Managing Risk and Information Security Protect to Enable — Second Edition — Malcolm W Harkins Managing Risk and Information Security
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Mitigate Cyber Attack Risk Solution Brief
SOLUTION BRIEF MITIGATE CYBER ATTACK RISK CONNECTING SECURITY, RISK MANAGEMENT & BUSINESS TEAMS TO MINIMIZE THE WIDESPREAD IMPACT OF A CYBER ATTACK DIGITAL TRANSFORMATION CREATES NEW RISKS As organizations extend technology deeper into their day-to-day business HIGH operations, their risk profiles evolve. DIGITAL RISK New digital risks—those unwanted and often unexpected outcomes that stem MEDIUM from digital transformation, digital business processes and the adoption RISK of related technologies—represent a LOW larger portion of potential obstacles to TRADITIONAL BUSINESS RISK achieving business objectives. While the digital technology creates new DIGITAL ADOPTION business opportunities, it frequently leads to higher levels of cybersecurity, FIGURE 1: Digital risk increasing the overall business risk as organizations embrace digital transformation. third-party, compliance and business resiliency risk. The impacts from these growing digital risks may be more disruptive than the operational risks that businesses have historically managed. In fact, many organizations are finding that as digital adoption accelerates, digital risk becomes the greatest facet of risk they face, especially growing cyber risks. AS ORGANIZATIONS EXPAND DIGITAL OPERATIONS, CYBER SECURITY RISKS MULTIPLY Organizations need to evolve to stay in front of rising cyber threats and their wide-reaching impact across increasingly digitized operations. Attackers continue to advance and use sophisticated techniques to infiltrate organizations which no longer have well defined perimeters. At the same time, responsibilities for detecting and responding to security It’s arguably impossible incidents are expanding beyond the security operations center (SOC). Business stakeholders continue to digitize their operations, elevating the risk and potential to prevent all cyber impact of cyber attacks. -
Cybersecurity in a Digital Era.Pdf
Digital McKinsey and Global Risk Practice Cybersecurity in a Digital Era June 2020 Introduction Even before the advent of a global pandemic, executive teams faced a challenging and dynamic environ- ment as they sought to protect their institutions from cyberattack, without degrading their ability to innovate and extract value from technology investments. CISOs and their partners in business and IT functions have had to think through how to protect increasingly valuable digital assets, how to assess threats related to an increasingly fraught geopolitical environment, how to meet increasingly stringent customer and regulatory expectations and how to navigate disruptions to existing cybersecurity models as companies adopt agile development and cloud computing. We believe there are five areas for CIOs, CISOs, CROs and other business leaders to address in particular: 1. Get a strategy in place that will activate the organization. Even more than in the past cybersecurity is a business issue – and cybersecurity effectiveness means action not only from the CISO organiza- tion, but also from application development, infrastructure, product development, customer care, finance, human resources, procurement and risk. A successful cybersecurity strategy supports the business, highlights the actions required from across the enterprise – and perhaps most importantly captures the imagination of the executive in how it can manage risk and also enable business innovation. 2. Create granular, analytic risk management capabilities. There will always be more vulnerabilities to address and more protections you can consider than you will have capacity to implement. Even companies with large and increasing cybersecurity budgets face constraints in how much change the organization can absorb. -
The Art of Strafing
The Art of Strafing By Richard B.H. Lewis ODERN fighter pilots risk their lives Mevery day performing the act of strafing, which to some may seem like a tactic from a bygone era. Last Novem- ber, an F-16 pilot, Maj. Troy L. Gilbert, died strafing the enemy in Iraq, trying Painting by Robert Bailey to protect coalition forces taking fire on the ground. My first thought was, “Why was an F-16 doing that mission?” But I already knew the answer. In the 1980s, at the height of the Cold War, I was combat-ready in the 512th Fighter Squadron, an F-16 unit at Ramstein AB, Germany. We had to maintain combat status in air-to- air, air-to-ground, and nuclear strike operations. We practiced strafing oc- casionally. We were not very good at it, but it was extremely challenging. There is a big difference between was “Gott strafe England” (“God punish flight controls and a 30 mm Gatling flying at 25,000 feet where you have England”). The term caught on. gun. I have seen the aircraft return from plenty of room to maneuver and you In the World War I Battle of St. Mihiel, combat with one engine and major parts can barely see a target, and at 200 feet, Capt. Eddie Rickenbacker once strafed of a wing and flight controls blown off. where the ground is rushing right below eight German artillery pieces, each Unquestionably, the A-10 is the ultimate you and you can read the billboards drawn by a team of six horses. -
The Reputational Impact of It Risk
FALLOUT THE REPUTATIONAL IMPACT OF IT RISK IN ASSOCIATION WITH: CONTENTS Executive Summary ..............................................................................................................................................2 Introduction: The Black Friday data breach .................................................................................................3 Where the Risks Are: From Human Error to System Failure ................................................................ 5 Sidebar: The Promise and Perils of the Cloud............................................................................................11 Protecting Your Reputation in the Always-On World ............................................................................12 Conclusion ..............................................................................................................................................................18 Acknowledgments...............................................................................................................................................19 EXECUTIVE SUMMARY U.S. retailers were not the first to su!er a massive data breach. Nor will they be the last, as cyber attacks, security breaches and system outages proliferate. Shadow technology and expanding supply chains bring more risks. How can companies better protect their reputation by ensuring the continuous—and secure—flow of information to support their business? After all, a major part of the brand experience for most customers comes through the -
Chris Gombos
Chris Gombos Gender: Male Service: 203-257-4988 Height: 6 ft. 2 in. Mobile: 203-257-4988 Weight: 215 pounds E-mail: [email protected] Eyes: Blue Web Site: http://www.atbstunts... Hair Length: Regular Waist: 36 Inseam: 33 Shoe Size: 9.5 Physique: Athletic Coat/Dress Size: 45 Ethnicity: Caucasian / White Unique Traits: TATTOOS (Got Them) Photos Film Credits we own the night stunt cop 2929/james gray/ manny siverio college road trip stunt goon disney/roger kumble/manny siverio life before her eyes cop/driver 29/29/vladim perelman/manhy siverio friends with benefits( 2007) angry bar customer/ falls what were we thinking/gorman bechard abuduction stunt cia agent/ utility stunts john singleton/ brad martin violet & daisey man #4 stunts Geoffery fletcher/pete bucossi solomon grundy stunt double/ stunt coordinator wacky chan productions/ mattson tomlin/chris gombos nor'easter hockey coach/ hockey action noreaster productions/andrew coordinator brotzman/chris gombos brass tea pot cowboy / stunts chris columbo/ manny siverio The wedding Stunts Lionsgate/ justin zackham/ roy farfel Devoured Stunt double Secret weapon films/ greg Oliver / Curtis Lyons Generated on 09/24/2021 08:39:14 pm Page 1 of 3 Television Bored to death season 3 ep8 Stunt double Danny hoch Hbo / /Pete buccossi Law & order svu " pursuit" Stunt double Jery hewitt / Ian McLaughlin ( stunt coordinators ) jersey city goon #2/ stunts fx/daniel minahan/pete buccosi person of interest season 1 ep 2 rough dude#2 / stunts cbs/ /jeff gibson "ghost" Boardwalk empire season 2 ep Mike Griswalt/ stunts Hbo/ Timothy van patten/ steve 12 pope Onion news network season 2 ep Stunt driver/ glen the producer Comedy central / / manny Siverio 4 Onion news network season 2 ep Stunt reporter Comedy central / / manny Siverio 6 gun hill founding patriot1 / stunts bet/reggie rock / jeff ward blue bloods ep "uniforms" s2 joey sava / stunts cbs/ / cort hessler ep11 Person of interest ep firewall Stunts/ hr cop CBS / Jonah Nolan / jeff gibson Person of interest ep bad code Brad / stunts CBS/. -
IN PURSUIT a Pilot’S Guide to Online Air Combat
IN PURSUIT A Pilot’s Guide to Online Air Combat JOHAN KYLANDER For Barry “Carrot” Hayes Copyright © Johan Kylander 2005 2 JUNE 12: TRIPLE TRIP I step into my personal P40-B at Cambrai, strap in, slide the canopy back and go through the pre-launch routine: tailwheel locked, trim wheel fully back, RPM set at maximum, listen and scan for intruders. None around. It's 13:45 local time and the hound dogs are too lazy to even yap in the blistering French afternoon. I fire the engine and slam the throttle full forward, clearing the south hangers with feet to spare. I ess and quarter-roll all the way up to 4 km where I reduce to normal pitch and cruise east over the battlefield, still quarter-rolling and weaving gently. I check my six every 2 seconds. There’s nothing to be seen at the Meuse apart from a grand vista at 4,5 km. No enemy formations, not even a single recon plane. Oh well. I cut to fine pitch, anticipating a boring lonely wait over Bertrix-Acremont. I’m doing about 340 IAS as I come in from southwest of the field. Hey, there’s a bogey diving in west at about 4 km – probably friendly. I lose him in the clouds as I swing left to take up orbit. 2 seconds later I spot a 109 arcing in on my six from the west, co-alt. Well well, who’d a thunk! Someone else must have been here to stoke the waffles not long ago. -
AFDD 2-8 Command and Control
Cover Sheet for Air Force Doctrine Document (AFDD) 6-0, Command and Control OPR: LeMay Center/DD 28 July 2011 AFDD numbering has changed to correspond with the joint doctrine publication numbering architecture (the AFDD titles remain unchanged until the doctrine is revised). Any AFDD citations within the documents will list the old AFDD numbers until the doctrine is revised. The changed numbers follow: OLD NEW TITLE AFDD 2-1 changed to AFDD 3-1 Air Warfare AFDD 2-1.1 changed to AFDD 3-01 Counterair Operations AFDD 2-1.2 changed to AFDD 3-70 Strategic Attack AFDD 2-1.3 changed to AFDD 3-03 Counterland Operations AFDD 2-1.4 changed to AFDD 3-04 Countersea Operations AFDD 2-1.6 changed to AFDD 3-50 Personnel Recovery Operations AFDD 2-1.7 changed to AFDD 3-52 Airspace Control AFDD 2-1.8 changed to AFDD 3-40 Counter-CBRN AFDD 2-1.9 changed to AFDD 3-60 Targeting AFDD 2-10 changed to AFDD 3-27 Homeland Operations AFDD 2-12 changed to AFDD 3-72 Nuclear Operations AFDD 2-2 changed to AFDD 3-14 Space Operations AFDD 2-2.1 changed to AFDD 3-14.1 Counterspace Operations AFDD 2-3 changed to AFDD 3-24 Irregular Warfare AFDD 2-3.1 changed to AFDD 3-22 Foreign Internal Defense AFDD 2-4 changed to AFDD 4-0 Combat Support AFDD 2-4.1 changed to AFDD 3-10 Force Protection AFDD 2-4.2 changed to AFDD 4-02 Health Services AFDD 2-4.4 changed to AFDD 4-11 Bases, Infrastructure, and Facilities [Rescinded] AFDD 2-4.5 changed to AFDD 1-04 Legal Support AFDD 2-5 changed to AFDD 3-13 Information Operations AFDD 2-5.1 changed to AFDD 3-13.1 Electronic Warfare AFDD -
Privacy As a Risk Management Challenge for Corporate Practice
Privacy as a Risk Management Challenge for Corporate Practice By Kathleen Greenaway, Susan Zabolotniuk and Avner Levin Research Assistance provided by Judit Langhammer, Colin Rogers and Melanie Torrie March 2012 This is a work in progress which will be updated frequently. It is not for public use, duplication, citation, linking or other reference without the express written permission of the authors. PRIVACY AND CYBER CRIME INSTITUTE Acknowledgements This project has been funded through the Contribution Program of the Office of the Federal Privacy Commissioner and in-kind contributions from the Office of the Dean of the Ted Page | 2 Rogers School of Management, Ryerson University. We are grateful to both organizations for supporting research into the privacy practices of Canadian organizations. We also thank the companies and privacy experts who gave of their time and lent their expertise to assist us with this study. It is reassuring to meet Canadian business people who value research sufficiently to participate in our project. Finally, we thank our student researchers, Judit Langhammer, Colin Rogers and Melanie Torrie for their enthusiastic and able assistance. Table of Contents Acknowledgements Page | 3 Introduction Privacy Risk Management in context Project Goals and Objectives Methodology Literature Review Academic LIT Practitioner LIT Regulatory LIT The Concept of STILL TO BE SORTED Privacy as a Risk Management Privacy Risk Discipline Privacy risk as operational risk Governance considerations & etc. PRM in action in STILL TO BE SORTED Canadian Organizations & etc. CONCLUSION Summary of Findings Recommendations Future Research REFERENCES APPENDICES Lit Review tables PRM – Review of available models Page | 4 Risk/RM in Guidance Documents Research protocols Introduction Privacy Risk Management in context Organizations appear to have entered a “third phase” in their approach to the provision of Page | 5 information privacy to their customers. -
Cyber Benefits and Risks: Quantitatively Understanding and Forecasting the Balance
Cyber Benefits and Risks: Quantitatively Understanding and Forecasting the Balance Extended Project Report from the Frederick S. Pardee Center for International Futures Josef Korbel School of International Studies University of Denver www.pardee.du.edu September 2015 Barry B. Hughes, David Bohl, Mohammod Irfan, Eli Margolese-Malin, and José Solórzano In project collaboration with and the Table of Contents Executive Summary 4 Conceptualizing Benefits and Costs 4 Using the IFs System for Analysis 4 Background Research Foundations 5 Forecasts and Findings 9 Conclusion 11 A Final Note on Study Contributions 12 1. Introduction: Understanding and Anticipating Change in the Benefits and Costs of Cyber Technology 13 2. ICT and Cyber Development Indices 18 Indices Replicated in the IFs Forecasting System 18 ICT Development Index 18 Global Cybersecurity Index 19 Additional Indices of Importance in Cyber Security Analyses 21 Digitization Index 21 Digital Economy Ranking Index 21 Networked Readiness Index 22 3. Benefits 23 Competing Schools of Thought on Economic Benefits 23 Pessimism Versus optimism concerning ICT’s economic production impacts 23 ICT as a general-purpose technology 25 ICT’s Economic Impact: The Production Side 26 ICT as a growth sector in the economy 26 ICT investment and capital services 29 ICT and multifactor productivity 32 Comparing the Productivity Impacts of GPTs: Steam, Electricity, ICT 33 Variation in ICT Impact across Time/Pervasiveness and Countries 36 Drivers of variation in ICT impact: ICT (especially broadband) pervasiveness 36 Drivers of variable ICT impact: Beyond PCs and broadband 39 Drivers of variable ICT impact: Country development level 41 Consumer Surplus 42 Consumer surplus forecasts 46 Summary of Knowledge Concerning Cyber Risk Benefits: Modeling Implications 47 4. -
Adam Tornhill — «Your Code As a Crime Scene
Early praise for Your Code as a Crime Scene This book casts a surprising light on an unexpected place—my own code. I feel like I’ve found a secret treasure chest of completely unexpected methods. Useful for programmers, the book provides a powerful tool to smart testers, too. ➤ James Bach Author, Lessons Learned in Software Testing You think you know your code. After all, you and your fellow programmers have been sweating over it for years now. Adam Tornhill uses thinking in psychology together with hands-on tools to show you the bad parts. This book is a red pill. Are you ready? ➤ Björn Granvik Competence manager Adam Tornhill presents code as it exists in the real world—tightly coupled, un- wieldy, and full of danger zones even when past developers had the best of inten- tions. His forensic techniques for analyzing and improving both the technical and the social aspects of a code base are a godsend for developers working with legacy systems. I found this book extremely useful to my own work and highly recommend it! ➤ Nell Shamrell-Harrington Lead developer, PhishMe By enlisting simple heuristics and data from everyday tools, Adam shows you how to fight bad code and its cohorts—all interleaved with intriguing anecdotes from forensic psychology. Highly recommended! ➤ Jonas Lundberg Senior programmer and team leader, Netset AB After reading this book, you will never look at code in the same way again! ➤ Patrik Falk Agile developer and coach Do you have a large pile of code, and mysterious and unpleasant bugs seem to appear out of nothing? This book lets you profile and find out the weak areas in your code and how to fight them. -
Risk Management Guide for Information Technology Systems
Special Publication 800-30 Risk Management Guide for Information Technology Systems Recommendations of the National Institute of Standards and Technology Gary Stoneburner, Alice Goguen, and Alexis Feringa NIST Special Publication 800-30 Risk Management Guide for Information Technology Systems Recommendations of the National Institute of Standards and Technology Gary Stoneburner, Alice Goguen1, and 1 Alexis Feringa C O M P U T E R S E C U R I T Y Computer Security Division Information Technology Laboratory National Institute of Standards and Technology Gaithersburg, MD 20899-8930 1Booz Allen Hamilton Inc. 3190 Fairview Park Drive Falls Church, VA 22042 July 2002 U.S. DEPARTMENT OF COMMERCE Donald L. Evans, Secretary TECHNOLOGY ADMINISTRATION Phillip J. Bond, Under Secretary for Technology NATIONAL INSTITUTE OF STANDARDS AND TECHNOLOGY Arden L. Bement, Jr., Director SP 800-30 Page ii Reports on Computer Systems Technology The Information Technology Laboratory (ITL) at the National Institute of Standards and Technology promotes the U.S. economy and public welfare by providing technical leadership for the nation’s measurement and standards infrastructure. ITL develops tests, test methods, reference data, proof-of- concept implementations, and technical analyses to advance the development and productive use of information technology. ITL’s responsibilities include the development of technical, physical, administrative, and management standards and guidelines for the cost-effective security and privacy of sensitive unclassified information in federal computer systems. The Special Publication 800-series reports on ITL’s research, guidance, and outreach efforts in computer security, and its collaborative activities with industry, government, and academic organizations. National Institute of Standards and Technology Special Publication 800-30 Natl. -
Guide to Conducting Cybersecurity Risk Assessment for Critical Information Infrastructure December 2019 Contents
GUIDE TO CONDUCTING CYBERSECURITY RISK ASSESSMENT FOR CRITICAL INFORMATION INFRASTRUCTURE DECEMBER 2019 CONTENTS 1 INTRODUCTION ................................................................................................................ 2 1.1 Importance of Cybersecurity Risk Assessment ........................................................................... 2 1.2 Common Problems Observed ........................................................................................................... 2 2 PURPOSE, AUDIENCE & SCOPE ....................................................................................... 4 2.1 Purpose of Document .......................................................................................................................... 4 2.2 Audience & Scope ................................................................................................................................. 4 3 ESTABLISH RISK CONTEXT ............................................................................................... 5 3.1 Define Risk ................................................................................................................................................ 5 3.2 Determine Risk Tolerance ................................................................................................................... 6 3.3 Define Roles and Responsibilities .................................................................................................... 7 4 CONDUCT RISK ASSESSMENT ........................................................................................