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📄 Contents

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  1. Management Reference Guide
  2. Table of Contents
  3. Introduction
  4. Strategic Management
  5. Establishing Goals, Objectives, and Strategies
  6. Aligning IT Goals with Corporate Business Goals
  7. Utilizing Effective Planning Techniques
  8. Developing Worthwhile Mission Statements
  9. Developing Worthwhile Vision Statements
  10. Instituting Practical Corporate Values
  11. Budgeting Considerations in an IT Environment
  12. Introduction to Conducting an Effective SWOT Analysis
  13. IT Governance and Disaster Recovery, Part One
  14. IT Governance and Disaster Recovery, Part Two
  15. Customer Management
  16. Identifying Key External Customers
  17. Identifying Key Internal Customers
  18. Negotiating with Customers and Suppliers—Part 1: An Introduction
  19. Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
  20. Negotiating and Managing Realistic Customer Expectations
  21. Service Management
  22. Identifying Key Services for Business Users
  23. Service-Level Agreements That Really Work
  24. How IT Evolved into a Service Organization
  25. FAQs About Systems Management (SM)
  26. FAQs About Availability (AV)
  27. FAQs About Performance and Tuning (PT)
  28. FAQs About Service Desk (SD)
  29. FAQs About Change Management (CM)
  30. FAQs About Configuration Management (CF)
  31. FAQs About Capacity Planning (CP)
  32. FAQs About Network Management
  33. FAQs About Storage Management (SM)
  34. FAQs About Production Acceptance (PA)
  35. FAQs About Release Management (RM)
  36. FAQs About Disaster Recovery (DR)
  37. FAQs About Business Continuity (BC)
  38. FAQs About Security (SE)
  39. FAQs About Service Level Management (SL)
  40. FAQs About Financial Management (FN)
  41. FAQs About Problem Management (PM)
  42. FAQs About Facilities Management (FM)
  43. Process Management
  44. Developing Robust Processes
  45. Establishing Mutually Beneficial Process Metrics
  46. Change Management—Part 1
  47. Change Management—Part 2
  48. Change Management—Part 3
  49. Audit Reconnaissance: Releasing Resources Through the IT Audit
  50. Problem Management
  51. Problem Management–Part 2: Process Design
  52. Problem Management–Part 3: Process Implementation
  53. Business Continuity Emergency Communications Plan
  54. Capacity Planning – Part One: Why It is Seldom Done Well
  55. Capacity Planning – Part Two: Developing a Capacity Planning Process
  56. Capacity Planning — Part Three: Benefits and Helpful Tips
  57. Capacity Planning – Part Four: Hidden Upgrade Costs and
  58. Improving Business Process Management, Part 1
  59. Improving Business Process Management, Part 2
  60. 20 Major Elements of Facilities Management
  61. Major Physical Exposures Common to a Data Center
  62. Evaluating the Physical Environment
  63. Nightmare Incidents with Disaster Recovery Plans
  64. Developing a Robust Configuration Management Process
  65. Developing a Robust Configuration Management Process – Part Two
  66. Automating a Robust Infrastructure Process
  67. Improving High Availability — Part One: Definitions and Terms
  68. Improving High Availability — Part Two: Definitions and Terms
  69. Improving High Availability — Part Three: The Seven R's of High Availability
  70. Improving High Availability — Part Four: Assessing an Availability Process
  71. Methods for Brainstorming and Prioritizing Requirements
  72. Introduction to Disk Storage Management — Part One
  73. Storage Management—Part Two: Performance
  74. Storage Management—Part Three: Reliability
  75. Storage Management—Part Four: Recoverability
  76. Twelve Traits of World-Class Infrastructures — Part One
  77. Twelve Traits of World-Class Infrastructures — Part Two
  78. Meeting Today's Cooling Challenges of Data Centers
  79. Strategic Security, Part One: Assessment
  80. Strategic Security, Part Two: Development
  81. Strategic Security, Part Three: Implementation
  82. Strategic Security, Part Four: ITIL Implications
  83. Production Acceptance Part One – Definition and Benefits
  84. Production Acceptance Part Two – Initial Steps
  85. Production Acceptance Part Three – Middle Steps
  86. Production Acceptance Part Four – Ongoing Steps
  87. Case Study: Planning a Service Desk Part One – Objectives
  88. Case Study: Planning a Service Desk Part Two – SWOT
  89. Case Study: Implementing an ITIL Service Desk – Part One
  90. Case Study: Implementing a Service Desk Part Two – Tool Selection
  91. Ethics, Scandals and Legislation
  92. Outsourcing in Response to Legislation
  93. Supplier Management
  94. Identifying Key External Suppliers
  95. Identifying Key Internal Suppliers
  96. Integrating the Four Key Elements of Good Customer Service
  97. Enhancing the Customer/Supplier Matrix
  98. Voice Over IP, Part One — What VoIP Is, and Is Not
  99. Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
  100. Application Management
  101. Production Acceptance
  102. Distinguishing New Applications from New Versions of Existing Applications
  103. Assessing a Production Acceptance Process
  104. Effective Use of a Software Development Life Cycle
  105. The Role of Project Management in SDLC— Part 2
  106. Communication in Project Management – Part One: Barriers to Effective Communication
  107. Communication in Project Management – Part Two: Examples of Effective Communication
  108. Safeguarding Personal Information in the Workplace: A Case Study
  109. Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
  110. Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
  111. References
  112. Developing an ITIL Feasibility Analysis
  113. Organization and Personnel Management
  114. Optimizing IT Organizational Structures
  115. Factors That Influence Restructuring Decisions
  116. Alternative Locations for the Help Desk
  117. Alternative Locations for Database Administration
  118. Alternative Locations for Network Operations
  119. Alternative Locations for Web Design
  120. Alternative Locations for Risk Management
  121. Alternative Locations for Systems Management
  122. Practical Tips To Retaining Key Personnel
  123. Benefits and Drawbacks of Using IT Consultants and Contractors
  124. Deciding Between the Use of Contractors versus Consultants
  125. Managing Employee Skill Sets and Skill Levels
  126. Assessing Skill Levels of Current Onboard Staff
  127. Recruiting Infrastructure Staff from the Outside
  128. Selecting the Most Qualified Candidate
  129. 7 Tips for Managing the Use of Mobile Devices
  130. Useful Websites for IT Managers
  131. References
  132. Automating Robust Processes
  133. Evaluating Process Documentation — Part One: Quality and Value
  134. Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
  135. When Should You Integrate or Segregate Service Desks?
  136. Five Instructive Ideas for Interviewing
  137. Eight Surefire Tips to Use When Being Interviewed
  138. 12 Helpful Hints To Make Meetings More Productive
  139. Eight Uncommon Tips To Improve Your Writing
  140. Ten Helpful Tips To Improve Fire Drills
  141. Sorting Out Today’s Various Training Options
  142. Business Ethics and Corporate Scandals – Part 1
  143. Business Ethics and Corporate Scandals – Part 2
  144. 12 Tips for More Effective Emails
  145. Management Communication: Back to the Basics, Part One
  146. Management Communication: Back to the Basics, Part Two
  147. Management Communication: Back to the Basics, Part Three
  148. Asset Management
  149. Managing Hardware Inventories
  150. Introduction to Hardware Inventories
  151. Processes To Manage Hardware Inventories
  152. Use of a Hardware Inventory Database
  153. References
  154. Managing Software Inventories
  155. Business Continuity Management
  156. Ten Lessons Learned from Real-Life Disasters
  157. Ten Lessons Learned From Real-Life Disasters, Part 2
  158. Differences Between Disaster Recovery and Business Continuity , Part 1
  159. Differences Between Disaster Recovery and Business Continuity , Part 2
  160. 15 Common Terms and Definitions of Business Continuity
  161. The Federal Government’s Role in Disaster Recovery
  162. The 12 Common Mistakes That Cause BIAs To Fail—Part 1
  163. The 12 Common Mistakes That Cause BIAs To Fail—Part 2
  164. The 12 Common Mistakes That Cause BIAs To Fail—Part 3
  165. The 12 Common Mistakes That Cause BIAs To Fail—Part 4
  166. Conducting an Effective Table Top Exercise (TTE) — Part 1
  167. Conducting an Effective Table Top Exercise (TTE) — Part 2
  168. Conducting an Effective Table Top Exercise (TTE) — Part 3
  169. Conducting an Effective Table Top Exercise (TTE) — Part 4
  170. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
  171. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
  172. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
  173. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
  174. The Information Technology Infrastructure Library (ITIL)
  175. The Origins of ITIL
  176. The Foundation of ITIL: Service Management
  177. Five Reasons for Revising ITIL
  178. The Relationship of Service Delivery and Service Support to All of ITIL
  179. Ten Common Myths About Implementing ITIL, Part One
  180. Ten Common Myths About Implementing ITIL, Part Two
  181. Characteristics of ITIL Version 3
  182. Ten Benefits of itSMF and its IIL Pocket Guide
  183. Translating the Goals of the ITIL Service Delivery Processes
  184. Translating the Goals of the ITIL Service Support Processes
  185. Elements of ITIL Least Understood, Part One: Service Delivery Processes
  186. Case Study: Recovery Reactions to a Renegade Rodent
  187. Elements of ITIL Least Understood, Part Two: Service Support
  188. Case Studies
  189. Case Study — Preparing for Hurricane Charley
  190. Case Study — The Linux Decision
  191. Case Study — Production Acceptance at an Aerospace Firm
  192. Case Study — Production Acceptance at a Defense Contractor
  193. Case Study — Evaluating Mainframe Processes
  194. Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
  195. Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
  196. Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
  197. Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
  198. Disaster Recovery Test Case Study Part One: Planning
  199. Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
  200. Disaster Recovery Test Case Study Part Three: Execution
  201. Disaster Recovery Test Case Study Part Four: Follow-Up
  202. Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
  203. Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
  204. Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
  205. (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two

This is the third of a four-part series on designing and implementing a strategic security process. In Part Two I summarized the twelve steps, shown below in Figure 1, required to implement an effective strategic security process and explained in some detail the first four of these steps. In this part I explain the remaining eight of these steps in more detail, and present examples of corporate security policies.

  1. Identify an executive sponsor.
  2. Select a process owner.
  3. Define goals of strategic security.
  4. Establish review boards.
  5. Identify, categorize, and prioritize requirements.
  6. Inventory current state of security.
  7. Establish security organization.
  8. Develop security policies.
  9. Assemble planning teams.
  10. Review and approve plans.
  11. Evaluate technical feasibility of plans.
  12. Assign and schedule the implementation of plans.

Figure 1 Process Steps for Developing a Strategic Security Process

Step 5: Identify, categorize, and prioritize requirements. - Representatives from each of the two review boards, along with other appropriate subject matter experts should meet to identify security requirements, categorize them according to key areas for security issues (as shown in Table 1), and then prioritize them.

Step 6: Inventory current state of security. - This step involves taking a thorough inventory of all current security-related items to determine what you already have inhouse and what may need to be developed or purchased. These items should include

  • Security policies approved, adhered to, and enforced
  • Security policies approved, but not adhered to or enforced
  • Security policies drafted but not yet approved
  • Existing software security tools with the ability to be used for enforcement
  • Existing hardware security tools with the ability to be used for enforcement
  • Current security metrics available to analyze
    • Virus attacks
    • Password resets
    • Multiple sign-ons
    • Trouble tickets

Step 7: Establish security organization. - Based on input from the two review boards, on the list of requirements, and on the inventory of current security policies, tools, and metrics, establish a centralized security organization to be headed by a security manager. The location of the security organization and the responsibilities and authorities of the security manager will be jointly determined by the two security review boards and other appropriate areas of management.

Table 1 Key Areas for Categorizing Security Issues

Key Area

Security Issues

Client/serve

Antivirus

 

Desktop software

 

Email

Network/Internet

Firewalls

 

Intrusion/detection

 

Remote access

 

Encryption

Data center

Physical access

 

Databases

 

Application software

 

Operating systems

Security policies

Executive proposals

 

Technical evaluation

 

Approval and implementation

 

Communication and enforcement

Step 8: Develop policy statements. - Based on the inventory of existing security policies, eliminate obsolete or ineffective policies, modify those policies requiring changes, and develop necessary new policies. Figure 2 is shows a sample corporate security policy and Figure 3 shows a sample security policy on the use of the Internet.

Step 9: Assemble planning teams. - Cross-functional teams should be assembled to develop plans for new policies, procedures, initiatives, and tools proposed by the either of the two security review boards.

Step 10: Review and approve plans. - The executive security review board should review the implementation plans from a standpoint of policy, budget, schedule, and priority.

Step 11: Evaluate technical feasibility of plans. - The technical security review board should evaluate the implementation plans from a standpoint of technical feasibility and adherence to standards.

Step 12: Assign, schedule, and execute the implementation of plans. - Individuals or teams should be assigned responsibilities and schedules for executing the implementation plans.

M E M O R A N D U M

To: All Employees of Company XYZ

From: Mr. KnowItAll, Chief Executive Officer

Subject: Corporate Security Policy–Electronic Media

Date: July 1, 2007

The purpose of this memorandum is to establish a Corporate-wide Security Policy covering any and all electronic information and data at Company XYZ. It is further intended that these policies and procedures be conveyed to, and understood by, every employee of XYZ.

Many companies today conduct a substantial portion of their business electronically. This electronic business comes in a variety of forms including, but not limited to, mail, files, reports, commerce, and weather information. It is important that as an employee of XYZ you understand:

this information and data is considered a corporate asset of XYZ.

your rights and responsibilities as they pertain to electronic information and data.

The following policies should aid in this understanding.

All data, programs, and documentation created, stored, or maintained on any electronic equipment owned or leased by XYZ is the property of XYZ.

The ownership by XYZ of the above mentioned material extends to any copies of this material, regardless of whether the copies are in hard document form, electronic form, or on any kind of storage media such as magnetic tape, hard drive disks, or floppy diskettes.

All electronic mail messages sent or received by an employee of XYZ is the property of XYZ.

Use of the Internet is intended primarily to assist employees in the performance of their job duties and responsibilities, such as researching information or to communicate with outside individuals on business related matters. Any improper use of the Internet such as for sending, downloading, viewing, copying, or printing of any inappropriate material will be grounds for disciplinary action.

Employees are prohibited from using any XYZ computers to illegally use or copy any licensed or copyrighted software.

Figure 2 Sample Corporate Security Policy (1 of 2)

  1. All data, programs, documentation, electronic mail messages, and Internet screens and printouts shall be used only for, and in the conduct of, XYZ business.
  2. To ensure an employee's right to privacy, sensitive information, such as personnel records or salary data, will be accessed only by those whose job requires such access.
  3. Employees will be given access to the data they require to perform their duties. All employees will be held personally accountable for the information entrusted to them to ensure there is no unauthorized disclosure, misuse, modification, or destruction.
  4. Authorizing documents and passwords will be used to manage and control access to data, programs, and networks.
  5. All data, programs, and documentation deemed to be of a production nature are under the custodianship of the Chief Information Officer. This custodianship requires that all reasonable measures be taken to safeguard the use and integrity of this material, including a documented disaster recovery plan.
  6. All XYZ managers are responsible for ensuring that every new employee and contractor reporting to them who has access to electronic programs and data understand these policies and procedures.
  7. All XYZ managers are responsible for ensuring that any terminating employee reporting to them have all passwords and electronic accesses removed at the time of termination.
  8. These policies constitute the majority, but not necessarily all, of the key security issues involving electronic media. The rapidly changing nature of information technology may periodically obsolete some policies and require the inclusion of new ones. In any event, all XYZ employees are expected to conduct themselves at all times in a professional, ethical, and legal manner regarding their use of XYZ information resources.
  9. Any violation by an employee of these policies constitutes grounds for disciplinary action, up to and including termination.
  10. A copy of these policies and procedures will be kept on file by the XYZ for review by any regulating agency.

Figure 2 Sample Corporate Security Policy (2 of 2)

M E M O R A N D U M

To: All Employees of Company XYZ

From: Mr. CareerIsOver, Chief Information Officer

Subject: Corporate Security Policy–Use of the Internet

Date: July 1,2007

The purpose of this memorandum is to describe in greater detail the corporate security policies regarding the use of the Internet. The overall intent of these policies is to ensure that the Internet is used as a productivity tool by employees of company XYZ, is utilized in a professional and ethical manner, and does not in any way put company XYZ at risk for fraudulent or illegal use.

INTENDED USE—The use of Internet access equipment at XYZ is intended primarily for conducting business of XYZ. Internet communications, transactions, and discussions may be viewed by personnel authorized by XYZ. Distribution of proprietary data or any confidential information about employees, contractors, consultants, and customers of XYZ is strictly prohibited.

PERSONAL USE—Personal use of the Internet should be limited to use during employees' personal time, and goods or services ordered through the Internet must be billed to your home phone or credit card. Internet access equipment at XYZ should not be used for chain letters, personal or group communications of causes or opinions, communications in furtherance of any illegal activity, personal mass mailings, gaining access to information inappropriate to the business environment or otherwise prohibited by local, state, or federal law. XYZ reserves the right to view information that is accessed by employees through the Internet to ensure that nonbusiness-related use of XYZ equipment does not impact business need.

CERTIFICATION—Programs (including screen savers, compilers, browsers, etc.) obtained from the Internet shall not be installed and used on XYZ computers, or relevant electronic devices, without first being certified by XYZ IT Department and placed on XYZ common network sever for company access and usage. All documents (stored either on electronic media or diskette) received from Internet sources or any source outside XYZ must be passed through a virus-scanning program before they are used or copied. Instructions on how to do this are available from XYZ IT Department.

RESTRICTIONS—XYZ reserves the right to restrict access to inappropriate or nonbusiness-related Internet sites and may do so at any time.

VIOLATIONS—Any violation of these policies by an employee of XYZ constitutes grounds for disciplinary action, up to and including termination.

Figure 3 Sample Internet Security Policy

4.38.2 Summary of Part One

This was the third of a four-part series on developing and implementing a strategic security process. In this segment I summarized the twelve steps required to implement an effective strategic security process and explained in more detail the last eight of these steps. In Part Four I explore the implications of developing and implementing a strategic security process to the information technology infrastructure library (ITIL).

 

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