Planning for Security

Lecture 5
Learning Objectives

 Upon completion of this material, you should be able to:

 Define management’s role in the development, maintenance, and enforcement of information
security policy, standards, practices, procedures, and guidelines
 Describe what an information security blueprint is, identify its major components, and explain
how it supports the information security program
 Discuss how an organization institutionalizes its policies, standards, and practices using
education, training, and awareness programs
 Explain what contingency planning is and how it relates to incident response planning, disaster
recovery planning, and business continuity plans

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Introduction

 Creation of information security program begins with creation and/or review of an

organization’s information security policies, standards, and practices
 Then, selection or creation of information security architecture and the development and
use of a detailed information security blueprint creates a plan for future success
 Without policy, blueprints, and planning, an organization is unable to meet information
security needs of various communities of interest

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Information Security Planning and Governance

 Planning levels (strategic plan tactical objective. achievable, measurable and

time-bound)
 Planning and the CISO (to create strategic plane to achieve the objectives)
 Information Security Governance
 Governance:
 Set of responsibilities and practices exercised by the board and executive management
 Goal to provide strategic direction, ensuring that objectives are achieved
 Ascertaining that risks are managed appropriately and verifying that the enterprise’s resources are used
responsibly
 Describe the entire process of governing or controlling

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Information Security Planning and Governance
(cont’d.)
 Information Security Governance outcomes
 Five goals
 Strategic alignment: (with business strategy)
 Risk management: (executing appropriate measure)
 Resource management: (utilizing resources)
 Performance measures: (measuring, monitoring and reporting)
 Value delivery: (optimizing investments)

 Governance framework
 Defines the responsibility for:
 The board
 Executives, i.e. CEO
 Executive team member
 Senior managers
 All employees and users

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Information Security Policy, Standards,
and Practices
 Communities of interest must consider policies as the basis for all information security
efforts
 Planning, design and deployment
 Policies direct how issues should be addressed and technologies used
 Policies do not specify the proper operation of equipment or software (it is in the standard,
procedure and practices of user’s manuals)
 Policies should never contradict law
 Security policies are the least expensive controls to execute but most difficult to implement
properly
 Shaping policy is difficult (Never conflict of law, stand up in court, fine for publish
and documentation)

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Information Security Policy, Standards,
and Practices (cont’d.)
 Definitions:
 Policy: course of action used by organization to convey instructions from management to those
who perform duties
 Policies are organizational laws (for acceptable and not acceptable, what is right and wrong
 Penalties for violation, and appeal process

 Standards: more detailed statements of what must be done to comply with policy
 Procedure: a detail, in-depth, step-by-step document that details exactly what is to be done
 Guidelines: a course of action to points in a policy or procedure
 Practices, procedures, and guidelines effectively explain how to comply with policy

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8 Information Security Policy, Standards,
and Practices (cont’d.)
 Definitions:
 For a policy to be effective, it must be properly published, read, understood, and agreed to by all members of
organization and uniformly enforced
 Policy support the mission, vision and strategic plan
 Mission: is a statement of an organization’s purpose
 Vision: is a statement of an organization goals after years
 Strategic plan: is the process of moving the organization to the vision.
 Information security policy: is the rules for the protection of the information assets
 NIST (SP 800-14) specify three types of policies
 Enterprise information security policies
 Issue-specific security policies
 Systems-specific policies
9 Information Security Policy, Standards,
and Practices (cont’d.)
 Policies to be effective and legal enforceable, it must be:
 Disseminated (distributed), available to review by employee
 Review, intelligible form (right language) with versions
 Comprehension, employees understood the requirements
 Compliance, each employee should read and agree to comply with the policies
 Uniform enforcement, consistent enforcement regardless of employee status or assignment
Information Security Policy, Standards,
and Practices (cont’d.)

Figure 5-1 Policies, Standards, and Practices

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Enterprise Information Security Policy (EISP)

 Sets strategic direction, scope, and tone for all security efforts within the organization
 Executive-level document, usually drafted by C-level
 After developing EISP, CISO forms the security team
 EISP elements
 An overview of the corporate philosophy on security
 Structure of the information security organization and individuals
 Articulate responsibilities for security that are shared by all
 Articulate responsibilities for security that are unique to a role

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Issue-Specific Security Policy (ISSP)

 The ISSP (based on various technology and processes):

 Addresses specific areas of technology
 Requires frequent updates
 Contains statement on organization’s position on
specific issue
 Components of the policy
 Statement of Policy
 Authorized Access and Usage of Equipment
 Prohibited Use of Equipment
 Systems Management
 Violations of Policy
 Policy Review and Modification
 Limitations of Liability

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Systems-Specific Policy (SysSP)

 SysSPs often function as standards or procedures used when configuring or maintaining

systems
 Systems-specific policies fall into two groups
 Managerial guidance
 Technical specifications

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Policy Management

 Policies shall be reviewed

 To remain viable, security policies must have:
 Individual responsible for the policy (policy administrator/owner)
 A schedule of reviews (for currency and accuracy)
 Method for making recommendations for reviews (anonymously comments)
 Specific policy issuance and revision date
 Automated policy management, e.g. workflow of the process and approval

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 The Information Security Blueprint
 Basis for design, selection, and implementation of all security program elements
 More detailed version of security framework (outline of overall information security
strategy for organization)
 Should specify tasks to be accomplished and the order in which they are to be realized
 Should also serve as scalable, upgradeable, and comprehensive plan for information
security needs for coming years
 Security methodology can adapt or adopt a published model or framework:
 ISO 27000
 NIST

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The ISO 27000 Series

 One of the most widely referenced and often discussed security models
 Framework for information security that states organizational security policy is needed to
provide management direction and support
 Purpose is to give recommendations for information security management
 Provides a common basis for developing organizational security
 Specifies 114 controls in 14 groups

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 Table 5-4 The ISO/IEC 27001: 2005 Plan-Do-
Check-Act Cycle
Plan Do
1 Define the scope of the ISMS 9 Formulate a risk treatment plan
2 Define an ISMS policy Implement the risk treatment
Define the approach to risk 10 plan
3
assessment 11 Implement controls
4 Identify the risks Implement training and
12 awareness programs
5 Assess the risks
Identify and evaluate options for 13 Manage operations
6
the treatment of risk 14 Manage resources
7 Select control objectives and Implement procedures to detect
controls 15 and respond to security incidents
8 Prepare a statement of
applicability (SOA)

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 Table 5-4 (continued)
Check Act
15 Execute monitoring procedures Implement identified
Undertake regular reviews of 21 improvements
16 ISMS effectiveness Take corrective or preventive
Review the level of residual and 22 action
17 acceptable risk 23 Apply lessons learned
18 Conduct internal ISMS audits Communicate results to
Undertake regular management 24 interested parties
19 review of the ISMS Ensure improvements achieve
Record actions and events that 25 objectives
20 impact an ISMS

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The ISO 27000 Series (cont’d.)

Figure 5-6 BS7799:2 Major Process Steps

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The ISO 27000 Series (cont’d.)

Table 5-5 ISO 27000 Series Current and Planned Standards

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NIST Security Models

 Documents available from Computer Security Resource Center of NIST

 SP 800-12, The Computer Security Handbook
 SP 800-14, Generally Accepted Principles and Practices for Securing IT Systems
 SP 800-18, The Guide for Developing Security Plans for IT Systems
 SP 800-26, Security Self-Assessment Guide for Information Technology Systems
 SP 800-30, Risk Management Guide for Information Technology Systems

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 NIST Special Publication 800-14
“Generally accepted principles and practices for securing information technology”
 Security supports mission of organization; is an integral
element of sound management
 Security should be cost effective; owners have security
responsibilities outside their own organizations
 Security responsibilities and accountability should be made
explicit; security requires a comprehensive and integrated
approach
 Security should be periodically reassessed; security is
constrained by societal factors
 33 principles for securing systems

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Baselining and Best Business Practices

 Baselining and best practices are solid methods for collecting security practices, but
provide less detail than a complete methodology
 Possible to gain information by baselining and using best practices and thus work
backwards to an effective design
 The Federal Agency Security Practices (FASP) site (http://csrc.nist.gov/groups/SMA/fasp)
is designed to provide best practices for public agencies and is adapted easily to private
institutions

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Design of Security Architecture

 Spheres of security: foundation of the security framework

 Levels of controls
 Management controls cover security processes designed by strategic planners and performed by
security administration
 E.g. set the direction and the scope of the security

 Operational controls deal with operational functionality of security in organization

 E.g. DR, IRP

 Technical controls address tactical and technical implementations related to designing and
implementing security in organization
 E.g ACL, Identification, AAA, crypto

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Figure 5-8 Spheres of Security

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Design of Security Architecture (cont’d.)

 Defense in depth
 Implementation of security in layers
 Requires that organization establish sufficient security controls and safeguards so that an intruder
faces multiple layers of controls
 Security perimeter
 Point at which an organization’s security protection ends and outside world begins
 Does not apply to internal attacks from employee threats or on-site physical threats
 Between domains and areas in-side the organization

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Design of Security Architecture (cont’d.)

 Firewall: device that selectively discriminates against information flowing into or out of
organization
 DMZs: no-man’s-land between inside and outside networks where some place Web servers
 Proxy servers: performs actions on behalf of another system
 Intrusion detection systems (IDSs): in effort to detect unauthorized activity within inner
network, or on individual machines, organization can implement an IDPS (detection and
prevention) IDPS
 Host-based and network-based

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Figure 5-9 Defense in Depth

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Figure 5-10 Security Perimeters
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Figure 5-11 Firewalls, Proxy Servers, and DMZs
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Security Education, Training, and Awareness
Program
 As soon as general security policy exists, policies to implement security education,
training, and awareness (SETA) program should follow
 Responsibility of CISO
 SETA is a control measure designed to reduce accidental security breaches
 Security education and training builds on the general knowledge the employees must
possess to do their jobs, familiarizing them with the way to do their jobs securely
(minimum security requirements to deal with)

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Security Education

 Everyone in an organization needs to be trained and aware of information security; not

every member needs formal degree or certificate in information security
 When formal education for individuals in security is needed, an employee can identify
curriculum available from local institutions of higher learning or continuing education
 A number of universities have formal coursework in information security

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Security Training

 Involves providing members of organization with detailed information and hands-on

instruction designed to prepare them to perform their duties securely
 Management of information security can develop customized in-house training or
outsource the training program
 Alternatives to formal training include conferences and programs offered through
professional organizations

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Security Awareness

 One of least frequently implemented but most beneficial programs is the security
awareness program
 Designed to keep information security at the forefront of users’ minds
 Not to be complicated or expensive
 If the program is not actively implemented, employees may neglect security maters and the
risk is likely to increase.

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35

Continuity Strategies
 Continuity Strategies
 Incident response plans (IRPs); disaster recovery plans (DRPs); business
continuity plans (BCPs)
 Primary functions of above plans
 IRP focuses on immediate response; if attack escalates or is disastrous, process changes
to disaster recovery and BCP
 DRP typically focuses on restoring systems after disasters occur (natural or man-
made), as such, is closely associated with BCP
 BC ensure that critical business functions continue
 BCP occurs concurrently with DRP when damage is major or long term, requiring more
than simple restoration of information and information resources

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Figure 5-14 Components of Contingency Planning

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 Continuity Strategies (cont’d.)
 Before planning can actually begin, a team has to plan the effort and prepare
resulting documents
 Champion: high-level manager to support, promote, and endorse findings of
project (CEO)
 Project manager: leads project and makes sure sound project planning process is
used, a complete and useful project plan is developed, and project resources are
prudently managed (CISO or GM)
 Team members: should be managers, or their representatives, from various
communities of interest: business, IT, and information security

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Continuity Strategies (cont’d.)

Figure 5-15 Contingency Planning Timeline

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Continuity Strategies (cont’d.)

Figure 5-16 Major Steps in Contingency Planning

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 Business Impact Analysis (BIA)
 Investigation and assessment of the impact that various attacks can have on the
organization
 Assumes security controls have been bypassed, have failed, or have proven
ineffective, and attack has succeeded
 Stages of BIA
 Threat attack identification and prioritization
 Business unit analysis
 Attack success scenario development
 Potential damage assessment
 Subordinate plan classification

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 Incident Response Planning
 Incident response planning covers identification of, classification of, and response to an
incident
 Attacks classified as incidents if they:
 Are directed against information assets
 Have a realistic chance of success
 Could threaten confidentiality, integrity, or availability of information resources
 Incident response (IR) is more reactive than proactive, with the exception of planning
that must occur to prepare IR teams to be ready to react to an incident

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Incident Response Planning (cont’d.)

Incident Planning
 Is the first step in overall process of incident response planning
 Predefined responses enable organization to react quickly and effectively to detected incident if:
 Organization has IR team
 Organization can detect incident

 IR team consists of individuals needed to handle systems as incident takes place

 Planners should develop guidelines for reacting to and recovering from incident

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Incident Response Planning (cont’d.)

 6 Steps for Incident Response Planning (has IR team and detect incident)
 Incident response plan –preparation- (format and content, storage and Testing)
 Incident detection (Incident indicators)
 Incident reaction (Notify of key personnel and Document incident)
 Incident containment strategies (stop incident and recover control)
 Investigation
 Eradication
 Incident recovery (repairs
vulnerabilities, addresses any shortcomings in safeguards, and
restores data and services of the systems)
 Damage assessment (logs and carefully collecting evidence)
 Lessons Learned

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 Incident Response Planning (cont’d.)
 Incident response plan
 Format and content (to support quick and easy action)
 Storage (sensitive to be protected and available when it is needed)
 Testing (key factor to be effective plan)
 Checklist (checklist of correct and incorrect)
 Structured walk-through (each one practices his/her steps)
 Simulation (simulates performance of each task)
 Parallel (act if an actual incident occurs)
 Full interruption (comprehensive and realistic test)

 Incident detection
 Most common occurrence is complaint about technology support, often
delivered to help desk
 Careful training needed to quickly identify and classify an incident
 Once attack is properly identified, organization can respond
 Incident indicators 45
Incident Response Planning (cont’d.)

 Incident reaction
 Consists of actions that guide organization to stop incident, mitigate the impact of incident, and
provide information for recovery from incident
 Actions that must occur quickly:
 Notification of key personnel
 Documentation of incident

 Incident containment strategies

 First the areas affected must be determined
 Organization can stop incident and attempt to recover control through a number or strategies
 Investigation
 Eradication

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Incident Response Planning (cont’d.)

 Incident recovery
 Once incident has been contained and control of systems regained, the next stage is recovery
 First task is to identify human resources needed and launch them into action
 Full extent of the damage must be assessed
 Organization repairs vulnerabilities, addresses any shortcomings in safeguards, and restores data
and services of the systems

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Incident Response Planning (cont’d.)

 Damage assessment
 Several sources of information on damage, including system logs; intrusion detection logs;
configuration logs and documents; documentation from incident response; and results of detailed
assessment of systems and data storage
 Computer evidence must be carefully collected, documented, and maintained to be acceptable in
formal or informal proceedings
 Individuals who assess damage need special training

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Incident Response Planning (cont’d.)

 Automated response
 New systems can respond to incident threat autonomously
 Downsides of current automated response systems may outweigh benefits
 Legal liabilities of a counterattack
 Ethical issues

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Disaster Recovery Planning

 Disaster recovery planning (DRP) is planning the preparation for and recovery from a
disaster
 The contingency planning team must decide which actions constitute disasters and which
constitute incidents
 When situations classified as disasters, plans change as to how to respond; take action to
secure most valuable assets to preserve value for the longer term
 DRP struggles to re-establish operations at the primary site
 Specifies roles and responsibilities

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Business Continuity Planning

 Outlines re-establishment of critical business operations during a disaster that impacts

operations
 If disaster has caused the business unusable for continued operations, there must be a plan
to allow business to continue functioning
 Development of BCP is somewhat simpler than IRP or DRP
 Consists primarily of selecting a continuity strategy and integrating off-site data storage and
recovery functions into this strategy

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Business Continuity Planning (cont’d.)

 Continuity strategies
 There are a number of strategies for planning for business continuity
 Determining factor in selecting between options is usually cost
 Dedicated recovery site options
 Always-on – identical with the primary site (0 outage)
 Hot sites – fully operational sites (work in minutes)
 Warm sites – fully operational hardware but software may not be present (works in hours or days)
 Cold sites – basic services and facilities (empty room with air conditioning and electricity)
 Mobile site – movable site (could be always-on, hot, warm or cold)

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Crisis Management

 Actions taken during and after a disaster that focus on people involved and address
viability (ability to live) of business
 What may truly distinguish an incident from a disaster are the actions of the response
teams
 Disaster recovery personnel must know their roles without any supporting documentation
 Preparation
 Training
 Rehearsal (a session of exercise or practice)

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Crisis Management (cont’d.)

 Crisis management team is responsible for managing event from an enterprise perspective
and covers:
 Supporting personnel and families during crisis
 Determining impact on normal business operations and, if necessary, making disaster declaration
 Keeping the public informed
 Communicating with major customers, suppliers, partners, regulatory agencies, industry
organizations, the media, and other interested parties

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Model for a Consolidated Contingency Plan

 Single document set approach supports concise planning and encourages smaller
organizations to develop, test, and use IR and DR plans
 Model is based on analyses of disaster recovery and incident response plans of dozens of
organizations
 The planning document
 Six steps in contingency planning process
 Identifying mission- or business-critical functions
 Identifying resources that support critical functions
 Anticipating potential contingencies or disasters
 Selecting contingency planning strategies
 Implementing contingency strategies
 Testing and revising strategy

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Law Enforcement Involvement

 When incident at hand constitutes a violation of law, organization may determine involving
law enforcement is necessary
 Questions:
 When should law enforcement involved?
 What level of law enforcement agency should be involved?
 What happens when law enforcement agency is involved?
 Some questions are best answered by the legal department

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57

Questions

if you have any question don't

hesitate to ask