TEL2813IS2820 Security Management

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TEL2813/IS2820 Security Management

• Lecture 1
• Jan 10, 2006

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Contact

• James Joshi
• 706A, IS Building
• Phone [phone]
• E-mail jjoshi_at_mail.sis.pitt.edu
• Web /jjoshi/TELCOM2813/Spring2005/
• Office Hours Wednesdays 1.00 3.00 p.m. or By
  appointments
• GSA will be announced later

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Course objective

• The course is aimed at imparting knowledge and
  skill sets required to assume the overall
  responsibilities of administration and management
  of security of an enterprise information system.

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Course objective

• After the course, ability to to carry out
• detailed analysis of enterprise security by
  performing various types of analysis
• vulnerability analysis, penetration testing,
• audit trail analysis,
• system and network monitoring, and
• Configuration management, etc.
• Carry out the task of security risk management
  using various practical and theoretical tools.

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Course objective

• After the course, ability to carry out
• Design detailed enterprise wide security plans
  and policies, and deploy appropriate safeguards
  (models, mechanisms and tools) at all the levels
  due consideration to
• the life-cycle of the enterprise information
  systems and networks,
• legal and social environment
• Be able to certify products according to IA
  standards (Common Criteria Evaluations)

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Course content

• Introduction to Security Management
• Security policies/models/mechanisms
• Security Management Principles, Models and
  Practices
• Security Planning/ Asset Protection
• Security Programs and Disaster Recovery Plans
• Standards and Security Certification Issues
• Rainbow Series, Common Criteria
• Security Certification Process
• National/International Security Laws and Ethical
  Issues

• Security Analysis and Safeguards
• Vulnerability analysis (Tools Tech.)
• Penetration testing
• Risk Management
• Protection Mechanisms and Incident handling
• Access Control and Authentication architecture
• Configuration Management
• Auditing systems audit trail analysis
• Network defense and countermeasures
• Intrusion Detection Systems (SNORT)
• Architectural configurations and survivability
• Firewall configurations
• Virtual private networks
• Computer and network forensic
• Privacy Protection
• Case studies on OS and application software
  (e.g., SELinux, Unix and Windows Security)

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Course Material

• Recommended course material
• Management of Information Security, M. E.
  Whitman, H. J. Mattord
• Guide to Disaster Recovery, M. Erbschilde
• Guide to Network Defense and Countermeasures, G.
  Holden
• Real Digital Forensics Computer Security and
  Incident Response, 1/e Keith J. Jones, Richard
  Bejtlich, Curtis W. Rose
• Computer Security Art and Science, Matt Bishop
  (ISBN 0-201-44099-7), Addison-Wesley 2003
• Security in Computing, 2nd Edition, Charles P.
  Pfleeger, Prentice Hall
• A list of papers will be provided

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Tentative Grading

• Assignments (50)
• Homework/Quiz/Paper review/Class
  Participation/Seminar attendance 40
• One/two presentation 10
• Exams 20
• Project 30

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Course Policies

• Your work MUST be your own
• Zero tolerance for cheating/plagiarism
• You get an F for the course if you cheat in
  anything however small NO DISCUSSION
• Discussing the problem is encouraged
• Homework
• Penalty for late assignments (15 each day)
• Ensure clarity in your answers no credit will
  be given for vague answers
• Homework is primarily the GSAs responsibility
• Check webpage for everything!
• You are responsible for checking the webpage for
  updates

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Introduction
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Introduction

• Information technology is critical to business
  and society
• Computer security is evolving into information
  security
• Information security is the responsibility of
  every member of an organization, but managers
  play a critical role

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Introduction

• Information security involves three distinct
  communities of interest
• Information security managers and professionals
• Information technology managers and professionals
  
• Non-technical business managers and professionals

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Communities of Interest

• InfoSec community
• protect information assets from threats
• IT community
• support business objectives by supplying
  appropriate information technology
• Business community
• policy and resources

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What Is Security?

• The quality or state of being secureto be free
  from danger
• Security is achieved using several strategies
  simultaneously

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Security and Control

• Controls
• Physical Controls
• Technical Controls
• Administrative
• Prevention Detection Recovery
• Deterrence, Corrective

• Examples
• Physical security
• Personal security
• Operations security
• Communications security
• Network security

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InfoSec Components
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CIA Triangle

• The C.I.A. triangle is made up of
• Confidentiality
• Integrity
• Availability
• Over time the list of characteristics has
  expanded, but these three remain central
• CNSS model is based on CIA

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NSTISSC Security Model (4011)
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Key Concepts Confidentiality

• Some threats
• Hackers
• Masqueraders
• Unauthorized users
• Unprotected download of files
• LANS
• Trojan horses

• Confidentiality
• only those with sufficient privileges may access
  certain information
• Confidentiality model
• Bell-LaPadula
• No write down No read up
• TCSEC/TNI (Orange, Red Book)

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Key Concepts Integrity

• Other issues
• Origin integrity
• Data integrity

• Integrity
• Integrity is the quality or state of being whole,
  complete, and uncorrupted
• Integrity model
• Biba/low water mark
• No write up No read down
• Clark-Wilson
• Separation of duty
• Lipner

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Key Concepts Availability

• Availability
• making information accessible to user access
  without interference or obstruction
• Survivability
• Ensuring availability in presence of attacks

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Key Concepts privacy

• Privacy
• Information is to be used only for purposes known
  to the data owner
• This does not focus on freedom from observation,
  but rather that information will be used only in
  ways known to the owner

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Key Concepts Identification

• Identification
• Information systems possess the characteristic of
  identification when they are able to recognize
  individual users
• Identification and authentication are essential
  to establishing the level of access or
  authorization that an individual is granted

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Key Concepts Authentication Authorization

• Authentication
• Authentication occurs when a control provides
  proof that a user possesses the identity that he
  or she claims
• Authorization
• authorization provides assurance that the user
  has been specifically and explicitly authorized
  by the proper authority to access the contents of
  an information asset

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Key Concepts Accountability Assurance

• Accountability
• The characteristic of accountability exists when
  a control provides assurance that every activity
  undertaken can be attributed to a named person or
  automated process
• Assurance
• Assurance that all security objectives are met

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What Is Management?

• A process of achieving objectives using a given
  set of resources
• To manage the information security process, first
  understand core principles of management
• A manager is
• someone who works with and through other people
  by coordinating their work activities in order to
  accomplish organizational goals

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Managerial Roles

• Informational role Collecting, processing, and
  using information to achieve the objective
• Interpersonal role Interacting with superiors,
  subordinates, outside stakeholders, and other
• Decisional role Selecting from alternative
  approaches and resolving conflicts, dilemmas, or
  challenges

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Differences Between Leadership and Management

• The leader influences employees so that they are
  willing to accomplish objectives
• He or she is expected to lead by example and
  demonstrate personal traits that instill a desire
  in others to follow
• Leadership provides purpose, direction, and
  motivation to those that follow
• A manager administers the resources of the
  organization, budgets, authorizes expenditure

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Characteristics of a Leader

• Bearing
• Courage
• Decisiveness
• Dependability
• Endurance
• Enthusiasm
• Initiative

• Integrity
• Judgment
• Justice
• Knowledge
• Loyalty
• Tact
• Unselfishness

Used by US military
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What Makes a Good Leader?Action plan

• Know yourself and seek self-improvement
• Be technically and tactically proficient
• Seek responsibility and take responsibility for
  your actions
• Make sound and timely decisions
• Set the example
• Know your subordinates and look out for their
  well-being

• Keep your subordinates informed
• Develop a sense of responsibility in your
  subordinates
• Ensure the task is understood, supervised, and
  accomplished
• Build the team
• Employ your team in accordance with its
  capabilities

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Leadership quality and types

• A leader must
• BE a person of strong and honorable character
• KNOW you, the details of your situation, the
  standards to which you work, human nature, and
  your team
• DO by providing purpose, direction, and
  motivation to your team
• Three basic behavioral types of leaders
• Autocratic
• Democratic
• Laissez-faire

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Characteristics of Management

• Two well-known approaches to management
• Traditional management theory using principles of
  planning, organizing, staffing, directing, and
  controlling (POSDC)
• Popular management theory using principles of
  management into planning, organizing, leading,
  and controlling (POLC)

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The PlanningControlling Link
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Planning Organization

• Planning process that develops, creates, and
  implements strategies for the accomplishment of
  objectives
• Three levels of planning
• Strategic
• Tactical
• Operational
• Organization structuring of resources to support
  the accomplishment of objectives

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Leadership

• Encourages the implementation of
• the planning and organizing functions,
• Includes supervising employee behavior,
  performance, attendance, and attitude
• Leadership generally addresses the direction and
  motivation of the human resource

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Control

• Control
• Monitoring progress toward completion
• Making necessary adjustments to achieve the
  desired objectives
• Controlling function determines what must be
  monitored as well as using specific control tools
  to gather and evaluate information

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Control Tools

• Four categories
• Information
• Information flows/ communications
• Financial
• Guide use of monetary resources (ROI,CBA,..)
• Operational
• PERT, Gantt, process flow
• Behavioral
• Human resources

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The Control Process
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Solving Problems

• Step 1 Recognize and Define the Problem
• Step 2 Gather Facts and Make Assumptions
• Step 3 Develop Possible Solutions
  (Brainstorming)
• Step 4 Analyze and Compare the Possible
  Solutions (Feasibility analysis)
• Step 5 Select, Implement, and Evaluate a Solution

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Feasibility Analyses

• Economic feasibility assesses costs and benefits
  of a solution
• Technological feasibility assesses an
  organizations ability to acquire and manage a
  solution
• Behavioral feasibility assesses whether members
  of the organization will support a solution
• Operational feasibility assesses if an
  organization can integrate a solution

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Principles Of Information Security Management

• The extended characteristics of information
  security are known as the six Ps
• Planning
• Policy
• Programs
• Protection
• People
• Project Management

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InfoSec Planning

• Planning as part of InfoSec management
• is an extension of the basic planning model
  discussed earlier
• Included in the InfoSec planning model are
• activities necessary to support the design,
  creation, and implementation of information
  security strategies as they exist within the IT
  planning environment

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InfoSec Planning Types

• Several types of InfoSec plans exist
• Incident response
• Business continuity
• Disaster recovery
• Policy
• Personnel
• Technology rollout
• Risk management and
• Security program including education, training
  and awareness

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Policy

• Policy set of organizational guidelines that
  dictates certain behavior within the organization
• In InfoSec, there are three general categories of
  policy
• General program policy (Enterprise Security
  Policy)
• An issue-specific security policy (ISSP)
• E.g., email, Intenert use
• System-specific policies (SSSPs)
• E.g., Access control list (ACLs) for a device

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Programs

• Programs are operations managed as
• specific entities in the information security
  domain
• Example
• A security education training and awareness
  (SETA) program is one such entity
• Other programs that may emerge include
• a physical security program, complete with fire,
  physical access, gates, guards, and so on

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Protection

• Risk management activities, including
• risk assessment and control,
• Protection mechanisms, technologies tools
• Each of these mechanisms represents some aspect
  of the management of specific controls in the
  overall security plan

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People

• People are the most critical link in the
  information security program
• Human firewall
• It is imperative that managers continuously
  recognize the crucial role that people play
  includes
• information security personnel and the security
  of personnel, as well as aspects of the SETA
  program

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Project Management

• Project management discipline should be present
  throughout all elements of the information
  security program
• Involves
• Identifying and controlling the resources applied
  to the project
• Measuring progress and adjusting the process as
  progress is made toward the goal

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Security Planning
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Introduction

• Successful organizations utilize planning
• Planning involves
• Employees
• Management
• Stockholders
• Other outside stakeholders
• Physical environment
• Political and legal environment
• Competitive environment
• Technological environment

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Introduction

• Strategic planning includes
• Vision statement
• Mission statement
• Strategy
• Coordinated plans for sub units
• Knowing how the general organizational planning
  process works helps in the information security
  planning process

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Introduction

• Planning
• Is creating action steps toward goals, and then
  controlling them
• Provides direction for the organizations future
• Top-down method
• Organizations leaders choose the direction
• Planning begins with the general and ends with
  the specific

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Information Security Planning
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Components Of PlanningMission Statement

• Mission statement
• Declares the business of the organization and its
  intended areas of operations
• Explains what the organization does and for whom
• Example
• Random Widget Works, Inc. designs and
  manufactures quality widgets, associated
  equipment and supplies for use in modern business
  environments

CSSD http//technology.pitt.edu/security.html
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Components Of PlanningVision Statement

• Vision statement
• Expresses what the organization wants to become
• Should be ambitious
• Example
• Random Widget Works will be the preferred
  manufacturer of choice for every businesss
  widget equipment needs, with an RWW widget in
  every machine they use

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Components Of PlanningValues

• By establishing organizational principles in a
  values statement, an organization makes its
  conduct standards clear
• Example
• RWW values commitment, honesty, integrity and
  social responsibility among its employees, and is
  committed to providing its services in harmony
  with its corporate, social, legal and natural
  environments.
• The mission, vision, and values statements
  together provide the foundation for planning

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Components Of PlanningStrategy

• Strategy is the basis for long-term direction
• Strategic planning
• Guides organizational efforts
• Focuses resources on clearly defined goals
• strategic planning is a disciplined effort to
  produce fundamental decisions and actions that
  shape and guide what an organization is, what it
  does, and why it does it, with a focus on the
  future.

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Strategic Planning
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Strategic Planning

• Organization
• Develops a general strategy
• Creates specific strategic plans for major
  divisions
• Each level of division
• translates those objectives into more specific
  objectives for the level below
• In order to execute this broad strategy,
• executives must define individual managerial
  responsibilities

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Planning for the Organization
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Strategic Planning

• Strategic goals are then translated
• into tasks with specific, measurable, achievable,
  reasonably high and time-bound objectives (SMART)
• Strategic planning
• then begins a transformation from general to
  specific objectives

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Planning Levels
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Planning levels

• Tactical Planning
• Shorter focus than strategic planning
• Usually one to three years
• Breaks applicable strategic goals into a series
  of incremental objectives

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Planning levels

• Operational Planning
• Used by managers and employees to organize the
  ongoing, day-to-day performance of tasks
• Includes clearly identified coordination
  activities across department boundaries such as
• Communications requirements
• Weekly meetings
• Summaries
• Progress reports

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Typical Strategic Plan Elements

• Introduction by senior executive (President/CEO)
• Executive Summary
• Mission Statement and Vision Statement
• Organizational Profile and History
• Strategic Issues and Core Values
• Program Goals and Objectives
• Management/Operations Goals and Objectives
• Appendices (optional)
• Strengths, weaknesses, opportunities and threats
  (SWOT) analyses, surveys, budgets etc

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Tips For Planning

• Create a compelling vision statement that frames
  the evolving plan, and acts as a magnet for
  people who want to make a difference
• Embrace the use of balanced scorecard approach
• Deploy a draft high level plan early, and ask for
  input from stakeholders in the organization
• Make the evolving plan visible

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Tips For Planning

• Make the process invigorating for everyone
• Be persistent
• Make the process continuous
• Provide meaning
• Be yourself
• Lighten up and have some fun

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Planning For Information Security Implementation

• The CIO and CISO play important roles
• in translating overall strategic planning into
  tactical and operational information security
  plans
• CISO plays a more active role
• in the development of the planning details than
  does the CIO

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CISO Job Description

• Creates strategic information security plan with
  a vision for the future of information security
  at Company X
• Understands fundamental business activities
  performed by Company X
• Based on this understanding, suggests appropriate
  information security solutions that uniquely
  protect these activities
• Develops action plans, schedules, budgets, status
  reports and other top management communications
  intended to improve the status of information
  security at Company X

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Planning for InfoSec

• Once plan has been translated into IT and
  information security objectives and tactical and
  operational plans for information security,
  implementation can begin
• Implementation of information security can be
  accomplished in two ways
• Bottom-up
• OR
• Top-down

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Approaches to Security Implementation
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The Systems Development Life Cycle (SDLC)

• SDLC methodology for the design and
  implementation of an information system
• SDLC-based projects may be initiated by events or
  planned
• At the end of each phase, a review occurs when
  reviewers determine if the project should be
  continued, discontinued, outsourced, or postponed

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Phases of An SDLC
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Investigation

• Identifies problem to be solved
• Begins with the objectives, constraints, and
  scope of the project
• A preliminary cost/benefit analysis is developed
  to evaluate the perceived benefits and the
  appropriate costs for those benefits

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Analysis

• Begins with information from the Investigation
  phase
• Assesses the organizations readiness, its
  current systems status, and its capability to
  implement and then support the proposed system(s)
• Analysts determine what the new system is
  expected to do, and how it will interact with
  existing systems

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Logical Design

• Information obtained from analysis phase is used
  to create a proposed solution for the problem
• A system and/or application is selected based on
  the business need
• The logical design is the implementation
  independent blueprint for the desired solution

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Physical Design

• During the physical design phase, the team
  selects specific technologies
• The selected components are evaluated further as
  a make-or-buy decision
• A final design is chosen that optimally
  integrates required components

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Implementation

• Develop any software that is not purchased, and
  create integration capability
• Customized elements are tested and documented
• Users are trained and supporting documentation is
  created
• Once all components have been tested
  individually, they are installed and tested as a
  whole

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Maintenance

• Tasks necessary to support and modify the system
  for the remainder of its useful life
• System is tested periodically for compliance with
  specifications
• Feasibility of continuance versus discontinuance
  is evaluated
• Upgrades, updates, and patches are managed
• When current system can no longer support the
  mission of the organization, it is terminated and
  a new systems development project is undertaken

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The Security SDLC

• May differ in several specifics, but overall
  methodology is similar to the SDLC
• SecSDLC process involves
• Identification of specific threats and the risks
  that they represent
• Subsequent design and implementation of specific
  controls to counter those threats and assist in
  the management of the risk those threats pose to
  the organization

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Investigation in the SecSDLC

• Often begins as directive from management
  specifying the process, outcomes, and goals of
  the project and its budget
• Frequently begins with the affirmation or
  creation of security policies
• Teams assembled to analyze problems, define
  scope, specify goals and identify constraints
• Feasibility analysis determines whether the
  organization has resources and commitment to
  conduct a successful security analysis and design

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Analysis in the SecSDLC

• A preliminary analysis of existing security
  policies or programs is prepared along with known
  threats and current controls
• Includes an analysis of relevant legal issues
  that could affect the design of the security
  solution
• Risk management begins in this stage

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Risk Management

• Risk Management process of identifying,
  assessing, and evaluating the levels of risk
  facing the organization
• Specifically the threats to the information
  stored and processed by the organization
• To better understand the analysis phase of the
  SecSDLC, you should know something about the
  kinds of threats facing organizations
• In this context, a threat is an object, person,
  or other entity that represents a constant danger
  to an asset

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Key Terms

• Attack deliberate act that exploits a
  vulnerability to achieve the compromise of a
  controlled system
• Accomplished by a threat agent that damages or
  steals an organizations information or physical
  asset
• Exploit technique or mechanism used to
  compromise a system
• Vulnerability identified weakness of a
  controlled system in which necessary controls are
  not present or are no longer effective

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Threats to Information Security
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Some Common Attacks

• Malicious code
• Hoaxes
• Back doors
• Password crack
• Brute force
• Dictionary
• Denial-of-service (DoS) and distributed
  denial-of-service (DDoS)

• Spoofing
• Man-in-the-middle
• Spam
• Mail bombing
• Sniffer
• Social engineering
• Buffer overflow
• Timing

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Risk Management

• Use some method of prioritizing risk posed by
  each category of threat and its related methods
  of attack
• To manage risk, you must identify and assess the
  value of your information assets
• Risk assessment assigns comparative risk rating
  or score to each specific information asset
• Risk management identifies vulnerabilities in an
  organizations information systems and takes
  carefully reasoned steps to assure the
  confidentiality, integrity, and availability of
  all the components in organizations information
  system

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Design in the SecSDLC

• Design phase actually consists of two distinct
  phases
• Logical design phase team members create and
  develop a blueprint for security, and examine and
  implement key policies
• Physical design phase team members evaluate the
  technology needed to support the security
  blueprint, generate alternative solutions, and
  agree upon a final design

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Security Models

• Security managers often use established security
  models to guide the design process
• Security models provide frameworks for ensuring
  that all areas of security are addressed
• Organizations can adapt or adopt a framework to
  meet their own information security needs

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Policy

• A critical design element of the information
  security program is the information security
  policy
• Management must define three types of security
  policy
• General or security program policy
• Issue-specific security policies
• Systems-specific security policies

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SETA

• An integral part of the InfoSec program is
• Security education and training (SETA) program
• SETA program consists of three elements
• security education, security training, and
  security awareness
• Purpose of SETA is to enhance security by
• Improving awareness
• Developing skills and knowledge
• Building in-depth knowledge

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Design

• Attention turns to the design of the controls and
  safeguards used to protect information from
  attacks by threats
• Three categories of controls
• Managerial
• Operational
• Technical

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Managerial Controls

• Address design/implementation of the
• security planning process and
• security program management
• Management controls also address
• Risk management
• Security control reviews

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Operational Controls

• Cover management functions and lower level
  planning including
• Disaster recovery
• Incident response planning
• Operational controls also address
• Personnel security
• Physical security
• Protection of production inputs and outputs

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Technical Controls

• Address those tactical and technical issues
  related to
• designing and implementing security in the
  organization
• Technologies necessary to protect information are
  examined and selected

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Contingency Planning

• Essential preparedness documents provide
  contingency planning (CP) to prepare, react and
  recover from circumstances that threaten the
  organization
• Incident response planning (IRP)
• Disaster recovery planning (DRP)
• Business continuity planning (BCP)

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Physical Security

• Physical Securityaddresses
• the design, implementation, and maintenance of
  countermeasures that protect the physical
  resources of an organization
• Physical resources include
• People
• Hardware
• Supporting information system elements

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Implementation in the SecSDLC

• Security solutions are acquired, tested,
  implemented, and tested again
• Personnel issues are evaluated and specific
  training and education programs conducted
• Perhaps most important element of implementation
  phase is management of project plan
• Planning the project
• Supervising tasks and action steps within the
  project
• Wrapping up the project

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InfoSec Project Team

• Should consist of individuals experienced in one
  or multiple technical and non-technical areas
  including
• Champion
• Team leader
• Security policy developers
• Risk assessment specialists
• Security professionals
• Systems administrators
• End users

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Staffing the InfoSec Function

• Each organization should examine the options for
  staffing of the information security function
• Decide how to position and name the security
  function
• Plan for proper staffing of information security
  function
• Understand impact of information security across
  every role in IT
• Integrate solid information security concepts
  into personnel management practices of the
  organization

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InfoSec Professionals

• It takes a wide range of professionals to support
  a diverse information security program
• Chief Information Officer (CIO)
• Chief Information Security Officer (CISO)
• Security Managers
• Security Technicians
• Data Owners
• Data Custodians
• Data Users

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Certifications

• Many organizations seek professional
  certification so that they can more easily
  identify the proficiency of job applicants
• CISSP
• SSCP
• GIAC
• SCP
• ICSA
• Security
• CISM

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Maintenance and Change in the SecSDLC

• Once information security program is implemented,
  
• it must be properly operated, managed, and kept
  up to date by means of established procedures
• If the program is not adjusting adequately to the
  changes in the internal or external environment,
  it may be necessary to begin the cycle again

105
Maintenance Model

• While a systems management model is designed to
  manage and operate systems, a maintenance model
  is intended to focus organizational effort on
  system maintenance
• External monitoring
• Internal monitoring
• Planning and risk assessment
• Vulnerability assessment and remediation
• Readiness and review
• Vulnerability assessment

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107
ISO Management Model

• One issue planned in the SecSDLC is the systems
  management model
• ISO network management model - five areas
• Fault management
• Configuration and name management
• Accounting management
• Performance management
• Security management

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Security Management Model

• Fault Management involves identifying and
  addressing faults
• Configuration and Change Management involve
  administration of components involved in the
  security program and administration of changes
• Accounting and Auditing Management involves
  chargeback accounting and systems monitoring
• Performance Management determines if security
  systems are effectively doing the job for which
  they were implemented

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Security Program Management

• Once an information security program is
  functional, it must be operated and managed
• In order to assist in the actual management of
  information security programs, a formal
  management standard can provide some insight into
  the processes and procedures needed
• This could be based on the BS7799/ISO17799 model
  or the NIST models described earlier