David S. Read

InformationWeek Analytics (http://analytics.informationweek.com/index) invited me to write about the subject of process automation.  The article, part of their series covering application architectures, was released in July of this year.  It provided an opportunity for me to articulate the key components that are required to succeed in the automation of business processes.

Both the business and IT are positioned to make-or-break the use of process automation tools and techniques. The business must redefine its processes and operational rules so that work may be automated.  IT must provide the infrastructure and expertise to leverage the tools of the process automation trade.

Starting with the business there must be clearly defined processes by which work gets done.  Each process must be documented, including the points where decisions are made.  The rules for those decisions must then be documented.  Repetitive, low-value and low-risk decisions are immediate candidates for automation.

A key value point that must be reached in order to extract sustainable and meaningful value from process automation is measured in Straight Through Processing (STP).  STP requires that work arrive from a third-party and be automatically processed; returning a final decision and necessary output (letter, claim payment, etc.) without a person being involved in handling the work.

Most businesses begin using process automation tools without achieving any significant STP rate.  This is fine as a starting point so long as the business reviews the manual work, identifies groupings of work, focuses on the largest groupings (large may be based on manual effort, cost or simple volume) and looks to automate the decisions surrounding that group of work.  As STP is achieved for some work, the review process continues as more and more types of work are targeted for automation.

The end goal of process automation is to have people involved in truly exceptional, high-value, high-risk, business decisions.  The business benefits by having people attend to items that truly matter rather than dealing with a large amount background noise that lowers productivity, morale and client satisfaction.

All of this is great in theory but requires an information technology infrastructure that can meet these business objectives.

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We made our annual trek to Yarmouth, Maine for this year’s Clam Festival.  We had signed up to participate in The Levity Project – Maine so we had to be there by 4:30 pm on Friday.  This was the first time we’ve had a fixed schedule when heading up and one of the only years we have been there in time for the parade.

After parking we rushed past the Food Circle in order to get to the North Yarmouth Academy Gymnasium and receive our instructions and umbrella hats for “Maine’s Longest Smile” being organized by The Levity Project.  Although temperatures as we drove through Massachussets and New Hampshire and up into Maine were in the 90s, by the time we got to Yarmouth it was about 75.  The gym was another story, hot and humid, but full of festivity!

Hippity-hop balls were being test driven by a variety of people while others were testing out the new hats.  We signed in, filled out a photo release and starting reviewing the instructions we had been given.  By 5pm we were being walked through the overall plan and were ready to head out to our assigned locations by 5:30.  Before getting into position I snuck by the First Parish Congregation Church for my annual lobster roll.  They make a perfect lobster roll – a bun and lots of lobster meat!  Nothing else to distract from the delicious lobster flavor.

For the smile project our family was assigned to group three, which had a great location right by the Memorial Green tent and Food Circle.  The street was lined with people prepared to watch the parade.  The levity event went off without a hitch and we had a blast!  Participating in the smile project was fun.  It was a chance to be a part of the festival and not just an out-of-town visitor watching everything from the sidelines.

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I am happy to report that I have been awarded the Certified Information Systems Security Professional (CISSP) by the International Information Systems Security Certification Consortium [(ISC)²]^a.

I started pursuing the certification in mid-2009, got serious about studying early this year (2010), took the exam in late April, was notified that I passed and had my background endorsed in May, had to update my resume for an auditor in early June and was awarded the CISSP designation at the end of June.

I felt that this certification was important both professionally and personally.

Professionally, the certification serves as a validation that I have a solid and broad understanding of information systems’ security.  People who have worked with me know that I have been focused on IS security for many years.

Whether performing security-centered code reviews, fixing flawed implementations or teaching designers and developers how to improve the security of their systems, I have been on a mission to mentor and train people to observe effective security practices and principles.  I’ve also had operational responsibility for system infrastructures.  With that experience I was able to pass GIAC’s GSEC and Red Hat’s RHCE exams several years ago.

Personally, the process of studying and passing the exam allowed me to pursue and attain a non-trivial goal.  I am enrolled and taking classes toward my master’s degree, but completing that work will require several more years of part time attendance.  Setting and achieving intermediate goals helps to keep me focused and learning.

If you are wondering what the CISSP is all about, please read on.

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