Chapter 5:

Developing the security program

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 Objectives
• Completion of this material will enable you to:
– Explain the organizational approaches to information security
– List and describe the functional components of an information
security program
– Determine how to plan and staff an organization’s information
security program based on its size
– Evaluate the internal and external factors that influence the
activities and organization of an information security program
– List and describe the typical job titles and functions performed in
the information security program
– Describe the components of a security education, training, and
awareness program and explain how organizations create and
manage these programs

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Management of Information Security, 3rd ed.
 Introduction
• Some organizations use security program
to describe the entire set of personnel,
plans, policies, and initiatives related to
information security
– The term “information security program” is
used here to describe the structure and
organization of the effort that contains risks to
the information assets of the organization

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Management of Information Security, 3rd ed.
 Organizing for Security
• Variables involved in structuring an
information security program
– Organizational culture
– Size
– Security personnel budget
– Security capital budget
• As organizations increase in size:
– Their security departments are not keeping up
with increasingly complex organizational
infrastructures
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Management of Information Security, 3rd ed.
 Organizing for Security (cont’d.)
• Information security departments tend to
form internal groups
– To meet long-term challenges and handle day-
to-day security operations
• Functions are likely to be split into groups
• Smaller organizations typically create fewer
groups
– Perhaps having only one general group of
specialists

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Management of Information Security, 3rd ed.
 Organizing for Security (cont’d.)
• Very large organizations (> 10,000 computers
– Security budgets often grow faster than IT budgets
– Even with a large budgets, the average amount spent
on security per user is still smaller than any other type
of organization
• Small organizations spend more than $5,000 per user on
security; very large organizations spend about 1/18th of that,
roughly $300 per user
– Does a better job in the policy and resource
management areas
– Only 1/3 of organizations handled incidents according
to an IR plan

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Management of Information Security, 3rd ed.
 Organizing for Security (cont’d.)
• Large organizations
– Have 1,000 to 10,000 computers
– Security approach has often matured,
integrating planning and policy into the
organization’s culture
– Do not always put large amounts of resources
into security
• Considering the vast numbers of computers and
users often involved
– They tend to spend proportionally less on
security
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Management of Information Security, 3rd ed.
 Security in Large Organizations
• One approach separates functions into four
areas:
– Functions performed by non-technology
business units outside of IT
– Functions performed by IT groups outside of
information security area
– Functions performed within information
security department as customer service
– Functions performed within the information
security department as compliance

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Management of Information Security, 3rd ed.
Security in Large Organizations - contd
• The CISO has responsibility for information
security functions
– Should be adequately performed somewhere within the
organization
• The deployment of full-time security personnel
depends on:
– Sensitivity of the information to be protected
– Industry regulations
– General profitability
• The more money the company can dedicate to its
personnel budget
– The more likely it is to maintain a large information
security staff
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Management of Information Security, 3rd ed.
 Security in Large Organizations
(cont’d.)

Figure 5-1 Example of information security staffing in a large organization

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Management of Information Security, 3rd ed. Source: Course Technology/Cengage Learning
 Security in Large Organizations
(cont’d.)

Figure 5-2 Example of information security staffing in a very large organization

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Management of Information Security, 3rd ed. Source: Course Technology/Cengage Learning
Security in Medium-Sized Organizations
• Have between 100 and 1000 computers
– Have a smaller total budget
– Have same sized security staff as the small
organization, but a larger need
– Must rely on help from IT staff for plans and practices
– Ability to set policy, handle incidents, and effectively
allocate resources is worse than any other size
– May be large enough to implement a multi-tiered
approach to security
• With fewer dedicated groups and more functions assigned to
each group
– Tend to ignore some security functions

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Management of Information Security, 3rd ed.
 Security in Medium-Sized
Organizations (cont’d.)

Figure 5-3 Example of information security staffing in a medium-sized organization

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Management of Information Security, 3rd ed. Source: Course Technology/Cengage Learning
 Security in Small Organizations
• Have between 10 and 100 computers
– Have a simple, centralized IT organizational model
– Spend disproportionately more on security
– Information security is often the responsibility of a
single security administrator
– Have little in the way of formal policy, planning, or
security measures
– Often outsource Web presence or ecommerce
– Security training and awareness is commonly
conducted on a 1-on-1 basis
– Policies (when they exist) are often issue-specific
– Threats from insiders are less likely
• Every employee knows every other employee
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Management of Information Security, 3rd ed.
 Security in Small Organizations
(cont’d.)

Figure 5-4 Example of information security staffing in a smaller organization

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Management of Information Security, 3rd ed. Source: Course Technology/Cengage Learning
 Placing Information Security
• In large organizations
– InfoSec is often located within the information
technology department
• Headed by the CISO who reports directly to the top computing
executive, or CIO
• An InfoSec program is sometimes at odds with the
goals and objectives of the IT department as a
whole, because the goals and objectives of the
CIO and the CISO may come in conflict
– It is not difficult to understand the current movement to
separate information security from the IT division
– The challenge is to design a reporting structure for the
InfoSec program that balances the needs of each of the
communities of interest
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Management of Information Security, 3rd ed.
 Placing Information Security,
option 1: Information Technology

Figure 5-5 Wood’s Option 1: Information security reports to information technology department
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Source: From Information Security Roles and
Management of Information Security, 3rd ed. Responsibilities Made Easy, used with permission.
 Pros/cons

Widespread use
• Close to CEO
• Within IT dept
• Conflict of interest
• Security is not just a technological issue

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 Placing Information Security,
option 2: Security dept

Figure 5-6 Wood’s Option 2: Information security reports to broadly defined security department
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Source: From Information Security Roles and
Management of Information Security, 3rd ed. Responsibilities Made Easy, used with permission.
 Pros/cons
Also popular
• In a dept that focuses on security
• Preventive viewpoint
• Cultural differences
• Resource allocation disparity

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 Placing Information Security,
option 3: Administrative services

Figure 5-7 Wood’s Option 3: Information security reports to administrative services department
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Source: From Information Security Roles and
Management of Information Security, 3rd ed. Responsibilities Made Easy, used with permission.
 Pros/Cons
• Close to CEO
• Focus on people
• Disparity with the other concerns

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 Placing Information Security,
option 4: insurance and risk mgmt

Figure 5-8 Wood’s Option 4: Information security reports to insurance and risk management department
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Source: From Information Security Roles and
Management of Information Security, 3rd ed. Responsibilities Made Easy, used with permission.
 Placing Information Security,
option 5: strategy and planning

Figure 5-9 Wood’s Option 5: Information security reports to strategy and planning department
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Source: From Information Security Roles and
Management of Information Security, 3rd ed. Responsibilities Made Easy, used with permission.
 Components of the Security Program

• Organization’s information security needs

– Unique to the culture, size, and budget of the
organization
– Determining what level the information security
program operates on depends on the
organization’s strategic plan
• Also the plan’s vision and mission statements
• The CIO and CISO should use these two
documents to formulate the mission statement for
the information security program

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Management of Information Security, 3rd ed.
 Information Security Roles and Titles

Figure 5-10 Information security roles

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Management of Information Security, 3rd ed. Source: Course Technology/Cengage Learning
 Implementing Security Education,
Training, and Awareness Programs
• SETA program
– Designed to reduce accidental security
breaches
– Consists of three elements: security education,
security training, and security awareness
• Awareness, training, and education
programs offer two major benefits:
– Improving employee behavior
– Enabling the organization to hold employees
accountable for their actions
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Management of Information Security, 3rd ed.
 Implementing SETA
Programs (cont’d.)

• Purpose of SETA is to enhance security:

– By building in-depth knowledge, to design,
implement, or operate security programs for
organizations and systems
– By developing skills and knowledge so that
computer users can perform their jobs while
using IT systems more securely
– By improving awareness of the need to protect
system resources

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Management of Information Security, 3rd ed.
 Implementing SETA
Programs (cont’d.)

Table 5-3 Framework of security education, training and awareness

Source: National Institute of Standards and

Technology. An Introduction to Computer Security:
29 The
NIST Handbook. SP 800-12.
Management of Information Security, 3rd ed. [Link]
 Security Education

• Employees within information security may

be encouraged to seek a formal education
– If not prepared by their background or
experience
– A number of institutions of higher learning,
including colleges and universities, provide
formal coursework in information security

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Management of Information Security, 3rd ed.
 Security Education (cont’d.)

Figure 5-11 Information security knowledge map

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Management of Information Security, 3rd ed. Source: Course Technology/Cengage Learning
 Security Training
• Involves providing detailed information and
hands-on instruction
– To develop user skills to perform their duties securely
• develop customized training or outsource
• Customizing training for users
– By functional background
• General user
• Managerial user
• Technical user
– By skill level
• Novice
• Intermediate
• Advanced
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Management of Information Security, 3rd ed.
 Security Awareness
• One of the least frequently implemented,
but most effective security methods is the
security awareness program
• Security awareness programs:
– Set the stage for training by changing
organizational attitudes to realize the
importance of security and the adverse
consequences of its failure
– Remind users of the procedures to be followed

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Management of Information Security, 3rd ed.
 Security Awareness (cont’d.)
– Refrain from using technical jargon
– Define learning objectives, state them clearly,
and provide sufficient detail and coverage
– Keep things light
– Don’t overload the users
– Help users understand their roles in InfoSec
– Utilize in-house communications media
– Make the awareness program formal
– Provide good information early, rather than
perfect information late
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Management of Information Security, 3rd ed.
 Security Awareness (cont’d.)
• Effective training and awareness programs
make employees accountable for their
actions
• Dissemination and enforcement of policy
become easier when training and
awareness programs are in place
• Demonstrating due care and due diligence
can help indemnify the institution against
lawsuits

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Management of Information Security, 3rd ed.
 Security Awareness (cont’d.)
• Many security awareness components are
available at little or no cost
– Others can be very expensive
• Examples of security awareness
components
– Videos
– Posters and banners
– Lectures and conferences
– Computer-based training

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Management of Information Security, 3rd ed.
 Security Awareness (cont’d.)

• Examples of security awareness

components (cont’d.)
– Newsletters
– Brochures and flyers
– Trinkets (coffee cups, pens, pencils, T-shirts)
– Bulletin boards

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Management of Information Security, 3rd ed.
 Security Awareness (cont’d.)
• Organizations can establish Web pages or sites
dedicated to promoting information security
awareness
– The challenge lies in updating the messages frequently
enough to keep them fresh
• Tips on creating and maintaining an educational
Web site
– See what’s already out there
– Plan ahead
– Keep page loading time to a minimum
– Seek feedback
– Spend time promoting your site
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Management of Information Security, 3rd ed.
 Summary

• Introduction
• Organizing for security
• Placing information security within an
organization
• Components of the security program
• Information security roles and titles
• Implementing security education, training,
and awareness programs
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Management of Information Security, 3rd ed.