You’ve just taken over as an information security director, manager, or architect at an organization. Either this is a new organization that has never had this role before or your predecessor has moved on for some reason. Now what? The following outlines steps that have been shown to be effective (also based on what’s been ineffective) getting traction and generating results within the first three months. Once some small successes are under your belt, you can grow the momentum to help the business grow faster or reduce the risk to their success (or both).
Now what do we do?
Apply a tried and true multi phase approach .. assess current state, determine desired target state, perform a gap analysis, implement improvements based on priority. Basically we need to establish current state, determine what future state should be, and use the gap analysis as the deliverables of the IT security program. There may be many trade-offs that are made due to limiters like political challenges, funding constraints and difficulty in changing corporate culture. The plan you build with the business gives you the ammunition needed to persuade all your stakeholders of the value in the changes you’ll be proposing.
1. Understand the Current Environment
For a manager or enterprise architect to determine where to start, a current state must be known. This is basically an inventory of what IT security controls, people and processes are in place. This inventory is used to determine what immediately known risks and gaps from relevant security control frameworks exist. The known risks and gaps gives us a starting point to understand where impacts on the business may originate from.
Take the opportunity to socialize foundational security concepts with your new business owners and solicit their input. What are the security related concerns they have? If there has been any articulation of Strengths, Weaknesses, Opportunities, and Threats (SWOT), obtaining that review can also give you an idea of weaknesses or threats that are indicative of missing controls. In the discussions with your new constituents, talk to the infrastructure managers and ask them what security related concerns keep them awake at night – there is likely some awareness but they don’t know how to move forward. Keep in mind most organizations will want a pragmatic approach versus an ivory tower perfect target state.
Some simple questions can quickly give you a picture of the state of security controls. For example, in organizations I’ve worked with, the network administrators could not provide me a complete “layer three” diagram – a diagram that shows all the network segments and how they hang together. It wasn’t that they didn’t want to, the diagrams simply didn’t exist. With over 1,500 network nodes over two data centers and two office complexes, the network group had the topology and configuration “in their heads”. Obvious weaknesses and threats include prevention of succession planning or disaster recovery, poor security transparency, and making nearly any change to the environment higher risk than necessary.