Designing & Implementing. Programs. MBA Bank Expo 2012 April 11, 2012

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1 Designing & Implementing Enterprise Security Programs MBA Bank Expo 2012 April 11, 2012

2 Session Purpose G R O U P Premise: Security is institutionalized, but the enterprise is evolving. the enterprise is evolving Threats are more diversified. Lines are more blurred. Rate of change in increasing. Rate of change in increasing Enterprise Security Programs: Need structure and defined scope reflective of today ss scope reflective of today factors. Need to plan on change. Agility and scalability over Agility and scalability over rigidity. Harmonize with other internal programs and processes. Getting you there Business Value from Technology 2

3 Scope & Topics Enterprise Security Programs: A current working definition of the enterprise The evolving cyber landscape Building and/or integrating programs Banking Operational Backdrop Project Management Life Cycles (PMLC) System Development tlife Cycles (SDLC) Change Management Processes Internal Audit Operational Risk Management New hire processes Training & Performance Objectives Third party interface management Steps to build (or enhance) Security Programs Program hierarchies Integration with other processes Getting started and value measurement 3

4 Evolving Enterprise People, networks, and systems Third party interfaces: Outsourced functions Direct connecting or interfacing systems Customers: Evolving devices Connectivity expectations System to system data exchanges Contractors and Vendors: Personal and Vendor equipment Network detecting smart phones, tablets, laptops Loosely controlled / un trusted applications 4

5 The Changing Landscape G R O U P Cyber Infrastructure: the devices and networks to create, read, update, and k d d d delete data. The scope of Cyber Infrastructure continues to expand with different systems and devices interacting like never before. Security needs to account for the people that use the cyber infrastructure, the business processes p followed, physical security, as well as the overall security culture in the organization. Getting you there Business Value from Technology 5

6 Tradition of Security Strong tradition of security in banking. Increased dfocus on networks and access controls. Information security is standard practice. Still applicable; but things are more inter connected than ever and threats are coming from new quarters Cyber Terrorism Social/Political Activists Industrial Espionage 6

7 Building on that Tradition Changing workforce, business model evolution, and increasingly inter connected technology all require the right level of visibility and control. Governance and oversight need to account for more sophisticated threats from internal and external sources. Security should not be a project afterthought, with a patchwork of unrelated products and uncoordinated practices. Lack of coordination between people, processes and technology is an exploitable vulnerability 7

8 Threat Profile The motivation and capabilities of internal and external threats have andwill continue to evolve. Focus on locking the door or securing transport have been cornerstones. Broader focus: Terrorism Distributed criminal activity Media focused attacks Reputational impact 8

9 Programs for the New Enterprise Focus on existing processes that operate your environment or change it. Project Management Life Cycle (PMLC) System Development tlife Cycles (SDLC) Change Management Business Process Management (BPM) Vendor Management Offices Human Resources Internal Audits 9

10 Connecting Operations & Solutions 10

11 Program Hierarchy Program Cyber Secur rity Domain Supporting Plans Policies & Procedures ACTIONS Interfaces Awareness Culture Knowledge Programs that describe the management, oversight aspects, andscope. Plans support the program by detailing how the objectives are to be met. Policies and procedures provide details of how to implement the tasks identified in the plans. Dealing with a broad spectrum of vulnerabilities: Traditional information technology security realm Physical security Existing or lacking policies and procedures Corporate culture Architecting scalable and usable components for a highly evolving area into the future. 11

12 Integration Mechanics Craft a program that integrates with the organizations existing structure. Tailor support to provide as much direct support or consultative services as needed. Create practical and actionable roadmaps that can be measured and tracked. Programmatic governance and oversight from start to finish. Enterprise Security Program Policies & Procedures PMLC & SDLC New Solutions Delivery Audits & Assessments Job Aids & Training Performance Evaluations & Incentives 12

13 Health Check Step back and take a quick look. Use an independent group or external party. Conduct a capabilities assessment: Strengths, to build them. Weaknesses, to remediate them. Gaps, to address them. Opportunities, to leverage them. Specifically look at the Enterprise Security Confluence: Physical Cyber Security Culture Banking Processes 13

14 Enterprise Security Checklist Secure automation to support oversight & governance Security policies i and procedures Security program development and operations support Risk Assessments Security Planning Security Design & Implementation Security Awareness Program Security Management Compliance Audits Vulnerability & Penetration assessments Compliance risk assessments and audits Application security Perimeter Layered Security Firewalls Intrusion Detection and Prevention (DS/IPS) Encrypted VPNs Viruses Data in transit encryption Internal Layered Security System / device hardening Database security and hardening Data at rest encryption Security Event and Incident Management (SEIM) Desktop security Incident response Monitoring and reporting 14

15 Roadmaps Roadmaps should account for the realities of timelines and resource availability. Prioritization, accountability, and defined responsibility are essential. Roadmap efforts need to be tracked and revisited ii to adjust as necessary. Must Have Items High risk and/or Strong Opportunity items to be accomplished in the very near term. Will Have Items Items that will be scheduled as part of other future efforts or future projects. Might Have Items Items that will be accomplished if other efforts or opportunities come to fruition. 15

16 Getting Started Scope Refinement & Building a Roadmap Specific steps to address important cyber security elements Provide immediate value and provide the foundation for subsequent efforts. Address key vulnerabilities bl and identify focus areas Immediate returns on investment and supports scalability into the future. Baseline Risk Assessment Model the operating environment, noting interdependencies and management relationships. Cyber Security controls, functions, and interfaces are captured Consideration of management, communications, technology, training, and environment will be applied. Areas of immediate attention or concern are noted to prioritize effort Architecture Review Hardening Process Review Lifecycle Process Review Prioritized list of findings and recommendations grouped by system and organization. Program Management Use assessment prioritization Evaluate the design and performance. Use multiple methodologies: Scans Server, Network, Workstation, Routing/Switching Pen Tests Policy & Procedures / Program reviews On site interviews Manage efforts to mitigate or eliminate risk in coordination with management direction. Provide implementation support. Provide dash board tracking. Update of Assessment information to memorialize effort Ongoing continuous improvement identification and planning 16

17 Program Implementation Account for and assess in flight projects and initiatives for an early warning of potential issues or risks. Initiating steps that implement processes and a framework to drive the Security Program: Successfully execute the program to protect cyber assets (external & internal). Establish oversight and governance of the program and its effects. Operationally achievable and repeatable methodology. Data and Information management: Access Controls to Information Identify patterns Trend analysis Data from running the program and addressing cyber security needs Data from how the program runs to address deficiencies and identify improvements Training and Communication Channels Closed feedback loop to support continuous improvements. 17

18 Typical Implementation Steps Layout program supporting plans Engage the right resources Reassess and validate Capture the organization roles & responsibilities 1. Outline purpose, objectives, milestones and resource requirements for the program. 2. Identify a core cyber security steering group comprised of representatives from all stakeholder groups. 3. Organize and train the steering group: a) Review overall approach and program components b) Establish expectations and responsibilities c) Define engagement model for tasks d) Review tools and analysis techniques e) Approach for supporting plant operational needs 4. Refine program purpose, objectives, milestones, and resource requirements. 5. Create enterprise/organizational models to organize data, define ownership, and identify relationships. 18

19 Steps continued Prioritize Effort Action Plan & Supporting Tasks Sustainable Processes Closing the loop data and validation processes 6. Review and prioritize focus areas for cyber security efforts 7. Define audits/assessments to look at the design and performance of cyber security controls. 8. Establish Emergency Response Team and develop security incident response plan implementation and process to maintain and update. 9. Prepare action plans and supporting data and access requirements. 10. Establish a comprehensive cyber security training program and information resources. 11. Establish risk assessment work plan. 12. Establish risk management work plan to implement the risk management process flow. a) Implement automated data collection and reporting b) Data extraction for data analysis 13. Establish regular security reviews. 14. Establish incident and change analysis and review process. 19

20 Program Governance Security plans (across physical, cyber, etc.) are often started from decentralized efforts, but need to be controlled and guided. Establish a standing presence: StandingIntegrated Program Office Complimentary program responsibility Outsourced support Articulate expectations: Target objectives Methods to achieve objectives Measures to recognize success Communicate urgency and value. Key Steps Chartering a steering group to oversee efforts Crafting parameters for roles and responsibilities Setting standards Establishing common measures Developing supporting policy Demonstrating Executive buy in Defined accountability and responsibility 20

21 Recap and Next Steps G R O U P Enterprise Security is a function of: Physical Security C b S Cyber Security i Security Culture Banking Processes Enterprise hierarchy or Program, h h Plans, and Policies & Procedures that covers. Conduct a health check to see where d h lh h k h you stand. Develop a roadmap with prioritization and timeframes to d f address. Create standing infrastructure for continuous improvements. i i Getting you there Business Value from Technology 21

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