The use of Internet of Things (IoT) to manage infrastructure and services is not a new concept, but response to the new normal of pandemic life, natural disasters, and the implementation of 5G networks all could accelerate the implementation of IoT solutions.
Stay-at-home orders, social distancing measures, and backlogged inspection schedules all combine to make a great case for implementing sensors and other IoT devices as part of infrastructure management. With technology providing data on the status of equipment, facilities, and general infrastructure like roads and bridges, the need to deploy inspectors to the field can be minimized. In the short term, this reduces potential points of exposure for inspectors and field staff. Longer term, it adds a new "colleague" to field management teams. IoT can handle routine, low risk monitoring, freeing up humans to focus on more complex or higher priority tasks and activities.
Data helps organizations make more informed decisions about how they serve their customers. Data informs policy and procedures and feeds more personalized interaction with people. But with great power comes vast responsibility. The data that organizations hold can be incredibly personal. It's more than just someone's social security number. It is information about where people live, work, shop, keep their money, get their news, and more. Individuals should have control over who knows this information and, if they do have it, how they use it. However, most of us do little to understand our privacy rights beyond blindly clicking a checkbox that allows sites to collect information about our activities.
Data privacy practices ensure that the data shared by customers is only used for its intended purpose. A multitude of laws, including the Health Insurance Portability and Accountability Act (HIPAA), Electronic Communications Privacy Act (ECPA), Children's Online Privacy Protection Act (COPPA), and General Data Protection Regulation (GDPR) have been enacted to provide guidelines to organizations and promises of data privacy to individuals.
The battles of tomorrow will likely not be fought on the ground, they will take place in cyberspace as nation-states and rogue actors alike look to interrupt the everyday functions of a country via high-tech attacks. Recently we saw theRussian hack of software, designed (ironically) to help organizations monitor network problems and anomalies, which has the government and private companies scrambling to determine what data was compromised. With cyberspace being the new battlefield, data and data management have quickly become a strategic asset in the DoD arsenal.
Last fall, the DOD released the Department's Data Strategy. An overarching guidance on how they will manage, secure, and use data. This document supports theDOD's transition to "a data-centric organization that uses data at speed and scale for operational advantage and increased efficiency." The Data Strategy includes 7 goals, nicknamed VAULTIS, to becoming data-centric:
Chief Data Officer (CDO) may be one of the newest C-suite designations, and it's quickly becoming one of the most important. With data-driven government becoming a mandate via the Federal Data Strategy and the Evidence Act, accountability around data management is essential. More than just a way to check a compliance box, having a CDO is a smart business decision in a world where data is critical to how government organizations interact with constituents. However, having a CDO is only a start. The CDO needs to be set up for success as well.
One report indicated that 60% of federal CDOs lack a clear understanding of their role. According to Gartner, a CDO is a senior executive who bears responsibility for enterprise-wide data and information strategy, governance, control, policy development, and effective exploitation. This role makes sure data is secured appropriately for access, as well as privacy concerns, and sets the rules and processes for managing the data lifecycle. The CDO also develops solutions to use that data to create business value.
Even if the role is defined within an organization, CDOs report they lack budget authority or insight into what budget they have to complete their jobs. This mirrors what we have seen with another "young" position, CIOs. Chief Information Officers have seen their role elevated by its measurement in the FITARA scorecard, and with that tracking, are getting more budget authority and input. In addition to budget, CDOs also need the authority to set and enforce policies and processes across their organization and, in doing so, streamline communication among related groups. Continue reading →
Artificial Intelligence (AI) continues to dominate tech headlines. Now, rather than learning what the technology could mean for government, we're reading about where it's being implemented, and the results being achieved. A recent report found that AI is no longer considered optional, but rather a critical component to managing and using large amounts of data. IT leaders in government are looking to AI to automate routine, data-oriented tasks, ease access to diverse sets of data, prioritize tasks based on the benefit to the organization, and generally keep track of ever-growing streams of data.
The Intelligence Community (IC) has long been a top consumer and analyzer of data in government. Not surprisingly, they have embraced AI technology to supplement the work of analysts by reducing the amount of manual data sorting with machine-assisted, high-level cognitive analysis. AI is being used to help triage so the highly-trained analysts can spend their time making sense of the data collected by looking at the most valuable and seemingly connected pieces.
Health and Human Services (HHS) implemented an AI solution when they needed to quickly procure Hazmat suits to meet the response to an Ebola outbreak. Procurement officials were able to use AI to make like-to-like comparisons among products. After the initial tactical analysis, the acquisition teams were able to use the data gathered on department wide pricing and the terms and conditions to better define parameters for ten categories of purchases.
Despite the successful implementations in many agencies, AI is still in the pilot and introductory phase. The Air Force is making it easier to begin experimenting with AI. Because the DoD has strict rules about what can be put on their networks, it is difficult to introduce new technologies into the production environment. The Air Force has created a workaround with the Air Force Cognitive Engine (ACE) software platform, a software ecosystem that can connect core infrastructures that are required for successful AI development (people, algorithms, data, and computational resources).
HHS is looking to use AI to analyze dated regulations as part of their AI for deregulation project. The pilot has found that 85 percent of HHS regulations from before 1990 have not been edited and are most likely obsolete. Using AI to flag regulations with the term "telegram," for example, will begin the prioritization of data that needs to be looked at by humans.