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Agile and Scalable Process for Cyber Red Teaming Using Adaptive Planning and Execution Framework

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Agile and Scalable Process for Cyber Red Teaming Using Adaptive Planning and Execution Framework Jussi Tuovinen & Kimmo Frilander MILITARIZING RED TEAMING – AGILE AND SCALABLE PROCESS FOR CYBER RED TEAMING USING ADAPTIVE PLANNING AND EXECUTION FRAMEWORK UNIVERSITY OF JYVÄSKYLÄ FACULTY OF INFORMATION TECHNOLOGY 2019 ABSTRACT Tuovinen, Jussi & Frilander, Kimmo Militarizing red teaming – Agile and scalable process for cyber red teaming using adaptive planning and execution framework Jyväskylä, University of Jyväskylä, 2019, 147 pp. Cyber Security Supervisor: Professor Martti Lehto The goal of red teaming is to create better plans, policies, procedures and prod- ucts in any domain by challenging the current ones. This calls for assessment and critique of status quo. Red teaming is about mitigating future risks and communi- cating bad news. Red teaming research has focused in adversary emulation and penetration testing practices somewhat disregarding the remediations which are the key in building better security. Cyber threats are evolving and so should cyber red teaming research. Red teaming efforts should be conducted through a comprehensive planning and execution process which considers the complete in- formation security lifecycle starting from planning of intelligence activities and ending to implementing remediations for security to the target organization. Red teaming should be a process that can be understood and adopted by organization and it should be also transparent and traceable. The research problem was to cre- ate a comprehensive agile red teaming framework by combining adaptive plan- ning and execution framework in information security context. Design science research methodology was used to solve this challenge. Solid knowledge base and environment description about red teaming and information security was completed in accordance with information systems research framework. Adap- tive planning and execution framework, intelligence, targeting and agile meth- odologies were introduced to support the creation of the framework. Challenges in red teaming were identified by a survey to five cyber security companies. Chal- lenges were remediated by success factors identified from literature and survey. The framework was created, and it underwent two Delphi iterations with subject matter experts. Main result of the study is the comprehensive agile red teaming framework which incorporates the remediations drawn from subject matter ex- perts, military and agile methods. The scope of this study was wide and therefore results can be considered general. The significance of the created framework lies in its novelty and possibilities to adapt it to any red teams’ purposes due to gen- eral outcome. Framework delivers a good basis for future work. Keywords: Red teaming, cyber security, information security, risk management, penetration testing, intelligence, targeting, military decision making, mission command, agile. TIIVISTELMÄ Tuovinen, Jussi & Frilander, Kimmo Red teamingin militarisaatio - Ketterä ja skaalautuva kyber red teaming prosessi käyttäen adaptiivista suunnittelu- ja toimeenpanomallia Jyväskylä, Jyväskylän yliopisto, 2019, 147 pp. Kyberturvallisuus Ohjaaja: Professori Martti Lehto Red teaming toiminnan tavoitteena on luoda parempia suunnitelmia, tuotteita tai käytänteitä millä tahansa toimialalla haastamalla ja kyseenalaistamalla nykyisiä malleja. Toiminnan ytimessä on etenkin tulevaisuuden riskien hallinta ja huonojen uutisten kommunikointi. Nykyinen red teaming tutkimus on painottunut pitkälti teknisiin penetraatiotestauksen käytänteisiin ja uhkatoiminnan mallintamiseen. Ongelmien korjaaminen on jäänyt osin paitsioon, vaikka se on edellytys paremman turvallisuuden rakentamiselle. Kyberuhat kehittyvät jatkuvasti, joten red teaming tutkimuksen tulee myös kehittyä. Red teaming tulisi toteuttaa kokonaisvaltaisena suunnittelu- ja toimeenpanoprosessina, joka huomioi koko turvallisuuden elinkaaren alkaen tiedustelusta ja suunnittelusta päättyen kohdeorganisaation turvallisuuden kehittämiseen. Red teamingin tulisi olla ymmärrettävä, läpinäkyvä ja jäljitettävissä oleva prosessi, jonka organisaatiot voivat omaksua. Tutkimusongelmana oli luoda kokonaisvaltainen ja ketterä red teamingin toimintamalli sotilaallisen adaptiivisen suunnittelun ja toimeenpanon mallin pohjalta kyberturvallisuuden viitekehyksessä. Ongelman ratkaisemiseen käytettiin suunnittelutieteellistä metodologiaa tietojärjestelmätutkimuksen viitekehyksessä. Ensin luotiin perusta ja tutkimusympäristön kuvaus tietoturvasta sekä red teamingistä. Sitten esiteltiin adaptiivinen suunnittelu- ja toimeenpanomalli, tiedustelu ja maalittaminen sekä ketteriä menetelmiä. Tämän jälkeen viidelle kyberturvallisuusyritykselle toteutettiin kyselytutkimus red teaming toiminnan haasteista. Tulokset analysoitiin teemoittelemalla ja haasteisiin vastattiin luomalla red teamingin kokonaisvaltainen toimintamalli tutkimuskirjallisuuden sekä kyselytutkimuksen menestystekijöiden perusteella. Mallia testattiin yritysten asiantuntijoille suunnatulla kaksikierroksisella Delphi kyselyllä. Tutkimuksen tuloksena syntyi kokonaisvaltainen red teamingin toimintalli mihin sisällytettiin asiantuntijoiden kehitysesityksiä sekä sotilaallisten ja ketterien menetelmien parhaita käytänteitä. Tutkimuksen viitekehys oli hyvin laaja ja tämän vuoksi tulokset eivät ole yksityiskohtaisia. Laaditun toimintamallin suurin merkitys on sen uutuusarvossa ja pohjassa jatkokehittämiselle. Avainsanat: Red teaming, kyberturvallisuus, informaatioturvallisuus, riskienhallinta, penetraatiotestaus, tiedustelu, maalittaminen, suunnitteluprosessi, tilannejohtaminen, ketteryys. FIGURES FIGURE 1 Application of ISRF Framework to DSRM. ........................................... 15 FIGURE 2 How Noise and Bias affect accuracy (Kahneman et al., 2016)............ 17 FIGURE 3 Methods and techniques for red teaming (Davis, 1962). .................... 28 FIGURE 4 Various types of red teams. (Modified from Fleming (2010)) ............ 32 FIGURE 5 Information system combined (Zachman, 1987; Raggad, 2010 and Boell & Cecez-Kecmanovic, 2015). ...................................................................................... 36 FIGURE 6 Updated IS Success model (DeLone & McLean, 2003) ........................ 36 FIGURE 7 Information Security Life Cycle (Raggad, 2010) modified by Frilander & Tuovinen (2019) to “Information System Security Lifecycle”. .......................... 38 FIGURE 8 Risk analysis paradigms for control selection (Baskerville, 1991) ..... 40 FIGURE 9 Risk management stages (Tsohou et al., 2006). .................................... 41 FIGURE 10 Components of an information security management system (ISACA Germany Chapter e.V, 2013) ...................................................................................... 44 FIGURE 11 Examples of the drivers of key risks (The Institute of Risk Management, 2002) ..................................................................................................... 45 FIGURE 12. NIST Risk management framework (NIST, 2013). ............................ 47 FIGURE 13 Three-tiered risk management approach (NIST, 2013). .................... 48 FIGURE 14 Information security policy process model (Knapp et al., 2009) ..... 50 FIGURE 15 Cyclic risk driven information security process. ................................ 52 FIGURE 16 Phases and Courses of Action Matrix (Hutchins et al., 2011). ......... 56 FIGURE 17 Risk management and implementation relations. (NIST, 2017) ...... 66 FIGURE 18. Planning activities and functions. (US Joint Chiefs of Staff, 2017) . 67 FIGURE 19 Interdependency of planning, intelligence and operations (US Joint Chiefs of Staff, 2013b); supplemented with execution and assessment. .............. 68 FIGURE 20 The planning construct (Department of the army, 2010b) ................ 70 FIGURE 21 Planning process (US Joint Chiefs of Staff, 2017) and The Army problem solving method combined (Department of the army, 2010b) ............... 71 FIGURE 22 Operational art (US Joint Chiefs of Staff, 2017) .................................. 74 FIGURE 23 The OODA ”Loop” Sketch (Boyd, 1996) ............................................. 77 FIGURE 24 the operations process (Department of the Army, 2012) .................. 78 FIGURE 25 Achieving understanding (Department of the Army, 2012) ............ 78 FIGURE 26 Mission command warfighting function tasks (Department of the Army, 2012) adapted to red teaming by Frilander & Tuovinen ........................... 79 FIGURE 27 Components of mission command system (Department of the Army, 2012) ............................................................................................................................... 80 FIGURE 28 Relationship of data, information and intelligence (US Joint Chiefs of Staff, 2013). Modified by Tuovinen/Frilander 2019. .............................................. 83 FIGURE 29 Simple intelligence cycle. ....................................................................... 83 FIGURE 30 The intelligence process. (US Joint Chiefs of Staff, 2013) .................. 85 FIGURE 31 Joint Targeting Cycle. (US Joint Chiefs of Staff, 2013b) ..................... 87 FIGURE 32 Target development relations. (US Joint Chiefs of Staff, 2013b) ...... 88 FIGURE 33 F2T2E2A – Cycle (kill chain). (US Joint Chiefs of Staff, 2013b) ........ 89 FIGURE 34 Scrum process cycle (Schlauderer et al., 2015).................................... 94 FIGURE 35 Agile goals, means and enablers (Laanti, 2012). ................................ 96 FIGURE 36 The agile enterprise big picture (Leffingwell, 2007) .........................
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