DEVELOPING THE SECURITY PROGRAM

Transcription

1 SECURITY MANAGEMENT CHAPTER 5 DEVELOPING THE SECURITY PROGRAM We trained hard but every time we formed up teams we would be reorganiz I was to learn that we meet any new situation by reorganizing. And a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.

2 Objectives Chapter 5 Upon completion of this material you should be able to: Explain the organizational approaches to information security List and describe the functional components of an information security program Determine how to plan and staff an organization s information security program based on its size Evaluate the internal and external factors that influence the activities and organization of an information security program

3 Objectives (cont d.) Upon completion of this material you should be able to: (cont d.) List and describe the typical job titles and functions performed in the information security program Describe the components of a security education, training, and awareness program and explain how organizations create and manage these programs

4 Introduction Some organizations use security program to describe the entire set of personnel, plans, policies, and initiatives related to information security The term information security program is used here to describe the structure and organization of the effort that contains risks to the information assets of the organization

5 Organizing for Security Characteristics involved in structuring an information security program 1) Organizational culture 2) Size 3) Security personnel budget 4) Security capital budget As organizations increase in size: Their security departments are not keeping up with increasingly complex organizational infrastructures

6 Organizing for Security (cont d.) Information security departments tend to form internal groups To meet long-term challenges and handle day-today security operations Functions are likely to be split into groups Smaller organizations typically create fewer groups Perhaps having only one general group of specialists

7 Organizing for Security (cont d.) Very large organizations More than 10,000 computers Security budgets often grow faster than IT budgets Even with a large budgets, the average amount spent on security per user is still smaller than any other type of organization Small organizations spend more than $5,000 per user on security; very large organizations spend about 1/18th of that, roughly $300 per user

8 Organizing for Security (cont d.) Very large organizations (cont d.) Does a better job in the policy and resource management areas Only 1/3 of organizations handled incidents according to an IR plan Large organizations Have 1,000 to 10,000 computers Security approach has often matured, integrating planning and policy into the organization s culture

9 Organizing for Security (cont d.) Large organizations (cont d.) Do not always put large amounts of resources into security Considering the vast numbers of computers and users often involved They tend to spend proportionally less on security

10 Security in Large Organizations One approach separates functions into four areas: Functions performed by non-technology business units outside of IT Functions performed by IT groups outside of information security area Functions performed within information security department as customer service Functions performed within the information security department as compliance

11 Security in Large Organizations The CISO has responsibility for information security functions Should be adequately performed somewhere within the organization The deployment of full-time security personnel depends on: Sensitivity of the information to be protected Industry regulations General profitability (cont d.)

12 Security in Large Organizations (cont d.) The more money the company can dedicate to its personnel budget The more likely it is to maintain a large information security staff

13 Security in Large Organizations (cont d.) Figure 5-1 Example of information security staffing in a large organization Source: Course Technology/Cengage Learning

14 Security in Large Organizations (cont d.) Figure 5-2 Example of information security staffing in a very large organization Source: Course Technology/Cengage Learning

15 Security in Medium-Sized Organizations Medium-sized organizations Have between 100 and 1000 computers Have a smaller total budget Have same sized security staff as the small organization, but a larger need Must rely on help from IT staff for plans and practices Ability to set policy, handle incidents, and effectively allocate resources is worse than any other size

16 Security in Medium-Sized Organizations (cont d.) Medium-sized organizations (cont d.) May be large enough to implement a multi-tiered approach to security With fewer dedicated groups and more functions assigned to each group Tend to ignore some security functions

17 Security in Medium-Sized Organizations (cont d.) Figure 5-3 Example of information security staffing in a medium-sized organization Source: Course Technology/Cengage Learning

18 Security in Small Organizations Small organizations Have between 10 and 100 computers Have a simple, centralized IT organizational model Spend disproportionately more on security Information security is often the responsibility of a single security administrator Have little in the way of formal policy, planning, or security measures

19 Security in Small Organizations (cont d.) Small organizations (cont d.) Commonly outsource their Web presence or electronic commerce operations Security training and awareness is commonly conducted on a 1-on-1 basis Policies (when they exist) are often issue-specific Formal planning is often part of IT planning Threats from insiders are less likely Every employee knows every other employee

20 Security in Small Organizations (cont d.) Figure 5-4 Example of information security staffing in a smaller organization Source: Course Technology/Cengage Learning

21 Placing Information Security Within An Organization In large organizations InfoSec is often located within the information technology department Headed by the CISO who reports directly to the top computing executive, or CIO An InfoSec program is sometimes at odds with the goals and objectives of the IT department as a whole

22 Placing Information Security Within An Organization (cont d) Because the goals and objectives of the CIO and the CISO may come in conflict It is not difficult to understand the current movement to separate information security from the IT division The challenge is to design a reporting structure for the InfoSec program that balances the needs of each of the communities of interest

23 Placing Information Security Within An Organization (cont d) Figure 5-5 Wood s Option 1: Information security reports to information technology dept Source: From Information Security Roles and Responsibilities Made Easy, used with permission.

24 Placing Information Security Within An Organization (cont d) Figure 5-6 Wood s Option 2: Information security reports to broadly defined security dept Source: From Information Security Roles and Responsibilities Made Easy, used with permission.

25 Placing Information Security Within An Organization (cont d) Figure 5-7 Wood s Option 3: Information security reports to administrative services dept Source: From Information Security Roles and Responsibilities Made Easy, used with permission.

26 Placing Information Security Within An Organization (cont d) Figure 5-8 Wood s Option 4: Information security reports to insurance and risk management department Source: From Information Security Roles and Responsibilities Made Easy, used with permission.

27 Placing Information Security Within An Organization (cont d) Figure 5-9 Wood s Option 5: Information security reports to strategy and planning dept. Source: From Information Security Roles and Responsibilities Made Easy, used with permission.

28 Placing Information Security Within An Organization (cont d) Other options Option 6: Legal Option 7: Internal audit Option 8: Help desk Option 9: Accounting and finance through IT Option 10: Human resources Option 11: Facilities management Option 12: Operations

29 Components of the Security Program Organization s information security needs Unique to the culture, size, and budget of the organization Determining what level the information security program operates on depends on the organization s strategic plan Also the plan s vision and mission statements The CIO and CISO should use these two documents to formulate the mission statement for the information security program

30 Information Security Roles and Titles Types of information security positions Those that define Provide the policies, guidelines, and standards Do the consulting and the risk assessment Develop the product and technical architectures Senior people with a lot of broad knowledge, but often not a lot of depth Those that build The real techies who create and install security solutions

31 Information Security Roles and Titles (cont d.) Types of information security positions (cont d.) Those that administer Operate and administer the security tools and the security monitoring function Continuously improve the processes A typical organization has a number of individuals with information security responsibilities

32 Information Security Roles and While the titles used may be different, most of the job functions fit into one of the following: Chief Information Security Officer (CISO) or Chief Security Officer (CSO) Security managers Security administrators and analysts Security technicians Security staff Titles (cont d.)

33 Information Security Roles and Titles (cont d.) Figure 5-10 Information security roles Source: Course Technology/Cengage Learning

34 Help Desk Personnel Help desk An important part of the information security team Enhances the security team s ability to identify potential problems When a user calls the help desk with a complaint, the user s problem may turn out to be related to a bigger problem, such as a hacker, denial-of-service attack, or a virus

35 Help Desk Personnel (cont d.) Help desk (cont d.) Because help desk technicians perform a specialized role in information security, they have a need for specialized training

36 Implementing Security Education, Training, and Awareness Programs (SETA) SETA program Designed to reduce accidental security breaches Consists of three elements: security education, security training, and security awareness Awareness, training, and education programs offer two major benefits: Improving employee behavior Enabling the organization to hold employees accountable for their actions

37 Implementing SETA Programs (cont d.) Purpose of SETA is to enhance security: By building in-depth knowledge, to design, implement, or operate security programs for organizations and systems By developing skills and knowledge so that computer users can perform their jobs while using IT systems more securely By improving awareness of the need to protect system resources

38 Implementing SETA Programs (cont d.) Table 5-3 Framework of security education, training and awareness Source: National Institute of Standards and Technology. An Introduction to Computer Security: The NIST Handbook. SP

39 a) Security Education Employees within information security may be encouraged to seek a formal education If not prepared by their background or experience A number of institutions of higher learning, including colleges and universities, provide formal coursework in information security

40 Security Education (cont d.) A knowledge map Can help potential students assess information security programs Identifies the skills and knowledge clusters obtained by the program s graduates Creating the map can be difficult because many academics are unaware of the numerous subdisciplines within the field of information security Each of which may have different knowledge requirements

41 Security Education (cont d.) Figure 5-11 Information security knowledge map Source: Course Technology/Cengage Learning

42 Security Education (cont d.) Depth of knowledge Indicated by a level of mastery using an established taxonomy of learning objectives or a simple scale such as understanding accomplishment proficiency mastery. Because many institutions have no frame of reference for which skills and knowledge are required for a particular job area They may refer to the certifications offered in that field

43 Security Education (cont d.) Once the knowledge areas are identified, common knowledge areas are aggregated into teaching domains From which individual courses can be created Course design Should enable a student to obtain the required knowledge and skills upon completion of the program Identify the prerequisite knowledge for each class

44 Security Education (cont d.) Figure 5-12 Technical course progression Source: Course Technology/Cengage Learning

45 b) Security Training Involves providing detailed information and hands-on instruction To develop user skills to perform their duties securely Management can either develop customized training or outsource

46 Security Training (cont d.) Customizing training for users By functional background General user Managerial user Technical user By skill level Novice Intermediate Advanced

47 Training Techniques Using the wrong method Can hinder the transfer of knowledge Leading to unnecessary expense and frustrated, poorly trained employees Good training programs Take advantage of the latest learning technologies and best practices

48 Training Techniques (cont d.) Recent developments Less use of centralized public courses and more on-site training Training is often for one or a few individuals Waiting until there is a large-enough group for a class can cost companies lost productivity Other best practices Increased use of short, task-oriented modules Available during the normal work week

49 Training Techniques (cont d.) Selection of the training delivery method Not always based on the best outcome for the trainee Often overriden by budget, scheduling, and needs of the organization Types of delivery methods One-on-one Formal class Computer-based training (CBT)

50 Training Techniques (cont d.) Types of delivery methods (cont d.) Distance learning/web seminars User support group On-the-job training Self-study (non-computerized)

51 Training Techniques (cont d.) Training methods Use a local training program Use a continuing education department Use another external training agency Hire a professional trainer, a consultant, or someone from an accredited institution to conduct on-site training Organize and conduct training in-house using organization s own employees

52 Implementing Training 7-step methodology generally applies: Step 1: Identify program scope, goals, and objectives Step 2: Identify training staff Step 3: Identify target audiences Step 4: Motivate management and employees Step 5: Administer the program Step 6: Maintain the program Step 7: Evaluate the program

53 c) Security Awareness One of the least frequently implemented, but most effective security methods is the security awareness program Security awareness programs: Set the stage for training by changing organizational attitudes to realize the importance of security and the adverse consequences of its failure Remind users of the procedures to be followed

54 Security Awareness (cont d.) Best practices Focus on people Refrain from using technical jargon Use every available venue Define learning objectives, state them clearly, and provide sufficient detail and coverage Keep things light Don t overload the users Help users understand their roles in InfoSec

55 Security Awareness (cont d.) Best practices (cont d.) Take advantage of in-house communications media Make the awareness program formal Plan and document all actions Provide good information early, rather than perfect information late

56 Security Awareness (cont d.) The ten commandments of information security awareness training Information security is a people, rather than a technical, issue If you want them to understand, speak their language If they cannot see it, they will not learn it Make your point so that you can identify it and so can they. Never lose your sense of humor

57 Security Awareness (cont d.) The ten commandments of information security awareness training (cont d.) Make your point, support it, and conclude it Always let the recipients know how the behavior that you request will affect them Ride the tame horses Formalize your training methodology Always be timely, even if it means slipping schedules to include urgent information

58 Security Awareness (cont d.) Security awareness and security training are designed to modify any employee behavior that endangers the security of the organization s information Security training and awareness activities can be undermined if management does not set a good example

59 Security Awareness (cont d.) Effective training and awareness programs make employees accountable for their actions Dissemination and enforcement of policy become easier when training and awareness programs are in place Demonstrating due care and due diligence can help indemnify the institution against lawsuits

60 Security Awareness (cont d.) Awareness can take on different forms for particular audiences A security awareness program can use many methods to deliver its message Recognize that people tend to practice a tuning out process (acclimation) Awareness techniques should be creative and frequently changed

61 Security Awareness (cont d.) Many security awareness components are available at little or no cost Others can be very expensive Examples of security awareness components Videos Posters and banners Lectures and conferences Computer-based training

62 Security Awareness (cont d.) Examples of security awareness components (cont d.) Newsletters Brochures and flyers Trinkets (coffee cups, pens, pencils, T-shirts) Bulletin boards

63 Security Awareness (cont d.) Security newsletter A cost-effective way to disseminate security information Newsletters can be in the form of hard copy, e- mail, or intranet Topics can include threats to the organization s information assets, schedules for upcoming security classes, and the addition of new security personnel

64 Security Awareness (cont d.) Security newsletter (cont d.) The goal is to keep the idea of information security uppermost in users minds and to stimulate them to care about security Newsletters might include: Summaries of key policies Summaries of key news articles A calendar of security events, including training sessions, presentations, and other activities Announcements relevant to information security How-to s

65 Security Awareness (cont d.) Figure 5-13 SETA awareness components: Newsletters Source: Course Technology/Cengage Learning

66 Security Awareness (cont d.) Security poster series A simple and inexpensive way to keep security on people s minds Professional posters can be quite expensive, so inhouse development may be the best solution Keys to a good poster series: Varying the content and keeping posters updated Keeping them simple, but visually interesting Making the message clear Providing information on reporting violations

67 Security Awareness (cont d.) Figure 5-14 SETA awareness components: Posters Source: Course Technology/Cengage Learning

68 Security Awareness (cont d.) Trinket programs Inexpensive on a per-unit basis They can be expensive to distribute Types of trinkets Pens and pencils, mouse pads Coffee mugs, plastic cups Hats, T-shirts The messages trinket programs impart will be lost unless reinforced by other means

69 Security Awareness (cont d.) Figure 5-15 SETA awareness components: Trinkets Source: Course Technology/Cengage Learning

70 Security Awareness (cont d.) Organizations can establish Web pages or sites dedicated to promoting information security awareness The challenge lies in updating the messages frequently enough to keep them fresh Tips on creating and maintaining an educational Web site See what s already out there Plan ahead

71 Security Awareness (cont d.) Tips on creating and maintaining an educational Web site (cont d.) Keep page loading time to a minimum Seek feedback Assume nothing and check everything Spend time promoting your site

72 Security Awareness (cont d.) Security awareness conference Have a guest speaker or even a mini-conference dedicated to the topic Perhaps in association with the semi-annual National Computer Security Days: October 31 and April 4

73 Summary Introduction Organizing for security Placing information security within an organization Components of the security program Information security roles and titles Implementing security education, training, and awareness programs