The document provides a draft charter for the Identity Ecosystem Steering Group. The charter establishes the mission, objectives, scope, and operating principles of the steering group. The steering group will govern and administer the Identity Ecosystem Framework in accordance with the guiding principles of the National Strategy for Trusted Identities in Cyberspace. It will establish standards, policies, and processes to develop and sustain an identity ecosystem that is privacy enhancing, secure, interoperable, and cost effective. The steering group will include a Plenary and Management Council composed of public and private stakeholders.
The document provides an overview of J&J's grid computing project including:
1) The goals of the project were to enable new ways of doing science by providing adequate computing capacity at reasonable cost, speed up the scientific process, and lower costs.
2) Applications included molecular docking, pharmacokinetic modeling, pharmacophore searching, and molecular force field calculations.
3) The grid evolved from 2004 pilots to a production environment in 2006 supporting over 1,200 CPUs and 15 production applications.
This document appears to be lecture slides for a course on well logging in Farsi. It includes sections on topics that will be covered, references for further reading, and what appears to be notes on concepts like mud logging, sonic logs, resistivity logs, cross plots, and other well logging tools and techniques. The slides are attributed to Hossein AlamiNia from Islamic Azad University, Quchan Branch.
Determinants of bank's interest margin in the aftermath of the crisis: the ef...Ivie
This study analyzes the determinants of banks' net interest margins during 2008-2014, when monetary policy measures were expansionary. The authors estimate a model where net interest margin depends on factors including: short-term interest rates; the slope of the yield curve; market power; credit risk; interest rate risk; costs; and reserves. The results suggest net interest margins are positively affected by short-term rates and the yield curve slope, but the relationships are nonlinear. Credit risk also positively impacts margins, while costs, liquid reserves, and efficiency negatively affect margins.
Kristen Williams is an experienced integrated social studies teacher seeking a teaching position in grades 6-12. She has over 10 years of experience teaching social studies at the middle school level, developing lesson plans and curricula. She is interested in supervising extracurricular clubs or teams. Her resume details her education and work history as a social studies teacher, as well as leadership roles in college organizations.
Maduf06 Statistical Multiplexing Using Svc Marc Jacobsimec.archive
This document presents an overview of using statistical multiplexing with Scalable Video Coding (SVC) to dynamically allocate bandwidth across multiple video channels. It discusses the problems with traditional fixed bandwidth allocation, and how statistical multiplexing and SVC can provide a solution. The presentation covers the components of the statistical multiplexer, objective and perceptual results, and concludes with a demonstration and question period.
Ritz Carlton spends over $1 million to stay aware of changing needs among luxury customers. They actively contact past luxury customers and listen to employees, customers, and other associates to understand needs and find solutions. The hotel also integrates local community members and has employees participate in annual self-assessments to refine business strategies with customer and associate input. The key to success is focusing on customers and employees above all else.
This document discusses matrix addition in programming. It explains that matrix addition requires the matrices to be of the same size. The code provided takes in the sizes of two matrices, inputs their elements, adds the corresponding elements, and displays the output matrix. It uses nested for loops to iterate through the matrices during input, calculation, and output stages. The program checks that the matrices are the same size before performing the addition.
The document provides an overview of J&J's grid computing project including:
1) The goals of the project were to enable new ways of doing science by providing adequate computing capacity at reasonable cost, speed up the scientific process, and lower costs.
2) Applications included molecular docking, pharmacokinetic modeling, pharmacophore searching, and molecular force field calculations.
3) The grid evolved from 2004 pilots to a production environment in 2006 supporting over 1,200 CPUs and 15 production applications.
This document appears to be lecture slides for a course on well logging in Farsi. It includes sections on topics that will be covered, references for further reading, and what appears to be notes on concepts like mud logging, sonic logs, resistivity logs, cross plots, and other well logging tools and techniques. The slides are attributed to Hossein AlamiNia from Islamic Azad University, Quchan Branch.
Determinants of bank's interest margin in the aftermath of the crisis: the ef...Ivie
This study analyzes the determinants of banks' net interest margins during 2008-2014, when monetary policy measures were expansionary. The authors estimate a model where net interest margin depends on factors including: short-term interest rates; the slope of the yield curve; market power; credit risk; interest rate risk; costs; and reserves. The results suggest net interest margins are positively affected by short-term rates and the yield curve slope, but the relationships are nonlinear. Credit risk also positively impacts margins, while costs, liquid reserves, and efficiency negatively affect margins.
Kristen Williams is an experienced integrated social studies teacher seeking a teaching position in grades 6-12. She has over 10 years of experience teaching social studies at the middle school level, developing lesson plans and curricula. She is interested in supervising extracurricular clubs or teams. Her resume details her education and work history as a social studies teacher, as well as leadership roles in college organizations.
Maduf06 Statistical Multiplexing Using Svc Marc Jacobsimec.archive
This document presents an overview of using statistical multiplexing with Scalable Video Coding (SVC) to dynamically allocate bandwidth across multiple video channels. It discusses the problems with traditional fixed bandwidth allocation, and how statistical multiplexing and SVC can provide a solution. The presentation covers the components of the statistical multiplexer, objective and perceptual results, and concludes with a demonstration and question period.
Ritz Carlton spends over $1 million to stay aware of changing needs among luxury customers. They actively contact past luxury customers and listen to employees, customers, and other associates to understand needs and find solutions. The hotel also integrates local community members and has employees participate in annual self-assessments to refine business strategies with customer and associate input. The key to success is focusing on customers and employees above all else.
This document discusses matrix addition in programming. It explains that matrix addition requires the matrices to be of the same size. The code provided takes in the sizes of two matrices, inputs their elements, adds the corresponding elements, and displays the output matrix. It uses nested for loops to iterate through the matrices during input, calculation, and output stages. The program checks that the matrices are the same size before performing the addition.
The document outlines a recommended charter for an Identity Ecosystem Steering Group to govern the implementation of the National Strategy for Trusted Identities in Cyberspace. The charter establishes that the steering group will develop and administer standards, policies, and processes to build an identity ecosystem that conforms to four guiding principles: being privacy-enhancing, voluntary, secure and resilient, and interoperable. The steering group will bring together public and private stakeholders to establish baseline requirements for participating in the identity ecosystem framework.
This document contains draft bylaws for the Identity Ecosystem Steering Group. It defines key terms related to the governance structure and outlines membership classifications, participation levels, stakeholder groups, and rights and responsibilities of members. The steering group will be made up of a Plenary and Management Council and will work to adopt standards, develop policies and procedures, and accredit identity ecosystem entities in support of the National Strategy for Trusted Identities in Cyberspace.
Ontolog Forum: Semantic Interop March 2008Jamie Clark
Clark comments on the practical challenges of semantic interoperability in e-commerce documents. At Ontolog Forum March 2008. Some parts come from presentation at W3C workshop on e-government in Washington, January 2007.
Apollon - 22/5/12 - 16:00 - Smart Open Cities and the Future Internetimec.archive
The document describes an open data app challenge organized by Open Cities. It invites developers to create apps using European open data sources that solve citizen issues. The challenge runs from February to November 2012, with a submission period in August-September and finals at the Smart City Expo in November. Top prizes include €5,000 for first place. The goal is to promote open data apps and make city living easier through collaboration across Europe.
The document summarizes Televic Group, an innovation-focused company operating in healthcare, rail, conference, and education markets. It provides an overview of Televic's global presence and emphasizes the importance of innovation for corporate survival. The document then describes TRACK, a two-year European project involving 11 partners to develop train applications over an advanced communication network, with work packages focused on use cases, network platforms, and applications. It stresses that distributed innovation through collaboration is important for generating new ideas and accessing resources.
This document outlines an online marketing plan to sell a home. It provides statistics showing that most home buyers begin their search online, with 88% using the internet and 94.3% saying the internet is becoming more important than print. It also shows that 32% of buyers found their home via the internet in 2008, up from just 8% in 2001. The plan details how listing the home on REALTOR.com will expose it to over 150 million monthly online users and allow the agent to promote it with photos, videos, and featured placement to attract more buyers. Progress will be tracked with weekly performance reports.
The document discusses the Syllable operating system project, which is developing two operating systems - Syllable Desktop and Syllable Server. Syllable Desktop is meant for personal computers and provides an easy to use graphical interface, while Syllable Server is meant for servers and provides command line access initially but will also get a graphical interface. Both systems aim to provide powerful capabilities while being easy to use.
Maduf12 Summary And Conclusions Andre De Vleeschouwerimec.archive
This document discusses maximizing usage of DVB (digital video broadcasting) in Flanders after the analogue TV switch-off on November 3, 2008. It notes that the digital switch-on will free up digital dividend spectrum that could enable many new interactive broadcast services for entertainment, communities, mobility and more. It recommends more studies and experiments be conducted by IBBT in Ghent, as a medium-sized city with over 200,000 potential users and opportunities for new services related to its harbor, tourism, students, culture and transportation.
Tr@Ins1 Introduction To The Tr@Ins Project Ingrid Moermanimec.archive
The document summarizes a workshop on the IBBT GBO TR@INS project, which aims to develop an integrated broadband wireless access solution for train commuters using heterogeneous wireless access technologies. The workshop included presentations on user studies to determine connectivity needs, a techno-economic study, the system architecture design involving indoor, satellite, trackside and heterogeneous networks, and demonstrations of the solutions. The project involves research and industrial partners working together to provide improved broadband internet access on trains.
La industrialización como estrategia de crecimientoIvie
El documento presenta 10 hechos estilizados sobre el comportamiento de la industria manufacturera y el sector servicios en España, Alemania, Francia e Italia entre 1995-2012. Muestra que la industria manufacturera ha perdido peso en el empleo y PIB en todos los países, y que su productividad no es sistemáticamente mayor que los servicios. El sector servicios ha sido el principal generador de empleo. España tiene problemas de bajo crecimiento de la productividad compartidos con Italia.
The document describes a performance evaluation cycle for evaluating systems. It includes the following key steps:
1. The system under evaluation and the performance measures to be assessed are defined.
2. A system model is created to model the environment and operation of the system.
3. An evaluation model is developed including the evaluation method, inputs, and system model. Performance measures are then derived.
4. The performance evaluation is conducted using analytical, simulation, or experimental methods. Results are analyzed and related back to the system model.
The document provides an overview of 12 privacy frameworks that can be used to develop comprehensive privacy programs. It describes each framework, including its organization, cost, and key benefits. The top frameworks are ISO 29100, ISO 27701, the ICO Accountability Framework, and the TrustArc-Nymity Framework. They provide standards, guidelines and best practices for building privacy into products and governance. The document aims to help privacy professionals select the most appropriate framework for their needs without needing to reinvent existing approaches.
Cisco Systems filed a lawsuit against Huawei Technologies, alleging that Huawei stole Cisco's intellectual property by copying its IOS software, user manuals, and infringing on patents. The document discusses Cisco's case against Huawei in detail, including claims that Huawei copied Cisco source code, documentation, command line interfaces, and engaged in patent infringement. It also discusses cultural differences that may have led to differing views on intellectual property between the two companies.
The document outlines a recommended charter for an Identity Ecosystem Steering Group to govern the implementation of the National Strategy for Trusted Identities in Cyberspace. The charter establishes that the steering group will develop and administer standards, policies, and processes to build an identity ecosystem that conforms to four guiding principles: being privacy-enhancing, voluntary, secure and resilient, and interoperable. The steering group will bring together public and private stakeholders to establish baseline requirements for participating in the identity ecosystem framework.
This document contains draft bylaws for the Identity Ecosystem Steering Group. It defines key terms related to the governance structure and outlines membership classifications, participation levels, stakeholder groups, and rights and responsibilities of members. The steering group will be made up of a Plenary and Management Council and will work to adopt standards, develop policies and procedures, and accredit identity ecosystem entities in support of the National Strategy for Trusted Identities in Cyberspace.
Ontolog Forum: Semantic Interop March 2008Jamie Clark
Clark comments on the practical challenges of semantic interoperability in e-commerce documents. At Ontolog Forum March 2008. Some parts come from presentation at W3C workshop on e-government in Washington, January 2007.
Apollon - 22/5/12 - 16:00 - Smart Open Cities and the Future Internetimec.archive
The document describes an open data app challenge organized by Open Cities. It invites developers to create apps using European open data sources that solve citizen issues. The challenge runs from February to November 2012, with a submission period in August-September and finals at the Smart City Expo in November. Top prizes include €5,000 for first place. The goal is to promote open data apps and make city living easier through collaboration across Europe.
The document summarizes Televic Group, an innovation-focused company operating in healthcare, rail, conference, and education markets. It provides an overview of Televic's global presence and emphasizes the importance of innovation for corporate survival. The document then describes TRACK, a two-year European project involving 11 partners to develop train applications over an advanced communication network, with work packages focused on use cases, network platforms, and applications. It stresses that distributed innovation through collaboration is important for generating new ideas and accessing resources.
This document outlines an online marketing plan to sell a home. It provides statistics showing that most home buyers begin their search online, with 88% using the internet and 94.3% saying the internet is becoming more important than print. It also shows that 32% of buyers found their home via the internet in 2008, up from just 8% in 2001. The plan details how listing the home on REALTOR.com will expose it to over 150 million monthly online users and allow the agent to promote it with photos, videos, and featured placement to attract more buyers. Progress will be tracked with weekly performance reports.
The document discusses the Syllable operating system project, which is developing two operating systems - Syllable Desktop and Syllable Server. Syllable Desktop is meant for personal computers and provides an easy to use graphical interface, while Syllable Server is meant for servers and provides command line access initially but will also get a graphical interface. Both systems aim to provide powerful capabilities while being easy to use.
Maduf12 Summary And Conclusions Andre De Vleeschouwerimec.archive
This document discusses maximizing usage of DVB (digital video broadcasting) in Flanders after the analogue TV switch-off on November 3, 2008. It notes that the digital switch-on will free up digital dividend spectrum that could enable many new interactive broadcast services for entertainment, communities, mobility and more. It recommends more studies and experiments be conducted by IBBT in Ghent, as a medium-sized city with over 200,000 potential users and opportunities for new services related to its harbor, tourism, students, culture and transportation.
Tr@Ins1 Introduction To The Tr@Ins Project Ingrid Moermanimec.archive
The document summarizes a workshop on the IBBT GBO TR@INS project, which aims to develop an integrated broadband wireless access solution for train commuters using heterogeneous wireless access technologies. The workshop included presentations on user studies to determine connectivity needs, a techno-economic study, the system architecture design involving indoor, satellite, trackside and heterogeneous networks, and demonstrations of the solutions. The project involves research and industrial partners working together to provide improved broadband internet access on trains.
La industrialización como estrategia de crecimientoIvie
El documento presenta 10 hechos estilizados sobre el comportamiento de la industria manufacturera y el sector servicios en España, Alemania, Francia e Italia entre 1995-2012. Muestra que la industria manufacturera ha perdido peso en el empleo y PIB en todos los países, y que su productividad no es sistemáticamente mayor que los servicios. El sector servicios ha sido el principal generador de empleo. España tiene problemas de bajo crecimiento de la productividad compartidos con Italia.
The document describes a performance evaluation cycle for evaluating systems. It includes the following key steps:
1. The system under evaluation and the performance measures to be assessed are defined.
2. A system model is created to model the environment and operation of the system.
3. An evaluation model is developed including the evaluation method, inputs, and system model. Performance measures are then derived.
4. The performance evaluation is conducted using analytical, simulation, or experimental methods. Results are analyzed and related back to the system model.
The document provides an overview of 12 privacy frameworks that can be used to develop comprehensive privacy programs. It describes each framework, including its organization, cost, and key benefits. The top frameworks are ISO 29100, ISO 27701, the ICO Accountability Framework, and the TrustArc-Nymity Framework. They provide standards, guidelines and best practices for building privacy into products and governance. The document aims to help privacy professionals select the most appropriate framework for their needs without needing to reinvent existing approaches.
Cisco Systems filed a lawsuit against Huawei Technologies, alleging that Huawei stole Cisco's intellectual property by copying its IOS software, user manuals, and infringing on patents. The document discusses Cisco's case against Huawei in detail, including claims that Huawei copied Cisco source code, documentation, command line interfaces, and engaged in patent infringement. It also discusses cultural differences that may have led to differing views on intellectual property between the two companies.
Assignment You will conduct a systems analysis project by .docxfestockton
Assignment:
You will conduct a systems analysis project by performing 3 phases of SDLC (planning, analysis and
design) for a small (real or imaginary) organization. The actual project implementation is not
required. You need to apply what you have learned in the class and to participate in the team
project work.
Deliverables
This project should follow the main steps of the first three phases of the SDLC (phase 1, 2 and 3).
Details description and diagrams should be included in each phase.
1- Planning:
Should cover the following:
• Project Initiation: How will it lowers costs or increase revenues?
• Project management: the project manager creates a work plan, staffs the project, and puts
techniques in place to help the project team control and direct the project through the
entire SDLC.
2- Analysis
Should cover the following:
• Analysis strategy: This is developed to guide the projects team’s efforts. This includes an
analysis of the current system.
• Requirements gathering: The analysis of this information leads to the development of a
concept for a new system. This concept is used to build a set of analysis models.
• System proposal: The proposal is presented to the project sponsor and other key
individuals who decide whether the project should continue to move forward.
3- Design
Should cover the following:
• Design Strategy: This clarifies whether the system will be developed by the company or
outside the company.
• Architecture Design: This describes the hardware, software, and network infrastructure that
will be used.
• Database and File Specifications: These documents define what and where the data will be
stored.
• Program Design: Defines what programs need to be written and what they will do.
The Course Presentations can be downloaded from here:
https://seu2020.com/wp-content/uploads/2019/09/Slides-IT243-Seu2020.com_.zip
In addition to the above please include
Points to be covered:
• Project Plan
• Staff Plan
• Cost
• Who will develop it? Self or vendor
• Project Methodology: need to consider the below factors when choosing a methodology
Clarity of User Requirements, Familiarity with Technology, System Complexity, System
Reliability, Short Time Schedules and Schedule Visibility
• Project timeline and timeframe.
• Risk Management
• Gantt Chart
• Project Requirements: Functional and Non-Functional
• Activity-Based Costing
• Outcome Analysis
• Technology Analysis
https://seu2020.com/wp-content/uploads/2019/09/Slides-IT243-Seu2020.com_.zip
• Include use cases
• Include Processing Model
• Data flow diagrams
• Relationship among Levels of DFDs
• Using the ERD to Show Business Rules
Please consider the slides as a reference of what topics to be covered for this assignment which falls
under the (planning, analysis and design) only.
Special Publication 800-86
Guide to Integrating Forensic
Techniques into Inciden ...
Want to learn about the latest NIST Cybersecurity Framework (CSF) 2.0?
We've just uploaded a recording of our 2-hour training workshop organized by the ISC2 El Djazair Chapter and delivered by cybersecurity instructor Bachir Benyammi.
In this workshop, you'll gain insights on:
- NIST CSF 2.0 components (Core, Tiers, and Profiles)
- Implementing the framework for your specific needs
- Improving your organization's cybersecurity posture
- Assessing your cybersecurity maturity
- Examples of assessment tools
Watch the full workshop on our YouTube channel: https://lnkd.in/dXEbp8QM
This document summarizes the chronology of frameworks for CA self-governance from 1995-2013. It discusses the CA/Browser Forum guidelines, WebTrust program for CAs, baseline requirements, and efforts of the CA Security Council to advance security. The path ahead involves addressing SSL/TLS vulnerabilities, improving audit coordination, and increasing public education on secure SSL/TLS implementation.
04_a_CEPEJ(2021)5 EN - CEPEJ roadmap certification AI (1).docxPetruVrlan
This document outlines a roadmap for introducing a labelling mechanism within the CEPEJ to certify artificial intelligence tools and services used in the justice system. The proposed mechanism would involve setting up a labelling committee, defining label requirements, and establishing an application process. It would aim to promote compliance with the CEPEJ's Ethical Charter on AI through a simplified voluntary certification system. The roadmap describes necessary strategic, operational, and technical steps as well as anticipated resource needs to implement the labelling mechanism.
The document discusses the transition from the centralized Athens access management service to a federated access management model in the UK. Key points include:
- JISC will support federated access as the preferred solution and continue funding Athens until July 2008, when it will be available via subscription.
- The UK Access Management Federation will launch in November 2006 with early adopters in August 2006, transitioning members from the successful SDSS pilot federation.
- Federated access involves authentication at the institution with attributes shared between institutions and service providers to determine access.
BS8878 is a UK national standard created by the British Standards Institution to provide a framework for making digital accessibility and inclusion "business as usual" within organizations. It was created in response to changing technological, political, and legal landscapes to promote digital inclusion. The standard was written by industry professionals and disability organizations and offers guidelines for assigning responsibilities, creating policies, evaluating accessibility, and maintaining websites over their lifecycles to be accessible to all. While focused on UK law and culture, the core principles of BS8878 can be applied internationally.
Your Challenge
Organizations are struggling to keep up with today’s evolving threat landscape.
From technology sophistication and business adoption to the proliferation of hacking techniques and the expansion of hacking motivations, organizations are facing major security risks.
Every organization needs some kind of information security program to protect their systems and assets.
Organizations today face pressure from regulatory or legal obligations, customer requirement, and now, senior management expectations.
Our Advice
Critical Insight
Performing an accurate assessment of your current security operations and maturity levels can be extremely hard when you don’t know what to assess or how to assess it.
Alignment can be a difficult area for security to get right when it’s trying to balance both regular IT and the business.
Communication is needed between the business leaders, IT leaders, and the security team for an effective security strategy to be in place.
Impact and Result
Info-Tech has analyzed and integrated regulatory and industry best practice frameworks, combining COBIT 5, PCI DSS, ISO 27000, NIST SP800-53, and SANS to ensure an exhaustive approach to security.
Through this process, a comprehensive current state assessment, gap analysis, and initiative generation ensures that nothing is left off the table.
This project will elevate the perception of the security team from being a hindrance to the organization to an enabler.
The document discusses the Network and Information Systems Directive (NIS2), a new European Union regulation that strengthens cybersecurity requirements. NIS2 expands coverage to more sectors and introduces new mandates around incident reporting, business continuity planning, and international collaboration. The document then explains how HCL's BigFix software can help organizations comply with NIS2 by enabling continuous compliance monitoring, vulnerability remediation, and security automation.
NSTC Policy for Enabling the Development, Adoption and Use of Biometric Stand...Duane Blackburn
The NSTC Policy for Enabling the Development, Adoption and Use of Biometric Standards establishes a framework for reaching interagency consensus on biometric standards adoption for the US Federal government. It aims to facilitate biometric system interoperability and effectiveness. Key actions include supporting biometric standards development, recommending standards for adoption, and integrating standards into agency plans and procurement. The policy is implemented through tasks coordinated by the NSTC Subcommittee on Biometrics and Identity Management.
The Internet Society works to promote an open and globally connected Internet through technology development, policy engagement, and operational best practices. It founded the Internet Engineering Task Force (IETF) and runs programs like Deploy360 and Best Current Operational Practices (BCOP) to help operators deploy new technologies and standards. A recent survey found that while many operators are interested in IETF standards work, they face challenges like lack of time and travel budgets in directly engaging with or influencing the IETF process. The Internet Society aims to address these issues and facilitate more communication between operators and the IETF.
Build an Information Security StrategyAndrew Byers
Organizations are struggling to keep up with today’s evolving threat landscape.
From technology sophistication and business adoption to the proliferation of hacking techniques and the expansion of hacking motivations, organizations are facing major security risks.
Every organization needs some kind of information security program to protect their systems and assets.
Organizations today face pressure from regulatory or legal obligations, customer requirement, and now, senior management expectations.
ISO 29110 Software Quality Model For Software SMEsMoutasm Tamimi
ISO 29110 model in 2017
Systems and Software Life Cycle Profiles and Guidelines for Very Small Entities (VSEs) International Standards (IS) and Technical Reports (TR) are targeted at Very Small Entities (VSEs). A Very Small Entity (VSE) is an enterprise, an organization, a department or a project having up to 25 people. The ISO/IEC 29110 is a series of international standards entitled "Systems and Software Engineering — Lifecycle Profiles for Very Small Entities (VSEs)"
Nintex Workflow for Sharepoint - Return on Investment Whitepaper by Forrester...David J Rosenthal
Nintex commissioned Forrester Research to conduct aTotal
Economic Impact™ (TEI) study and examine the potential
return on investment (ROI) that enterprises may realize by
deploying Nintex’s workflow platform. The purpose of this
study is to provide readers with a framework to evaluate the
potential financial impact of using the Nintex workflow platform
within their organizations.
To better understand the benefits, costs, and risksassociated
with the implementation of the Nintex workflow platform, which we will refer to as the Platform, Forrester interviewed several
customers with multiple years of experience using Nintex Workflow and Nintex Forms. These customers recognize the value
inherent in automating processes. Their colleagues and customers are working both in offices and on mobile devices and
are spread across many countries. Content necessaryto collaborate and make business decisions is stored in many
applications across these devices. They have some well-defined processes, but the steps leading up to these processes or
to connect closely related processes are loosely defined and manual. With Nintex Workflow, customers can automate their
processes and create workflows that connect their people, processes, and content. With Nintex Forms, Nintex provides an
easy way to collect data from colleagues and customers within the workflow. Using Nintex Mobile, customers can extend
these workflows to users who are on the go. With Nintex Connectors, customers can easily integrate cloud services and lineof-business applications into their workflows.
Prior to using the Platform, these customers were mostly relying on custom code to automate processes. However, it was
difficult and time-consuming to build workflows, and many processes remained manual (e.g. paper-based,email, excel files)
while a backlog of requests for automation grew. This left customers frustrated with process inefficiencies and the inability to
automate faster. With the Platform, customers are able to automate processes in pace with demand, connect the right
people and data in each process, and easily make changes to workflows as processes change. This results in increased
productivity for end users and IT, reduced costs associated with automation, better collaboration, and higher quality of work.
The document provides an overview of the ISO 30401 standard for knowledge management systems. Some key points:
- ISO 30401 is intended to provide requirements for establishing, implementing, maintaining and improving a knowledge management system.
- It follows the standard format for ISO management system standards, covering topics like leadership, planning, support, operations, evaluation and improvement.
- The standard is still in development. It defines terms, outlines the components of a KM system, and provides requirements for various aspects of managing knowledge in an organization.
- While not prescribing how organizations must implement KM, the standard is meant to bring more consistency and help avoid past issues, and can be used for self-assessment or showing
EXPLORING THE LINK BETWEEN LEADERSHIP AND DEVOPS PRACTICE AND PRINCIPLE ADOPTIONacijjournal
The document discusses exploring the link between leadership and DevOps practice and principle adoption. It analyzes data from interviews with 30 practitioners working in software-intensive organizations across different industries and countries. The interviews identified a set of agile, lean, and DevOps practices and principles commonly adopted as part of transitioning to DevOps. It was found that DevOps-oriented organizations can benefit from certain existing ITIL service management practices like change management and release management. Additionally, the research uncovered that DevOps adoption requires leadership, initially in the form of an individual role to guide the team through the transition process.
EXPLORING THE LINK BETWEEN LEADERSHIP AND DEVOPS PRACTICE AND PRINCIPLE ADOPTIONacijjournal
Our research focuses in software-intensive organizations and highlights the challenges that surface as a result of the transitioning process of highly-structured to DevOps practices and principles adoption. The approach collected data via a series of thirty (30) interviews, with practitioners from the EMEA
region (Czech Republic, Estonia, Italy, Georgia, Greece, The Netherlands, Saudi Arabia, South Africa, UAE, UK), working in nine (9) different industry domains and ten (10) different countries. A set of agile, lean and DevOps practices and principles were identified, which organizations select as part of DevOps-oriented adoption. The most frequently adopted ITIL® service management practices, contributing to DevOps practice and principle adoption success, indicate that DevOps-oriented
organizations benefit from the existence of change management, release and deployment management, service level management, incident management and service catalog management. We also uncover that the DevOps adoption leadership role is required in a DevOps team setting and that it should, initially, be an individual role.
This document provides India's national strategy on blockchain technology with the vision of creating trusted digital platforms through shared blockchain infrastructure. The objectives are to develop a national blockchain framework, foster research and development, create an innovation roadmap, develop production-grade applications in areas of national interest, and encourage multi-stakeholder participation. The scope covers technological aspects like establishing a national blockchain infrastructure and sandbox for testing, as well as administrative aspects like identifying legal and policy requirements and evolving a multi-stakeholder model. The strategy aims to leverage blockchain to improve e-governance services for citizens and businesses in a secure, transparent and trusted manner.
Similar to NSTIC draft charter August 2012 w comments (20)
OASIS at ITU/NGMN: Convergence, Collaboration and Smart Shopping in Open Stan...Jamie Clark
This document summarizes a presentation given by Jamie Clark from OASIS on open standards and open source. Some key points include:
- OASIS is a global consortium that develops open standards through technical committees with over 5,000 participants.
- 5G is a priority area for standardization to support the digital single market in Europe and elsewhere.
- OASIS has a long history of collaborating with open source communities and promoting open standards and open source partnerships. When projects share goals and move at a similar pace, they can work very well together.
Complementary trust: IDEF Registry and Kantara cross-attestationJamie Clark
Slides (with no audio) from presentation at Kantara's CISNOLA June 2016 workshop - IDESG introduces the new IDEF Registry, and its study of complementary requirements among Kantara and IDESG.
Briefing on OASIS XLIFF OMOS TC 20160121Jamie Clark
The briefing provided an overview of the XLIFF OMOS TC, which aims to develop an abstract object model and JSON serialization for the XLIFF 2.0 standard to improve interoperability. The TC is chaired by David Filip and has members from various organizations. It plans to deliver an object model for XLIFF 2.x, a JSON version called JLIFF 1.0, and work on a new version of TMX with an inline data model consistent with XLIFF 2.0. The TC uses a non-assertion IPR mode and invites participation from stakeholders in multilingual content and localization.
PM-ISE SCC statement to DHS on Cyber ISAO executive order 13691 (unofficial)Jamie Clark
Unofficial copy of the text drafted for PM-ISE's Standards Coordinating Council (standardscoordination.org), in response to the US DHS request for comment in March 2015 on implementation aspects of White House Executive Order 13691.
OASIS: open source and open standards: internet of thingsJamie Clark
How FOSS projects and open ICT standards often interact in a virtuous cycle. Recent examples, and a list of IoT-relevant open standards projects at OASIS. Feb 2014
NSTIC draft bylaws August 2012 w commentsJamie Clark
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NSTIC draft charter August 2012 w comments
1. NSTIC STEERING GROUP: NIST February 2012 DRAFT CHARTER with AUGUST 2012 JBC EDITS
Type-set version with line numbers, and proposed corrections and comments.
Note, this analysis has multiple annotations and amendments that may not be needed at the initial Steering Group meetings.
For a simpler version, see the ASCII file "NSTICdraftCharterFebruary2012.txt" at Slideshare
(http://www.slideshare.net/JamieXML/nstic-draft-bylaws-july-2012) or Google Docs: (http://j.mp/MVwfNC)
See end of document for production information.
• [Square brackets] and struckthrough text indicate proposed changes. Amendments listed at end of document.
• <Angle brackets> include this editor's unofficial cross-references, and <**type of amendment>.
• {Curly brackets} indicate original NIST footnotes, with added hyperlinks and some abbreviations.
1 RECOMMENDED CHARTER FOR THE IDENTITY ECOSYSTEM STEERING GROUP
2 1. Identity Ecosystem Steering Group Charter.
3 The National Strategy for Trusted Identities in Cyberspace (NSTIC or Strategy), signed by President Obama in
4 April 2011, acknowledges and addresses a major weakness in cyberspace – a lack of confidence and assurance
5 that people, organizations, and businesses are who they say they are online. {NIST fn1: The full Strategy can
6 be found at: http://www.whitehouse.gov/sites/default/files/rss_viewer/NSTICstrategy_041511.pdf.} Additionally,
7 in the current online environment, individuals are asked to maintain dozens of different usernames and
8 passwords, one for each website with which they interact. The complexity of this approach is a burden to
9 individuals, and it encourages behavior – such as the reuse of passwords – that makes online fraud and identity
10 theft easier. At the same time, online businesses are faced with ever-increasing costs for managing customer
11 accounts, the consequences of online fraud, and the loss of business that results from individuals’ unwillingness
12 to create yet another account. Moreover, both businesses and governments are unable to offer many services
13 online, because they cannot effectively identify the individuals with whom they interact. Spoofed websites, stolen
14 passwords, and compromised accounts are all symptoms of inadequate authentication mechanisms. {NIST fn2:
15 Strategy, April 2011, [p.] 1.} <**A: Typo.>
16 The Identity Ecosystem envisioned in the NSTIC is an online environment that will enable people to validate their
17 identities securely, but with minimized disclosure of personal information when they are conducting transactions.
18 The vibrant marketplace created by the Identity Ecosystem will provide people with choices among multiple
19 accredited identity providers, both private and public, and choices among multiple credentials. For example,
20 imagine that a student could get a digital credential from her cell phone provider and another one from her
21 university and use either of them to log-in to her bank’s website, her e-mail, three social networking sites, four
22 online commerce sites, and so on, all without having to remember dozens of passwords. The added
23 convenience, security, and privacy provided within the Identity Ecosystem will allow additional services to be put
24 online to drive greater economic growth. Notwithstanding the objective to improve identification and
25 authentication in cyberspace for certain types of transactions, not all Internet activities have such needs. Thus,
26 the capacity for anonymity and pseudonymity will be maintained in the envisioned Identity Ecosystem.
27 A core tenet of the NSTIC is that its implementation must be led by the private sector. The NSTIC calls for the
28 Federal Government to work collaboratively with the private sector, advocacy groups, public sector agencies,
29 and other organizations to improve the processes by which online transactions are conducted. The Strategy
30 itself was developed with substantial input from both the private sector and the American public. The National
31 Institute of Standards and Technology (NIST), which has been designated to establish a National Program Office
32 to lead the implementation of the NSTIC, recognizes that a strong and vibrant public-private partnership is
33 necessary to execute the Strategy’s vision in a way that supports the wide range of interactions that occur over
34 the Internet. As such, NIST is leading the effort to fulfill the NSTIC’s call for government to work in close
35 partnership with the private sector and other relevant stakeholder groups to, “(Establish a steering group to)
36 administer the process for policy and standards development for the Identity Ecosystem Framework in
37 accordance with the Guiding Principles in (the) Strategy. The steering group will also ensure that accreditation
38 authorities validate participants’ adherence to the requirements of the Identity Ecosystem Framework.” {NIST
39 fn3: Strategy, April 2011, p. 25.}
2. 40 1.1. Mission. The Mission of the Steering Group shall be to govern and administer the Identity Ecosystem
41 Framework in a manner that stimulates the development and sustainability of the Identity Ecosystem. The
42 Steering Group will always operate in accordance with the NSTIC’s Guiding Principles.
43 1.1.1. Objectives. The activities and work products of the Steering Group shall be conducted in support
44 of the following objectives:
45 * Ensure that the Identity Ecosystem and Identity Ecosystem Framework conform to the four NSTIC
46 Guiding Principles (as detailed in section 1.3).
47 * Administer the process for policy and standards development and adoption for the Identity Ecosystem
48 Framework and, where necessary establish policies standards for the Identity Ecosystem Framework.
49 * Adopt and, where necessary, establish standards for the Identity Ecosystem Framework.
50 * Certify that accreditation authorities validate adherence to the requirements of the Identity Ecosystem
51 Framework.
52 1.1.2. Purpose. The purpose of the Steering Group shall be to develop and administer the process for
53 policy and technical standards development for the Identity Ecosystem Framework. The Steering Group shall
54 bring together all of the interested stakeholders, both in private and public sectors, to confirm that the Identity
55 Ecosystem Framework provides a minimum baseline of privacy, security, interoperability, and ease-of-use
56 through standards and policies, without creating unnecessary barriers to entry. The Steering Group shall
57 facilitate the fulfillment of the NSTIC goals to develop a comprehensive Identity Ecosystem Framework; build
58 and implement the Identity Ecosystem; enhance confidence and willingness to participate in the Identity
59 Ecosystem; and, support the long-term success and sustainability of the Identity Ecosystem. {NIST fn4:
60 Strategy, April 2011, p. 31.} ¶ The Steering Group shall not be a standards development body, but rather an
61 organization that promotes the development of standards and develops policies that serve to accelerate the
62 development and adoption of the Identity Ecosystem.
63 1.2. Scope of Activities. The activities of the Steering Group shall be limited to achievement of the
64 objectives listed in this charter. Additional activities that are not considered essential to completion of these
65 objectives may be conducted when determined appropriate through Steering Group consensus. The scope of
66 the Steering Group’s activities is summarized in the sections that follow.
67 1.2.1. Adopt and Establish Standards. The Steering Group shall establish forums and procedures to
68 review applicable standards and adopt those that support achievement of the NSTIC vision, conform to the
69 Guiding Principles, and meet other established requirements. Additionally, the Steering Group will recommend
70 standards be established when gaps are identified. The Steering Group shall advocate for standards to be
71 established and adopted in a timely manner and be sufficient to keep pace with emerging technology and market
72 trends.
73 1.2.2. Develop and Maintain Policies. The Steering Group shall establish the mechanisms necessary to
74 develop, implement, and maintain policies that are appropriate for use in the Identity Ecosystem and conform to
75 the NSTIC Guiding Principles. The Steering Group shall support the timely development and implementation of
76 policies.
77 1.2.3. Develop and Maintain Processes for the Accreditation of Identity Ecosystem Entities. The
78 Steering Group shall develop, foster, and implement a clear process for accrediting entities within the Identity
79 Ecosystem as well as develop clear testing and certification criteria by which adherence to the recommended
80 standards and policies may be measured. ¶ The Steering Group shall ensure that this accreditation process is
81 applied fairly to all Identity Ecosystem participants.
82 1.2.4. Develop and Maintain Identity Ecosystem Operating Procedures. The Steering Group shall
83 develop, administer, and maintain Identity Ecosystem Operating Procedures to facilitate interoperability between
84 and among the Identity Ecosystem participants. Operating Procedures refers to the set of policies and standards
85 created by the Steering Group as accepted baseline requirements for participating in the Identity Ecosystem
86 Framework.
3. 87 1.3. Adherence to the NSTIC Guiding Principles. The Identity Ecosystem Steering Group, its components,
88 and its members shall at all times operate in accordance with four Guiding Principles set forth in the NSTIC.
89 They are:
90 * Identity solutions will be privacy-enhancing and voluntary. The Identity Ecosystem will be
91 grounded in a holistic, integrated implementation of the Fair Information Practice Principles to promote the
92 creation and adoption of policies and standards that are privacy-enhancing, including the preservation of the
93 capacity to engage in anonymous and pseudonymous activities online. Ideally, identity solutions within the
94 Identity Ecosystem should preserve the positive privacy benefits associated with offline identity-related
95 transactions while mitigating some of the negative privacy aspects. Finally, participation in the Identity
96 Ecosystem will be voluntary: the government will neither mandate that individuals obtain an Identity Ecosystem
97 credential nor that companies require Identity Ecosystem credentials from consumers as the only means to
98 interact with them. Individuals shall be free to use an Identity Ecosystem credential of their choice, provided the
99 credential meets the minimum risk requirements of the relying party, or to use any non-Identity Ecosystem
100 mechanism provided by the relying party. Individuals’ participation in the Identity Ecosystem will be a day-to-day
101 – or even a transaction-to-transaction – choice.
102 * Identity solutions will be secure and resilient. Identity solutions within the Identity Ecosystem will
103 provide secure and reliable methods of electronic authentication by being grounded in technology and security
104 standards that are open and collaboratively developed with auditable security processes. Credentials within the
105 Identity Ecosystem are: issued based on sound criteria for verifying the identity of individuals and devices;
106 resistant to theft, tampering, counterfeiting, and exploitation; and issued only by providers who fulfill the
107 necessary requirements. Identity solutions must detect when trust has been broken, be capable of timely
108 restoration after any disruption, be able to quickly revoke and recover compromised digital identities, and be
109 capable of adapting to the dynamic nature of technology[.] <**B: Typo>
110 * Identity solutions will be interoperable. Interoperability encourages and enables service providers to
111 accept a wide variety of credentials and enables users to take advantage of different credentials to assert their
112 identity online. Two types of interoperability are recognized in the Identity Ecosystem: there will be standardized,
113 reliable credentials and identity media in widespread use in both the public and private sectors; and if an
114 individual, device, or system presents a valid and appropriate credential, any qualified relying party is capable of
115 accepting and verifying the credential as proof of identity and attributes.
116 * Identity solutions will be cost-effective and easy to use. The Identity Ecosystem will promote
117 identity solutions that enable individuals to use a smaller number of identity credentials across a wide array of
118 service providers. These identity solutions must be cost-effective for users, identity and attribute providers, and
119 relying parties. Furthermore, identity solutions should be simple to understand, intuitive, easy-to-use, and
120 enabled by technology that requires minimal user training. {NIST fn5: Strategy, April 2011, [pp.] 25, 11-14.}
121 <**Typo.>
122 1.4. Operating Principles. The Steering Group shall adhere to the following four operating principles.
123 1.4.1. Openness and Transparency. The work of the Steering Group, including all working groups and
124 committees, shall facilitate broad participation and be publiclypublically accessible. <**D: Typo.> The Identity
125 Ecosystem Steering Group shall take the following steps to provide openness and transparency in all its
126 proceedings:
127 * All documents, drafts, and minutes of meetings shall be posted on a publicly available Internet site.
128 * All meetings of all governing bodies shall be open to public attendance and leverage virtual
129 attendance options to maximize broad and public participation.
130 * Technologies should be leveraged to create user-friendly and broad avenues for participation in all
131 proceedings and administrative functions.
132 1.4.2. Balance. The Steering Group shall strive to achieve balanced representation among all
133 stakeholder groups regardless of their size, financial status, or sector alignment/affiliation.
4. 134 1.4.3. Consensus. Consensus – general agreement among members – shall be a core value of the
135 Steering Group. All processes instituted by the Steering Group shall require participants to consider all views,
136 proposals and objections, and endeavor to reconcile them. Although positions of leadership, such as committee
137 chairs, are likely to serve as the primary drivers of consensus, all Steering Group participants must be
138 (1) cooperative in the consensus process; (2) constructive; and (3) respectful when providing feedback or
139 dissenting opinions. In the event that consensus cannot be reached, voting, by an established method, shall be
140 used to make Steering Group decisions.
141 1.4.4. Harmonization. The Steering Group shall encourage harmonization of standards and policies and
142 shall always strive to recognize the impacts of policy and standards on all stakeholders in the Identity
143 Ecosystem.
144 1.5. Membership. Membership in the Steering Group shall be open to organizations and unaffiliated
145 individuals (Members) that have an interest in the development of the Identity Ecosystem. A Member
146 organization may have more than one individual within its organization participate in Steering Group activities;
147 however, it shall designate only one individual as its representative for the purposes of voting in Plenary
148 proceedings. ¶ A Member shall join as a Participating or Observer Member as defined below:
149 * Participating Members. Participating Members are those stakeholders who actively participate in the
150 Steering Group and the work of the Plenary, its Standing Committees, and Working Groups. The criteria for
151 active participation such as attendance quotas or other measurable conduct shall be defined in the By-laws.
152 Participating Members shall have a vote in all Plenary proceedings.
153 * Observing Members. Observing Members are those stakeholders who do not meet the criteria for
154 active participation, but want to maintain a presence in the Steering Group. Observing Members may still
155 contribute to the work of the Plenary, its Standing Committees, and Working Groups, but they shall not be
156 permitted to vote in Plenary proceedings.
157 1.6. Organizational Structure. The Steering Group shall be composed of two bodies: the Identity
158 Ecosystem Plenary and the Identity Ecosystem Management Council. The Plenary and the Management Council
159 shall be collectively responsible for achieving the Steering Groups objectives.
160 1.7. Establishment. The NSTIC, which was signed by President Obama in April 2011, called for the
161 establishment of a private sector-led steering group to administer the development and adoption of the Identity
162 Ecosystem Framework. The Steering Group receives its authority to operate from the active participation of its
163 membership. . <**E; Typo.>
164 1.7.1. Resources and Duration. The Steering Group shall be initiated with the support of NIST.
165 Following the initiation period, the Steering Group will transition to a self-sustaining organization. The
166 Management Council shall be responsible for managing the Steering Group’s resources and procuring services
167 once the Steering Group is self-sustaining, as necessary.. <**F: Typo.>
168 2. Identity Ecosystem Plenary.
169 Participation in the Plenary shall be open to all Members. The primary responsibilities of the Plenary shall be to
170 review and recommend technical standards for adoption establish and maintain the procedures/policies that
171 govern the Identity Ecosystem, develop, and establish accountability measures to promote broad adherence to
172 these procedures, and facilitate the ongoing operation of the Steering Group. The Plenary will consist of
173 Standing Committees, Working Groups, and individual members. The Participating Members (as defined in
174 section 1.5 and in associated By-laws) of the Plenary shall be responsible for voting on recommendations
175 provided by the Standing Committees and Working Groups and will participate in elections for Management
176 Council Delegates, Management Council Officers, and the Plenary Chair.
177 [2.1.] 2.1.1. The Plenary Chair. <**G: Numbering typo.> The Plenary shall be headed by the Plenary Chair.
178 The Chair shall be responsible for directing the actions, managing the votes, and providing general leadership to
179 the Plenary. Nominees for this position shall be approved by the Nominations Committee and selected by simple
180 majority vote of the Participating Members that comprise the Plenary.
5. 181 [2.2.] 2.1.2. Plenary Standing Committees. <**H: Numbering typo.> Standing Committees shall be
182 responsible for addressing and coordinating ongoing/permanent issues. Standing Committees shall produce
183 their own charters and voting procedures which shall be [circulated for comment to the Plenary and then]
184 approved by the Management Council. <**I: Overcentralization.> Additional measures may be taken by the
185 Management Council to provide balanced and experienced representation on the Standing Committees [by
186 modifying the participation and voting rights in a Standing Committee's charter, subject to Section 1.4.1].
187 <**J: Rule hygiene.> All recommendations proposed by the Committees shall be reviewed and approved by the
188 Privacy Standing Committee prior to submission to the Plenary for approval. ¶ The designated Standing
189 Committees shall be:
190 * Policy Coordination Committee. The Policy Coordination Committee is responsible for coordinating
191 policies to facilitate and promote the establishment of the Identity Ecosystem and the rules for participation.
192 <** See sec. 1.2.1.>
193 * Standards Coordination Committee. The Standards Coordination Committee is responsible for
194 coordinating, reviewing, and recommending the adoption of technical standards to facilitate interoperability within
195 the Identity Ecosystem. <** See sec. 1.2.2.>
196 * Accreditation Coordination Committee. The Accreditation Coordination Committee is responsible for
197 coordinating accreditation requirements for Identity Ecosystem participants. <** See secs. 1.2.1 and 1.3 (third
198 bullet).>
199 * Privacy Coordination Committee. The Privacy Coordination Committee is responsible for seeing that
200 other Committees’ and Working Groups’ work products adhere to the Privacy-enhancing and Voluntary Guiding
201 Principle. To that end, this group should have a “gatekeeper” function; meaning no recommendations on policies,
202 standards or other work products should be reviewed or approved by the Plenary unless first approved by the
203 Privacy Coordination Committee. This committee should be staffed by individuals with extensive experience in
204 the privacy field, and comprising a balance of viewpoints across a spectrum of experience, including advocacy
205 organizations and the private sector. <** See sec. 1.3 (first bullet).>
206 * Nominations Committee. The Nominations Committee is responsible for evaluating candidate
207 qualifications to serve as the Chair on the Plenary and Management Council or as a Delegate (Stakeholder
208 group and At-Large). Selection criteria outlined in this Charter will enable the selection of persons that can work
209 for the welfare of the Identity Ecosystem as a whole, while minimizing self-interested conduct that could hinder
210 the effectiveness and legitimacy of the Steering Group.
211 The Management Council may establish more Standing Committees as necessary to accomplish the work of
212 the Steering Group.
213 2.3. 2.1.3. Plenary Working Groups. <**K: Numbering typo.> Members shall establish domain expert
214 Working Groups as necessary to accomplish the work of the Steering Group. Working Groups may be proposed
215 by the Plenary or the Management Council and shall be officially established by the Management Council.
216 Participation in and meetings of the Plenary Working Groups shall be open to Participating and Observing
217 Members; however, only Participating Members may vote on work products and recommendations. ¶ Working
218 Groups shall produce their own charters and voting procedures which shall be approved by the Management
219 Council. Based on their work, Working Groups may propose recommendations and work products for
220 consideration by the Plenary. All recommendations proposed by the Working Groups shall be reviewed and
221 approved by the Privacy Standing Committee prior to submission to the Plenary for approval. ¶ The following
222 Working Groups shall be established by the Plenary and Management Council:
223 * Usability and Accessibility Working Group. This working group is responsible for evaluating
224 technologies and identity solutions within the Identity Ecosystem to confirm that they are easy-to-use and
225 accessible for all potential users, in accordance with the NSTIC Guiding Principles. <** See sec. 1.3 (fourth
226 bullet).>
227 * Security Working Group. This working group is responsible for evaluating technologies and identity
228 solutions within the Identity Ecosystem to confirm that they meet applicable requirements for confidentiality,
229 integrity, and availability, and are capable of timely restoration after any disruption. The work of this group should
6. 230 be conducted in accordance with the NSTIC Guiding Principle for the security and resilience of identity solutions
231 <** See sec. 1.3 (second bullet).>
232 * International Coordination Working Group. This working group is rResponsible for reviewing and,
233 where appropriate, coordinating alignment with similar international identity standards and policies.
234 <**L: Typo.>
235 Additional Working Groups may be established by the Management Council or the Plenary as necessary to
236 accomplish the work of the Steering Group.
237 3. Identity Ecosystem Management Council.
238 The Management Council Management Council shall provide guidance to the Plenary on the broad objectives
239 envisioned by the Strategy; produce workplans to prioritize work items and monitor progress; procure necessary
240 resources; and ensure that Steering Group work activities align with the NSTIC Guiding Principles and Goals.
241 All recommendations from the Plenary Working Groups and Standing Committees shall be voted on by the
242 stakeholder group delegates elected to the Management Council. <**M: Rule hygiene.> The voting process will
243 be structured and defined in the Steering Group By-laws established during the initial meeting of the Steering
244 Group. The Management Council shall also be the final ratification authority in the Steering Group.
245 <**N: Overcentralization.>
246 3.1. Management Council Composition. The Management Council shall be composed of 14 delegates,
247 who are elected from the stakeholder groups and two at-large delegates. The Management Council may include
248 additional stakeholder groups at any time as necessary. ¶ In addition to Management Council Delegates, the
249 Management Council shall have three (3) officers:
250 * The Chair: This position shall provide general leadership to the Management Council; oversee votes,
251 and direct meetings of the Management Council. The Chair shall be a non-voting officer.
252 * The Vice-Chair: This position shall assist the Steering Group in maintaining alignment with NSTIC
253 objectives and the NSTIC Guiding Principles. The Vice-Chair shall be a non-voting officer.
254 * The Ombudsman: This position shall be responsible for upholding the NSTIC Guiding Principles and
255 Steering Group charter, representing and advocating for consumers or other individuals and underrepresented
256 groups, safeguarding against individual stakeholder groups exerting excessive influence, monitoring and
257 reporting on Management Council activities, managing grievances from the Plenary, and facilitating public
258 comment and citizen outreach. The Ombudsman shall be a non-voting officer.
259 3.2. Management Council Selection. The Management Council Delegates and Officers shall be selected
260 through the following processes:
261 * Delegates: Management Council Delegates shall be selected through a general election held within
262 each Stakeholder Group represented in the Plenary. The nomination of each candidate for the election will be
263 approved by the Nomination Committee.
264 * At-Large Delegates: The election or selection process of At-Large Delegates shall be determined by
265 the Steering Group during its initial meetings, as with all Management Council Delegates nominees shall be
266 approved by the Nominations Committee.
267 * Chair: The Chair of the Management Council shall be selected through a general election of the Identity
268 Ecosystem Plenary. The nomination of each candidate for election shall be approved by the Nominations
269 Committee.
270 * Vice-Chair: This position shall be filled by the Director of the NSTIC National Program Office
271 * Ombudsman: This position shall be provided by the Secretariat. The criteria for selection shall be
272 established by the Management Council.
7. 273 Management Council positions, selections, elections, and appointments shall be conducted in accordance
274 with By-laws created by the Steering Group during its initial meetings. <**): Rule hygiene.>
275 3.2.1. Delegate Selection Criteria. The Management Council Delegates (Stakeholder Group and At-
276 Large) shall be selected in accordance with the following criteria:
277 * Visionary Capability: Delegates shall be capable of understanding and contributing to the multi-
278 disciplinary aspects of the Identity Ecosystem and the specific goals of the Strategy.
279 * Team Effectiveness: Delegates shall be capable of working effectively as a team within the scope of
280 the Management Council.
281 * Outreach: Delegates shall be able to clearly communicate the actions of the Management Council to
282 their individual Stakeholder Group to facilitate consensus building and support the work of the Steering Group.
283 * Expertise: Delegates shall be recognized experts in their fields of endeavor.
284 * Commitment: Delegates shall be able to commit to contribute sufficient time and effort to accomplish
285 Management Council activities.
286 3.2.2. Stakeholders. For the purposes of Management Council Delegate selections Members shall self-
287 identify into one of the following 14 stakeholder groups:
288 * Privacy & Civil Liberties. This group focuses on the protection of individuals’ privacy and civil
289 liberties.
290 * Usability & Human Factors. This group focuses on technologies and solutions that are usable and
291 incorporate the human, cognitive, and social properties unique to the characteristics of humans.
292 * Consumer Advocates. This group focuses on addressing the interests and accessibility of
293 consumers and other individual end-user populations.
294 * U.S. Federal Government. This group focuses on the interests of the departments and agencies that
295 comprise the U.S. Federal Government. Under its various forms and component programs, the government acts
296 as an identity provider, attribute provider, and relying party. This group’s Management Council Delegate will be
297 responsible for advocating for the Federal Government as a Stakeholder; unlike the Vice-Chair who advocates
298 on behalf of the NSTIC itself.
299 * U.S. State, Local, Tribal, and Territorial Government. This group focuses on the interests of the
300 various state, local, tribal, and territorial governments that exist within the U.S.
301 * Research, Development & Innovation. This group focuses on research, teaching, and technology
302 development in support of the Identity Ecosystem.
303 * Identity & Attribute Providers. This group focuses on the processes and technologies associated
304 with establishing, managing, and securing digital identities and attributes.
305 * Interoperability. This group focuses on supporting interoperability within the Identity Ecosystem,
306 inclusive of Trust Framework Providers and standards development organizations.
307 * Information Technology (IT) Infrastructure. This group focuses on IT infrastructure relevant to the
308 functioning of the Identity Ecosystem, inclusive of different types of communications and network traffic, as well
309 as virtual and distributed functions that produce and provide hardware, software, and IT systems and services.
310 * Regulated Industries. This group focuses on industries covered by sector-specific regulations that
311 may be affected by the development of the Identity Ecosystem Framework.
312 * Small Business & Entrepreneurs. This group focuses on the impact of the development of the
313 Identity Ecosystem Framework on small businesses and individual business owners/operators.
8. 314 * Security. This group focuses on IT security services that support the confidentiality, integrity, and
315 availability of identity solutions
316 * Relying Parties. This group focuses on transaction decisions based upon receipt, validation, and
317 acceptance of an entity’s authenticated credential(s) and identity attributes.
318 * Unaffiliated Individuals. This group consists of any individual who does not self-identify into one of
319 the other stakeholder groups.
320 The Steering Group shall periodically review the list of designated stakeholder groups to confirm that it
321 accurately reflects the broad array of Identity Ecosystem stakeholders and provides balanced representation for
322 all parties. The Steering Group may add, modify, remove, or otherwise alter the stakeholder groups as it deems
323 necessary [by amending the By-laws]. <**P: Rule hygiene.>
324 4. Secretariat.
325 The Secretariat shall serve as the administrative body of the Steering Group. In this role, the Secretariat shall
326 manage the internal operations of the Steering Group to include human and financial resources, meeting
327 coordination, communications, and material support and interaction with external organizations. The Secretariat
328 shall be responsible for maintaining transparency, openness, and alignment with the Guiding Principles in all
329 Steering Group operations. The Secretariat shall appoint an individual to act as the Identity Ecosystem’s
330 Ombudsman.
331 END OF DRAFT CHARTER
PRODUCTION INFORMATION
This is file "NSTICdraftCharterAugust2012comments.pdf". There is a related ASCII document "NSTICdraftCharterFebruary2012.txt"
The normative February 2012 NIST Draft Charter (PDF) is here: http://www.nist.gov/nstic/reports/SG_Draft_Charter.pdf
Mirrored Charter, with internal cites (HTML) is found here: http://j.mp/NSTICchtr
The source text for this document and its ASCII sistyer version is the www.nstic.us mirror of NIST's draft Charter. This text reflects the
original February 2012 draft's substantive content, but is marked [like this to show change proposals]. The ASCII text was cleaned up
as to format, but not content, to allow for editing and regular-expression searches.
jamie.clark@oasis-open.org
332 PROPOSED AMENDMENTS REFLECTED IN THIS DOCUMENT
333 General comment: The proposed rules should allow reconsideration of these issues, in six months. These proposals
334 distinguish the few changes that may be immediately advisable. Only the three "IMMEDIATE" proposals are reflected in
335 the ASCII version of this document. Where possible, proposed amendments are located in the Bylaws, not the Charter,
336 which should only be the place for overriding general principles.
337 Types of amendments:
338 IMMEDIATE: (3): I, N, O.
339 Typos (10): A, B, C, D, E, F, G, H, K. L.
340 Rule hygiene / logic (4): J, M, O, P.
341 Overcentralization (2): I, N.
342 A. Class of amendment: Typo. Later.
343 Place: Line 15. Section 1.
344 Edit: Add "p." in footnote 1 before the page number "1".
345 Reason: Use same page number format as in rest of footnotes.
9. 346 B. Class of amendment: Typo. Later.
347 Place: Line 109. Section 1.3, second bullet point.
348 Edit: Add period to end of last sentence.
349 Reason: Punctuation.
350 C. Class of amendment: Typo. Later.
351 Place: Line 120. Section 1.3, fourth bullet point.
352 Edit: Add "pp." in NIST's footnote 5 before the number "25."
353 Reason: Use same page number format as in rest of footnotes.
354 D. Class of amendment: Typo. Later.
355 Place: Line 124. Section 1.4.1.
356 Edit: Change "publically" to "publicly."
357 Reason: Use same spelling for word throughout document. (Compare to line 127.)
358 E. Class of amendment: Typo. Later.
359 Place: Line 163. Section 1.7.
360 Edit: Delete second period at end of last sentence.
361 Reason: Grammar.
362 F. Class of amendment: Typo. Later.
363 Place: Line 167. Section 1.7.1.
364 Edit: Delete second period at end of last sentence.
365 Reason: Grammar.
366 G. Class of amendment: Numbering typo. Later.
367 Place: Line 177. Section 2.1.1.
368 Edit: Renumber as "2.1".
369 Reason: Section numbers are incorrectly sequenced.
370 H. Class of amendment: Numbering typo. Later.
371 Place: Line 181. Section 2.1.2.
372 Edit: Renumber as "2.2".
373 Reason: Section numbers are incorrectly sequenced.
374 I. Class of amendment: IMMEDIATE; Overcentralization.
375 Place: Line 183. Section 2.1.2.
376 Edit: Add "circulated for comment to the Plenary and then" before the words "approved by the Management
377 Council".
378 Reason: NIST's draft gives too much unchecked power to the 14-voter Management Council to override the
379 entire membership. In this case, charters and charter changes should be seen by the members before approval.
380 J. Class of amendment: Rule hygiene. Later.
381 Place: Line 186. Section 2.1.2.
382 Edit: Add "by modifying the participation and voting rights in a Standing Committee's charter, subject to Section
383 1.4.1" after the words "on the Standing Committees".
384 Reason: When ground rules (like participant balance) are changed, they should be documented somewhere
385 clearly, like the committee's charter, not made as a one-off fiat.
386 K. Class of amendment: Numbering typo. Later.
387 Place: Line 213. Section 2.1.3.
388 Edit: Renumber as "2.3".
389 Reason: Section numbers are incorrectly sequenced.
10. 390 L. Class of amendment: Typo. Later.
391 Place: Line 233. Section 2.1.3, third bullet point.
392 Edit: Decapitalize the word "Responsible".
393 Reason: Grammar. Not a defined term.
394 M. Class of amendment: Rule hygiene. Later.
395 Place: Line 241. Section 3.
396 Edit: Delete the words "stakeholder group delegates elected to the".
397 Reason: Corrects ambiguity. This should not change the intended meaning, but makes it clear that the
398 Management Council acts here, not a subset of it. The deleted words might be misread to suggest that the 14
399 stakeholder-class delegates vote, but the two at-large members do not, on this topic.
400 N. Class of amendment: IMMEDIATE. Overcentralization.
401 Place: Line 243. Section 3.
402 Edit: Delete the last sentence.
403 Reason: The allocation of powers of the Management Council versus the committees or Plenary should be
404 specifically described. This one-sentence rule that the MC is final authority over everything may undermine or
405 contradict other rules. (For example, it might be read as a veto of the review power of the Privacy Standing
406 Committee, at line 201-03.) It also encourages stakeholders to focus all their work and lobbying on a relatively
407 small, elite panel. This might be re-visited in six months, but is too much power to take away from the rest of the
408 Steering Group at the outset, if stakeholders are to take their committee and Plenary participation seriously.
409 O. Class of amendment: IMMEDIATE. Rule hygiene.
410 Place: Line 273. Section 3.2.
411 Edit: Delete the words "during its initial meetings".
412 Reason: Corrects ambiguity. The change makes it clear that Bylaws can be changed. The deleted words might
413 be misread to suggest that the original Bylaws, regardless of later changes, govern this topic.
414 P. Class of amendment: Rule hygiene. Later.
415 Place: Line 322. Section 3.2.2.
416 Edit: Add the words "by amending the By-laws" at the end of the last sentence.
417 Reason: When ground rules (like stakeholder classes) are changed, they should be documented somewhere
418 clearly, like the By-laws. Otherwise it is not clear how a change would be made. This is significant, because the
419 balance in NIST's suggested 14 classes may be the subject of proposed amendments later.