- HP’s IoT Security Research (PDF) — 70% of devices use unencrypted network services, 90% of devices collected at least one piece of personal information, 60% of those that have UIs are vulnerable to things like XSS, 60% didn’t use encryption when downloading software updates, …
- USB Security Flawed From Foundation (Wired) — The element of Nohl and Lell’s research that elevates it above the average theoretical threat is the notion that the infection can travel both from computer to USB and vice versa. Any time a USB stick is plugged into a computer, its firmware could be reprogrammed by malware on that PC, with no easy way for the USB device’s owner to detect it. And likewise, any USB device could silently infect a user’s computer. “It goes both ways,” Nohl says. “Nobody can trust anybody.” [...] “In this new way of thinking, you can’t trust a USB just because its storage doesn’t contain a virus. Trust must come from the fact that no one malicious has ever touched it,” says Nohl. “You have to consider a USB infected and throw it away as soon as it touches a non-trusted computer. And that’s incompatible with how we use USB devices right now.”
- AdBlock vs AdBlock Plus — short answer: the genuinely open source AdBlock Plus, because AdBlock resiled from being open source, phones home, has misleading changelog entries, …. No longer trustworthy.
ENTRIES TAGGED "open source"
From tiny satellites to young programmers to reasoned paranoia, here are key talks from OSCON 2014.
Experts and advocates from across the open source world assembled in Portland, Ore. this week for OSCON 2014. Below you’ll find a handful of keynotes and interviews from the event that we found particularly notable.
How tiny satellites and fresh imagery can help humanity
Will Marshall of Planet Labs outlines a vision for using small satellites to provide daily images of the Earth.
Can education and peer review keep a huge open source project on track?
When does a software project grow to the point where one must explicitly think about governance? The term “governance” is stiff and gawky, but doing it well can carry a project through many a storm. Over the past couple years, the crucial OpenStack project has struggled with governance at least as much as with the technical and organizational issues of coordinating inputs from thousands of individuals and many companies.
A major milestone was the creation of the OpenStack Foundation, which I reported on in 2011. This event successfully started the participants’ engagement with the governance question, but it by no means resolved it. This past Monday, I attended some of the Open Cloud Day at O’Reilly’s Open Source convention, and talked to a lot of people working for or alongside the OpenStack Foundation about getting contributors to work together successfully in an open community. Read more…
PayPal has gone through a cultural transformation with radical transparency as a cornerstone of the plan.
Three years ago, PayPal was growing exponentially, staying profitable and was considered the most successful online payments company in the world. This should have been the recipe of a company that was attracting top talent across the globe, and keeping their core engineers happy, thriving, and innovative. But, at the time, the PayPal engineering team wasn’t where they needed to be to stay ahead of the curve — they didn’t have the process, the tools, or the resources to extend their talent and stay engaged in creating amazing products and services.
Leadership had encouraged the formation of engineering silos to “concentrate expertise,” but this made it incredibly challenging to get things done. At the same time, popular services such as Google and Amazon were raising the bar for everybody. All businesses — not just software-focused businesses — needed to have websites (and mobile apps) that were snazzy and responsive in addition to being reliable. PayPal engineering needed to push the proverbial envelope to stay competitive in a fierce and unrelenting industry landscape.
For PayPal, the transformation started at the edge of the stack. The Kraken project, which was started by an internal team to support a new checkout system, proved that an open source platform could reduce time to market and still perform at scale. This was achieved largely in spite of the silo culture that ran rampant and tended to restrict innovation and creativity. Support from senior management and perception of less risk at the edge of the stack helped the project and ultimately unleashed a gold rush of interest in repeating the win with releases of internally developed improvements to other open source projects. When I came into PayPal, I received an avalanche of mail from teams who wanted to “open source something.”