Tuesday, January 13, 2015

Microsoft abruptly dumps public Patch Tuesday alerts

Layoffs and reorg have changed security at the company, say outsiders, and not for the better

For the first time in a decade, Microsoft today did not give all customers advance warning of next week's upcoming Patch Tuesday slate. Instead, the company suddenly announced it is dropping the public service and limiting the alerts and information to customers who pay for premium support.

"Moving forward, we will provide ANS information directly to Premier customers and current organizations involved in our security programs, and will no longer make this information broadly available through a blog post and Web page," wrote Chris Betz, senior director at the Microsoft Security Response Center (MSRC), the group responsible for the warnings.

The change also applies to the occasional alerts that Microsoft issued when it gave customers a heads-up about an impending emergency patch. ANS will no longer provide public alerts for those "out-of-band" updates.

Security professionals torched Microsoft over the change.

"They've gone from free to fee, and for really no particular reason," said Andrew Storms, vice president of security services at New Context, a San Francisco-based security consultancy, in an interview. "It doesn't make sense."

And Ross Barrett, senior manager of security engineering, at Rapid7, let loose with both barrels. "This is an assault on IT and IT security teams everywhere," Barrett said in an email reply to questions. "Making this change without any lead time is simply oblivious to the impact this will have in the real world. Honestly, it's shocking."

The no-longer-available alerts from the "Advanced Notification Service," or ANS, have been a part of Microsoft's monthly security apparatus for the last 10 years, Storms estimated. Those alerts appeared on Microsoft's website on the Thursday before the next Patch Tuesday, the tag for its monthly security update schedule.

Microsoft will still issue those updates next week -- on Jan. 13, at approximately 10 a.m. PT -- but only some customers will receive the pre-Patch Tuesday warnings, including today's. The warnings listed the number of updates and what products they would affect, and described the severity of the underlying vulnerabilities.

Betz explained the sudden disappearance of a public ANS by saying that customers weren't using it.

"Customer feedback indicates that many of our large customers no longer use ANS in the same way they did in the past due to optimized testing and deployment methodologies," said Betz. "While some customers still rely on ANS, the vast majority wait for Update Tuesday, or take no action, allowing updates to occur automatically."

Microsoft prefers to call its monthly security release "Update Tuesday," apparently believing "Patch Tuesday" carries negative connotations.

Storms wasn't buying Betz's explanation. "I don't get it. It's the wrong economic model," said Storms. "They say no one was using it, so now they're going to charge for it?"
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"Privatizing ANS to Premier and paid support protection programs only reiterates that Microsoft wants all of the pie, and will force organizations to pay," added Tim Byrne, product manager at Core Security, in an email.

Storms said that pulling the ANS plug was probably part of the reorganization that Microsoft has been implementing since 2013, but particularly since the large layoffs of mid-2014. For example, the Trustworthy Computing security group was shut down last September, with some staff let go and others beating a path to the door for new jobs. Others were parceled out to the company's cloud computing and legal teams.

"We know that there are a lot fewer folks at Microsoft," said Storms, referring to the layoffs and the shuttering of the Trustworthy Computing Group. "With X-percent fewer employees, I think they're just trying to make ends meet."

One result: ANS going from free to paid.

In hindsight, ANS's vanishing act shouldn't have been a shock. In November, for instance, Microsoft discontinued its long-running post-Patch Tuesday webcast, where senior security engineers and managers walked through the month's updates in detail.

Jonathan Ness, senior development manager at MSRC, and Dustin Childs, group manager of response communications -- who did the final webcast in November -- have both left Microsoft, illustrating Storms' point about staff reductions.

In a tweet today, Childs simply said, "Wow. #ANS now for premier customers only," about the change.

ANS was valuable, Storms maintained, and not only to the large corporations that will continue to receive the alerts as part of their Premier Support contracts.

"ANS was very useful for preparation before Patch Tuesday," said Storms. "It gave you time to make a VM [virtual machine] with the correct version of something so you could test the patches when they came out. There are definitely organizations that have relied on it."

The ramifications of the new ANS policy are hard to gauge, said Storms, but he worries about the trend in Redmond.

"I'm really surprised," said Storms. "It's very uncharacteristic of the Microsoft we've come to know and appreciate. They spent years gaining a foothold in the security community, changing how they were viewed in the industry, and they continued to add information and make ANS more valuable over time."

Others were more blunt. "Microsoft is basically going back to a message of 'just blindly trust' that we will patch everything for you," said Barrett of Rapid 7.

"Microsoft takes some control away from the users [with] this transition," argued Jon Rudolph, principal software engineer at Core Security, in an email. "By making this switch, Microsoft is ... hiding their security report card from the general public."

Microsoft left the door ajar in one aspect: While ANS won't issue warnings of out-of-band patches, the company said it could use other unspecified ways to communicate with customers.

"The changes announced today apply to all Advance Notification Service (ANS) communications," a Microsoft spokesman said in an email response to questions about ANS's former role in distributing emergency alerts. "If we determine broad communication is needed for a specific situation, we'll take the appropriate actions to reach customers."

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Friday, December 12, 2014

Real innovation, not false bravado, disrupts markets

From cable TV to taxi cabs, innovative disruption is shaking up markets and changing people’s lives

I get tired of hearing fledgling entrepreneurs in Silicon Valley boasting that their every app, widget, or service is "disruptive." Mostly, they’re not. And simply because a product is disruptive, it doesn’t mean it will "change the world" for the better. In fact, it might make the world worse.

But sometimes technology is truly disruptive, and in the last few weeks we’ve seen what it means to disrupt a market -- even the social order.
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As streaming video becomes richer in content and easier to use, the market for pay TV is starting to unravel. In the third quarter of 2014, the top pay-TV providers -- which account for 95 percent of the market -- lost about 150,000 video subscribers, compared with 25,000 in the same quarter last year, according to Leichtman Research Group.

Uber, meanwhile, is getting a good deal of grief for the arrogance of its executives and its allegedly slipshod screening of drivers. But the ride-sharing service and its competitors have upended the market for taxi services. Because fewer people are taking cabs, the average price of an individual New York City taxi medallion fell to $872,000 in October, down 17 percent from a peak reached in spring 2013, according to an analysis of sales data by the New York Times.

The disturbing images of the death of Eric Garner, captured on a handheld camera and sent across the world on social media, illustrate yet again how profoundly those tools have disrupted the traditional business of gathering and distributing news. Citizen-created video, not professional journalists, shaped a national reaction.
Innovative disruption didn’t start in Silicon Valley

Disruptive innovation, a term coined by Clayton Christensen, describes a process by which a product or service takes root -- initially in simple applications at the bottom of a market -- then relentlessly moves up market, eventually displacing established competitors.

It’s a process that’s centuries older than the printed circuit board, and it involves inspiration, team building, and distribution.

You could argue, for instance, that the world’s first tech startup was the printing shop of Johannes Gutenberg in the medieval German city of Mainz. Like a modern entrepreneur, Gutenberg began with an inspiration (movable type), raised venture capital, built a team, and eventually disrupted the market for books produced one at a time by scribes. (You can read an account of that startup in the novel "Gutenberg’s Apprentice.")

Gutenberg didn’t succeed until he and other printers overcame the social barriers to printing (the Catholic Church wanted to control it) and distribution.

Uber and Lyft are in a similar position, although they didn’t invent anything tangible. Their founders realized that the taxi market was inefficient, was unwilling to innovate, and provided terrible service. (Try to get a cab in the rain sometime.) It was an industry practically begging to be disrupted.

By leveraging the broad availability of smartphones and the growing numbers of young people looking for part-time employment, they created a new business model: on-call ride sharing. It’s a model that works; ride-sharing services are generally cheaper than cabs and readily available, so it’s no wonder that passengers are forsaking traditional taxi services and summoning a car from Uber, Lyft, or Sidecar.

As far as I know, the Catholic Church could care less, but ride-sharing services also face social obstacles to success. Uber, in particular, has caught the eye of regulators in many countries concerned that it doesn’t vet or train drivers very carefully and that its insurance coverage is skimpy. (Accusations that an Uber driver raped a passenger in India is the latest black eye for the company.)

Despite their problems, ride-sharing companies have already disrupted the market; there’s no clearer evidence than the falling price of medallions in New York and other cities. Before long, they’ll likely come to terms with reasonable amounts of oversight and the market will continue to morph.

When Reed Hastings started Netflix in 1997, Americans who wanted to watch a movie at home went to a video store, rented a DVD or VHS tape, then tried to return it on time. The largest rental chain by far was Blockbuster, which at one time had more than 9,000 stores and 60,000 employees.

Hastings had a better idea: Mail the movies. His inspiration didn’t take advantage of new technology, but like Uber it entered a market that had stopped innovating and was dominated by a hidebound company. By the time Blockbuster caught on, it was too late for it and most of its competitors.

Netflix next moved into streaming movies and has recently begun producing its own programs, a path now followed by Amazon.com and others. At the same time devices like the Apple TV, Roku, and Chromecast have made it much easier to stream Web video from a PC to a television.

Like the taxi industry, the cable (and satellite) television companies have become stuck in a business model that their subscribers hate: big, expensive bundles, coupled with crummy customer service. (Good customer service is expensive and cuts into margins.) Until streaming became popular, the only alternatives to cable were the relatively paltry offerings on broadcast TV.

You don’t need a bundle to stream "House of Cards," and customer service isn’t much of an issue with streaming. Young people, raised on YouTube and streaming music services, were the first to cut the cord — and now that streaming is simple, their parents are following suit.

It’s far too soon to proclaim the end of the cable TV model; after all, the last quarter’s defections were a fraction of the industry’s customer base. What’s more, cable giants like Comcast have huge political clout and are more than rich enough to engage in punishing price wars against the upstarts if need be. Indeed, Comcast is trying to disrupt the Internet, although it won’t succeed.

Nonetheless, disruption has already started. HBO, for example, is uncoupling parts of its service from the cable companies that carry it. The premium service will offer HBO Go as a stand-alone subscription sometime in 2015, and other content providers are likely to follow.

Is the world better because we might not have to take the trouble to hail a cab or pay Comcast to watch "Girls"? Probably not. There’s a real social cost to change, whether it’s cab drivers or newspaper reporters who lose their jobs. But from the market’s point of view, it doesn’t matter.

Real innovation, whether it starts in a 15th-century workshop or a Silicon Valley garage, disrupts markets and the people who participate in them in lasting ways. Bragging that you’ll change the world doesn’t cut it. You need to do it -- and that's no so easy.



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Saturday, December 7, 2013

Microsoft ends Windows 7 retail sales

Microsoft ends Windows 7 retail sales
Sets October 2014 cut-off for sales to OEMs

Microsoft has quietly ended retail sales of Windows 7, according to a notice on its website.

The company's policies for shutting off sales to retailers and shipping licenses to OEMS (original equipment manufacturers) are posted on its site, which was recently updated to show that Windows 7's "retail end of sales" date was Oct. 30.

The next deadline, marked as "End of sales for PCs with Windows preinstalled," will be Oct. 30, 2014, less than a year away.

Microsoft's practice, first defined in 2010, is to stop selling an older operating system in retail one year after the launch of its successor, and halt delivery of the previous Windows edition to OEMs two years after a new version launches. The company shipped Windows 8, Windows 7's replacement, in October 2012.

As recently as late September, the last time Computerworld cited the online resource, Microsoft had not filled in the deadlines for Windows 7. At the time, Computerworld said that the end-of-October dates were the most likely.

A check of Microsoft's own online store showed that the company has pulled Windows 7 from those virtual shelves.

In practical terms, the end-of-retail-sales date has been an artificial and largely meaningless deadline, as online retailers have continued to sell packaged copies, sometimes for years, by restocking through distributors which squirreled away older editions.

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Today, for example, Amazon.com had a plentiful supply of various versions of Windows 7 available to ship, as did technology specialist Newegg.com. The former also listed copies of Windows Vista and even Windows XP for sale through partners.

Microsoft also makes a special exception for retail sales, telling customers that between the first and second end-of-sale deadlines they can purchase Windows 7 from computer makers. "When the retail software product reaches its end of sales date, it can still be purchased through OEMs (the company that made your PC) until it reaches the end of sales date for PCs with Windows preinstalled," the company's website stated.

The firmer deadline is the second, the one for offering licenses to OEMs. According to Microsoft, it "will continue to allow OEMs to sell PCs preinstalled with the previous version for up to two years after the launch date of the new version" (emphasis added).

After that date, Microsoft shuts off the spigot, more or less, although OEMs, especially smaller "white box" builders, can and often do stockpile licenses prior to the cut-off.

But officially, the major PC vendors -- like Dell, Hewlett-Packard and Lenovo -- will discontinue most Windows 7 PC sales in October 2014, making Windows 8 and its follow-ups, including Windows 8.1, the default.

Even then, however, there are ways to circumvent the shut-down. Windows 8 Pro, the more expensive of the two public editions, includes "downgrade" rights that allow PC owners to legally install an older OS. OEMs and system builders can also use downgrade rights to sell a Windows 8- or Windows 8.1-licensed system, but factory-downgrade it to Windows 7 Professional before it ships.

Enterprises with volume license agreements are not at risk of losing access to Windows 7, as they are granted downgrade rights as part of those agreements. In other words, while Microsoft may try to stymie Windows 7 sales, the 2009 operating system will long remain a standard.

As of the end of November, approximately 46.6% of all personal computers ran Windows 7, according to Web measurement vendor Net Applications, a number that represented 51.3% of all the systems running Windows.


Thursday, September 13, 2012

Exam 70-512 – TS: Visual Studio Team Foundation Server 2010, Administration (preparation guide and skills links)

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Installing and Configuring TFS (27%)

Managing TFS (27%)

Customizing TFS for Team Use (24%)

Administering Version Control (23%)

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Monday, September 10, 2012

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Friday, August 31, 2012

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