Information Technology Security & Risk Management of Information Technology Systems

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Institute of Charted Financial Analyst Analyst of India

Final Evaluation for management thesis On  Information Technology Security &  Risk Management of Information Technology Systems

Submitted Submitte d To To Mrs. Ekta Jain By Mr. Amit Ganesh Takkar  (7NBMT029) SEM IV Second Year Year MBA 2007-09

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DECLARATION

 I (Amit Ganesh Gane sh Takkar Takkar ) student of ICFAI ICFAI National Nationa l College Thane Than e (MBA Sem 4) hereby declare that the Final report is submitted by me in the academic year 2007-09. The Information submitted is true and original to the best best of my knowle knowledge dge and availa available ble Inform Informati ation on from from Intern Internet et and other  other   sources.

 Amit Ganesh Takkar 

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This is to certify that Mr. Amit Ganesh Takka akkar r stud student ent of  Sem-4 has satisfactorily completed the Final Evaluation Report titled “Information Technology Security & Risk  Management of Information Techn chnolo ology Sys Systems.” &

that this interim report represents his Page 3 of 83

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bonafied work during the year 2007-09.

( Mrs .Ekta Jain)

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 ACKNOWLEDGEMENT   I am grateful to all the people who have contributed towards towards the completion of the project. project. I would like to thank all of them who have helped me for giving me the opportunity to work on this  project.  I would also like to take this opportunity to thank who gave me  support throughout the project research and providing me with useful information.

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Table of Contents Sr. No 1 1.1 1.2 1.3 1.4 1.5 1.6 2 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11 2.12 2.13 2.14 3 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13 3.14 4 4.1 4.2

Contents Introduction Overview Background Purpose Scope Methodology Organization IT Security Competency Area Data Security Data Forensics Enterprise Continuity Incident Management IT Security Training & Awareness IT System Operation & Maintenance Network Security & Telecommunications Personal Security Physical & Environment Security Procurement Regulatory & Standard Compliance Risk Management Strategic Management System & Application Security IT Security Essential Body of Knowledge Data Security Data Forensic Enterprise Continuity Incident Management IT Security Training &Awareness IT Systems Operations and Maintenance Network Security & Telecommunications Personal Security Physical & Environment Security Procurement Regulatory & Standards Compliance Risk Management Strategic Management System & Application Security Security Roles, Competencies & Functional Prespectives Chief Information Officer Digital Forensics Professional Page 6 of 83

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4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 5 6

Information Security Officer/Chief Security Officer IT Security Compliance Professional IT Security Engineer IT Systems Operations & Maintenance Professional IT Security Professional Physical Security Professional Privacy Professional Procurement Professional IT Security Role, Competency & Functional Matrix Case Study(1):

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Case Study(2):

Appendix: List of Acronyms

1 Introduction :Page 7 of 83

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Over the past two decades, the evolution of technology has quickened society’s transformation to a digital environment. These advances have been nonlinear and sometimes chaotic leading to disparities in the composition of the information technology (IT) workforce. The Variation in training, expertise, acumen, and experience is a natural consequence and is found in the myriad of recruiting, education, and retention practices of employers. Since the very beginning of the digital revolution, public and private organizations, leaders, and experts have dedicated significant resources to developing the IT security field of practice, yet disparities remain. Now more than ever, IT securities professionals must be prepared to meet the challenges that exist today and in the future. The convergence of voice and data communications systems, the reliance of organizations on those systems, and the emerging threat of  sophisticated adversaries and criminals seeking to compromise those systems underscores the need for well trained, well equipped IT security specialists. Furthermore, the interconnectedness of government and industry through shared infrastructures and services demonstrates the need for a universal understanding across domains of the required roles, responsibilities, and competencies of the IT security workforce. IT security must be a fundamental strategic driver of an organization’s business or mission because it protects against theft and hostile acts, has the potential of enhancing productivity, and can improve organizational function and design. As the IT security field matures, it requires qualified professionals to support increasingly sophisticated security demands. In response to this challenge, the Department of Homeland Security National Cyber Security Division (DHS-NCSD) worked with academia, government, and private sector experts to develop a high level framework that establishes a national baseline representing the essential knowledge and skills that IT security practitioners should possess to perform. DHS-NCSD developed the IT Security Essential Body of Knowledge (EBK): A Page 8 of 83

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Competency and Functional Framework for IT Security Workforce Development as an umbrella document that links competencies and functional perspectives to IT security roles fulfilled by personnel in the public and private sectors. Potential benefits of the IT Security EBK for professional development and workforce management initiatives include: Articulating the functions that professionals within the IT security workforce perform, in a context-neutral format and language. Promoting uniform competency guidelines to increase the overall efficiency of IT security education, training, and professional development, and. Providing a content guideline that can be leveraged to facilitate costeffective professional development of the IT workforce, including future skills training and certifications, academic curricula, or other affiliated human resource activities. The IT Security EBK reflects the vast contribution of resources to date and builds directly upon the work of established references and best practices from the public and private sectors, which were used in the development process and are reflected within the content of this document. The EBK is not an additional set of guidelines, and it is not intended to represent a standard, directive, or policy by DHS. Instead, it further clarifies key IT security terms and concepts for well-defined competencies, identifies notional security roles, defines four primary functional perspectives, and establishes an IT Security Role, Competency, and Functional Matrix. This effort was launched to advance the IT security training and certification landscape to help ensure that we have the most qualified and appropriately trained IT security workforce possible.

1.2 Background :The President’s Critical Infrastructure Protection Board (PCIPB) was established in October of 2001 to recommend policies and to coordinate programs for Protecting information systems for critical infrastructure, such Page 9 of 83

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as the electrical grid and telecommunications systems. PCIPB was responsible for performing key activities such as: collaborating with the private sector and all levels of government, encouraging information sharing with appropriate stakeholders, and coordinating incident response. All of these activities involve IT security and require qualified professionals to support increasingly complex demands. Knowing that IT security workforce development was an issue requiring a focused strategy, the PCIPB created the IT Security Certification Working Group (ITSC-WG). This group was tasked to examine possible approaches to developing and sustaining a highly skilled IT security workforce, such as establishing a national IT security certification process. In 2003, the President Cyberspace, which provides direction released the National the National Strategy to Secure Cyberspace, for strengthening cyber security. The National Strategy was created to “engage and empower Americans to secure the portions of cyberspace that they own, operate, control, or with which they interact.” It acknowledged that, “securing cyberspace is a difficult strategic challenge that requires coordinated and focused effort from our entire society, the Federal government, State and local governments, the private sector, and the American people.” DHS-NCSD was also established in 2003 to act as a national focal point for cyber security, facilitate the implementation of the National Strategy, and coordinate cyber security efforts across the Nation. A key recommendation from the PCIPB’s ITSC-WG work is addressed in the National Strategy as the foundation for recommendations on IT security certifications, listed in Priority III of the Strategy. Specifically, action/recommendation (A/R) 3/9 states:  DHS will encourage efforts that are needed to build foundations for the  development of security certification programs that will be broadly accepted by  the public and private sectors. DHS and other federal agencies can aid these efforts by effectively articulating the needs of the federal IT security community. community . DHS-NCSD established the Training and Education (T/E) Program to lead this effort, among others, in the area of IT security workforce development.

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1.3 Purpose:The IT Security EBK acknowledges the vast contribution of various stakeholders to IT security training and professional development and seeks to articulate a path to better align those efforts within a unifying framework. For instance, over the last several years, the T/E Program has worked with DoD, academia, and private sector leaders in the IT and information security fields to arrive at the conclusion that while many worthwhile, well-regarded IT security certifications exist, these certifications have been developed according to varying criteria based on the focus of each certifying organization and its own market niche. It is challenging to identify, with certainty, which certifications validate which workforce competencies and which certifications would be the best choice to confirm or build the strengths of those individuals serving in various IT security roles. Resolving these concerns has been the goal of the T/E Program’s certification-related work. As a result of this complexity and uncertainty, in 2006 the T/E Program assembled a working group from academia, the private sector, and the Federal government to develop a competency-based, functional framework that linked competency areas and functions to IT security roles fulfilled by personnel regardless of sector. The EBK framework provides the following outcomes: Articulates the functions that professionals within the IT security workforce perform, in a common format and language that conveys the work, rather than the context in which work is performed (i.e., private sector, government, higher education); Provides a reference against which to compare the content of IT security certifications, which have been developed independently according to varying criteria; Offers one way to further substantiate the wide acceptance of existing certifications so that they can be leveraged appropriately as credentials; and Provides a content guideline that can be used to facilitate cost-effective professional development of the IT workforce, including skills training, academic curricula, or additional human resource activities.

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1.4 Scope:The IT Security EBK is a resource that can be used by organizations for workforce development and planning, by certification consumers for personal development, and by other groups as they find it useful within their programs. This draft document is not mandated by existing policy and it should be viewed as a complement to existing, widely-used models for describing IT security processes such as the National Institute of Standards and Technology (NIST) or Committee on National Security Systems (CNSS) guidance on IT security training. These resources were used, along with other widely accepted references from the public and private sectors, during the development process and are reflected within the content of this document. The IT Security EBK framework is intended to conceptualize IT security skill requirements in a new way to address evolving IT security challenges. DHS-NCSD provides the IT Security EBK as a product for use across the public and private sectors. It will be revised over time, with input from subject matter experts (SMEs), to ensure it remains a useful, contemporary resource for the community.

1.5 Methodology:The development of the competency and functional framework was an iterative process involving close collaboration with SMEs from academia, industry, and government. Figure 1-1 identifies the process followed in preparing the Framework and each step is described below, followed by a description of the IT Security EBK review cycle. Figure 1-1: Competency and Functional Framework Development Process ➢

Step 1 : Develop Notional Competencies Competenc ies Using DoD Do D Information Assurance Skill Standard (IASS). The DoD IASS was a core document used to shape the competency areas and functions captured in the IT Security Competency and Functional Framework. The IASS was developed by the Defense-wide IA Program (DIAP) as part of the DoD 8570-Workforce Improvement Program. DHS-NCSD participated in working groups conducted by DoD in a similar effort of culling public and private sector resources; DoD’s goal for its own Page 12 of 83

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workforce through the IASS is similar to the national level goal of the IT Security EBK: “to define a common language for describing IA work and work components, in order to provide commercial certification providers and training vendors with targeted information to enhance their learning offerings.” The DoD IASS describes IA work within DoD according to 53 critical work functions (noted as CWF in Figure 1-1), each of which contains multiple tasks. To begin creating a framework for DHS-NCSD, the DoD IASS document was reverse-engineered to arrive at a set of technical competency areas to which the 53 critical work functions and tasks aligned. Each technical competency area was given a functional statement/definition to clarify the boundaries of what would be included in each area. ➢

Step 2: Identify Identif y Functions/CWFs Functions/ CWFs and Map to Competencies. Once the competencies were developed, the critical work functions were remapped according to the competency area structure. A multitude of IT security documents were then analyzed to identify additional functions associated with each competency area. These documents included NIST standards, CNSS role-based training standards, International Organization for Standardization (ISO) standards, widely-used private sector models such as Control Objectives for Information and related Technology (COBIT), Systems Security Engineering (SSE) Capability Maturity Model (CMM), and others. Data was captured as functions rather than as job tasks, so that the terminology and procedural specificity of the sector from which the data was gathered could be replaced by more general language that would apply to all sectors.

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Step 3: Identify Identif y Key Terms Terms and Concepts Conc epts per Competency Competenc y Area. This T his step of  development entailed identifying key terms and concepts that represent the knowledge required of professionals to perform the functions within each competency area. The key terms and concepts from all of the competency areas make up the Essential Body of Knowledge (EBK) for IT security (refer to Section 3) which reflects the set of terms, topics, and concepts that one should be familiar with to be a conversant generalist in the IT security field. Page 13 of 83

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The scope of professional responsibility of practitioners performing IT security functions varies considerably, and knowledge of key terms and concepts is fundamental to performance. Therefore, individuals should know, at minimum, the key terms and concepts that are part of the competencies to which their role is mapped. In nearly all cases, each key term or concept was assigned to only one competency. In some instances, concepts with wider impact across IT security were included in multiple competencies (e.g., privacy). ➢

Step 4: Identify Notional IT Security Securit y Roles. After the competencies were adequately populated with functions based on source document analysis, a set of notional roles performed by individuals in the IT security field were identified. Again, roles were chosen rather than job titles to eliminate sectorspecific language and to succinctly capture the multitude of IT security positions in a way that would allow the practitioner to easily identify his or her role. For example, an IT Security Compliance Officer is defined as a role, while the applicable job titles might include auditor, compliance officer, inspector general, or inspector.

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Step 5: Categorize Catego rize Functions Functi ons by Perspective (Manage, Design, Implement, Impleme nt, or Evaluate). After roles were identified, the competencies were revisited and the work functions within each competency were divided into four functional perspectives. It is important to note that the perspectives do not do  not convey a lifecycle concept of task or program execution, as is typical of a traditional system development life cycle (SDLC). The functional perspectives are used to segment the full set of functions within a competency area into four categories containing functions of a similar nature. The functional perspectives are defined as follows: a) Manage: Functions that concern overseeing a program or technical

aspect of a security program at a high level and ensuring its currency with changing risk and threat. b) Design: Functions that concern scoping a program or developing

procedures and processes that guide work execution at the program and/or system level. Page 14 of 83

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c) Implement: Functions that concern putting programs, processes, or

policy into action within an organization, either at the program or system level. d) Evaluate: Functions that concern assessing the effectiveness of a

program, policy, or process in achieving its objectives. ➢

Step 6: Map Roles to Competencies Competenci es to Functional Functio nal Perspectives. The final f inal step in developing the competency and functional framework was to map roles to appropriate sets of competencies and to identify the specific functional perspective that contains the work that the role would perform. This activity created the IT Security Role, Competency, and Functional Matrix, as illustrated in Section 5. A conceptual, visual depiction of the mapping is shown in Figure 1-2. When a role is mapped to a competency, and to a functional perspective within that competency, it means that the role performs all  performs all of of the functions within the perspective. For example, an IT Security Professional who develops procedures related to incident management is mapped to a Design function within the Incident Management competency area and would perform the work within the Design functional perspective. The premise behind the mapping and the competency and functional framework is that work conducted by the IT security workforce is complex, and not all work in a given area is performed by a single role. By contrast, the work—from creating the strategy for a component of the IT security program, to developing a program’s procedures and scope, to performing hands-on implementation work, to evaluating the work’s effectiveness—is performed by a team of individuals with different responsibilities and spans of control. Instead of all roles being responsible for knowing all areas of IT security and being able to perform all job tasks, individual roles are associated with a subset of competencies to represent the work performed as part of the IT security team. The type of work performed is resolved through the four functional perspectives by role across a series of  technical competency areas. It is these functions that an individual should be

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evaluated on if a role-based certification truly measures the ability of a given individual to perform. Figure 1-2: Roles to Competencies to Functions Mapping Diagram Review Cycle. The conceptual framework was shared with focus groups comprised of  SMEs representing the private sector, government, and academia. The focus groups analyzed the framework to ensure that the competencies, key terms and concepts, and the roles were complete and fully incorporated all aspects of the IT security discipline. Feedback was incorporated into a draft framework, which was then presented to another larger working group. The working group, which included both IT security generalists and SMEs representing specific roles, reviewed the functional perspectives for each competency and role mapping. This information was compiled to create the first draft in December 2006. DHS-NCSD introduced the first draft to a broader audience of SMEs in January 2007, including members of the Federal training and education community. This activity was followed by a series of supplementary role-based focus groups to ensure that the respective competencies and functional perspectives fully represent the specific role types. A broader review process will continue through Fall 2007, leveraging professional professional associations, industry conferences, sector-specific organizations, organizations, and the Federal Register for public review and comment. DHS-NCSD will then aggregate the additional input into the IT Security EBK and a final product is expected to be released in Winter 2008. The IT Security EBK: A Competency and Functional Framework for IT Security Workforce Development will then be reevaluated to ensure relevancy and timeliness approximately every two years.

1.6 Organization:The remaining sections of this document are organized as follows: Section 2: IT Security Competency Areas.

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This section contains the fourteen competency areas, along with their functional statements/definitions and all work functions categorized by four functional perspectives as Manage, Design, Implement, or Evaluate. Section 3: The IT Security Essential Body of Knowledge. This section contains a full, consolidated list of the terms and concepts associated with each IT security competency area. Key Terms and Concepts identify the knowledge that professionals should know to be conversant in the field of IT Security and to perform required work functions.

Section 4: IT Security Roles, Competencies and Functional Perspectives.

This section includes a listing of the ten roles that characterize the IT security field, as well as the related functional perspectives and competencies. Sample job titles are identified for each role to clarify which job titles align with which role and to allow the individual consumer to identify where his or her role may fit within the framework.

Section 5: IT Security Role, Competency, and Functional Matrix. This section contains a visual depiction of the relationship between roles, competencies, and functions clarifying the competencies and perspectives associated with each role. Appendix Appe ndix:: List Lis t of Acronyms Acro nyms. This section lists and defines all of the acronyms contained in the IT Security EBK. IT Security Competency Areas (Definitions and Functions). This section contains the fourteen competency areas, along with their affiliated functional statements/definitions and all work functions categorized as Manage, Design, Implement, or Evaluate. Page 17 of 83

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2.1 Data Security:It refers to the application of the principles, policies, and procedures necessary to ensure the confidentiality, integrity, availability, and privacy of data in all forms of  media (electronic and hardcopy) throughout the data life cycle.

2.1.1 Manage:Ensure that security classification and data management policies and guidance are issued and updated Specify policy and coordinate review and approval Report compliance to data security policies Provide oversight Implement appropriate changes and improvement actions as required

2.1.2 Design:Develop the data security policy using data security standards, guidelines, and requirements that include privacy, access, incident management, disaster recovery, and configuration Identify and document the appropriate level of protection for the data Specify information classification, sensitivity, and need-to-know requirements by data or data type Create data user authentication and authorization system data access levels and privileges. Develop acceptable use procedures in support of the data security policy. Develop sensitive data collection and management procedures in accordance with standards, procedures, directives, policies, regulations, and laws. Identify appropriate set of information security controls based on perceived risk of  compromise to the data. ✔

2.1.3 Implement:-

Perform the data access management process according to established guidelines. Apply and maintain data security controls and processes in accordance with data security policy, guidelines, and requirements. Apply media controls and processes. Apply and verify data security access controls and privileges. Address alleged violations of data security and privacy breaches. Apply and maintain privacy controls in accordance with privacy guidance in accordance with standards, procedures, directives, policy, regulations, and laws.

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2.1.4 Evaluate:Assess the effectiveness of the enterprise data security policies, processes, and procedures against established standards, guidelines, and requirements and suggest changes where appropriate. Evaluate the effectiveness of products and technologies implemented to provide the required protection of data. Review alleged violations of  data security and privacy breaches. Identify improvement actions required to maintain appropriate level of data protection.

2.2 Digital Forensics:It refers to the knowledge and understanding of digital investigation and analysis techniques used for recovering, authenticating, and analyzing electronic data to reconstruct events related to security incidents. Such activities require building a digital knowledge base. The investigative process is composed of three phases: acquire, analyze, and report.

2.2.1 Manage:Acquire the necessary contractual vehicle and resources, including financial resources, to run forensic labs and programs. Coordinate and build internal and external consensus for developing and managing an organizational digital forensic program. Establish a digital forensic team, usually composed of investigators, IT professionals, and incident handlers, to perform digital and network forensics. Provide adequate work spaces that at a minimum take in to account electrical, thermal, acoustic, and privacy concerns (i.e., intellectual properties, classification, contraband) and security requirements (including access control) of equipment and personnel as well as provide adequate report writing/administrative areas Implement appropriate changes and improvement actions as required

2.2.2 Design:Create policies and procedures for establishing and/or operating a digital forensic unit in accordance with standards, procedures, directives, policy, regulations, and law. Establish policies for the imaging (bit for bit copying) of electronic media Page 19 of 83

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Specify hardware and software requirements to support the digital forensic program. Establish the hardware and software requirements (configuration management) of the forensic laboratory. Develop policies for the preservation of  electronic evidence, data recovery and analysis, reporting and archival requirements of examined material in accordance with standards, procedures, directives, policy, regulations, and laws. Consider establishing examiner requirements that include an ongoing mentorship program, competency testing prior to assuming individual case responsibilities, periodic proficiency testing, and participation in a nationally recognized certification program that encompasses a continuing education requirement Adopt or create a chain of custody procedures that include disposal procedures and when required, the return of media to its original owner in accordance with standards, procedures, directives, policy, regulations, and law.

2.2.3 Implement:Assist in collecting and preserving evidence in accordance with established procedures, plans, policies, and best practices. Perform forensic analysis on networks and computer systems and make recommendations for remediation Apply, maintain, and analyze results from intrusion detection systems, intrusion prevention systems, network mapping software, and other tools to protect, detect, and correct information security-related vulnerabilities and events. Follow proper chain-of-custody best practices in accordance with standards, procedures, directives, policy, regulations, and law. Collect and retain audit data to support technical analysis relating to misuse, penetration reconstruction, or other investigations. Provide audit data to appropriate law enforcement or other investigating agencies to include corporate security elements. Assess and extract the relevant pieces of  information from the collected data. Report contains complete and accurate findings and the result of analysis of digital evidence to appropriate resources. Coordinate dissemination of forensic analysis findings to appropriate resources. Provide training, as appropriate, on using forensic analysis equipment, technologies, and procedures, such as the installation of forensic hardware and software components. Acquire and manage a Standard Operating Environment (SOE) (baseline standard) Page 20 of 83

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of company or agency computer footprint. Coordinate applicable legal and regulatory compliance requirements. Coordinate, interface and work under the direction of appropriate corporate entities (e.g., corporate legal, corporate investigations) with regard to investigations or other legal requirements, including investigations that involve external governmental entities (e.g., international, national, state, local)

2.2.4 Evaluate:Ensure the effectiveness and accuracy of forensic tools used by digital forensic examiners and implement changes as required. Assess the effectiveness, accuracy and appropriateness of testing processes and procedures that are followed by the forensic laboratories and teams and suggest changes where appropriate. Assess the digital forensic staff to ensure that they have the appropriate knowledge, skills, and abilities to perform forensic activities. Validate the effectiveness of the analysis and reporting process and implement changes where appropriate. Review and recommend standard validated forensic tools. Assess the digital forensic laboratory quality assurance program, monitor, peer review process, audit and proficiency testing procedures and implement changes where appropriate. Examine penetration testing and vulnerability analysis results to identify risks and implement patch management. Identify improvement actions based on the results of validation, assessment, and review.

2.3 Enterprise Continuity:Refers to the application of the principles, policies, and procedures used to ensure an enterprise continues to perform essential business functions after the occurrence of  a wide range of potential catastrophic events. For the purposes of the IT Security EBK, Enterprise Continuity relates to IT assets and resources and associated IT security requirements.

2.3.1 Manage:Coordinate with corporate stakeholders to establish the enterprise continuity of  operations program. Acquire the necessary resources, including financial resources, Page 21 of 83

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to conduct an effective enterprise continuity of operations program. Define the enterprise continuity of operations organizational structure and staffing model. Define emergency delegations of authority and orders of succession for key positions. Direct contingency planning, operations, and programs to manage risk Define the scope of the enterprise continuity of operations program to address business continuity, business recovery, contingency planning, and disaster recovery and related activities. Integrate enterprise concept of operations activities with related contingency planning activities. Establish an enterprise continuity of  operations performance measurement program. Identify and prioritize critical business functions. Implement appropriate changes and improvement actions as required.

2.3.2 Design:1. Develop Develop strategic policy policy for the organization’ organization’ss continuity of operations. operations. 2. Develop Develop an enterprise enterprise continuity of operations operations plan and and procedures. procedures. 3. Develop Develop and maintain maintain enterprise continuity continuity of operations operations documentation documentation such as contingency, business continuity, business recovery, disaster recovery, and incident handling plans. 4. Develop Develop a comprehensive comprehensive test, test, training, and exercise exercise program to evaluate evaluate and validate the readiness of enterprise continuity of operations plans, procedures, and execution. 5. Prepare internal and external continuity of operations communications

procedures and guideline.

2.3.3 Implement:Execute the enterprise continuity of operations and related contingency plans and procedures. Control access to information assets during an incident in accordance with the organizational policy. Execute crisis management tests, training, and exercises and apply lessons learned from them.

2.3.4 Evaluate:Page 22 of 83

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Review test, training and exercise results to determine areas for process improvement and recommend changes as appropriate. Assess the effectiveness of the enterprise continuity program, processes, and procedures and implement changes where appropriate. Continuously validate the organization against additional mandates, as developed, to ensure full compliance. Collect and report performance measures and identify improvement actions.

2.4 Incident Management:Refers to the knowledge and understanding of the process to prepare and prevent, detect, contain, eradicate, and recover, and apply lessons learned from incidents impacting the mission of an organization.

2.4.1 Manage:Coordinate with stakeholders to establish the incident management program. Establish relationships between the incident response team and other groups, both internal (e.g., legal department) and external (e.g., law enforcement agencies, vendors, and public relations Professionals). Acquire and manage the resources, including financial resources, for the incident management functions. Ensure the coordination between the incident response team and the security administration and technical support teams. Apply lessons learned from information security incidents to improve incident management processes and procedures. Implement appropriate changes and improvement actions as required.

2.4.2 Design:Develop the incident management policy. Identify the services the incident response team should provide. Create incident response plans in accordance with security policy and organizational goals. Develop procedures for performing incident handling and reporting. Create incident response exercises and red teaming activities. Develop specific processes for collecting and protecting forensic evidence during incident response. Specify the incident response staffing and training requirements. Establish incident management measurement program Page 23 of 83

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2.4.3 Implement:Apply response actions in reaction to security incidents in accordance with established policy, plans, and procedures. Respond to and report incidents. Assist in collecting, processing, and preserving evidence according to standards, procedures, directives, policy, regulations, and law Monitor the network and information systems for intrusions. Execute incident response plans Execute red teaming activities and incidence response exercises. Ensure lessons learned from incidents are collected in a timely manner and are incorporated into plan reviews. Collect, analyze, and report incident management measures.

2.4.4 Evaluate:Assess the efficiency and effectiveness of the incident response program activities and implement changes as required. Examine the effectiveness of red teaming and incident response tests, training, and exercises. Assess the effectiveness of communications between incident response team and related internal and external organizations and implement changes where appropriate. Identify incident management improvement actions based on assessments of effectiveness.

2.5 IT Security Training and Awareness:It refers to the principles, practices, and methods required to raise employee awareness about basic information security, and to train individuals with information security roles to increase their knowledge, skills and abilities. Training activities are designed to instruct workers about their security responsibilities and teach them about information security processes and procedures so duties are performed optimally and securely within related Page 24 of 83

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environments. Awareness activities present essential information security concepts to the workforce in order to change user behavior. 2.5.1 Manage:Identify business requirements and establish the enterprise-wide policy for the IT security awareness and training program. Acquire and manage the necessary resources, including financial resources, to support the IT awareness and training program. Set operational performance measures for training and delivery and ensure that they are met. Ensure the organization complies with IT security awareness and training standards/requirements. Implement appropriate improvement actions as required.

2.5.2 Design:Develop the security awareness and training policy. Define the goals and objectives of the IT security awareness and training program. Work with appropriate security subject-matter experts to ensure the completeness and accuracy of the security training program. Establish a tracking and reporting strategy for IT security training and awareness. Establish a change management process to ensure currency and accuracy of training and awareness materials. Develop a workforce development, training, and awareness program plan.

2.5.3 Implement:Perform needs assessment to determine skill gaps and identify critical needs based on mission requirements. Page 25 of 83

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Develop new or identify existing awareness and training materials that are appropriate and timely for the intended audiences. Deliver awareness and training to the intended audiences based on identified needs. Update awareness and training materials when necessary. Communicate the management commitment and importance of the IT security awareness and training program to the workforce.

2.5.4 Evaluate:Assess and evaluate the IT security awareness and training program for compliance with corporate policy and measure performance of the program against objectives. Review the IT security awareness and training program materials and recommend improvements. Audit the awareness and training program to ensure that it meets the organization’s stakeholder needs. Ensure that information security personnel are receiving the appropriate level and type of training. Collect, analyze, and report performance measures.

2.6 IT Systems Systems Operations Operations and Maintenance:Maintenance:Refers to the ongoing application of principles, policies, and procedures to maintain, monitor, control, and protect IT infrastructure and the information residing on it during the operations phase of an IT system or application in production.

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2.6.1 Manage:Establish the security administration program goals and objectives. Monitor the security administration program budget. Direct the security administration personnel. Address security administration program risks. Page 26 of 83

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Define the scope of the security administration program. Establish communications between the security administration team and other security-related personnel (e.g., technical support, incident management). Integrate the security administration team activities with other security-related team activities (e.g., technical support, incident management, management, security engineering). Acquire the necessary resources, including financial resources, to execute the security administration program. Ensure operational compliance with applicable legislation, regulations, standards, and policies. Implement appropriate improvement actions, as required.

2.6.2 Design:Develop security administration processes and procedures in accordance with standards, procedures, directives, policy, regulations, and laws. Develop personnel, application, middleware, operating system, hardware, network, facility, and egress security controls. Develop security administration tests, test scripts, test criteria, and testing procedures. Develop security administration change management procedures to ensure security policies and controls remain effective following a change. Recommend appropriate forensics sensitive policies into the enterprise security plan.

2.6.3 Implement:Perform security administration processes and procedures in accordance with standards, procedures, directives, policy, regulations, and law. Page 27 of 83

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Establish a secure computing environment by applying, monitoring, controlling, and managing security controls. Ensure that information systems are assessed regularly for vulnerabilities and that appropriate solutions to eliminate or otherwise mitigate identified vulnerabilities are implemented. Monitor IT security performance measures to ensure optimal system performance. Perform security performance testing and reporting and recommend security solutions in accordance with standards, procedures, directives, policy, regulations, and law. Perform security administration changes and validation testing. Identify, control, and track all IT security configuration items. Collaborate with the technical support, incident management, and security engineering teams to develop, implement, control, and manage new security administration technologies. Monitor vendor agreements and Service Level Agreement’s (SLA) to ensure that contract and performance measures are achieved. Establish and maintain controls and surveillance routines to monitor and control conformance to all applicable information security laws and regulations.

2.6.4 Evaluate:Review strategic security technologies. Review the performance and correctness of applied security controls in accordance with standards, procedures, directives, policy, regulations, and law and apply corrections as required. Assess the performance of security administration measurement technologies. Assess system and network vulnerabilities. Assess compliance with standards, procedures, directives, policy, regulations, and law.

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Identify improvement actions based on reviews, assessments, and other data sources.

2.7 Network Security and Telecommunications:Refers to the application of the principles, policies, and procedures involved in ensuring the security of basic network services and data and in maintaining the hardware layer on which it resides. These practices address perimeter defense strategies, defense-in-depth strategies, and data encryption techniques.

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2.7.1 Manage:Establish a network security and telecommunications program in line with enterprise policy and security goals. Manage the necessary resources, including financial resources, to establish and maintain an effective network security and telecommunications program. Direct network security and telecommunications personnel. Define the scope of the network security and telecommunications program. Establish communications between the network security and telecommunications team and related security teams (e.g., technical support, security administration, incident response). Integrate network security and telecommunications program activities with technical support, security administration, and incident response activities. Establish a network security and telecommunications performance measurement program. Ensure enterprise compliance with applicable network-based standards, procedures, directives, policies, regulations, and laws. Ensure that network-based audits and management reviews are conducted to implement process improvement. Implement appropriate improvement actions, as required. Page 29 of 83

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2.7.2 Design:Develop network and host-based security policies in accordance with standards, procedures, directives, policies, regulations, and laws. Specify strategic security plans for network telecommunications in accordance with established policy to meet organizational security goals. Develop network security and telecommunications operations and maintenance standard operating procedures. Develop network security test plans and procedures in accordance with standards, procedures, directives, policies, regulations, and laws. Generate network security performance reports. Develop network security and telecommunication audit processes and procedures.

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2.7.3 Implement:Prevent and detect intrusions and protect against viruses. Perform audit tracking and reporting. Create, develop, apply, control, and manage effective network domain security controls in accordance with enterprise, network, and hostbased policies. Test strategic network security technologies for effectiveness; incorporate controls that ensure compliance with the enterprise, network and host-based security policies. Monitor and assess network security threats and issues. Gather technical data and monitor and assess network vulnerabilities. Correct network security vulnerabilities in response to problems identified in vulnerability reports. Provide real-time network intrusion response. Determine whether or not antivirus systems are in place and operating correctly. Page 30 of 83

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Ensure that messages are confidential and free from tampering and repudiation. Defend network communications from tampering and/or eavesdropping.

2.7.4 Evaluate:Perform a network security evaluation, calculate risks to the enterprise, and recommend recommend remediation activities. Ensure that appropriate solutions to eliminate or otherwise mitigate identified vulnerabilities are implemented effectively. Arrange independent verification and validation of the network to assess full satisfaction of functional requirements. requirements. Compile data into measures for analysis and reporting.

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2.8Personnel 2.8Personnel Security:-

It refers to methods and controls used to ensure that an organization’s selection and application of human resources (both employee and contractor) are controlled to promote security. Personnel security controls are used to prevent and detect employee-caused security breaches such as theft, fraud, misuse of  information, and noncompliance. The controls include organization/functional design elements such as separation of duties, job rotation, and determining position sensitivity.

2.8.1 Manage:Coordinate with IT security, physical security, operations security, and other organizational managers to ensure a coherent, coordinated approach to security across the organization. Acquire and manage the necessary resources, including financial resources, to manage and maintain the personnel security program. Page 31 of 83

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Establish objectives for the personnel security program relative to the overall security goals for the enterprise. Ensure compliance through periodic audits of methods and controls. Ensure personnel security is a component of enterprise continuity of  operations. Direct the ongoing operations of the personnel security program. Implement appropriate improvement actions, as required.

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2.8.2 Design:Establish personnel security processes and procedures for individual  job roles. Establish procedures to coordinate with other organizations to ensure common processes are aligned. Establish personnel security standards to which external suppliers (e.g., vendors, contractors) must conform.

2.8.3Implement:Coordinate within the personnel security office or with Human Resources to ensure that position sensitivity is established prior to the interview process and that appropriate background screening and suitability requirements are identified for each position. Coordinate within the personnel security office or with Human Resources to ensure background investigations are processed based on the level of trust and position sensitivity. Review, analyze, and adjudicate reports of investigations, personnel files, and other records to determine whether to grant, deny, revoke, suspend, or restrict clearances consistent with national security and/or suitability issues. Coordinate with physical security and IT security operations personnel to ensure that employee access to physical facilities, media, and IT systems and networks is modified or terminated upon reassignment, change of duties, resignation, or termination. Page 32 of 83

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Exercise oversight of personnel security program appeals procedures to verify that the rights of individuals are being protected according to law. Periodically review the personnel security program for compliance with standards, procedures, directives, policy, regulations, and law. 2.8.4 Evaluate:Review the effectiveness of the personnel security program and recommend changes that will improve internal practices and/or security organization-wide. organization-wide. Assess the relationships between personnel security procedures and organization-wide security needs and make recommendations for improvement. Periodically assess the personnel security program for compliance with standards, procedures, directives, policies, regulations, and laws.

2.9 Physical and Environmental Security:Refers to the methods and controls used to proactively protect an organization from natural or manmade threats to physical facilities and buildings, as well as to the physical locations where IT equipment is located or work is performed (e.g., computer rooms, work locations). Physical and environmental security protects an organization’s personnel, electronic equipment, and information.

2.9.1 Manage:Coordinate with personnel managing IT security, personnel security, operations security, and other security program areas to provide an integrated and coherent security effort. Acquire the necessary resources, including financial resources, to support an effective physical security program. Establish a physical security performance measurement system. Page 33 of 83

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Establish a program to determine the value of physical assets and their impact if unavailable. Implement appropriate improvement recommendations, as required. ✔

2.9.2 2.9 .2 Desig D esign n:Identify the physical security program requirements and specifications in relationship to the enterprise security goals. Develop the policies and procedures for identifying and mitigating physical and environmental threats to information assets, personnel, facilities, and equipment. Develop a physical security and environmental security plan, including security test plans and contingency plans, in coordination with other security planning functions. Develop countermeasures against identified risks and vulnerabilities. Develop criteria for inclusion in the acquisition of facilities, equipment, and services that impact physical security.

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2.9.3 Implement:Apply physical and environmental controls in support of the physical security plan. Control access to information assets in accordance with standards, procedures, directives, policy, regulations, and law. Integrate physical security concepts into test plans, procedures, and exercises. Conduct threat and vulnerability assessments to identify physical and environmental risks and vulnerabilities then update the applicable controls as necessary. Review construction projects to ensure that appropriate physical security and protective design features are incorporated into the design.

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2.9.4 Evaluate:Page 34 of 83

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Assess and evaluate the overall effectiveness of the physical and environmental security policy and controls and make recommendations for improvement. Review incident data and make process improvement recommendations. Assess the effectiveness of physical and environmental security control testing. Evaluate acquisitions that have physical security implications and report findings to management. Compile, analyze, and report performance measures.

2.10 Procurement:It refers to the application of principles, policies, and procedures required planning, applying, and evaluating the purchase of IT products or services, including "risk-based" pre-solicitation, solicitation, source selection, award, and monitoring, disposal, and other post-award activities. Procurement activities may consist of the development of procurement and contract administration documents that include, but are not limited to, procurement plans, estimates, requests for information, requests for quotes, requests for proposals, statements of work, contracts, cost-benefit analyses, evaluation factors for award, source selection plans, incentive plans, service level agreements, justifications required by policies or procedures, and contract administration plans.

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2.10.1 Manage:Collaborate with various stakeholders (which may include internal client, lawyers, Chief Information Officer (CIO), Chief Information Security Officer, IT Security Professional, Privacy Professional, Security Engineer, suppliers, and many others) on the procurement of  IT security products and services. Page 35 of 83

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Ensure the inclusion of risk-based IT security requirements in acquisition plans, cost estimates, statements of work, contracts, and evaluation factors for award, service level agreements, and other pertinent procurement documents. Ensure that suppliers understand the importance of IT security. Conduct detailed IT investment reviews and security analyses and review IT investment business cases for security requirements. Ensure that organization’s IT contracts do not violate laws and regulations, and require compliance with standards when applicable. Specify policies for the use of third party information by vendors/partners and connection requirements and acceptable use policies for vendors that connect to networks. Implement appropriate improvement recommendations, if required. ✔

2.10.2 2.10 .2 Desig De sign n:Develop contracting language that mandates the incorporation of IT security requirements in information services, IT integration services, IT products, and information security product purchases. Develop contract administration policies that direct the evaluation and acceptance of delivered delivered IT security products products and services under under a contract, as well as the security evaluation of IT and software being procured. Develop measures and reporting standards to measure and report on key objectives in procurements aligned with IT security policies and procedures. Develop a vendor management policy and associated program that implements policy with regard to use of third party information and connection requirement and acceptable use policies for vendors who connect to corporate networks. Include due diligence activities to ensure that vendors are operationally and technically competent to receive third party information and to connect and communicate with corporate networks. Page 36 of 83

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2.10.3 Implement:Include IT security considerations as directed by policies and procedures in procurement and acquisition activities. Negotiate final deals (e.g., contracts, contract changes, grants, agreements) that include IT security requirements that minimize risk to the organization. Ensure that physical security concerns are integrated into the acquisition strategies. Maintain ongoing and effective communications with suppliers and providers. Perform compliance reviews of delivered products and services to assess the delivery of IT requirements against stated contract requirements and measures. 2.10.4 Evaluate:Review contracting documents, such as statements of work or requests for proposals, for inclusion of IT security considerations in accordance with information security requirements, policies, and procedures. Assess industry landscape for applicable IT security trends, including practices for mitigating security risks associated with global supply chain management. Review Memorandum of Agreements, Memorandum of  Understandings Understandings and/or Service. Level Agreements for agreed level of IT security responsibility. Conduct detailed IT investment reviews and security analyses and review IT investment business cases for security requirements. Assess and evaluate the effectiveness of the vendor management program in complying with corporate policy with regard to use of third party information and connection requirement and acceptable use policies for vendors who connect to corporate networks.

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Conduct due diligence activities to ensure that vendors are operationally and technically competent to receive third party information, to connect and communicate with networks, and to deliver and support secure applications. Evaluate effectiveness of procurement function at addressing information security requirements through procurement activities and recommend improvements.

2.11 Regulatory and Standards Compliance:Refers to the application of the principles, policies, and procedures that enable an enterprise to meet applicable information security laws, regulations, standards, and policies to satisfy statutory requirements, perform industry-wide best practices, and achieve its information security program goals.

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2.11.1 Manage:Establish and administer a risk-based enterprise information security program that addresses applicable standards, procedures, directives, policies, regulations and laws. Define the scope of the enterprise information security compliance program. Maintain the information security enterprise compliance program budget. Organize and direct a staff that is responsible for information security compliance, licensing and registration, and data security surveillance. Ensure that all employees are informed of their obligations and are motivated to comply with the applicable information security standards, procedures, directives, policies, regulations, and laws. Identify major enterprise risk factors (product, compliance, and operational) and develop and coordinate the application of information security strategies, plans, policies, and procedures to reduce regulatory risk. Maintain relationships with all regulatory information security organizations and appropriate industry groups, forums, stakeholders and organizations. Page 38 of 83

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Keep informed on pending information security changes, trends, and best practices by participating in collaborative settings. Secure the resources necessary to support an effective information security enterprise compliance program. Establish an enterprise information security compliance performance measures program. Implement appropriate improvements, as required.

2.11.2 Design:Develop enterprise information security compliance strategies, policies, plans and procedures in accordance with established standards, procedures, directives, policies, regulations, and laws. Specify enterprise information security compliance program control requirements. Author information security compliance performance reports, Document information security audit results and develop remedial action policies and procedures. Develop a plan of action and associated mitigation strategies to address program deficiencies. Document compliance reporting process in a manner that produces evidence that process exists.

2.11.3 Implement:Monitor and assess the information security compliance practices of all personnel in accordance with enterprise policies and procedures. Maintain ongoing and effective communications with key compliance stakeholders. Conduct internal audits to determine if information security control objectives, controls, processes, and procedures are effectively applied and maintained, and perform as expected. Page 39 of 83

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2.11.4 Evaluate:Assess the effectiveness of enterprise compliance program controls against the applicable laws, regulations, standards, policies, and procedures. Assess the effectiveness of the information security compliance process and procedures for process improvement and implement changes where appropriate. Compile, analyze, and report performance measures.

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2.12 Risk Management:-

It refers to the policies, processes, procedures, and technologies used by an organization to create a balanced approach to identifying and assessing risks to information assets and to manage mitigation strategies that achieve the security needed at an affordable cost.

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2.12.1 Manage:Establish a IT security risk management program based on the enterprise business goals and objectives. Advise senior management during the decision making process by helping them understand and evaluate the impact of IT security risks on business goals, objectives, plans, programs and actions. Acquire and manage the resources, including financial resources, necessary to conduct an effective risk management program. Authorize operations to acknowledge acceptance of residual risk. Implement appropriate improvement recommendations, as required.

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2.12.2 Design:Specify risk-based information security requirements and a security concept of operations. Develop the policies, processes and procedures for identifying, assessing, and mitigating risks to information assets, personnel, facilities, and equipment. Page 40 of 83

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Develop processes and procedures for determining the costs and benefits of  risk mitigation strategies. Develop the procedures for documenting the decision to apply mitigation strategies or acceptance of risk. Develop and maintain risk-based security policies, plans, and procedures based on security requirements and in accordance with standards, procedures, directives, policy, regulation and law.

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2.12.3 Implement:Apply controls in support of the risk management program. Provide input to policies, plans, procedures, and technologies to balance the level of risk associated with the benefits provided by mitigating controls. Implement threat and vulnerability assessments to identify security risks and update the applicable security controls regularly. Identify risk/functionality tradeoffs and work with stakeholders to ensure risk management implementation is consistent with desired organization’s risk posture.

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2.12.4 Evaluate:Assess the effectiveness of the risk management program and implement changes where required. Review the performance of and provide recommendations for risk management (security controls, policies/procedures that make up risk management program) tools and techniques. Assess the residual risk in the information infrastructure used by the organization. Assess the results of threat and vulnerability assessments to identify security risks and update the applicable security controls regularly. Identify changes to risk management policies and processes to remain current with emerging risk and threat environment.

2.13 Strategic Strate gic Management: Mana gement:-Page 41 of 83

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It refers to the principles, practices, and methods involved in making managerial decisions and actions that determine the long-term performance of  an organization. Strategic management requires the practice of external business analyses such as customer analyses, competitor analyses, market analyses, and industry environmental analyses. Strategic management also requires the performance of internal business analyses that address financial performance, performance measurement, quality assurance, risk management, and organizational capabilities and constraints. The goal of these analyses is to ensure that an organization’s IT security principles, practices and system design are in line with the organization’s mission statement.

2.13.1 Manage:Establish an IT security program to provide security for all systems, networks, and data that support the operations and business/mission needs of  the organization. organization. Integrate and align IT security, physical security, personnel security, and other security components into a systematic process to ensure information protection goals and objectives are reached. Align IT security priorities with the organization’s mission and vision and communicate the value of IT security within the organization. Acquire the necessary resources, including financial resources, to support IT security goals and objectives and reduce overall organizational risk. Establish overall enterprise security architecture (EA) by aligning business processes, IT software and hardware, local and wide area networks, people, operations, and projects with the organization’s overall security strategy. Acquire and manage the necessary resources, including financial resources, for instituting the security policy elements in the operational environment. Establish the organizational goals that are in accordance with standards, procedures, directives, policies, regulations and laws. Balance the IT security investment portfolio based on EA considerations and enterprise security priorities.

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2.13.2 Design:Establish a performance management program that will measure the efficiency, effectiveness, and maturity of the IT security program in support of the business/mission needs of the organization. Develop IT security program components and associated strategy to support organization’s IT security program. Develop information security management strategic plans. Integrate applicable laws and regulations into the enterprise information security strategy, plans, policies, and procedures.

2.13.3 Implement:Provide feedback to management on the effectiveness and performance of  security strategic plans in accomplishing business/mission needs. Perform internal and external enterprise analyses to ensure the organization’s IT security principles and practices are in line with the organizational mission. Integrate business goals with information security program policies, plans, processes, and procedures. Collect, analyze, and report performance measures. Use performance measures to inform strategic decision making.

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2.13.4 Evaluate:Determine if security controls and processes are adequately integrated into the investment planning process based on IT portfolio and security reporting. Review security funding within IT portfolio to determine if funding accurately aligns with security goals and objectives and make funding recommendations accordingly. Assess the integration of security with the business/mission and recommend improvements. Review the cost goals of each major investment. Assess the performance and overall effectiveness of the security program with respect to security goals and objectives. Page 43 of 83

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Assess and refresh performance measurement program to ensure currency with organization’s goals and priorities.

2.14 System and Application Security:It refers to the principles, policies, and procedures pertaining to integrating information security into an IT system or application during the System Development Life Cycle (SDLC) prior to the Operations and Maintenance phase. The practice of these protocols ensures that the operation of IT systems and software does not present undue risk to the enterprise and its information assets. This objective is accomplished through risk assessment; risk mitigation; security control selection, implementation and evaluation; and software security standards compliance.

2.14.1 Manage:Establish the IT system and application security engineering program. Acquire the necessary resources, including financial resources, to support the integration of security in the SDLC. Guide IT security personnel through the SDLC phases. Define the scope of the IT security program as it applies to the application of  SDLC. Plan the IT security program components into the SDLC.

2.14.2 Design:Specify the enterprise and IT system or application security policies. Specify the security requirements for the IT system or application. Author and IT system or application security plan in accordance with the enterprise and IT system or application security policies. Identify the standards against which to engineer the IT system or application. Specify the criteria for performing risk-based audits against the IT system or application. Develop processes and procedures to mitigate the introduction of  vulnerabilities during the engineering process. Page 44 of 83

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Integrate applicable information security requirements, controls, processes, and procedures into IT system and application design specifications in accordance with established standards, policies, regulations, and laws.

2.14.3 Implement:Execute the enterprise and IT system or application security policies. Apply and verify compliance with the identified standards against which to engineer the IT system or application. Perform the processes and procedures to mitigate the introduction of  vulnerabilities during the engineering process. Perform secure configuration management practices. Validate that the engineered IT security and application security controls meet the specified requirements. Reengineer security controls to mitigate vulnerabilities identified during the operations phase. Ensure the integration of information security practices throughout the SDLC process. Document IT or application security controls addressed within the system. Practice secure coding practices.

2.14.4 Evaluate:Review new and existing risk management technologies to achieve an optimal enterprise risk posture. Review new and existing IT security technologies to support secure engineering across the SDLC phases. Continually assess the effectiveness of the information system’s controls based on risk management practices and procedures. Assess and evaluate system compliance with corporate policies and architectures. Page 45 of 83

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Assess system maturation and readiness for promotion to the production stage. Collect lessons learned from integration of information security into the SDLC and use to identify improvement actions. Collect, analyze, and report performance measures.

3 The IT Security Essential Body of Knowledge:Knowledge of key terms and concepts is the foundation for effective performance of the functions associated with each of the technical competency areas. Without requisite knowledge, it is virtually impossible to perform work functions. The IT Security EBK lists all of the key terms and concepts that have been identified for each competency area. At minimum, individuals should know, understand, and be able to apply the key terms and concepts that relate to the competencies to which their role is linked. Full knowledge of all of the key terms and concepts is the foundation for performance as a conversant IT security generalist. This section describes and lists the 14 IT security competency areas with affiliated key terms and concepts.

3.1Data Security:It refers to the application of the principles, policies, and procedures necessary to ensure the confidentiality, integrity, availability, and privacy of data in all forms of media throughout the media (electronic and hardcopy) throughout the data life cycle. Access Control Aggregation Antivirus Software Authentication Data Classification Discretionary Access Control Encryption Electronic Commerce Page 46 of 83

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Firewall Configuration Information Information Classification Scheme Mandatory Access Control Need-To-Know No repudiation Personally Identifiable Information Privacy Privilege Levels Public Key Infrastructure Role-Based Access Control Rule-Based Access Control Secure Data Handling Security Clearance Sensitive Information Sensitivity Determination Determination Sensitivity of Data Steganography System of Records User Privileges User Provisioning

3.2Digital Forensics:It refers to the knowledge and understanding of digital investigation and analysis techniques used for recovering, authenticating, and analyzing electronic data to reconstruct events related to security incidents. Such activities require building a digital knowledge base. The investigative process is composed of three phases: acquire, analyze, and report. Bit-Stream Copy/Image Chain of Custody Cluster Page 47 of 83

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Computer Forensics Copy/Image Cyber Laws/Guidelines/Policies Digital Forensic Systems Disk File System Duplicate Image Evidence Archival Forensic Analysis Forensic Labs Integrity of Evidence Intrusion Detection Systems Intrusion Prevention Systems Network Forensics Network Monitoring Persistent Data Portable Media Forensics Security Incident

3.3 Enterprise Continuity:It refers to the application of the principles, policies, and procedures used to ensure an enterprise continues to perform essential business functions after the occurrence of a wide range of potential catastrophic events. For the purposes of the IT Security EBK, Enterprise Continuity relates to IT assets and resources and associated IT security requirements. Alternate Facility Business Continuity Business Recovery Crisis Communication Communication Cyber Incident Response Delegation of Authority Disaster Recovery Page 48 of 83

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Disruption Essential Functions Information Technology Contingency Plan Interoperable Communications Occupant Emergency Order of Succession Preparedness/Readiness Risk Mitigation Standard Operating Procedures Tests, Training, and Exercises Threat Environment Vital Records and Databases

3.4 Incident Management:It refers to the knowledge and understanding of the process to prepare and prevent, detect, contain, eradicate, and recover, and apply lessons learned from incidents impacting the mission of an organization. Computer Security Escalation Procedures Incident Handling Incident Records Incident Response Information Assurance Posture Information Security Policy Information System Intrusion Measures Privacy (personally identifiable data) Reconstitution of System Risk Risk Assessment Page 49 of 83

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Risk Management Security Alerts Security Incident System Compromise Threat Threat Motivation Unauthorized Access User Vulnerability

3.5IT Security Training and Awareness:It refers to the principles, practices, and methods required to raise employee awareness about basic information security, and to train individuals with information security roles to increase their knowledge, skills and abilities. Training activities are designed to instruct workers about their security responsibilities and teach them about information security processes and procedures so duties are performed optimally and securely within related environments. Awareness activities present essential information security concepts to the workforce in order to change user behavior. • Awareness • End User Security Training • IT Security Awareness Program • Instructor Led Training (ILT) • Computer Based Training (CBT) • Curriculum • Learning Objectives • IT Security Training Program • Role-Based Training • Training • Instructional Systems Design (ISD) • Web Based Training (WBT) • Learning Management System (LMS) Page 50 of 83

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• Needs Assessment

3.6 IT Systems Operations and Maintenance:It refers to the ongoing application of principles, policies, and procedures to maintain, monitor, control, and protect IT infrastructure and the information residing on it during the operations phase of an IT system or application in production. Access Control Antivirus Software Backups Configuration Management Management Insider Threat Intrusion Detection Systems Intrusion Prevention Systems Patch Management Penetration Testing Security Data Analysis Security Measures Security Reporting System Hardening System Logs System Monitoring Threat Analysis Threat Monitoring Vulnerability Analysis

3.7Network Security and Telecommunications:It refers to the application of the principles, policies, and procedures involved in ensuring the security of basic network services and data and in maintaining the hardware layer on which it resides. These practices address

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perimeter defense strategies, defense-in-depth strategies, and data encryption techniques. Access Control Biometrics Authentication Configuration Crypto security Defense-in-Depth Email Scanners Emission Security Encryption Technologies (e.g., Secure Sockets Layer [SSL], Transport Layer Security [TLS]) Firewalls Hubs Internal and External Telecommunications Technology (e.g., Private Branch Exchange [PBX] and Voice Over Internet Protocol [VOIP]) Intrusion Detection Systems Intrusion Prevention Systems Load Balancers Network Architecture Network Segmentation (e.g., Virtual Local Area Network [V-LAN], Demilitarized Zone [DMZ]) Penetration Testing Port Routers Switches Threat Transmission Security Virtual Private Network Vulnerability

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It refers to methods and controls used to ensure that an organization’s selection and application of human resources (both employee and contractor) are controlled to promote security. Personnel security controls are used to prevent and detect employee-caused security breaches such as theft, fraud, misuse of information, and noncompliance. The controls include organization/functional design elements such as separation of duties, job rotation, and determining position sensitivity. Background Checks/Background Investigation Confidentiality Human Resources Insider Threat Job Rotation Nondisclosure Agreement Position Sensitivity SBI Secure Employee Termination Procedures Security Breach Security Clearance Separation of Duties

3.9Physical and Environmental Security:It refers to the methods and controls used to proactively protect an organization from natural or manmade threats to physical facilities and buildings, as well as to the physical locations where IT equipment is located or work is performed (e.g., computer rooms, work locations). Physical and environmental security protects an organization’s personnel, electronic equipment, and information. Access Cards Access Control Biometrics Defense-in-Depth Page 53 of 83

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Environmental Threat Identification and Authentication Authentication Inventory Manmade Threat Natural Threat Perimeter Defense Risk Management Terrorism Threat and Vulnerability Assessment

3.10 Procurement:It refers to the application of principles, policies, and procedures required to plan, apply, and evaluate the purchase of IT products or services, including "risk-based" pre-solicitation, solicitation, source selection, award, and monitoring, disposal, and other post-award activities. Procurement activities may consist of the development of procurement and contract administration documents that include, but are not limited to, procurement plans, estimates, requests for information, requests for quotes, requests for proposals, statements of work, contracts, cost-benefit analyses, evaluation factors for award, source selection plans, incentive plans, service level agreements,   justifications required by policies or procedures, and contract administration plans. Acceptable risk Acquisition Acquisition Life Cycle Award Benchmarking Business Impact Category Management Contract Cost-Benefit Analysis Cost Reimbursement Contract Page 54 of 83

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E-Sourcing Estimation Fixed Price Contract Incentive Contract Indefinite Delivery Contract Performance-based Contracts Prequalification Regulatory Compliance Request for Information Request for Proposal Risk Analysis Risk-Based Decision Risk Mitigation Security Security Measures Service Level Agreement Solicitation Sole Source Justification Spend Analysis Statement of Objectives Statement of Work Terms and Conditions Time and Materials Contract Total Cost of Ownership

3.11Regulatory and Standards Compliance:It refers to the application of the principles, policies, and procedures that enable an enterprise to meet applicable information security laws, regulations, standards, and policies to satisfy statutory requirements, perform industry-wide best practices, and achieve its information security program goals.

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Assessment Auditing Certification Compliance Ethics Evaluation Governance Laws (including but not limited to Health Insurance Portability and Accountability Act [HIPAA], Federal Information Security Management Act [FISMA], Clinger-Cohen Act, Privacy Act, Sarbanes-Oxley, etc.) Policy Privacy Principles/Fair Info Practices Procedure Regulations Security program Standards (e.g., ISO 27000 series, Federal Information Processing Standards FIPS]) Validation Verification

3.12Risk Management:It refers to the policies, processes, procedures, and technologies used by an organization to create a balanced approach to identifying and assessing risks to information assets and to manage mitigation strategies that achieve the security needed at an affordable cost. Acceptable Risk Annual Loss Expectancy Annual Rate of Occurrence Asset Valuation Benchmarking Business Impact Likelihood Estimation Page 56 of 83

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Management Risk Analysis Risk Mitigation Risk Treatment Security Security Measures Single Loss Expectancy Threat Threat and Vulnerability Assessment Threat Modeling Types of Risk Vulnerability

3.13 Strategic Management:It refers to the principles, practices, and methods involved in making managerial decisions and actions that determine the long-term performance of an organization. Strategic management requires the practice of external business analyses such as customer analyses, competitor analyses, market analyses, and industry environmental analyses. Strategic management also requires the performance of internal business analyses that address financial performance, performance measurement, quality assurance, risk management, and organizational capabilities and constraints. The goal of  these analyses is to ensure that an organization’s IT security principles, practices and system design are in line with the organization’s mission statement. Acquisition Management Budgeting Process and Financial Management Built-In Security Capital Planning Enterprise Architecture Page 57 of 83

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Enterprise Security Performance Management Strategic Planning Strategic Resource and Investment Management

3.14 System and Application Security:It refers to the principles, policies, and procedures pertaining to integrating information security into an IT system or application during the SDLC prior to the Operations and Maintenance phase. The practice of these protocols ensures that the operation of IT systems and software does not present undue risk to the enterprise and its information assets. This objective is accomplished through risk assessment; risk mitigation; security control selection, implementation and evaluation; and software security standards compliance. Accreditation Application and Technical Security Controls Application Development Certification Configuration Management Management Process Maturity Risk Mitigation Secure Coding Security Management Security Testing and Evaluation System Development Life Cycle Risk Assessment Secure System Design Security Requirements Analysis Security Specifications Software Assurance System Engineering

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4 IT Security Roles, Competencies and Functional Perspectives:Ten roles have been identified to segment the multitude of job titles within the public and private sector workforce into manageable functional groupings. Each role represents a cluster of organizational positions/job titles that perform similar functions in the workplace and therefore have the same IT security competencies.

4.1 Chief Information Officer:The Chief Information Officer focuses on the information security strategy within an organization and is responsible for the strategic use and management of information, information systems, and IT within that organization. The CIO establishes and oversees IT security metrics program, including evaluation of compliance with corporate policies and effectiveness of policy implementation. The CIO leads the evaluation of new and emerging IT security technologies. Competencies: Data Security: Manage Security: Manage Enterprise Continuity: Continuity: Manage  Manage Incident Management: Management: Manage IT Security Training and Awareness: Manage Awareness:  Manage Physical and Environmental Security: Manage Security:  Manage Procurement: Manage, Procurement: Manage, Design  Manage, Evaluate Regulatory and Standards Compliance: Compliance: Manage, Risk Management: Manage, Management: Manage, Evaluate Strategic Management: Manage, Management: Manage, Design, Evaluate  Manage System and Application Security: Security: Manage Example Job Titles: Chief Information Officer (CIO)

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The Digital Forensics Professional performs a variety of highly technical analyses and procedures in collecting, processing, preserving, analyzing, and presenting computer-related evidence, including but not limited to data retrieval, breaking passwords, and finding hidden or otherwise “invisible” information. Competencies: Digital Forensics: Manage, Forensics: Manage, Design, Implement, Evaluate  Implement Incident Management: Management: Implement  Design, Implement, Evaluate IT Systems Operations and Maintenance: Maintenance: Design, Network Security and Telecommunications: Design, Telecommunications:  Design, Implement Procurement:  Evaluate Risk Management: Implement Management: Implement Example Job Titles: Digital Forensics Analyst Digital Forensics Engineer Digital Forensics Practitioner Digital Forensics Professional

4.3 Information Security Officer/Chief Security Officer:The Information Security Officer/Chief Security Officer (ISO/CSO) specializes in the information and physical security strategy within an organization. The ISO/CSO is charged with developing and subsequent enforcing of the company’s security policies and procedures, security awareness program, business continuity and disaster recovery plans, and all industry and governmental compliance issues. Competencies: Data Security: Manage, Security: Manage, Design, Evaluate Digital Forensics: Manage, Forensics: Manage, Design Enterprise Continuity: Continuity: Manage, Evaluate  Manage, Design, Evaluate Incident Management: Management: Manage, IT Security Training and Awareness: Manage, Awareness:  Manage, Evaluate Physical and Environmental Security: Manage, Security: Manage, Evaluate Page 60 of 83

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Procurement: Manage, Procurement:  Manage, Design, Evaluate  Manage, Design, Evaluate Regulatory and Standards Compliance: Compliance: Manage, Risk Management: Manage, Management: Manage, Design, Evaluate Strategic Management: Manage, Design, Implement, Design, Implement, Evaluate  Manage, Evaluate System and Application Security: Security: Manage, Example Job Titles: Chief Cyber Security Officer Chief Security Officer Information Security Officer Senior Agency Information Security Officer

4.4 IT Security Compliance Professional:The IT Security Compliance Professional is responsible for overseeing, evaluating, and supporting compliance issues pertinent to the organization. Individuals in this role perform a variety of activities, encompassing compliance from an internal and external perspective. Such activities include leading and conducting internal investigations, assisting employees comply with internal policies and procedures, and serving as a resource to external compliance officers during independent assessments. The IT Security Compliance Professional provides guidance and autonomous evaluation of the organization to management. management. Competencies: Data Security: Evaluate Security: Evaluate Digital Forensics: Evaluate Forensics: Evaluate Enterprise Continuity: Continuity: Evaluate  Evaluate Incident Management: Management: Evaluate IT Security Training and Awareness: Evaluate Awareness:  Evaluate IT Systems Operations and Maintenance: Evaluate Maintenance:  Evaluate Network Security and Telecommunications: Evaluate Telecommunications:  Evaluate Personnel Security: Evaluate Security: Evaluate Physical and Environmental Security: Evaluate Security:  Evaluate Procurement: Evaluate Procurement:  Evaluate Page 61 of 83

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 Design, Implement, Evaluate Regulatory and Standards Compliance: Compliance: Design, Risk Management: Implement, Management: Implement, Evaluate Strategic Management: Evaluate Management: Evaluate System and Application Security: Evaluate Security:  Evaluate Example Job Titles: Auditor Compliance Officer Inspector General Inspector/Investigator Regulatory Affairs Analyst

4.5 IT Security Engineer:The Security Engineer applies cross-disciplinary IT security knowledge to build IT systems that remain dependable in the face of malice, error, and mischance. Competencies: Data Security: Design Security: Design,, Evaluate IT Operations and Maintenance: Design, Maintenance: Design, Implement Network Security and Telecommunications: Design, Telecommunications:  Design, Implement Risk Management: Implement Management: Implement System and Application Security: Design, Security:  Design, Implement, Evaluate ξ

Example Exa mple Job J ob Titles Ti tles :

Requirements Analyst Security Analyst Security Architect Security Engineer Software Architect System Engineer

4.6 IT Systems Operations and Maintenance Professional:-

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The IT Security Operations and Maintenance Professional ensures the security of information and information systems during the Operations and Maintenance phase of the SDLC. Competencies: Data Security: Implement, Security: Implement, Evaluate Digital Forensics: Implement Forensics: Implement Enterprise Continuity: Continuity: Design, Implement  Design, Implement, Evaluate Incident Management: Management: Design,  Manage, Design, Implement, IT Systems Operations and Maintenance: Maintenance: Manage,  Evaluate Network Security and Telecommunications: Manage, Telecommunications:  Manage, Design, Implement,  Evaluate Procurement: Evaluate Procurement:  Evaluate Risk Management: Implement Management: Implement  Implement System and Application Security: Security: Implement Example Job Titles: Database Administrator Directory Services Administrator Network Administrator Service Desk Representative System Administrator Technical Support Personnel

4.7 IT Security Professional:The IT Security Professional concentrates on protecting information and information systems from unauthorized access, use, disclosure, disruption, modification, or destruction to provide confidentiality, integrity, and availability. Competencies: Data Security: Manage, Security: Manage, Design, Evaluate Enterprise Continuity: Continuity: Evaluate Incident Management: Design, Management: Design, Evaluate Page 63 of 83

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IT Security Training and Awareness: Design, Awareness:  Design, Implement, Evaluate Personnel Security: Design, Security: Design, Evaluate Physical and Environmental Security: Design, Security: Design, Evaluate Regulatory and Standards Compliance: Implement Compliance: Implement  Evaluate Risk Management: Design, Implement, Implement, Evaluate Example Job Titles: ISO Information Security Program Manager Information Systems Security Manager (ISSM) Information Systems Security Officer (ISSO) Security Program Director

4.8 Physical Security Professional:The Physical Security Professional protects physical computer systems and related buildings and equipment from intrusion and from fire and other natural and environmental hazards. Competencies: Enterprise Continuity: Continuity: Design, Implement Incident Management Management:: Implement Personnel Security: Evaluate Security: Evaluate Physical and Environmental Security: Manage, Security:  Manage, Design, Implement, Evaluate Procurement: Evaluation Procurement: Evaluation Risk Management: Implement Management: Implement Example Job Titles: Physical Security Administrator Physical Security Officer

4.9 Privacy Professional:The Privacy Professional is responsible for developing and managing an organization’s privacy compliance program. The privacy professional establishes a risk management framework and governance model to assure Page 64 of 83

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the appropriate handling of Personally Identifiable Information (PII). The privacy professional ensures PII is managed throughout the information life cycle, from collection to disposal.

Competencies: Data Security: Design, Security: Design, Evaluate  Manage, Design, Implement, Evaluate Incident Management: Management: Manage, IT Security Training and Awareness: Design, Awareness:  Design, Evaluate Personnel Security: Design Security: Design,, Implement  Manage, Design, Implement, Evaluate Regulatory and Standards Compliance: Compliance: Manage, Risk Management: Manage, Management: Manage, Design, Implement, Evaluate Example Job Titles: Chief Privacy Officer Privacy Act Officer Privacy Information Professional Privacy Officer Senior Agency Official for Privacy

4.10 Procurement Professional:The Procurement Professional purchases or negotiates for products (software, hardware, etc.) and services (contractor support, etc.) in support of an organization’s IT strategy. In the IT security context, procurement professionals must ensure that security requirements are specified within solicitation and contract documents and ensure that only products and services meeting requirements are procured. The Procurement Professional must be knowledgeable about their industry and own organization, and must be able to effectively communicate with suppliers and negotiate terms of  service. Competencies: Procurement: Manage, Procurement:  Manage, Design, Implement, Evaluate Example Job Titles: Acquisition Manager Page 65 of 83

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Buyer Contracting Officer Contracting Officer’s Technical Representative (COTR) Contract Specialist Purchasing Manager

5 IT Security Role, Competency, and Functional Matrix:The IT Security Role, Competency, and Functional Matrix provides a visual representation of the linkage between roles, competency areas, and functions. In this section, the IT Security Roles are broadly grouped into Executive, Functional and Corollary categories.

6 Wayne State University implements Q1 Labs QRadar technology. By Denise Dubie, Du bie, Network World The IT security team at Wayne State University in Detroit wanted to get better visibility into the traffic crossing the urban institution's main and satellite locations. With some 33,000 students and 10,000 faculty, staff and employees using the network - which includes 10,000 internal and 50,000 external hosts - the team turned to network behaviour analysis (NBA) software from Q1 Labs. NBA tools monitor and analyse network traffic, looking for abnormalities and patterns that could indicate a zero-day attack, such as a server sending too many queries or one that is trying to connect to the Internet in the middle of  the night. The products prove to be another layer of security: in addition to identifying top talkers on the network, NBA technology can help network and security teams detect undocumented vulnerabilities and symptoms of  unknown threats, before the environment is impacted. "We have so many sources for network traffic and we needed better insight into the network," says Morris Reynolds, director of information security and access management at Wayne State. "We "We had a funding opportunity that Page 66 of 83

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enabled us to purchase the technology that would help us see what vulnerabilities were coming across our network and how we were at risk." The university implemented Q1 Labs QRadar technology, technology, which is packaged p ackaged as an appliance, in July 2007 and upon installation detected between 10 and 15 bot-controlled computers on the network. The security s ecurity policy at the university cuts such computers off from the outside world and gives systems administrators four days to remediate the problems. Finding these vulnerabilities helps the security team spot s pot potential vulnerabilities and monitor traffic sources. "Right off the bat, QRadar gave us a general idea of what wh at was going on in our network. It broke down the traffic by applications - I think it can handle more than 1000 types of network traffic - and we were able to see which of  our networks were most vulnerable and which had the most problems," says Graydon Huffman, Wayne State's senior systems security specialist responsible for QRadar. Reynolds adds that the information QRadar serves up from more than 50 devices (at a rate of 600 events per second) helps the security team protect the integrity of the entire network. It also provides data on the potential vulnerability to support their requests to other IT staff. Wayne State University is currently planning a move to a distributed deployment model to monitor university-wide inter-hub traffic, and has plans to expand the use of  QRadar to its medical campus in 2009. "We want to give our systems administrators the best insight into their environments, so they can prevent issues before they happen," Reynolds says. ∇ 6.1 Cisco routers are out and Juniper gear is in at Amazing mail.

By Tim Greene, Network World US Amazingmail.com tossed its Cisco routers, switches and an d firewalls for Juniper gear and wound up saving enough in ongoing support costs that the project will pay for itself in eight months.

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The Arizona firm, which has about 90 employees spread over three sites, made the swap during the first quarter of the year with no interruption to its online custom printing and mailing operations, says Larry Prine, its lead systems administrator. There were some trade-offs, including that only certain models of the EX switches can be configured to act as part of a single logical switch, but the money the company saves on maintenance fees is worth it. "Cost savings - that was the motivation," Prine says. By cutting support costs from US$48,000 (around £25,600) for Cisco to less than $6,000 per year for Juniper and selling off the two-year-old Cisco hardware, h ardware, Amazingmail.com Amazingmail.com will have the Juniper gear paid off by the end of this year, year, he says. Along with the cost savings comes the ability to switch WAN WAN routers when one of the company's T-1 T-1 lines fails, something that was too complex for Amazingmail.com to get running on its Cisco routers, Prine says. •

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Overall, he thinks the Juniper gear is more manageable because each switch, router and firewall works on the same operating system version as the rest, so any configuration changes need to be done just once on ce for each. With With Cisco, software versions could vary within device d evice type, he says, requiring more administrative time. Prine swapped two Cisco Catalyst 6509 switches for four Juniper EX4200 switches. A Juniper SSG 140 security gateway and four SSG 320s replaced three Cisco ASA 5520 security appliances. Prine says Cisco didn't make any special efforts to retain Amazingmail.com's Amazingmail.com's business. Juniper EX 4200 switches can be deployed in a virtual chassis that enables managing them as a single device, but that is not a feature of the EX 3200s, he says. So the two EX 3200s in his network are managed separately. In that sense, the Cisco equipment kind of had the advantage," Prine says.

6.2 The sweet smell of WAN acceleration By Matt Hamblen, Computerworld US Glen Dalgleish, vice president of infrastructure services at global perfumer Coty, well remembers why he and his staff had implemented WAN WAN acceleration technology last January: to improve download speeds sp eeds for some 6,000 users world-wide.

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With the devices from Riverbed Technology Technology in place, p lace, users in Europe or Asia could download a 50MB multimedia presentation on a hot new fragrance in less than five minutes - a big improvement over the 30 minutes it had taken before the acceleration fix. "It is extremely potent technology," Dalgleish said. "People were calling and saying, 'This can't be right.... Is something wrong? The downloads are too FAST.' AST.' With a smile, we said, 'It is what w hat it is...'" Dalgleish, who started s tarted working for New York-based York-based Coty nearly a year ago, credits Riverbed and Orange, the network provider that has worked with Coty for more than seven years, for the improvements. In all, Riverbed and Orange spent about $500,000 to install about 50 Riverbed Steelhead appliances of various sizes in offices around the globe. The devices talk to one big Steelhead at Coty's data centre in North Carolina, Dalgleish said. Coty expects its investment should be paid back in 18 months. The big advantage? Coty didn't need to expand network capacity to handle exploding amounts of video and other multimedia data, he said. While adding bandwidth might not be too expensive in New York, York, trying to boost throughput by even a modest amount in some countries in Eastern Europe can be exorbitant, he noted. With the Riverbed technology in place, the loading on some network links dropped from 90 percent to 60 percent. With the improved efficiency, efficiency, Dalgleish has been able to remove about 12 caching servers around the world, saving money on the software licensing costs for those servers. Now, when a user needs a file, the data comes straight from the data centre, ensuring that they th ey get the most recent version. One problem Dalgleish encountered involved several legacy applications that did not work with the acceleration software and would time-out. The Page 70 of 83

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applications were not mission critical and affected very few users, so they were excluded from the acceleration pathway and still transmit at their older, older, slower pace. Because the issue was minor, minor, Dalgleish did not investigate the problem. Coty chose Riverbed's technology over several others, including Cisco, Dalgleish said. Orange had recommended Riverbed after using the technology itself; Dalgleish praised Orange for recognising that the acceleration market is growing and offers clear benefits for network users. "Because of what Orange did, it helps me want to stay with Orange," he said. Now, he wants to test Riverbed's Steelhead S teelhead mobile application to provide optimisation to several hundred employee laptops. "You "You could use it from your hotel room," he said. We editorially select highlights of the latest, breaking IT news, most-read articles and expert insight, and deliver them to your inbox. Techworld’s RSS feeds send the latest industry news, reviews & analysis direct to your desktop! Coty's experience with acceleration is not unusual, unu sual, analysts said. Since WAN WAN optimisation technology began appearing five years ago, it has continued to gain popularity at least in part because of success stories like Coty's. "The market is still growing, and we have not seen a slowdown in end-user demand for WAN WAN optimisation," said s aid Robert Whiteley, an analyst at Forrester Research. Research. "As IT [departments] look to trim the fat from budgets, they often turn to consolidation projects, which w hich increases the need for WAN WAN optimisation to accelerate connections to centralised data centre resources." resources." Whiteley said Riverbed is in the top tier of WAN WAN optimisation vendors, along with Cisco, Blue Coat Systems, Juniper Networks and Silver Peak System

6.3 How Wi-Fi eased the classroom crunch Teachers need to take the Internet anywhere. By Peter Judge, Techworld Schools can be hesitant to use Wi-Fi, because they need to control the Internet access their children get - but for Heathland Comprehensive School in West London, blanket coverage was the best way to ease the pressure on the school's computer rooms.

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In universities, adult pupils can be expected to provide their own laptops, and take care of themselves online, so it makes sense to cover the site with Wi-Fi. Secondary schools and below are less likely to go for full coverage, as their pupils require more supervision and can't be expected to provide hardware. School-level IT has generally been provided in special sp ecial purpose computer rooms - but modern teaching increasingly requires requires Internet access, and this may have to change. "Learning isn't centred completely on computers," says Adam Urch, network  manager at Heathland, "but our school is very tight on rooms, with around 95 percent of the rooms in use." The school, in Hounslow, West West London, has 1850 pupils aged 11 to 18, 150 teachers and 200 support staff. In that situation, there is always someone in the computer room, and it's not possible to use it for a lesson which only needs access for ten minutes. In 2006, it was obvious that teachers and pupils need to be able to access the Internet from anywhere.

∇

6.4 Is wireless best?

Wireless Wireless might seem to be the obvious answer ans wer,, but Urch took some s ome persuading. He was happy hap py with the general performance of wireless, provided by some standalone Linksys Wi-Fi access points the school had bought on the high street, but these could only support about a dozen users at a time, and were awkward to use and unlikely to scale to larger coverage. Also, as well as supporting the current building, any wireless LAN would have to expand easily into new buildings that the school has planned.

7 Use of Network Security in WNS 7.1 Introduction:WNS is a leading global business process outsourcing company. Deep industry and business process knowledge, a partnership approach, comprehensive service offering and a proven track record enables WNS to deliver business value to Page 72 of 83

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some of the leading companies in the world. WNS is passionate about building a market-leading company valued by our clients, employees, business partners, investors and Communities. ∇

7.2Wireless Networks and Servi S ervices ces Program (WNS ) Faculty handling the programme: Professor Djamal ZEGHLACHE

The Wireless Networks and Services program covers advances in wireless w ireless architectures architectures with an emphasis on wireless networking and services. s ervices. The program takes into account current technologies, the emergence of new devices and systems and the growth expected in wireless. w ireless. Wireless Wireless technologies and services represent represent today one of the largest growth sector and market in the information technology and society and this is especially true with the emergence of sensor (e.g. Zigbee), mesh (e.g. WiMAX) and P2P networks in addition to the current cellular (such as GSM, IS-95, IS-136, GPRS, EDGE, UMTS, Cdma2000) and the wireless local access technologies (WiFi and Bluetooth as well as Ad Hoc networks). n etworks). The number of  wireless devices (including sensors and actuators) and nodes is expected to grow into billions worldwide while personal computers in the fixed infrastructure are not expected to exceed a billion. This expected massive introduction of nodes and devices will change the way wireless services are offered to end users and will broaden the scope and applicability of wireless to all the sectors of the information society. society. This evolution makes wireless networks much more complex. As multiple air interfaces, multiple access technologies and multiple service architectures compose the network, new capabilities and features are needed (to enable intelligent access network selection and the secure and spontaneous formation of personal area networks around the user) to provide context aware networking and to achieve adaptation of applications and services to ambient conditions.

Objectives: The expected evolution in wireless networks and technologies poses real challenges to the industry that tomorrow’s graduates must understand and be prepared to tackle when joining the research and development community. The objective of the Wireless Networks and Services education program at INT is to train students, in the wireless networking and services area, to become an active force in addressing these new technological challenges, the strategic objectives of the industry and the needs of the information and human society. This program consequently aims at providing in depth understanding of wireless networks and services architectures architectures by providing students with the underlying background in radio propagation, in signalling and wireless systems fundamentals. Given this basic knowledge, the program will address wireless network architectures encountered in both cellular and short range wireless followed by an analysis and study of wireless w ireless services architectures architectures in the NGN and NGI context (including paradigms available Page 73 of 83

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in working groups and standardisation bodies such as W3C, OMA, 3GPP and TISPAN). TISPAN). Emerging technologies and paradigms in wireless sensor networks, wireless personal area networks and pervasive networks and services widen the scope of the program and provide students with a longer term vision on the expected evolutions in wireless systems, networks, services and applications. In addition to acquiring knowledge in wireless networking and services in general, the students will in finebe able to: Model, analyze as well as develop new and economically viable wireless networks and services s ervices architectures. architectures. Specify and design mechanisms, protocols and procedures to achieve mobility management, Ensure security and privacy. privacy. Integrate future mobile services and applications in current and emerging wireless networks VAP WNS (version 07.11a).

Organisation: The program consists of 6 essentially independent courses, since students with documented prerequisite knowledge can enrol in these courses. The program is scheduled during semesters S8 and S9 and each course corresponds to an in class teaching load of 45 Hours supplemented by 45 hours of personal work, for a total of 90 equivalent hours per course. The Wireless Wireless Networks and Services program is organized in the following Teaching Teaching Units: S8: - NET4508 : “Propagation “Propagation et Signalisation” (Propagation and signalling in wireless environments and networks) NET4519 : Wireless Wireless Data Networks (short range wireless and wireless LAN and PAN for data and multimedia communications) S9: - NET5011 NET5011 : Mobile Networks Architectures Architectures (wireless (wireless systems and networks architectures, architectures, physical and an d logical channel organization, protocols, procedures, procedures, mobility management, call and session establishment) NET5012 : NGN and Wireless Wireless Service Architectures Architectures (service architectures architectures for multimedia wireless services including NGN, IMS and service oriented architectures) NET5013 :Service Discovery and Adaptation to Context (advanced service discovery protocols and framework to support wireless services & applications adaptation). NET5014 : Secure S ecure Pervasive Wireless Wireless Networks and Services (addresses security,mobility security,mobility of nodes, services and applications in pervasive wireless environments). In addition to these courses a project, running throughout Semester S9, will be conducted by the students in small groups. The project will put into practice what has been learned in class and enable students to develop the invaluable research and development skills sought by the industry and the research community.

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The proliferation of commercial activities over different networked systems has brought security concerns on an unprecedented scale. From traditional Internet-based applications to newly emerging ubiquitous services over 3G, Wireless LAN, and mobile ad hoc and sensor networks, there is an increasing demand of  measures to guarantee the confidentiality, integrity, and availability of system services. The main purpose of this workshop is to promote further research interests and activities on network security. It is also aimed at increasing the synergy between academic and industrial researchers working in this area. We are interested in experimental, systems-related, and work-in-progress papers in all aspects of network security. The topics of interest include (but are not limited to): Novel and emerging secure architecture Study of attack strategies, attack modelling Case studies and analysis of actual attacks Continuity of Operations during an attack Key management Trust management Intrusion detection techniques Intrusion response, alarm management, and correlation analysis Study of tradeoffs between security and system performance Intrusion tolerance systems Secure protocols Page 75 of 83

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Security in wireless networks (e.g., ad hoc networks, sensor networks, WiMAX, WPAN, etc.) Battlefield wireless security solutions Security issues in Software Defined Radios Authors are invited to submit full papers for presentation at the workshop. Papers (no more than 8 camera-ready pages, in IEEE TRANSACTION format) should describe original, previously unpublished work, not currently under review by another conference, workshop, or journal. All accepted papers will appear in the IEEE LCN conference proceedings. All paper submissions will be handled electronically in EDAS. Manuscripts that are not compliant with the requirements may be declined with the requirements may be declined without review. ∇

7.3 WNS and CIMA partner with the Bucharest University of  Economi Econ omics cs (Using Usin g IT Securi Secu rity ty for Enhancin Enha ncing g Financial Financi al Skills & Protecting Accounting Data) Program aims to further excellence in finance and accounting skills

WNS (Holdings) Limited (NYSE:WNS), a leading provider of global business process outsourcing (BPO) services, and the Chartered Institute of Management Accountants (CIMA), the only international accountancy body with a sole focus on business, today announced a partnership with the Bucharest University of  Economics (ASE), a premier Romanian institution of higher education. In a move to promote excellence in financial management, CIMA has granted accreditation to the University’s two-year master’s degree in Accounting and Financial Techniques Techniques for Business Management (TECOFIG). This is the first accreditation CIMA has granted in Romania and recognizes the degree’s comprehensive grounding in management accounting. WNS will contribute business case studies from its operations and lectures given by its senior managers in order to provide insights into the rapidly growing BPO services industry. WNS will also offer scholarships and internships to TECOFIG students and the opportunity for graduates to join the company once they have successfully s uccessfully completed the program. TECOFIG graduates Page 76 of 83

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can choose an accelerated route to the CIMA qualification through exemptions from five of the Institute’s papers. Additionally, Additionally, ASE will develop a new post graduate diploma which covers accounting content from the CIMA Certificate in Business Accounting. This program will be accessible to graduates of all disciplines who want to build a career in accounting and finance. “WNS sees immense potential for growth and scale in Romania. Ro mania. We We are committed to developing talent locally and are pleased to announce this three-way partnership with ASE and CIMA,” said Akos Csernus,Head of Romanian Operations for WNS. “This initiative will provide an excellent education program for Romanian students seeking to pursue p ursue careers in management accounting and financial analytics.” Eastern Europe provides a strong combination of language skills and talent, and has emerged as a major provider of  BPO services. BPO exports from the region total US $1 billion and employ approximately 30,000 FTEs. Finance and accounting (F&A) is the primary BPO service in the region, including processes ranging from transaction processing to high end analytics. “WNS is committed to nurturing leaders, and through our strategic relationship with CIMA, we ensure our employees gain internationally recognized training,” said Neeraj Bhargava, Group Chief Executive Officer. Officer. “As the first BPO provider to forge a strategic relationship with CIMA, we endeavor to educate, train and qualify world class professionals in order to provide high value services to our clients.” “Operating in over 161 countries, CIMA provides a global qualification certificate recognized recognized by leading organizations around the world,” said Ray Perry, Perry, Director of Brand, CIMA. “CIMA values its strong relationships with global commercial organizations organizations such as WNS and is delighted to partner with leading institutions such as the Bucharest University of Economics.” WNS launched its Bucharest delivery center in January of this year. year. The WNS facility serves as a nearshore delivery centre for global clients with European operations. The center provides multi-lingual services, focused on delivering finance and accounting and customer care services in French, German, Italian and Spanish. According to a TBR report on BPO Delivery from Eastern Europe published on June 17th 2008 WNS and CIMA partner with Bucharest University of Economics • September 18, 2008 ξ

About WNS

WNS is a leading global business process outsourcing company. Deep industry and business process knowledge, a partnership approach, comprehensive service offering and a proven track record enables WNS to deliver business value to Page 77 of 83

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some of the leading companies in the world. WNS is passionate pas sionate about building a market-leading company valued by our clients, employees, business partners, investors and communities. For more information, visit www.wnsgs.com www.wnsgs.com..

About CIMA CIMA (the Chartered Institute of Management Accountants) is a world leading professional institute that offers an internationally recognized recognized qualification in management accountancy, focusing on accounting in business in both the private and public sectors. It is the voice of 164,000 students stu dents and members in 161 countries. CIMA is committed committed to upholding the highest ethical and professional p rofessional standards of  members and students, and to maintaining public confidence in management accountancy. accountancy. For more information about abou t CIMA, please visit www.cimaglobal.com www.cimaglobal.com..

ξ

Safe Harbor Statement under the provisions of the United States Private Securities Litigation Reform Act Act of 1995

This news release contains forward-looking statements, as defined in the safe harbor provisions of the U.S. Private Securities Litigation Reform Act Act of 1995. These statements involve a number of risks, uncertainties and other factors that could cause actual results to differ d iffer materially from those that may be projected by these forward looking statements. These risks and uncertainties include but are not limited to technological innovation; telecommunications or technology disruptions; future regulatory actions and conditions in our operating areas; our dependence on a limited number of clients in a limited number of industries; our ability to attract and retain clients; our ability to expand our business or effectively manage growth; our ability to hire and retain enough sufficiently su fficiently trained employees to support our operations; negative public reaction in the US or the UK to offshore offsh ore outsourcing; regulatory, regulatory, legislative and judicial developments; increasing competition in the business process outsourcing industry; political or economic instability in India, Ind ia, Sri Lanka and Jersey; worldwide economic and business conditions, including a slowdown in the U.S. and Indian economies and in the sectors in which our clients are based and a slowdown in the BPO and IT sectors world-wide; our ability to successfully consummate strategic acquisitions, as well as other risks detailed in our reports filed with the U.S. Securities and Exchange Commission. These filings are available at www.sec.gov. www.sec.gov. We may, may, from time to time, make additional written w ritten and oral forward-looking statements, including statements contained in our filings with the Securities and Exchange Commission and our reports to shareholders. You You are Page 78 of 83

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cautioned not to place undue reliance on these forward-looking statements, which reflect management’s management’s current analysis of future events. We undertake no obligation to publicly update or revise any forward-looking statements, whether as a result of  new information, future events or otherwise.

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8 Appen Appendi dixes xes:: List List of Acronyms nyms ξ

Acronym/Definit /Def inition ion

1. A A/R Actions/Recommendations 2. C CBT Computer Based Training CIO Chief Information Officer CNSS Committee on National Security Systems COBIT Control Objectives for Information and related Technology COTR Contracting Officer’s Technical Representative CSO Page 79 of 83

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Chief Security Officer CWF Critical Work Function 3. D DHS Department of Homeland Security DHS-NCSD Department of Homeland Security National Cyber Security Division DIAP Defense-wide Information Assurance Program DMZ Demilitarized Zone DoD Department of Defense 4. E EA Enterprise Architecture EBK Essential Body of Knowledge 5. F FIPS Federal Information Processing Standard FISMA Federal Information Security Management Act 6. H HIPA Health Insurance Portability and Accountability Act 7. I IA Information Assurance IASS Information Assurance Skill Standard Page 80 of 83

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ILT ILT Instructor Led Training ISD Instructional Systems Design ISO International Standards Organization ISO Information Security Officer ISSM Information Systems Security Manager ISSO Information Systems Security Officer IT Information Technology ITSC-WG Information Technology Security Certification Working Group 8. L LMS Learning Management System 9. N NCSD National Cyber Security Division NIST National Institute of Standards and Technology 10. P PBX Private Branch Exchange PCIPB President’s Critical Infrastructure Protection Board PII Personally Identifiable Information Page 81 of 83

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11. S SDLC System Development Life Cycle SOE Standard Operating Environment SSE CMM Systems Security Engineering Capability Maturity Model SSL Secure Sockets Layer 12. T T/E Training and Education (Program) TLS Transport Layer Security 13.V V-LAN Virtual Local Area Network VOIP Voice Over Internet Protocol 14. 14. W WBT Web Based Training

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8 Methodol Meth odology ogy::Primary data is collected with the help of questionnaires, personal interviews etc. Secondary data is collected from various websites, w ebsites, journals, magazines etc.

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9 Concl Conclus usion ion::-

The broadband future promises a digital world which we can imagine with a host of economic & social benefits accruing throughout the world. Yet Yet reaching that future will require first acknowledging the scope of broadband challenge we face and responding decisively. By taking these steps we can accelerate down the path of  our digital future. On the flip side though the security of our IT system becomes of paramount importance & protecting it from unauthorized copying, viewing or hacking becomes necessary.

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