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Riskienhallinta on osa elämää kaikkien osallistuvien tietoturva nyt. Se on osa tärkeimmät standardit siellä myös ISO27001 ja PCI-DSS, jotka molemmat on juuri päivitetty. Meidän täytyy tehdä se, mutta se vie aikaa ja vaivaa hyvin. Joten avulla tarkastella käytännön riskinarvioinnin tietoturvan vaatimukset. Täällä on 5 vinkkejä tehdä työn puolestasi:

Vinkki 1 - tehdä mielekkäitä

Riskinarviointia voidaan tehdä "tyhjiä lupauksia" vaatimuksiin ja suorittaa loppuun, koska se on. Kun se tehdään tällä tavalla, päädymme tulokset ovat epätarkkoja ja eivät välitä. Pitää sitä vakavasti keino parantaa liiketoiminnan. Mutta miten teemme kokemuksesta mielekkään? No meillä saada ostaa johtoryhmässä ja he aikovat johtopäätökset ja kysymykset.

Vinkki 2 - Määritä prosessin täysin ennen aloittamista

Tämä näyttää todella itsestäänselvyys, mutta usein riskinarvioinnin tehdään jäsentymätön tavalla ja on usein vaikea saada hyviä tuloksia. Muista riskinarviointi on aina oltava toistettavissa. Viettää aikaa etukäteen, kaikki keskeisiä osia määriteltäessä riskinarvioinnin etukäteen, mukaan lukien

- Miten me aiomme tehdä riskinarviointi

- Miten voimme mitata riskiä.

- Millä perusteilla aiomme käyttää hyväksyä riski

Vinkki 3 - ryhmittelemään omaisuutta

Tämä on keskeinen kohde valmiiksi riskinarviointeja. Yksi kannettava tietokone on yleensä melko paljon kuin toinen. He voivat pitää arkaluonteisia tietoja, ne kaikki voidaan menettää varastettu jne. Asset management näkökulmasta vähentää varojen mahdollisimman alhaisena ja ryhmän vastaavanlaisten omaisuuserien jos järkevä. Joissakin tapauksissa tämä ei selvästikään ole käytännön ja edellä esimerkki ehkä kaksi tai kolme "erilaisia" laptop, riippuen kuka käyttää niitä.

Vihje 4 - Varmista, että varat on todelliset omistajat

Todelliset omistajat? Mitä tarkoitan on, että henkilö myöntää omaisuuserän on oltava voima, kyky, talousarvion ja resurssi voi ratkaista ongelmia, jotka löytyvät ympäristöriskien arvioinnin. Ei ole mitään järkeä ottaa päätelmiä siitä, että kukaan voi ratkaista. Rahoittajalla on vaikea määrittää ja ihmiset eivät halua omistaa ne, mutta tämä on avain valvontaan riski. Niillä on omistajat tai riskinarviointi ei onnistu käsittelemään

Vihje 5 - riskinarviointi muuttuu ajan mittaan.

Kun riskinarviointi on tehty, ei enää täysin vastaa aivan kaikki yrityksessä. Rahoittajalla on yli arvostettu, hieman alle arvostetaan. Vaikutukset eivät välttämättä ole täysin tarkka. Se on antanut aikaa saada jalansija alueella "viritetty" ja muuttunut niin se on oikea. Se ei tarkoita sitä saada käsitellä saada vastausta, jota odotettiin! On riskejä, joita siltä, että ei ole odotettavissa ja kyllä, jotkut niistä voivat olla vaikeampia kuin on pidetty.

Mobile health applications need a risk assessment model and a framework for supporting clinical use to ensure patient safety and professional reputation, according to a study published in the Journal of Medical Internet Research,  FierceHealthIT reports.

Study Details

For the study, researchers at Warwick Medical School in the United Kingdom analyzed the current regulatory oversight of mobile apps and identified several different kinds of risks associated with medical apps and ways to address those risks (Mottl, FierceHealthIT, 9/20).

The researchers defined a mobile medical app as "any software application created for or used on a mobile device for medical or other health-related purposes."

Study Findings

The researchers noted that there is not currently a clinically relevant risk assessment framework for mobile health apps, meaning health care professionals, patients and mobile app developers face difficulty in assessing the risks posed by specific apps.

They identified several risks associated with using mobile health apps, including:

• Hindering professional reputation;
• Causing possible patient privacy breaches;
• Resulting in low-quality; and
• Providing Poor medical advice.

The authors also outlined some of the most common variables that can affect those risk factors, including:

• Apps that contain inaccurate or out-of-date information;
• Inappropriate use by patients; and
• Inadequate user education (Lewis et al., Journal of Medical Internet Research, 9/15/14).

Of those, the researchers warned that a lack of education poses the biggest threat to patient safety and recommended that health care professionals begin learning about the apps' risks before prescribing their use to patients.

Overall, the study's authors called for a formal risk assessment framework for mobile health apps to help reduce the "residual risk" by identifying and implementing various safety measures in the future development, procurement and regulation of mobile apps. They argued that medical apps will flourish in the health care industry after a process has been created to ensure their quality and safety can be "reliably assessed and managed" (FierceHealthIT, 9/20).

Definition: Risk riskreducerande planering är arbetet med att utveckla alternativ och åtgärder för att öka möjligheterna och minska hoten mot projektets mål. Risk riskreducerande genomförandet är att utföra risk riskreducerande åtgärder. Risk riskreducerande framsteg övervakning omfattar spårning identifierade risker, identifiera nya risker och utvärdera risk processen effektivitet under hela projektet.

Sökord: risk, riskhantering, riskreducering, risk riskreducerande genomförandet, risk riskreducerande planering, risk riskreducerande framsteg övervakning

MITRE SE roller & förväntningar: MITRE systemerare (SEs) arbetar på regeringens program utveckla angripbara risk riskreducerande strategier och övervakning mått, övervaka genomförandet av risk riskelimineringsplaner för framgångsrika projekt och program avslutning, samarbeta med regeringen team bedriver risk recensioner över projekt och program och analysera mätetal för att fastställa pågående riskstatus och identifiera allvarliga risker att upphöja till sponsor eller kund.

Risk riskreducerande strategier

Allmänna riktlinjer för tillämpningen av riskminimering hantering alternativ visas i figur 2. Dessa alternativ är baserade på bedömda kombinationen av probabilityen av händelsen och svårighetsgraden av följden för en identifierad risk. Dessa riktlinjer är lämpliga för många, men inte alla, projekt och program.

Risk riskreducerande hantering alternativ inkluderar:

- Anta/acceptera: Erkänner förekomsten av en särskild risk, och göra ett medvetet beslut att godta den bedriver särskilda ansträngningar att kontrollera den. Godkännande av projekt eller program ledare krävs.

- Undvik: Justera programkrav eller begränsningar att eliminera eller minska risken. Denna anpassning kan tillgodoses av en förändring i finansiering, schema eller tekniska krav.

- Kontroll: Genomföra åtgärder för att minimera påverkan eller sannolikheten för risken.

Transfer: Återanvisa organisatoriskt ansvar, ansvar och befogenheter till en annan intressent villig att acceptera risken.

- Klocka/Monitor: Övervaka miljön för ändringar som påverkar naturen och/eller effekten av risken.

Dessa alternativ måste utveckla en plan som genomförs och övervakas för effektivitet. Mer information om hantering alternativ diskuteras enligt bästa praxis och erfarenheter nedan.

Från en systemteknik perspektiv, gemensamma metoder för att minska risken för eller minska med identifierade program risker inkluderar följande förtecknas i ökande allvarliga risken:

1.  Intensifierade tekniska och management recensioner av den tekniska processen

2. Särskild tillsyn av utsedda komponent engineering

3. Särskild analys och testning av kritiska design artiklar

4. Rapid prototyping och test feedback

5. Övervägande av lindra kritiska designkraven

6. Inledande av fallback parallell utveckling

Industry leaders and President Obama call the framework just a first step in creating a cybersecurity playbook for 16 US critical infrastructure sectors. But this is more than just a reference manual.

The Obama administration's new voluntary Cybersecurity Framework for critical infrastructure providers, announced Feb. 12, won't please everyone. But it does bring together for the first time a useful set of federally endorsed practices for private sector security. It also represents a welcome reprieve from the frosty government-industry relationship on matters of cybersecurity preparedness.

Industry leaders as well as President Obama were quick to acknowledge that the framework is just a first step in creating a cybersecurity playbook for the nation's 16 critical infrastructure sectors, including financial services, communications, and energy providers. It establishes an important precedent not only by defining common security standards, but also by offering carrots to the private sector rather than wielding a regulatory stick. The framework also serves notice to a gridlocked Congress that the White House can give traction to issues of national importance.

First, the framework has cred, as its recommendations come not from Washington regulators, but from industry experts who've combatted cyberattacks. In pulling together the framework, the National Institute of Standards and Technology went to great lengths to collect, distill, and incorporate feedback from security professionals. More than 3,000 individuals and organizations contributed to the framework.

Learn more about the Cybersecurity Framework.

The cybersecurity framework doesn't tell companies what to do or what tools to buy. But it does standardize the questions all CEOs should ask about their companies' security practices as well as those of their suppliers, partners, and customers. And it shows them what the answers ought to look like. The economic pain hackers caused to Target and its CEO, Gregg W. Steinhafel, may be incentive enough for other CEOs to adopt NIST's recommendations.

A third and even more powerful factor is the likelihood that even without legislation, the framework will become the de facto standard for private sector cybersecurity in the eyes of US lawyers and regulators. That's the view of Gerald Ferguson, who specializes in intellectual property and technology issues for law firm BakerHostetler, as expressed in a recent opinion column he wrote for InformationWeek.

Illustration of core functions and activities to support cybersecurity from NIST Framework for Improving Critical Infrastructure Cybersecurity 1.0

Fourth, the cybersecurity framework isn't just another set of NIST guidelines, but the outcome of President Obama's Executive Order on "Improving Critical Infrastructure Cybersecurity," which he announced in his 2013 State of the Union address.

"Cyber threats pose one of the gravest national security dangers that the United States faces," the president said earlier this week, a point reinforced in a new Defense News poll that found that nearly half of national security leaders think cyber warfare is bigger threat to the US than terrorism.

But not everyone thinks the president's cybersecurity framework provides the right set of standards or adequately addresses how to make networks resilient against inevitable attacks.

Gerald Cauley, CEO of the North American Electric Reliability Corp., which develops reliability standards for power companies, argues that NIST's framework could undermine existing -- and in some cases more advanced -- cybersecurity practices already in effect.

Even with most security budgets growing or at least staying flat for 2014, no organization ever has unlimited funds for protecting the business. That's where a solid risk management plan can be a lifesaver.

Dark Reading recently spoke with a number of security and risk management experts, who offered practical tips for getting the most out of risk management. They say smart risk management strategies can make it easier to direct security funds to protect what matters most to the business. Organizations that use them typically can base their spending decisions on actual risk factors for their businesses, rather than employing a shotgun strategy that chases after every threat under the sun. Here are a couple of ways to start making that happen.

Establish A Risk And Security Oversight Board
If an organization is going to get more for its IT risk management buck, then the first thing it has to remember is that security risk is only one facet of business risk. That is why it is important to engage with cross-functional teams, says Dwayne Melancon, chief technology officer for Tripwire, who explains doing so makes it easier to look at risk holistically.

Melancon says he has seen many customers establish "Risk and Security Oversight Boards" that are made up with leaders like the CFO, chief legal counsel, and other stakeholders from across the business.

"This board discusses, prioritizes, and champions actions and investments based on a risk registry developed through cross-functional debate and agreement," he says. "This approach ensures that the business ‘puts their money where their mouth is’ and helps align different parts of the business around the short list of risks that have the potential to cause most harm to the business."

Get A Second Opinion
Even if an oversight board may not be practical, getting a second opinion from the business as to where IT risk management should focus stands as a crucial way to set priorities.

"One way we've seen success with this is to engage with legal, finance, and PR instead of the IT executives," says J.J. Thompson, CEO and managing director for Rook Security. "They identify the real issues with simplicity and have not been brainwashed by the IT industry, who still struggles to realize what really matters to business."

For example, in one consulting engagement, Thompson says his CIO contact was caught up in focusing on standard ISO 27000x practices around SOC services Rook would offer his firm. But when his consultants talked to that firm's legal department, they were most concerned about how that SOC outsourcing would affect their largest defense contractor client. That was the No. 1 risk priority.

"The business was simply concerned about the highest area of risk: that which directly pertained to their largest client," Thompson says. "We shifted focus to the controls that directly reduced the risk of such a compromise occurring and tailored custom control monitoring that focused on creating a sensitive data map, and setting custom anomaly detection triggers when the sensitive data is accessed."

[Are you getting the most out of your security data? SeeDyman & Associates Risk Management Projects blog updates for techniques and security trends.]

Map Risk To A Business Bloodline
What's the business bloodline for your company? In other words, what are the areas of the business for which security threats could truly disrupt the way in which the organization operates? This is exceedingly important to determine -- and one that second opinion should help deliver. Once you figure that out, start mapping technical elements to it in order to understand what kind of events could do the organization the most harm, says Amichai Shulman, chief technology officer for Imperva.

"For some companies, a POS system or its database full of credit cards may be its most valuable assets; for some it may be Social Security numbers and the personal information attached," he says.

"For a company that bases its livelihood on transactions and uptime, the loss of revenue or customer loyalty caused by a DDoS could be devastating."

Communicate Risk Visually
A big part of risk management is communicating identified risks both up to senior management and down to the security managers who will put practices in place to mitigate them. One of the most effective ways to do that is to make those results visual.

"Pursuing risk management purely within security can help you make better decisions, but it can't help you get the right level of funding unless you can show people outside what you're doing," says Mike Lloyd, chief technology officer for RedSeal Networks. "Helping executives outside to understand is hard. Doing this with formulae won't work -- you will need pictures."

For example, Rick Howard, chief security officer for Palo Alto Networks, says that any time he starts a proposal to the executive suite; he begins with a business heat map that shows the top 10 to 15 business risks to the company on a grid. Typically cyber-risk is in that top 15, which makes it easier to get the company to address those risks more fully.

"Once that is done, I like to build a risk heat map just for cyber," he says. "I take the one bullet on the business heat map and blow it up to show all of the cyber-risks that we track. Again, this is not technical -- it is an overview. We are not trying to show the 1,000 potential ways that an adversary can get into the network. We want to show the C-suite who the adversary is."

To read more about Risk Management Projects articles, visit our website.

Watches, bracelets, gloves and hats, are currently being updated with Bluetooth wireless technology which allows them to collect data and send it back to a smartphone or tablet application. Bluetooth Smart is fast becoming the connectivity solution or wearable technology by appealing to consumers with both wearable sports and fitness trackers.

Bluetooth Smart, an intelligent and power-friendly version of Bluetooth wireless technology, is making wearables accessible for the mass market. The power-efficiency technology was created for devices needing to run off a small battery for an extended period of time and its applications is compatible with any smartphone or tablet. Bluetooth Smart also makes it easy for developers and OEMs to create solutions that will work with the billions of Bluetooth enabled products already in the market.

Critical Infrastructure Protection

Essential infrastructures produce vital benefits and services, upon which various sectors of our society depend. Our professional and experienced groups comprehend the risks to these infrastructures arising from natural and man-made calamities. While the Department of Homeland Security has identified 18 critical infrastructures resources that must be safeguarded, most of these assets are owned by the private sector.

It is critical that you have a security expert to assess your risk and create risk-reduction measures for your company. Your clients rely on this important infrastructure; therefore, it is necessary to undertake procedures to avert and properly adapt to any hazard that may adversely impact your vital resources.

According to your expectations from our company, we will undertake some or all of the steps below in order to safeguard your crucial infrastructure.

- Evaluation: Determine the risk connected with the vital infrastructure and what is extremely significant to attaining goals and final success.

- Analysis: Pinpoint the weaknesses, as well as their interconnection with internal or external vital resources.

- Pre-Mitigation: Execute preventive steps and measures to reduce direct risks. This process may include physical and cyber-based expertise and resources-strengthening before an incident transpires.

- Mitigation: Offer complete and lasting solutions to mitigate and/or remove the identified threats.

- Implementation: Assure that the reduction strategy is being undertaken in a way that is conducive to security requirements and guidelines.

- Incident Response: Create programs and measures to remove additional threats or the cause of an existing problem.