Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Ähnlich wie Boardroom to War Room: Practical Application of the NIST Cybersecurity Framework
Ähnlich wie Boardroom to War Room: Practical Application of the NIST Cybersecurity Framework (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Boardroom to War Room: Practical Application of the NIST Cybersecurity Framework
- 1. From Boardroom to War Room: Practical Application of the NIST Cybersecurity Framework 2018 ISACA SECURITY & RISK CONFERENCE 29 OCTOBER 2018
- 2. Speaker Bio 2 Rob Samuel, CISSP Chief Cybersecurity Officer Province of Nova Scotia Contact Information: Robert.Samuel@novascotia.ca (902) 222-6685 Experience Communications and Electronics Engineering Officer (2001-2006) Senior System Analyst (2006-2010) Manager – Client Services (2010-2013) Senior Advisor – Cyber and IT Security (2013-2016) Chief Cybersecurity Officer (2016-Present) Education • Bachelor of Technology (Information Management) – Cape Breton University • Computer Information Systems (Diploma) – Cape Breton University • Canadian Forces School of Communications and Electronics • Information Assurance and Security – University of Winnipeg Boards and Affiliations • National CIO Subcommittee on Information Protection (NCSIP) - Chair • Microsoft Canadian Security Council - Member
- 3. Presentation Outline 3 Possible Solutions How I Use The Framework Overview of the Problem Cybersecurity Framework Overview
- 5. A CLEAR VIEW OF RISKS, THREATS, IMPACTS, ETC. 5
- 6. SECURITY OFTEN SPEAKS A DIFFERENT LANGUAGE 6
- 7. FEAR, UNCERTAINTY AND DOUBT 7 What Doesn’t Work?
- 8. FEAR, UNCERTAINTY AND DOUBT 8 What Doesn’t Work?
- 9. ACRONYMS (WE NEED TO SPEAK THE SAME LANGUAGE) 9 What Doesn’t Work? Source: RSA Conference 2017 Briefing the Board: Lessons Learned From CISOs and Directors
- 10. PEW! PEW! 10 What Doesn’t Work?
- 11. Presentation Outline 11 Possible Solutions How I Use The Framework Overview of the Problem Cybersecurity Framework Overview
- 12. SHOW HOW CYBERSECURITY HELPS MANAGE BUSINESS RISKS ( IT’S NOT AN IT ISSUE) 12 Business Risks Financial Risk Operational Risk Strategic Risk Reputational Risk Cybersecurity Bad Outcomes & Negative Impacts A breach of information exposes a sensitive strategic organizational priority. A ransomware infection prevents access to medical records and impacts the ability to deliver services to patients. A cyber attack prevents us from processing financial transactions (lost employee productivity, litigation) or manipulates staff to send money to fake accounts (cyber- enabled financial fraud). Inadequate security causes a loss or disclosure of private information resulting in loss of public trust. Confidentiality Risks could hinder the organizations ability to achieve its priorities and objectives Integrity Availability Third Party Medical equipment is installed with security weaknesses allowing threat actors to alter drug dosing (potentially lethal consequences). Patient Safety Risk
- 13. SANS SECURITY MATURITY MODEL 13 Some Options That May Work
- 14. GARTNER IT SCORE OVERVIEW FOR SECURITY RISK MANAGEMENT 14 Some Options That May Work
- 15. GARTNER FOR IT LEADERS TOOLKIT 15 Some Options That May Work
- 16. Presentation Outline 16 Possible Solutions How I Use The Framework Overview of the Problem Cybersecurity Framework Overview
- 17. FRAMEWORK: “A frame or structure composed of parts fitted and joined together.” 17
- 18. 18Establishing a Common Lexicon A framework is a foundational tool to communicate with stakeholders at all levels. CISO Clients & Stakeholders Common Language to help organizations understand, manage and reduce cybersecurity risks A framework helps your organization understand: Where you are today? How you are doing? Where do you need to improve? How do you measure progress? Cybersecurity Framework
- 19. 19Establishing a Common Lexicon Source: NIST Cybersecurity Framework 101
- 20. 20The Framework Has 5 Core Functions Do We Understand Our Risks? Do We Have Adequate Safeguards? Can We Detect Anomalies and Incidents? Can We Address Incidents? Can We Effectively Restore Capabilities Post-Incident?
- 21. 21Core Functions Are Broken Down Into Categories
- 22. 22Categories Have a Reference ID
- 23. 23Categories Are Mapped to Subcategories
- 24. Presentation Outline 24 Possible Solutions How I Use The Framework Overview of the Problem Cybersecurity Framework Overview
- 25. Perform a Self Assessment 25
- 26. Establish Your Baseline Maturity 26
- 27. 27 Communicate Your Security Maturity (Americas) Initial Repeatable Defined Managed Industry Benchmark Identify Protect Detect Respond Recover Function Targeted Maturity by FY 20-21 Current Maturity World-Class Benchmark Optimized
- 28. 28 Initial Repeatable Defined Managed Industry Benchmark Identify Protect Detect Respond Recover Function Targeted Maturity by FY 20-21 Current Maturity World-Class Benchmark Optimized Communicate Your Security Maturity (APAC)
- 29. 29Build Your Security Program Roadmap 2018 2019Major Themes Increase Situational Awareness Endpoint Protection Incident Response Plans Create Incident Response Playbooks Identify Protect Detect Respond Recover Function Governance Risk Assessment Establish Cyber Risk Council Network Monitoring User Education & Awareness Procure & Deploy Tanium Update Awareness Policy Asset Inventory Identification & Prioritization Define Incident Response Roles & Responsibilities Windows XP UpgradeCore Enhancements Multi-Factor Authentication Communications Plan & Process Deploy Cofense
- 30. TACTICAL PLAN ASSET INVENTORY 30 Work Status: Implementation Stage Project Description: Procure and implement an asset inventory suite. Key Milestones/Tasks Date Status Comments 1. Obtain permanent O&M funding Complete 2. Convert existing services to new service Complete 3. Declare updated service operational Complete 4. Automate reporting and asset management In-Progress Identify Protect Detect Respond Recover Function How Will We Measure Success Key Metric Target Hardware and software automatically detected in real-time 100% Identification of unauthorized hardware and software 100% Strategic Objectives Supported • [Objective #1]: Drive efficiency and cost reduction • [Objective #2]: Increase security • [Objective #3]: Reduce client downtime • [Objective #4): • [Objective #5]: Improve situational awareness • [Objective #4]: Potential Issues / Implementation Risks • [Issue #1]: No procurement vehicle in place • [Issue #2]: Migrating to a new tool • [Issue #3]: Subscription Service model Resource Summary • Team leader / Point of Contact: Rob Samuel • Core team members: • Vendor liaison: Investment Status: Approved Cost Estimates (Indicative) Category Cost Capital Procurement $ Implementation $ Sustainment (O&M) $ Sustainment (FTE)
- 31. TACTICAL PLAN INCIDENT RESPONSE 31 Work Status: In Progress Project Description: Develop and implement security incident response playbooks. Key Milestones/Tasks Date Status Comments 1 Not Started 2 1/28/2016 Not Started 3 2/3//2016 Not Started 4 2/8/2016 Not Started Identify Protect Detect Respond Recover Function How Will We Measure Success Key Metric Target Strategic Objectives Supported • [Objective #1]: Decrease time to resolve incidents • [Objective #2]: Increase efficiencies • [Objective #3]: Reduce client downtime • [Objective #4): • [Objective #5]: Potential Issues / Implementation Risks • [Issue #1]: • [Issue #2]: • [Issue #3]: Resource Summary • Team leader / Point of Contact: • Core team members: • Vendor liaison: • Investment Status: Pending Approval Cost Estimates (Indicative) Category Cost Capital Procurement Implementation Sustainment (O&M) Sustainment (FTE)
- 32. Map Your Plans and Requests to the Framework 32 Identify Protect Detect Respond Recover Function Increase Workforce Education and Awareness Set a tone from the top in support of enterprise-wide cybersecurity improvements Support the implementation of mandatory annual cybersecurity awareness training Support internal phishing campaigns Mitigation Plan Overview How You Can Help Risk Status: Our employees and staff are largely unaware about cyber threats. Tricking unexpecting people (social engineering) into opening fake emails or malicious documents/links (phishing attacks) is the most common cause of cybersecurity incidents and data breaches. Risk Velocity: We can’t block all phishing attacks, approximately X phony emails get past our defences and are delivered to staff email inboxes each month and X% - X% of staff falling victim. Implement an enterprise-wide cybersecurity awareness and education program Improve the effectiveness of our existing secure email gateways (blocks fake emails) Investigate alternative secure email gateway solutions Implement modern anti-virus solutions to help protect users from malicious emails Launch internal phishing campaigns to help users learn and reduce their susceptibility
- 33. Use Lessons Learned from Security Incidents as Roadmap Updates 33 Lessons Learned Remediation Steps Critical systems lack good controls hygiene, leaving them vulnerable to known malware. Work with IT to improve security controls hygiene tracking on critical systems and create incentives for better performance. Incident response is hampered by a lack of pre- defined communication channels. Establish an incident response playbook and define roles, responsibilities and communications channels for all stakeholders. These are inputs into our cybersecurity roadmap Perform a series of table top exercises to practice incident response and refine incident response processes with stakeholders.
- 34. Apply Lessons Learned to Plan Improvements 34 Added Post Breach 2018 2019Major Themes Increase Situational Awareness Endpoint Protection Incident Response Plans Create Incident Response Playbooks Identify Protect Detect Respond Recover Function Governance Risk Assessment Establish Cyber Risk Council Network Monitoring User Education & Awareness Procure & Deploy Tanium Update Awareness Policy Asset Inventory Identification & Prioritization Define Incident Response Roles & Responsibilities Windows XP UpgradeCore Enhancements Multi-Factor Authentication Communications Plan & Process Deploy Cofense Establish Pre-Defined Communication Channels Identify Control Owners Improve Hygiene Set Hygiene Goals Measure & Report Improvements Table Top 1 Table Top 2
- 35. Explain How Cyber Incidents to External Companies Relate to Your Organization 35 The attacker deliberately damaged the SCADA system (servers and workstations) to delay the restoration of power. Staff switched to ‘manual mode’ and restore the system. State-sponsored attacker gained access into the power company’s SCADA using a known piece of malware. Effective patching may have prevented the attacker from gaining access to systems. The attacker flooded call centers to disrupt customer reports of power outages and launched a coordinated DDoS attack on the company website. Improved controls would have reduced the impact of these attacks. Ukraine Attack Identify Protect Detect Respond Recover Function Our Organization We have the capability to switch to back-up, off- line critical systems in the event of a disruption. We are investing and will upgrade our DDoS protection. We continue to prioritize system patching as part of our security controls hygiene.
- 37. Gather Information About Your Environment (Provide Fact-Based Evidence) 37 • Technical & Administrative Details • Business Units, Departments, Services, • Governance, Assets, Processes, Architectures, Capabilities, etc. • Historical Information Sources • Cyber Insurance • Organizational Risk Assessments • Continuous Improvement Plans • Audits or Independent Assessments • Comparison to Industry Best Practices • Center for Internet Security – Top 20 Critical Security Controls • Communications Security Establishment – Top 10 IT Security Actions • Australian Signals Directorate - Essential Eight Cybersecurity Incident Mitigation Strategies • Gartner – IT Key Metrics Data
- 38. Perform Self Assessments (Center for Internet Security – Critical Controls) 38 Source: Audit Scripts CSC initial assessment tool v7
- 39. CENTER FOR INTERNET SECURITY – CRITICAL SECURITY CONTROLS 39 Inventory and Control of Hardware Assets 1 Inventory and Control of Software Assets 2 Continuous Vulnerability Management 3 Controlled Use of Administrative Privileges 4 Secure Configuration for Hardware and Software on Mobiles, Laptops, Workstaitons and Servers 5 Maintenance, Monitoring and Analysis of Audit Logs 6 Email and Web Browser Protections 7 Malware Defences 8 Limitation and Control of Network Ports, Protocols and Services 9 Data Recovery Capabilities Secure Configuration for Network Devices (Firewalls, Routers, Switches) Boundary Defence Data Protection Controlled Access Based on Need to Know Wireless Access Control Account Monitoring and Control Implement a Security Awareness and Training Program Application Software Security Incident Response and Management Penetration Tests and Red Team Exercises 10 11 12 13 14 15 16 17 18 19 20 Not Met Partially Met Implemented Baseline Your Org Against Best Practices (Center for Internet Security – Critical Controls)
- 40. ΩCYBERSECURITY STRATEGY AND PLANNING 40
- 41. • Mission • Vision • Mandate • Principles • CharterPurpose • Current State / Gaps • Strategic Plan • Priorities • Action Plan • Roadmap Strategy • Organizational Structure • Governance • Authorities • Business Processes Organization • Function, Category, Role • Knowledge & Skills • Strategic Intake Plan • Succession Planning • Talent Management People • IT Capabilities • Budget Allocations • HR Allocations • Organizational Priority Supports • Outcomes • Business Benefits • KRI’s / KPI’s • Security Maturity • Annual Report Results Enterprise Cybersecurity Program Planning
- 42. 1. Understand Your Audience • Articulate the Business Risks 2. Keep It Simple • No Acronyms • Easy to Understand Language • Be Brief, Be Bright, Be Gone 3. Do Not Use Fear, Uncertainty and Doubt • Provide Facts, Relevant to Your Industry / Organization 4. Map Topics Back to the Overall Strategy Guiding Principles
- 43. Questions?
Hinweis der Redaktion
- Welcome everyone and thanks for coming to the session today Also thanks to ISACA volunteers for putting the event together, great to see so many security professionals here I see many familiar faces in the room but for those that don’t know me……..
- Quick outline of my experience….. Proud Cape Bretoner Most of my experience was as federal public servant, starting as a communications engineering officer in the Canadian Forces then out of uniform in a variety of technical and leadership roles In 2016 I assumed the CISO role for the Province of Nova Scotia Concurrently serve as the chair of NCSIP, a pan Canadian group of Federal, Provincial, Territorial and Municipal leads for cybersecurity Also invited to participate in the MS Canadian Security Council (if I only had time!!)
- In 2016, I moved back to Nova Scotia to assume the CISO role and started to build the cybersecurity program This represented both home for me (back to the foggy mornings!) but also the work environment Our scope was government and health environments (60K+ clients) but had limited understanding or visibility into the environments, risks, vulnerabilities Continuous improvement program was in place (but it was highly technical……………focused on IT……….e.g. we have x number of unsupported versions of y) ISO (checklist) based approach was used (our maturity didn’t match the ISO self-assessment score) This caused a bit of a false sense of security (e.g. policies and standards in place…….check……but are policies and standards being followed…???)
- What we needed to do was to paint a clear picture of risks, to identify where we were from a current state perspective, Understand our risks, gaps, potential impacts Communicate these to various stakeholders across government and health and Create a strategy and action plan to reduce our risks (gain support to pursue these improvements) And report back on progress Sounds easy right???
- What we see and say is often much different than what our audience understands What does the sign say? To us it’s clear…….to others……..Awesome waves? Great surfing here?? Our job as security professionals (or as board members or other employees) is to ensure we’re all on the same page (and to remove complexity) The outcomes of poor communication? The audience or stakeholders won’t understand what the problem is (what their risks are)……… You won’t gain the support and traction needed to improve security…...and you could ultimately suffer from more incidents and breaches
- There are some days that this feels like the norm! But………it doesn’t convey confidence
- Another common tactic is to use the latest news headlines…….. Everyone sees these types of headlines every day………..from all industries and sectors………. We need to convey information as it relates to us……..not the “if it can happen to them it can happen to us”
- This is an example from RSA……. it’s only one and I’m just as guilty as anyone talking about (IPS, IDS, IOC’s, AV, Botnets, PAM and SPAM………)
- The good old pew pew map of recorded attacks……… We’ve admired the problem long enough……….
- You need to make it very clear that cybersecurity is a business risk, and risk is a business decision. You need to provide actual examples for your industry, sector and potential outcomes.
- Another key message to give your stakeholders…………regardless of the model you choose: Organizations need a way to measure their cybersecurity maturity Organizations that are not mature (for example technology-focused) are reactive to security issues. There is a direct relationship between maturity and risk in that higher maturity leads to lower risk.
- The NIST Cybersecurity Framework is voluntary, so there is no ‘right’ or ‘wrong’ way to do it. It’s meant to be adaptable and adjustable. How I use it could be different than your usage. It’s color blind friendly! Based on best practices for organizations to better manage and reduce cybersecurity risk. It was designed to enable communications amongst both internal and external organizational stakeholders. I’m not covering it all, it’s freely available online…….i want to show you how I use it and what’s worked for me
- The Core functions are concurrent and continuous Help you understand and answer these questions…..
- Each core function is broken down into a category for each
- Each category has a reference ID
- this doesn’t need to be a self-assessment You could have an external entity perform an assessment on your behalf
- Note our assessment model hasn’t been updated to NIST CSF v1.1
- 0. No control of any kind. Initial: Control is not a priority; Unstable environment leads to dependency on heroics 2. Repeatable: Process established and repeating; reliance on people continues -- Controls documentation lacking 3. Defined: Policies, process and standards defined and institutionalized 4. Managed: Risks managed quantitatively, enterprise-wide 5. Optimized: Continuously improving controls enterprise-wide
- 0. No control of any kind. Initial: Control is not a priority; Unstable environment leads to dependency on heroics 2. Repeatable: Process established and repeating; reliance on people continues -- Controls documentation lacking 3. Defined: Policies, process and standards defined and institutionalized 4. Managed: Risks managed quantitatively, enterprise-wide 5. Optimized: Continuously improving controls enterprise-wide
- See how the tactical plan always relates back to the core function? Easy for your audience to follow……..regardless of topic
- Here’s an example of an approach I’ve used to explain employee awareness and email security activities……..
- Showing your stakeholders how you’ve updated your plan based on lessons learned
- Don’t say it “could happen to us” Show your organization the true delta between what happened and your org You should also show weaknesses on the organization, and again show how you plan on addressing these in the roadmap
- Audit Scripts – CSC initial assessment tool v7