broad spectrum of problems and 2) the potential business applications of these technologies are vast and ripe for creative minds to explore.  This all bodes well for people delving into semantic technologies since there is an infrastructure of tools and techniques available upon which to build while permitting broad opportunities to benefit from leveraging them.

As a CTO with 20+ years focused on business environments, including application development, enterprise application integration, data warehousing, and business intelligence I identified most closely with the sessions geared around intra-business and B2B uses of semantic technology.  There were other sessions looking a B2C which were well done but not applicable to the world in which I find myself currently working.

Talks by Dennis Wisnosky and Mike Dunn were particularly focused on the business value that can be achieved through the use of semantic technologies.  Further, they helped to define basic best practices that they apply to such projects.  Dennis in particular gave specific information around his processes and architecture while talking about the enormous value that his team achieved.

Heartening to me was the fact that these best practices, processes and architectures are not significantly different than those used with other enterprise system endeavors.  So we don’t need to retool all our understanding of good project management practices and infrastructure design, we just need to internalize where semantic technology best fits into the technology stack.

(more…)

Actors often enjoy the challenge of a role that requires two completely different personas to be presented.  Jekyll and Hyde, Peter Pan’s Captain Hook and Mr. Darling as well as The Prince and the Pauper all give an actor the chance to play two different people within the same role.  In the case of CIOs, they are cast in a role that has a similar theme, requiring two very different mindsets.

For the CIO, this duality is described in a variety of ways.  Sometimes the CIO’s job requirements are discussed as internally and externally focused.  In other cases people separate the responsibilities into infrastructure and business.

Regardless of how the aspects are expressed, there is an understanding that the CIO provides leadership in two different realms. One realm is focused on keeping equipment operating, minimizing maintenance costs, achieving SLAs and allowing the business to derive value from IT investments.  The other realm focuses on business strategy and seeks to derive new functionality in support of improved productivity, customer service, profitability and other corporate measures.

By analogy, the first realm keeps the power flowing while the second creates new devices to plug in and do work.

One could argue that a rethinking of corporate structure might help simplify this situation.  After all, we don’t charge the CFO with maintaining the infrastructure around financial systems, including file cabinets, door locks and computer hardware.  Why should a person charged with exploiting computers for the benefit of the corporation also be charged with the maintenance of the computer hardware and software? Couldn’t the latter responsibility be provided by an operations group, similar to the handling of most utilities?

(more…)

Welcome, October. There is a chill in the air here in the Northeast and visions of goblins, witches and ghosts are beginning to appear in front yards and on rooftops around the area. Although most of us associate these ideas with the paranormal, those same visions and chill serve to remind us to be ever vigilant when it comes to computer-based threats. So what better time of year to turn our attention to on-line phantoms such as viruses, worms and trojans?

The National Cyber Security Alliance chose October as National Cybersecurity Awareness Month (NSCAM). Their website contains a lot of useful materials for businesses, educators and parents. This is a great resource to use as the basis for informing your company, family and self about on-line risks and effective practices for protecting yourself and others from on-line threats.

A core tenet of the alliance’s message is to “Get Involved” and my company, Blue Slate Solutions, is doing just that. Why should we get involved? Like many aspects of life, we are either part of the solution or part of the problem. Users of the Internet who do not understand on-line risks and fail to proactively protect themselves from being victims of cyberattacks become part of the problem.

(more…)