Welcome to the IEEE Key Management Summit 2008

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This domain, KeyManagementSummit.com, originally was created to promote the 2008 Key Management Summit that was held in Baltimore, Maryland.

The domain's registration eventually expired. In 2013 the domain was bought and used as a platform to blog about Management Strategies. The newest owners of the domain are showing content from both of the previous iterations to demonstrate that when a domain registration changes owners, the focus of the site often deviates from the previous iteration. Sometime the fit is reasonable, sometimes the content is a stretch, and other times the original purpose of the site has nothing to do with any of the other iterations. In this example the 2013 Blog iteration at least remains within the business field of "management", although it had nothing to do with a summit. We have seen some site's which have changed ownership that are so disparate from the site's url, you have to wonder why the site was bought.
What are your thoughts?

 

2018 First Iteration of the Domain

 

PRESS RELEASE

 

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Chair: Matt Ball, M.V. Ball Technical Consulting, Inc.

The IEEE Key Management Summit brings together the top companies that develop cryptographic key management for storage devices with the standards organizations that make interoperability possible and the customers that rely on key management to secure their encrypted data.

With recent legislation, such as California's SB 1386 or Sarbanes-Oxley, companies now have to publicly disclose when they lose unencrypted personal data.  To meet this new need for encryption, many companies have developed solutions that encrypt data on hard disks and tape cartridges.  The problem is that these data storage vendors need a solution for managing the cryptographic keys that protect the encrypted data.

This summit aims to provide clarity to the key management by showing how existing products and standards organizations address the problem of interoperability and security.

KMS 2008 is co-located with the IEEE Mass Storage and Systems Technologies conference (MSST) in Baltimore, Maryland on September 23-24, 2008.

Deadline for submitting speaking proposals is May 30th, 2008.

KMS 2008 was co-located with the IEEE Mass Storage and Systems Technologies conference (MSST) in Baltimore, Maryland on September 23-24, 2008.

The Key Management Summit focuses more on the technical issues of key management, and is more suitable to those with a technical background.
Prime candidates include:

• Chief Technical Officers (CTO)
• Chief Security Officers (CSO)
• Technical Advisors
• Security Consultants
• Security Engineers
• Standards Developers

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Tuesday Schedule

 

8:00 am - 9:00 Breakfast and Registration

• Welcome from the chair
• (Proposal) NIST key management standards
• (Proposal) NSA
• (Proposal) Key Management using IEEE P1619.3
• (Proposal) Key Management using OASIS EKMI's SKSML
• (Proposal) Key Management using IETF KEYPROV
• RSA Security - Key Management using ANS X9

5:00 pm - 7:00 pm Dinner

7:00 pm - 10:00 pm Social hour

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Lodging and Travel

KMS 2008 will be held at the Sheraton Inner Harbor hotel Baltimore, Maryland, USA

Please see the MSST 2008 site for the latest information on booking hotel rooms and registration.

Rooms will cost $219 per night at the group rate, which is a significant discount from the normal rate.

The hotel management has informed us that a major convention for the cleaning supplies industry is underway during our summit. So don't be surprised to see the colorful displays of janitorial products or be alarmed if a wholesale trash bags salesperson strikes up a conversation with you. You are likely to discover some of the best cleaning product deals while staying here. And it turns out that there actually is an interesting correlation between our security interests and the cleaning products world - the most secure locations are often the cleanest!

 

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2013 Second Iteration of the Domain

Testimonial
"Key Management Summit consistently delivers meaningful workshops to companies, and didn’t disappoint with leadership trainings."
-Cameron A. Caple

 

STRATEGIES

Management Strategies – Tips for a Well Managed Company

by Admin • April 12, 2013 

The most important thing in the overall management of the organization is to clearly understand what management is all about. If the leadership of the organization only administers the official work processes and keep up maintaining a record, that is nothing but a clerical job only or you can say to a large extent that it is a job an admin officer. Contrary to this, what an ideal management expert (not necessarily in academics, he can be professionally experienced manager) thinks of organizational management is totally different.

An organization is an entity that works in the pursuit of some goals, specified by relevant stakeholders, primarily management. Hence, the concept of organizational management becomes pretty clearer to us and we can define it as a process of defining and specifying shared objectives and developing a plan of action to achieve those ones. This is the simplest possible definition of organizational management. Having said that, now we move towards how to manage an organization to achieve its objectives in a coherent manner?

Remember, organizational goals are specified by one or a limited number of individuals, but their achievement requires involvement of the whole system, resources and human beings. Hence, an effective management strategy would be the one, which helps the organization build up a comprehensive plan of action to achieve its goals by utilizing the available resources in the best possible manner.

There are two very important ideas about achievement of the goals, particularly the organizational goals. The first one is acquiring the latest, trendy and up-to-date resources necessary to execute the plan of actions and carrying out the jobs. However, the second one, which is overruled and overlooked most of the time, is, to utilize the already available resources within the organization and its system. This is comparatively cheaper but quicker and more efficient way of organizational development and management.

In short, always bear in mind that the management of the company is nothing but the management of its resources, infrastructure and people. The concept of effective management revolves around financial and people management and those individual, CEOs, leaders and organizations that are the best in managing these two, will lead the market undoubtedly. In order to become a successful organizational manager, you need to find out the best of the talent for your system as well as train the existing staff members.

The idea of a successful organization is not restricted to the one that announces profits at the end of a financial year. Indeed, the organizations that keep their relevant stakeholders satisfied (not happy) are the ones that are ideally best companies in every respect. Managing financial, capital, infrastructure and human resources in alignment with the shared goals is indeed the key to success in short, medium and long-term.

 

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METHODOLOGIES

Change Management Methodologies – The 7 Key Steps in How to Manage Change Successfully

by Admin • April 9, 2013 

Change management methodologies are all about process and people – ultimately it’s all about people and processes that work for people.

So, to be blunt – of all the current change management methods, theories and ideas, knowing how to create a step change initiative that addresses this and that actually delivers the benefits – is the only thing in town that really matters…

What are the practical approaches to implementing change that deliver results and reap the benefits?

So, in order to be able to do this, it needs to:

- Be holistic and take a wide perspective.
- Focus you on addressing issues and aspects that otherwise get overlooked.
- [Most importantly] address the people impacts and issues arising as a direct and indirect result of your change initiative.

In considering any step change initiative – in any organisation, in any sector and any location, we need to be asking and seeking answers to these simple questions:

- How am I going to manage all this so that it happens and I succeed?

- How’s it going to be different when I’ve made the change?

- Why am I doing this – how’s it going to benefit me?

- How will I know it’s benefited me?

- Who’s it going to affect and how will they react?

- What can I do to get them “on side”?

- What steps do I have to take to make the changes and get the benefit?

- What are the risks and issues that I’ll have to face?

It is interesting to see that the concept of an emotional journey through a recognisable path of reactions and responses has been recognised and factored in to all modern models of how to manage change. So clearly, taking into account the psychological impacts of change and management of the transitions is key to successfully managing a step change.

And this can only be consistently achieved by addressing all of the key factors that will make it possible. In my view the programme management based model addresses all of these critical areas by focusing on a holistic approach that takes full account of these people issues.

The programme processes of establishing a blueprint of the changed organisation, with clearly defined benefits of change, and thorough attention to the stakeholder mapping and analysis will facilitate the creation of detailed communication strategy that addresses key stakeholder concerns.

Here are the key components of a programme-based approach to leading a step change – as they naturally arise from the answers to the original basic questions that any step change initiative needs to address:

(1) Programme organisation structure – “How am I going to manage [or lead!] all this so that it happens and I succeed?”

(2) Blueprint – “Why am I doing this – how’s it going to be different?”

(3) Benefit profile & management – “How will I know it’s benefited me?”

(4) Stakeholder map – “Who’s it going to affect and how will they react?”

(5) Communications strategy – “What can I do to get them ‘on side’?”

(6) Programme plan and project portfolio – “What steps do I have to take to make the changes and get the benefit of this change?”

(7) Risk log and risk management – “What could go wrong – what are the risks and issues I’ll have to face?”

 

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PLANNING

Organizational Management – Organizational Planning

by Admin • April 7, 2013 

In this installment of our guide to organizational management we look at organizational planning…

There is no substitute for proper planning within an organization. The initial plan will generally be a broad organization-wide plan that sets out high-level goals. These can then be made more specific to address different levels of the organization in order to provide clear expectations for each department and employee.

The top management layer of a company must assess the current status of the entity, as well as where the company needs to be. It needs to look at things such as what level of growth, programs, and work will be required to achieve the desired status, and should set out a realistic time frame for doing so, whether it is six months, one or five years, or some other time measurement.

Each division within an organization (e.g. sales, finance, human resources, etc.) is then looked at separately and split into sub-divisions if appropriate (e.g. international sales, payroll, recruitment, etc.). Clear goals are set for each, based on past performance, natural growth, external trends, and comparisons with other, similar organizations. For example, Increase sales by 15%, Reduce 4th quarter costs, Improve employee retention, etc.

After goals have been decided on, the tasks that need to be done to achieve those goals are set, along with the order in which theyll be carried out, and a schedule for when they need to be started on and completed by. Departments, teams or people are then assigned the tasks and made responsible for their completion, dates are set for review, and performance management procedures and put in place.

Done thoroughly, this should result in each member of an organization essentially having a to-do list that represents their needed contributions (directly and indirectly) to the organizations objectives. The goal being to make sure everyone has enough responsibility to challenge them, without so much work that they’ll feel overwhelmed and become demoralized. Its not a guarantee of success, but it reduces the odds of failure.

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