1. INFORMATION SECURITY MANAGEMENT L ECTURE 3: P LANNING FOR C ONTINGENCIES You got to be careful if you don’t know where you’re going, because you might not get there. – Yogi Berra

2. Introduction One study found that over 40% of businesses that don't have a disaster plan go out of business after a major loss Small Business Approaches

3. Contingency Planning Contingency planning (CP) – The overall planning for unexpected events – Involves preparing for, detecting, reacting to, and recovering from events that threaten the security of information resources and assets Main goal: Restoration to normal modes of operation with minimum cost and disruption to normal business activities after an unexpected event

4. Fundamentals of Contingency Planning Incident Response Disaster Recovery Business Continuity

5. Developing a CP Document Develop the contingency planning policy statement Conduct the BIA Identify preventive controls Develop recovery strategies Develop an IT contingency plan Plan testing, training, and exercises Plan maintenance

6. Business Impact Analysis (BIA) Provides detailed scenarios of each potential attack’s impact

7. Business Impact Analysis (cont’d.) The CP team conducts the BIA in the following stages: – Threat attack identification – Business unit analysis – Attack success scenarios – Potential damage assessment – Subordinate plan classification Management of Information Security, 3rd ed.

8. Business Impact Analysis (cont’d.) An organization that uses a risk management process will have identified and prioritized threats The second major BIA task is the analysis and prioritization of business functions within the organization

9. Business Impact Analysis (cont’d.) Create a series of scenarios depicting impact of successful attack on each functional area Attack profiles should include scenarios depicting typical attack including: (1) Methodology, (2) Indicators, (3) Broad consequences Estimate the cost of the best, worst, and most likely outcomes

11. Timing and Sequence of CP Elements Management of Information Security, 3rd ed. Figure 3-6 Contingency planning implementation timeline Source: Course Technology/Cengage Learning

12. Incident Response Plan A detailed set of processes and procedures that commence when an incident is detected When a threat becomes a valid attack, it is classified as an information security incident if it:  directed against information assets  a realistic chance of success  threatens the confidentiality, integrity, or availability of information assets

13. Incident Response Plan (cont’d.) Planners develop and document the procedures that must be performed during the incident and immediately after the incident has ceased Separate functional areas may develop different procedures

14. Incident Response Plan (cont’d.) Develop procedures for tasks that must be performed in advance of the incident – Details of data backup schedules – Disaster recovery preparation – Training schedules – Testing plans – Copies of service agreements – Business continuity plans

15. Incident Response Plan (cont’d.) Management of Information Security, 3rd ed. Figure 3-3 Incident response planning Source: Course Technology/Cengage Learning

16. Incident Response Plan (cont’d.) Planning requires a detailed understanding of the information systems and the threats they face The IR planning team seeks to develop pre- defined responses that guide users through the steps needed to respond to an incident

17. Incident Response Plan (cont’d.) Incident classification – Determine whether an event is an actual incident – Uses initial reports from end users, intrusion detection systems, host- and network-based virus detection software, and systems administrators (Example: RSA Data Loss Prevention)

18. Incident Response Software

19. Incident Response Plan Tools

21. Incident Response Plan: Indicators Possible indicators Probable indicators Definite indicators When the following occur, the corresponding IR must be immediately activated Loss of availability Loss of integrity Loss of confidentiality Violation of policy Violation of law http://www.npr.org/blogs/thetwo-way/2013/01/16/169528579/outsourced-employee-sends-own-job-to-china-surfs-web

22. Incident Response Plan (cont’d.) Once an actual incident has been confirmed and properly classified – IR team moves from the detection phase to the reaction phase – A number of action steps must occur quickly and may occur concurrently

23. Incident Response Plan: Action Steps 1. Notification of key personnel (alert roster) 2. Assignment of tasks 3. Documentation of the incident

24. Incident Response Plan (cont’d.) The essential task of IR is to stop the incident or contain its impact Incident containment strategies focus on two tasks: – Stopping the incident – Recovering control of the systems

25. IRP: Stopping the Incident Containment strategies Once contained and system control regained, incident recovery can begin Incident damage assessment An incident may increase in scope or severity to the point that the IRP cannot adequately contain the incident

26. IRP: Recovery Process Identify the vulnerabilities Address the safeguards that failed Evaluate monitoring capabilities (if present) Restore the data from backups as needed Restore the services and processes in use Continuously monitor the system Restore the confidence of the members

27. Incident Response Plan (cont’d.) When an incident violates civil or criminal law, it is the organization’s responsibility to notify the proper authorities Involving law enforcement has both advantages and disadvantages

28. Disaster Recovery Plan The preparation for and recovery from a disaster, whether natural or man made In general, an incident is a disaster when: – The organization is unable to contain or control the impact of an incident, or – The level of damage or destruction from an incident is so severe the organization is unable to quickly recover

29. Disaster Recovery Plan (cont’d.) The key role of a DRP is defining how to reestablish operations at the location where the organization is usually located Common DRP classifications: Natural Disasters Human-made Disasters Scenario development and impact analysis – Used to categorize the level of threat of each potential disaster

30. Disaster Recovery Plan (cont’d.) Actual events often outstrip even the best of plans If physical facilities are intact, begin restoration – If organization’s facilities are unusable, take alternative actions – When disaster threatens the organization at the primary site, DRP becomes BCP

31. Business Continuity Plan Ensures critical business functions can continue in a disaster Activated and executed concurrently with the DRP when needed Relies on identification of critical business functions and the resources to support them

32. BCP: Strategies Continuity strategies – Exclusive-use options: hot, warm and cold sites – Shared-use options: timeshare, service bureaus, mutual agreements

33. Business Continuity Plan: Site Options Hot Sites Warm Sites Cold Sites Other Alternatives: Timeshares, Service Bureaus, Mutual Agreements Ex. RSA data centers – 2 10gig ethernet lines between MA and NC

34. Business Continuity Plan (cont’d.) To get any BCP site running quickly organization must be able to recover data Options include: – Electronic vaulting – Remote journaling – Database shadowing

35. Timing and Sequence of CP Elements Figure 3-4 Incident response and disaster recovery Source: Course Technology/Cengage Learning

36. Timing and Sequence of BCP Source: Course Technology/Cengage Learning

37. Timing and Sequence of CP Elements Management of Information Security, 3rd ed. Figure 3-6 Contingency planning implementation timeline Source: Course Technology/Cengage Learning

38. Business Resumption Planning Because the DRP and BCP are closely related, most organizations prepare them concurrently – May combine them into a single document, the business resumption plan (BRP) – Although a single planning team can develop the BRP, execution requires separate teams

39. Business Resumption Planning (cont’d.) Components of a simple disaster recovery plan – Name of agency – Date of completion or update of the plan and test date – Agency staff to be called in the event of a disaster – Emergency services to be called (if needed) in event of a disaster

40. Business Resumption Planning (cont’d.) Components of a simple disaster recovery plan (cont’d.) – Locations of in-house emergency equipment and supplies – Sources of off-site equipment and supplies – Salvage priority list – Agency disaster recovery procedures – Follow-up assessment

41. Testing Contingency Plans Problems are identified during testing – Improvements can be made, resulting in a reliable plan Contingency plan testing strategies – Desk check – Structured walkthrough – Simulation – Parallel testing – Full interruption testing

42. Contingency Planning: Final Thoughts Iteration results in improvement A formal implementation of this methodology is a process known as continuous process improvement (CPI) Each time the plan is rehearsed it should be improved Constant evaluation and improvement lead to an improved outcome

43. BYOD http://www.cio.com/article/705880/The_Consum erization_of_IT_and_BYOD_Guide MDM http://www.air-watch.com/solutions/mobile-device- management http://www.air-watch.com/solutions/mobile-device- management MAM http://www.air-watch.com/solutions/mobile-application- management http://www.air-watch.com/solutions/mobile-application- management

44. BYOD – Securing Device

45. BYOD – Mobile Device Mgmt Management of Information Security, 3rd ed.

46. BYOD – Mobile Device Mgmt Management of Information Security, 3rd ed.

47. BYOD: Final Thoughts If the solution that you apply is too restrictive, then as much as everyone wants BYOD, it's simply not going to be a practical solution because no one will use it.