Domain 3: Information Security Program Flashcards
(134 cards)
Describe the purpose of the charter
The core of the charter is the scope statement, which defines the security objectives included in the program and the portion of the organization covered by the program. The charter should also address the business purpose of the program, a statement of authority, roles and responsibilities, governance structures, documentation, enforcement mechanisms, and processes for periodic program reviews.
How are metrics used to assess the efficiency and effectiveness of the information security program.
Key performance indicators (KPIs) are metrics that demonstrate the success of the security program in achieving its objectives. KPIs look at historical performance. Key goal indicators (KGIs) measure progress toward defined goals. Key risk indicators (KRIs) try to quantify the security risk facing an organization. KRIs look forward at future potential risks.
Explain how security training and awareness ensures that individuals understand their responsibilities.
Security training programs impart new knowledge to employees and other stakeholders. They should be tailored to meet the specific requirements of an individual’s role in the organization. Security awareness programs seek to remind users of the information they have already learned, keeping their security responsibilities top-of-mind.
Explain how information security must work closely with other business functions.
Security managers should cultivate relationships with other business leaders to ensure that security is well integrated with other business functions. This includes integrating with the human resources function for employee hiring, transfers, and termination. It also includes aligning with procurement and accounting functions for product and service acquisitions. Security leaders should also work carefully with other information technology leaders and the organization’s auditors.
How do you establish a New Program?
New cybersecurity managers in an organization without a mature security function may find themselves developing a program from the ground up. This effort should begin with the development of an information security strategy that identifies appropriate standards, conducts a gap analysis, and understands the threat environment.
With that strategy in hand, managers may begin to outline the set of initiatives required to bring the organization from its current state to the desired state of information security. As they establish the program, they should ensure that its work remains aligned with the information security strategy that guides their effort.
scope statement may be concise, communicating the nature of the program clearly to all employees. For example, a broadly defined security program might use this scope statement:
The information security program is responsible for securing the confidentiality, integrity, and availability of all information stored, processed, or transmitted by the organization in any form: physical or digital.
For example, many universities have associated health systems and those health systems often have separate information security functions. In that situation, the university’s main information security program might have a scope statement that describes this scope limitation:
The information security program is responsible for securing the confidentiality, integrity, and availability of all information stored, processed, or transmitted by the organization in any form: physical or digital. The program does not apply to elements of the University Health System governed by the UHS Cybersecurity Program.
How to developing a program charter?
With a scope statement in hand, information security managers may then begin creating the information security program charter. The charter is the organizing document for the cybersecurity program. Building on the scope, the charter outlines the parameters under which the program will function. Common components of an information security program charter include the following:
A scope statement identifying the scope of the information security program. This is simply reiterating the scope statement created for the program in a location where all interested stakeholders may reference it.
A business purpose clearly linking the information security program objectives to business objectives. For example, the University of Pennsylvania uses this business purpose statement in their Information Security and Privacy Program Charter (www.isc.upenn.edu/information-security-and-privacy-program-charter):
A statement of authority for a program does what?
A statement of authority for the program, normally delegating institutional authority to a specific individual. For example, the charter for the Wayne State University Information Security Program (https://tech.wayne.edu/docs/wsu-security-program-charter.pdf) does this as follows:
The Sr. Director of Information Security under the division of Computing & Information Technology is designated as the Chief Information Security Officer (“Program Officer”) responsible for coordinating and overseeing the Information Security Program.
Role of cybersecurity programs is MAINTAINING BUSINESS ALIGNMENT:
The role of cybersecurity programs is to enable organizations to meet their business objectives while protecting the confidentiality, integrity, and availability of information and systems. To achieve this purpose, cybersecurity managers must have an intimate understanding of the business and work diligently to align security efforts with business needs.
what is required to Maintain an Existing Program
Once an organization has an existing information security program, information security managers must operate and maintain that program. This involves monitoring the program to ensure that it remains in alignment with business objectives and the information security strategy as well as providing regular reporting to stakeholders.
Metrics and Monitoring of a security program are done how?
Organizations evaluate their security programs through the use of metrics that assess the efficiency and effectiveness of critical security controls. Metrics are measurements that provide insight into the health of a security program both at a single point in time and on a long-term basis.
Security programs use three primary types of metrics to demonstrate their effectiveness and the state of the organization’s security controls. These key indicators offer program management and operational metrics that evaluate the effectiveness and efficiency of the information security program
- Key performance indicators (KPIs) are metrics that demonstrate the success of the security program in achieving its objectives. KPIs are mutually agreed-upon measures that evaluate whether a security program is meeting its defined goals. Generally speaking, KPIs are a look back at historical performance, providing a measuring stick to evaluate the past success of the program.
- Key goal indicators (KGIs) are similar to KPIs but measure progress toward defined goals. For example, if an organization has a goal to eliminate all stored Social Security numbers (SSNs), a KGI might track the percentage of SSNs that have been removed.
- Key risk indicators (KRIs) are measures that seek to quantify the security risk facing an organization. KRIs, unlike KPIs and KGIs, are a look forward instead of back. They attempt to show how much risk exists that may jeopardize the future security of the organization.
User Training
Users within your organization should receive regular security training to ensure that they understand the risks associated with your computing environment and their role in minimizing those risks. Strong training programs take advantage of a diversity of training techniques, including the use of computer-based training (CBT).
What is User Training?
Users within your organization should receive regular security training to ensure that they understand the risks associated with your computing environment and their role in minimizing those risks.
What is Role-Based Training?
All users should receive some degree of security education, but organizations should also customize training to meet specific role-based requirements. For example, employees handling credit card information should receive training on PCI DSS requirements. Human resources team members should be trained on handling personally identifiable information. IT staffers need specialized skills to implement security controls. Training should be custom-tailored to an individual’s role in the organization.
There are two important components to your skill set development program?
There are two important components to your skill set development program:
Training programs help employees keep their skills current and develop skills in new areas of cybersecurity. You should allocate a portion of your budget to provide each employee with the training they need to keep their skills sharp and advance in their profession.
Certifications help employees validate their skills and are an important recruiting and retention tool. You recognize that or you wouldn’t be reading a cybersecurity certification book right now! As you develop the skills of your employees, provide them with opportunities to pursue certifications that both interest them and advance the organization’s security objectives.
What is Organizational Budgeting?
A budget is just a financial plan for the team. It outlines how much money is available to you over the course of the year and how you plan to spend that money.
Most organizations go through an annual budget planning cycle where the organization’s leadership decides the following year’s budget a few months before the year begins. This means that you’ll have to work backward and will often find yourself preparing a budget at least six months in advance of it going into effect. Or, looking at it another way, depending on where you are in the budget cycle, it could be up to 18 months until the next time that you receive a budget adjustment. That’s why planning in advance is so important.
There are two major approaches to budgeting?
Incremental budgeting approaches start with the prior year’s budget and then make adjustments by either raising or lowering the budget. If your organization uses this approach, you’ll frequently hear phrases like “We have a 3% budget increase this year” or “We’re cutting the budget by 5%.” It’s up to the manager to advocate for additional budget and to make the new numbers work.
Zero-based budgeting approaches begin from zero each year, and managers are asked to justify their entire budget, rather than start with the assumption that they will have the same amount of funding as they did the previous year.
Capital expenses (CapEx) are costs that an organization incurs as part of building out and maintaining its large assets. For example, if you buy or renovate a building, that’s a fixed asset, and the costs associated with it are capital expenses.
Other examples of capital expenses are:
Purchasing expensive computing equipment
Buying vehicles
Buying new multifunction printers
Operational expenses (OpEx) are
those costs of running the business day to day that don’t involve purchasing or maintaining an asset. The most common example of operational expenses are payroll costs. You’re paying your employees to run your business, but you’re not purchasing the employee, so your employees are not a financial asset. This makes payroll an operational expense.
Other examples of operational expenses are:
Electricity costs
Hardware maintenance agreements
Office supplies
Procurement
The procurement function in an organization is responsible for acquiring the products and services that the organization needs to carry out its business. It normally consists of a team of contracting and vendor management specialists who assist other departments with purchases, providing subject matter expertise on contracting and negotiation, and ensuring that the purchase complies with the organization’s requirements.
Vendor Evaluation
Vendors play an important role in the information technology operations of every organization. Whether it’s the simple purchasing of hardware or software from an external company or the provision of cloud computing services from a strategic partner, vendors are integral in providing the IT services that we offer our customers. Security professionals must pay careful attention to managing these business partnerships in a way that protects the confidentiality, integrity, and availability of their organization’s information and IT systems. This process, known as conducting vendor due diligence, protects us against many of the risks associated with acquiring hardware, software, and services.
Contracting
As organizations begin to increasingly use vendors for services that include the storage, processing, and transmission of sensitive information, they must pay careful attention to the vendor’s information management practices. Data ownership issues often arise in supplier relationships, particularly when the vendor is creating information on behalf of the customer. Agreements put in place prior to beginning a new vendor relationship should contain clear language about data ownership.