An Architecture for Creating an Ultra-secure Network and Datastore

The Problem
According to United States records, from 2006 cyber attacks to 2016, (crimes, intelligence gathering, and warfare) have gone up 1300 percent.  Other reports identified in Forbes Magazine indicate that between 2015 and 2016 there was a 200 to 450 percent increase in attacks.  I suspect that though the numbers vastly underestimate the total number of attacks.  I know that in the late 1980s, one company was averaging 10,000 attacks per day on its website and access points to the internet; of which 4000 originated in Russia (then the USSR), China, North Korea, and the like
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There are two goals for attacks, to disrupt the entire IT infrastructure or to gather or change protected data for various nefarious purposes.  There is a multiplicity of reasons for these attack, monetary gain, political change, and so on; the “so on” is too long to enumerate.
The cost for preventing and mitigating the effects of these attacks has spawned a new multi-billion dollar industry.  Consequently, the need is for an entirely new system (network and datastore) that completely defeats all attack vectors.  That is what I’m proposing here.

The Solution A Disruptive Architecture: The Once and Future System

The Goal

The goal of the architecture presented here is to define a highly secure system for the transmission and storage of data.
The architecture is for a fundamentally different “new” network and datastore.  I put “new” in quotes because I based the architecture on a number of concepts and standards from the late 1970s to the mid-1990s.  For reasons of economies and business politics these concepts and standards were abandoned.  When I submitted the architecture for a patent and even though the architecture uses old concepts and standard in a new way, I was told that since it was based on well known concepts and standards the architecture it is unpatentable. 
Consequently, I’m presenting it in this post in the hope that someone will take serious look at it and communicate with me so that I can present the details and we can build a secure network and datastore.

The Architecture

My fundamental idea is to create a separate “data only” network and datastore.  While initially, having a worldwide network for the storage and transmission of data separate from the Internet “of everything” may seem as a ludicrous idea for those looking at the “short-term” costs for an organization; what the cost of having data stolen, corrupted, or destroyed would be for an organization?  And remember that there are  initial and recurring costs for data security on a cloud or across the internet.
This new architecture has five components.  One of them has evolved over the past twenty years.  One of them was declared obsolete thirty years ago.  One of them is based on petrified standards of the 1980s.  And one uses a new twist on current hardware and software.  The fifth is a particular form of governance.

New User Interface Security

The base technology of the new user interface has been evolving over the past twenty years at least.  It is a combination of three functional technologies.  The first is biometric recognition.  Any secure system requires some form of authentication; that you are who you say you are.  Various forms of biometric authentication, facial recognition, fingerprint identification, retinal pattern recognition, and so on, are currently the least likely forms of identification to be broken by cyber attacks.
The second security technology is a version of the smartcard.  These are credit-card-like with a data storage computer chip embedded.  Under this new function the card reader would communicate the location, time of day, and date, whereupon the card would generate a pass code based on those parameters.
 
At the same time the reader would generate a pass code also based on those parameters.  The system would accept the identification if and only if they matched.  Since any secure system requires at least to factor authentication, a user would need both the smart card (which additionally could store the biometric data) and their own body.
Finally, authorization and access control are both static for a given user interface to the system.  This means that the user of a given device (be it a terminal, PC, smart phone, etc.) can only gain access to the set of data, records, or summaries to which their entitled. 
So a contract specialist has no access to engineering data for the contract or only a limited set.  If the contract specialist attempted to sign on to another device, to which he was not preapproved, he could not get to the data to which he is entitled. The reason is that an individual must be preapproved of every terminal the individual wants to use. 
Or a doctor may not see a patient’s complete medical history without the patient’s permission. This would be a two step process.  The doctor would have to sign in on his or her device using the two-factor authentication, described above.  Then the patient would have to sign on to the same device using the same two-factor authentication to give the doctor permission to access his or her medical record.
The security meta-data and parameters are stored on the ultra-secure data network (USDN).  Any updates or changes must be made and approved through the system’s security governance function.  No dynamic changes can be made until the changes are approved.  In a political/cultural context, this governance process will be the most difficult to secure since users expect changes to be made “NOW” and the process doesn’t allow “NOW” to happen.

The Bridge

The second architectural component is the bridge from the Internet to the USDN.  This is really the key component securing the USDN from attacks.  And this is the component that was declared obsolete thirty years ago.  In the early 1980s there were many proprietary data networks.  To communicate data from one network to another required a network bridge.
The following diagram is from the patent that I applied for.  It shows an example of how changing the protocol layers or stacks creates a portcullis in the bridge that provides the ultra-security.  On the left side of the bridge are the standard Internet protocols.  Other than the top layer (called the Application Layer in the OSI model) and the bottom layer (the Physical Layer in the OSI model), all layers link and guide the communications between the sender and receiver.
Notice that the functional protocols on each side of the bridge, with the exception of the physical layer are different.  On the left side all protocols are current Internet standards.  However, on the right side the bridge uses protocols from the Open Systems Interconnect (OSI) suite.  These protocols were abandoned in the 1990s in favor of the earlier TCP/IP suite, that at the time were less expensive and much less capable. [Sidebar: “The first example of a superior principle is always less capable than a mature example of an inferior principle”].


What this means is that the entire USDN will use these OSI protocols.  Any cyber attack software developed for Internet protocols would have to be redesigned for the OSI protocols.
Even if the hackers of whatever stripe did develop software capable of exploiting vulnerabilities in the OSI protocol stack they would still need to get it onto the network.  But the design of the bridge includes a portcullis in the middle of the bridge.
This portcullis is designed to allow only data and records in well defined formats to pass.  This means that no documents can move across the bridge.  In this case “documents” includes e-mail, documents, unformatted text, files, or other unformatted data.
This stringent requirement eliminates nearly every attack vector by hackers.  For example, there is no way that a Trojan horse attachment can get into the system because e-mail, let along e-mail with attachments, is allowed access across the bridge.
As shown in the diagram, only data in specific and static XML formats is allowed to move through the portcullis.  The XML data structures are installed in the portcullis only after approval using one of the governance processes.
So, for example, medical data would use an XML version of the international medical standards, engineering data would use an XML version of STEP, and so on.  Only data exactly following those standards to which the user is entitled would get through the portcullis.. This would initially have a very large overburden in meta-security and access control data about all individuals.

The Network

The third architectural component is the network.  The network is based on petrified standards of the 1980s.  Inside the portcullis-bridge data would be free to move among the various nodes of the network using the same OSI protocol stack that is used on the right side of the portcullis-bridge shown in the diagram.
Additionally, it would use improved versions of the Directory Service (X.500) standard.  This would include using static routing meta-data (which many network analysts would say is not an improvement).  However, static routing meta-data means that if an unauthorized node magically appeared on the USDN (because some hacker tapped one of the USDN lines) the node would be recognized as a threat immediately.  Consequently, any attempt to breach the security imposed by the portcullis-bridge by directly attacking the network would fail, as long as good governance is in place.

Datastores

The last technical function is data storage.  This datastore function uses a new twist on current hardware and software design for the storage of data and information.  The twist is that only specific data and records are store, not files from outside the network. 
An organization using an USDN-like system would have its data file structures created by authorized personnel inside the USDN.  These file structures would follow the various authorized XML data structures.  No freeform data like e-mail or documents would be allowed.  [Sidebar: remember its much much simpler to create documents from data than to glean data from documents.] 
The only applications that are authorized to run on the USDN and its datastore computers are those that create, read, update, or delete records or data elements.  Reading data would include reading for transfer, and for summarization. 
For example, suppose the medical profession of a state or of the United States adopts the USDN to protect patients’ medical records.  A medical researcher may be granted access to summaries of certain data elements of patients’ record that have a particular medical problem.  This access would be granted through an approval process—part of governance—prior to obtaining the summaries.
The advantage is that the medical researcher has access to a complete set of data for the population of an area.  The downside for the researcher is that they need to have a well formulated and defensible hypothesis to work from, in order to obtain the data, and that the governance processes take time.

Governance

The Governance processes function of the system’s architecture is most critically important of the five functions because it is the only one where humans are involved—Big Time.  As discussed above there are many security functions that are static and require administrative functions to change the parameters and meta-data.  While I expect that actually changing the meta-data and parameters will be automated, the various decision making processes will not.
One obvious example is in banking.  Some financial data must be secure within a financial institution and only shared with a client.  Other data, in the form of transactions must be shared between and among banks and other financial institutions.
The USDN security meta-data would determine which data could be sent to another financial organization, what data can be sent, and other characteristics of transaction.  It would be within the USDN and not across any portion of the Internet.  It can then be retrieved by the destination organization.
For example, if all defense contractors were on the USDN then when teams formed to respond to a DoD Request For Proposal (RFP), the various teams of contractors and subcontractors could share requirements and other data within their team.  When the DoD chose the winning team, program/project, risk, and design data could be shared and shared with the customer without fear a cyber attack on one of the sub-contractors leading to the capture or corruption of the program or mission critical data.  [Sidebar: frequently a third or fourth tier sub-contractor has more vulnerabilities than the prime contractor.]

Issues

Again,”The first instance of a superior principle is always inferior to a mature example of an inferior principle.”
There are three issues with the creation of such a system. 
The first is cost; creating an entire nationwide or worldwide network is very expensive in the startup phase.  Creating (or really resurrecting in many cases) software to support the functions of the USDN will be very expensive.  There is the cost of implementing software services to interface with existing organizational applications.  Acquiring the physical cabling for the system will be expensive.  
Modifying routers to use the new protocols will be expensive. Designing, constructing, and testing the new portcullis-bridge will be very expensive.  Most of this investment will need to be done before one data element is protected.
The cost is more than a straight financial issue of building the system.  It will threaten much of the multi-billion dollar cyber security industry’s income stream.  This industry will market and lobby against building out the system.
The second issue may be used by that industry as an argument against the USDN.  The issue that the system only protects data and not other types of information like e-mail and documents.  This is true.  However, the core of any organization is its data.  Documents can be easily constructed from data, but not the other was around.
The third issue, at least initially, is the response time of the system.  Currently applications and users have come to expect nanosecond response times to dynamic requests.  Initially, at least, I predict that the response time to requests will be in terms of seconds; maybe many.  I saw this with Microsoft DOS—until version 3.1 it was bad—other products from Microsoft, Apple, and Oracle [Sidebar: I worked with Oracle 4.1] and many other hardware and software products.]  So it will be a rocky start, but ultimately it will cost much less than the recover, rebuild, patch, upgrade, and get hacked again systems of today.

Summary

While the USDN does not protect an organization from cyber attacks, it does make an organization’s mission critical data nearly invulnerable an organization will be able to recover from an attack and will make it nearly impossible for terrorists, cyber criminals, etc. to get a personal data or its mission critical data protected.

For anyone who is interested, please comment on this post.  I have much of knowledge of the processes, technology, and construction process involved than I can put in a post, but would be happy to discuss it.

The bucket-list – a keyword-schema

I’ll admit it: there’s an awful lot of stuff on this website of mine. And there are so many tools and suchlike here that it can be difficult to find one’s way around, or to work out which tools to

The bucket-list – changing direction

I’ve given up on enterprise-architecture. Why? Several reasons, really. The main one is that, even now, enterprise-architecture still isn’t enterprise architecture – and there are still massive vested-interests against its ever being so. Its literal meaning should be ‘the architecture of the enterprise‘;

Challenges of Project Management on an EA-Driven Solution : A Blog Series

by Allan Borra, MSCS

Sitting as Project Manager AND Enterprise Architect

In a series of blogs, I’m sharing my experiences, challenges and eureka moments related to my dual role as a project manager and an architect to a solution development project driven by Enterprise Architecture.  I’ve managed  software solutions development projects before and have varying levels of applying project management disciplines and I’m usually using the software development lifecycle (SDLC) method. So it was a fun and learning experience for me to alter my usual “success” recipe by using Enterprise Architecture (EA) discipline in the mix. This methodology is similar to what is called Solution Architecture as defined by Gartner1.
It is observable that locally there are varying degree of awareness, compliance and maturity of Enterprise  Architecture work in organizations. I happen to be working for a pioneering and leading  EA consulting company who engaged a solutions development project for a government agency. The government agency has no enterprise architecture or capability  in place and the agency management has no (with some misconceptions even) to little  knowledge about Enterprise Architecture.

IT groups in government agencies, especially the one we are currently engaged in, are very comfortable with  traditional SDLC methodology. It fits nicely with the current government procurement law2. Nevertheless, we had a unique opportunity here to really push for an Enterprise Architecture-driven software development to complement the SDLC methodology (or any software development methodology for that matter), due to the fact that the terms of reference (TOR) explicitly calls out Business/Data/Application/Technology (BDAT) architecture requirements and standard notations such as Archimate.
Challenge 1: Changing Mindsets
Herein lies the first challenge: managing client expectations on project activities and deliverables. I’ve heard of an anecdote that goes “Change Management is easiest without people”. It was a really a concern  for me back then that the client wanted the solution as  soon as possible and that, even as the TOR calls out deliverables on BDAT architectures, these are not “primary” requirements for them. The client is accustomed to the SDLC or traditional methodologies that allow for only a certain level of business and functional requirements elicitation that is just enough for the software design and  implementation.  This meant that a semblance of the software solution could be out in a month or even as soon as  codes  are translated  from the functional requirements.

Figure 1. TOGAF Architecture Development Cycle
Enterprise Architecture, using The Open Group Architecture Framework Architecture Development Methodology (TOGAF ADM)3, entails going through different phases as shown in Figure 1. Critical to the requirements of the Terms of Reference for the project are Phases B, C and D. The method allowed us to view all their process documentations, if available, or elicit and model processes that are undocumented. These process models and artefacts take part in the Business Architecture. We then looked into their data both from a high or conceptual level and from a low or physical level. It took great lengths of mapping these conceptual data models to the business processes, moreso getting the complete business processes, interactions and information flows  documented themselves. Then we looked into their existing applications, modelled and related it to the processes to which these applications serve. We looked at their current infrastructure as well and modelled a target architecture by which the infrastructure can fulfill the requirements of the applications that services the processes that fulfills the intended performance of the solution that complies with the TOR. Needless to say, we considered legacy, third-party data and applications, out of scope processes in the mix of the overall  architecture. Ultimately, all of these need time without outputting a single line of code yet. Three months spent on EA work without a line of code yet for only a year-long project. For sure the client  was very impatient.
It was a painstaking “selling an idea, selling yourself” stint for me as I ventured in winning over the client and have them be on our side for this methodology: EA-driven solution development. What partly worked was communicating the value proposition of doing the EA work. For sure,  there’s tons of references out there that list these: 1. Alignment of technology to business strategies; 2. Aids in achieving business strategies; 3. Managing complexity of the enterprise; 4. Faster design and development of solutions; etc.. At the start of every meeting, I give a few minutes to orient key client stakeholders on the EA framework and the value this provide. The orientations ran for more than a month until we had some considerable artefacts and architectures to show for.  This worked in a way that when there are differences of expectations, it’s always a heavy, difficult conversation with clients, while, if there’s a level of agreement on expectations, conversations are smooth and affable. And we are having these kinds of conversations, already. But I did mention that communication only partly worked, because at the end of the day, there’s still no solution or line of code to show. I just can’t take all of that away from them, for now.

And then, eureka! The architecture surfaced the complexity!  When one can visually breakdown a complex network of interacting components and dimensions of the organization, or in this case, the solution and its  interactions with the organization, managing all of that becomes simple.  In my next blog, I’ll discuss how EA + tool shows the complexity and how it aids the communication: bringing the client to our side. I’ll share as well,  how visualizing the complexity helped me as PM  with decision-making based on these architecture artefacts.



1Gartner IT Glossary: Solution Architecture. Accessed June 2017. Retrieved from

2Government Procurement Policy Board. Republic Act 9184: Government Procurement Reform Act. 2002. Retrieved from http://www.gppb.gov.ph/laws/laws/RA_9184.pdf

3TOGAF® 9.1 Part II: Architecture Development Method (ADM). Introduction to the ADM. 2011. Retrieved from http://pubs.opengroup.org/architecture/togaf9-doc/arch/chap05.html



Talk to Us.

© Sinag Solutions

Unit 903, Antel Global Corporate Center, Julia Vargas Ave, 

Ortigas Center, Pasig City, Philippines, 1605

Office: (632) 956 5175

Holistic Architecture – Keeping the Gears Turning

In last week’s post, “Trash or Treasure – What’s Your Legacy?”, I talked about how to define “legacy systems”. Essentially, as the divergence grows between the needs of social systems and the fitness for purpose of the software systems that enable them, the more likely that those software systems can considered “legacy”. The post attracted […]

Architecture Views & Layers of Abstraction and Details: How much is too much?

by Francis Uy, TOGAF 9, PMP


As an Enterprise architect, I find myself doing presentations to various levels of the company I am working with.  These presentations aim to recommend actions in order to support the company’s goals.  

My job is to make sure that decision makers are empowered with the right information to make the best choice at any given time. The most effective way for this information to elicit a speedy but quality-based decision is to recommend with the perspective of the person making the decision.  

In the book “3 Laws of Performance” by Steve Zaffron and Dave Logan they state that how people perform correlates to how the situation occurs to them.  This is very true also in how people make choices.  If you can understand how a particular situation occurs to your stakeholder and present information from that point of view, you are likely to get a better response from them.

For example, let’s say I am talking to a project management office (PMO) head.  It will be an easy conversation if I fully understand what his needs and concerns are. From a PMO’s point of view – his metrics are successful delivery of all the projects in his scope.  His concerns are that he has just in time visibility of project issues and risks so that he can support his project managers as soon as possible.  He would also want a tracking of the benefits each of the projects are promising and a visibility on when these will be met.

At his level, the layer of abstraction he needs will be primarily focused on the project views, the program views, or even perhaps the portfolio views. He would not need to see further details as what a project manager would see such as the work breakdown structure — unless one item there is now causing the delay of the benefit being delivered by a project.

Example below shows 2 levels of abstraction for the same set of projects.  The image on the left is a set of projects with their detailed steps.  The image on the right focuses on a summary of the total project health (status, costs, resources, etc)


On the other end of the spectrum, talking to a chief executive officer (CEO) of the company and understanding his concerns vis-a-vis the projects of the company will also ensure being able to successfully support him.  While, similar to the PMO, he does care about the benefits of all the projects in the company, he realistically only has bandwidth for the top 10-30% of them.  Hence ensuring that a filter is provided focusing on that will support his decision making.  Unlike the PMO though, his concerns are looking broader across the whole organization and even extends outside – specially if the company is listed on the stock market.  A key concern for the CEO is change management.  And inside change management a question of – will the projects or initiatives drive the right behavior we need in order to be a more competitive company. He will need views that show a holistic landscape of how all the projects are impacting various parts of his company.  Are we doing too many changes in one particular capability thereby decreasing the returns potential of a particular project?  Are we doing enough on the other important parts of the business?

Clearly, showing the CEO views beyond the whole company perspective — things like detailed design strategies or software details that software engineers and process owners use is definitely too much details.

The example below shows a view that the CEO would care about.  It is the business capability model for his company which shows the key capabilities (parents of business processes) needed to ensure business operations excellence.  Comparing this to the earlier views, a useful perspective is to see how many projects are in flight to improve the cost, risks, or business value of below capabilities. (see numbers overlaid on the capability)


Conclusion:

To be an effective architect, you need to know the key concerns of various levels and functions of the organization.  Presenting your data from their perspective will allow for an easier connection, collaboration, and decision making.

My challenge:  Next time you need to present or influence a key stakeholder stop first and think from their perspective and understand how is the issue or the situation occurring to them.



Talk to Us.

© Sinag Solutions

Unit 903, Antel Global Corporate Center, Julia Vargas Ave, 

Ortigas Center, Pasig City, Philippines, 1605

Office: (632) 956 5175







The first 100 days

First of all throw away all those books about everything architecture, secondly delete all those special modeling tools, third forget any architecture courses, and finaly say no to architecture consultants. If you followed my advise so far then the next step is to tourist your business and all the things it depends on. Be sure […]