WHITE PAPER

Merge of Information Technology Security and

Corporate Physical Security

Organization & Functional Elements

Reginald J. Williams, CPP

ASIS Information Technology Security Council

 

SUMMARY

The merge of Information technology security (ITS) and corporate physical security (PS) functions are becoming a reality for the enterprise security professional. This white paper (WP) will articulate the organization and functional elements for both IT security and physical security to establish the asset protection model (APM) as an integrated enterprise solution.

SCOPE

Provide a comprehensive study to collect, identify and provide clear directions to achieve one unified enterprise security program beneficial to share and stake holders. Ensure the integrity, confidential, availability of enterprise assets in various forms and mediums from unauthorized access or disclosure. This WP will focus on the merge of two security organizations and elaborate on four separate model concepts:

Models Employee Size Recommended Name

Identify the key responsibilities for various security sub-elements and the integrated components will ensure maximized efficiencies, cost containment, cross-training requirements and return of investment.

In regards to the four separate security models, both regional/national enterprises and executive level supports is the key for differences in enterprise security program.

AUDIENCE

The white paper information is presented to the enterprise security professional or key executives that require the ability to understand or create the enterprise security functions for the enterprise security program to include both information technology security and corporate security elements. Provide guidance and identify sub-business elements required to create a security baseline program.

CONSULTANCY

In the early concepts of corporate and information security, the security organization personnel had the capability to create and implement policies; this included the enforcement on security related matters for the entire enterprise. However, because of past enterprise downsizing, complexity, the size and nature of most enterprises a new model called consultancy has aroused.

Consultancy security is related to some security functions that can not be completed by enterprise security group because of the large size of the enterprise, diversity related to product line and no geographic or business related boundaries established.

The security implementation processes and actual work performed must be completed by each functional business unit to ensure completeness. Each unit must have a security focal to ensure their respective business unit adheres to the enterprise security policies and standards. These security focals or representatives do not report to the security organization, but to the functional business unit management representative.

Still, the enterprise security group will create policies and standards that other business units must adhere to and complete for audit purposes and control. However, the security focal or representative will consult directly with the enterprise security group for clarification of policies and standards, strategic security direction and interpretation of vulnerability analysis.

MODEL DESCRIPTION

Multi-National Enterprise

The Multi-national enterprise (MNE) would consist of over 100K employees and represents services throughout the world. The person responsible should be the position of vice president or executive director for asset protection or enterprise security program. Because of the large-scale nature of this organization, vulnerability analysis and tools are essential. Dependant on the risk and vulnerability will determine the actual security controls.

Large Enterprise

The large enterprise (LE) would consist of over 50K to 100K employees and represents marginal services throughout the world. The person responsible should be the position of executive director or director IT protection program.

Medium Enterprise

The medium enterprise (ME) would consist of over 20K to 50K employees and represents marginal services throughout the world.

The person responsible should be the position of director or senior manager corporate protection program. In few cases, the ITS or OTS is part of the IT/IS organization components. The ITS/OTS should have dotted line authority to corporate protection.

 

 

Small Enterprise

The small enterprise (SE) would consist of over 1K to 20K employees and represents virtually no services throughout the world. The person responsible should be the position of senior manager or manager corporate protection program. ITS may be part of the IT/IS organization components. The ITS may have dotted line authority to corporate protection.

Note

The security models are organizational development baselines and are not reflective of government, business type or private sector organizations. These security models and functional names are recommendations based upon technology drivers, technical requirements, past and potential threats to assets, vulnerability and risk analysis.

REPORTING CHAIN

The person responsible for the enterprise security program should report to a senior executive (Vice President) responsible for executive service level and support or senior operations executive that has significant operations and controls over organizations function, internationally and domestically.

Dotted-Line Impact Organizations:

There are three supporting organizations that will have a "dotted line impact" on protection of assets, however support organizations will be identified later.

The organizations above should be dotted line impact organizations to enterprise security organization but have separate business units and reporting structures.

CORE ELEMENTS

To effectively create the one-stop security enterprise entity, both the physical security and IT security elements must already be established with objectives/goals, key personnel roles, responsibilities and duties.

For sometime, these separate security entities had similar characteristics and vulnerabilities, however computer technical vulnerabilities and personnel skill sets clearly provided both monetary and incentive benefits because of their superior technical expertise.

While both the core elements of IT security and physical security are diverging with each other based upon technology and basic asset protection skills indicates a precedence to effectively protect assets in any state.

To establish the three basic elements of the enterprise security program, there are physical security (PS), IT security (ITS) and operational technical security (OTS) -- a dotted line component element to ITS. Although, the operational technical security elements are under IT/IS (in large organizations), this element supports and implements the IT security standards for the enterprise security program. Note: Depending on the size and nature of the enterprise, some of the enterprise security sub-categories or elements may be combined or eliminated, see excel spreadsheet.

Formula

So the actual equation for the asset protection model is APP = Information Technology security (ITS) + operational technical security (OTS) + physical security (PS) or APP=ITS+OTS+PS

Information Technology Security (ITS)

The mission of the Computing Security Program is to ensure the integrity, availability, and confidentiality of computing and information assets. The Computing Security Program has been established to ensure security measures are in place to protect data of The enterprise as well as data entrusted to the enterprise by suppliers, customers, and partners.

Objectives - Define, develop and implement an information systems security infrastructure that is responsive to our current and planned business environment.

Key Actions - Adopt standard security processes and technologies that enable appropriate protection of information owned by or entrusted to the enterprise. Enterprise Listed below are sub-core areas of IT security listed below

Program Deployment & Support: Deployment Support

Development and maintenance of Enterprise-wide deployment processes of computing security policies and requirements.

Provide consultation to support audit and business processes, technical product reviews, incident tracking and coordination as they relate to existing Enterprise-wide computing security policies and requirements.

Represent Computing Security at Business Unit leadership meetings. Compliance & Risk Assessments - Provide Computer Security Compliance Reports (CSCR) and a risk assessment (RA) consultation including primary responsibility for coordination of CIO approvals for CSCRs containing Enterprise-wide RAs. Establish and maintain the CSCR/RA database.

Provide records and statistics related to CSCR/RA activity and approval. Team with regional security and Business Unit focal points.

Ensure policy support by defining and providing computing tools and processes to deploy existing policies and requirements.

Ensure commonality in tools and processes across Operating Systems where necessary. Security Quality Assessments - Evaluation of Computing Security Programs.

Policy Training & Assessment

Enterprise-wide Computing Security Policies & Procedures - Development and

maintenance of Information Systems Security Governance Documents for Corporate and Government Programs.

Represent the Enterprise at National and International Policy Forums.

Participate in the development of Computing Disaster Recovery procedures.

Provide consultation to the Computing Disaster Preparedness Council (CDC).

Computing Security Training, Education & Awareness - Consultation services,

development and distribution of briefing materials, and on-site training to the Enterprise Business Units.

Security Quality Assessments - Evaluation of Computing Security Programs.

Intrusion Detection & Support

Incident Response - Analyze and respond to network/computing security incidents.

Minimize damage to the computing infrastructure by responding to and resolving suspected intrusions, hacking, and other attacks

Investigation Support - Provide technical support to enterprise investigative

organizations.

Provide technical support for investigations that involve computing systems.

Contribute to successful investigation and resolution of Security, EEO, Ethics, and Legal investigations.

Vulnerability Assessments - Perform technical vulnerability assessments on Firewalls, internal networks, and critical computing systems. Report on identified vulnerabilities and suggest fixes to mitigate operational/business risks.

Threat Monitoring & Analysis - Monitor external and internal threats; analyze in conjunction with vulnerabilities to determine risk.

Determine risk to Enterprise computing infrastructure components and support operations.

Communicate risks to appropriate management to influence mitigation project selection and funding.

Enterprise Sensitive Information Protection

Information Protection Support - Assist individuals accountable for information assets to identify sensitivity/impact of loss, use, threats and vulnerabilities.

Prepare information protection plan based on risk analysis. Support implementation.

International Security - Assist individuals accountable to protect ITAR and EAR controlled information to provide appropriate protections.

Enterprise-wide Information Security Policies, Procedures & Tools - Develop and maintain Information Security Governance Documents for protection of Enterprise sensitive and government classified information.

Information Security Education, & Awareness - Develop information security education materials, deliver information security briefings, and develop and distribute awareness materials.

Enterprise Computing Authentication Services

Access Management - Sustaining support for authentication systems. Execute plans for audits; mergers, acquisitions, and divestitures.

Team with regional and business units access administration groups. Identify and implement improvements to tools and processes.

International Information Security and Protection Support

Develop and Maintain the Tools and Processes for an International IS Security and Information Protection (IP) Program -

In-country Authorization Process

International Assessment and Status Process

Stream-lined Network and Access Process

Gathering Requirements, Strategic Partners

Develop Processes for WWSO Employees

Implement International IS Security and Information Protection (IP) Program -

Conduct Site Assessments

Develop and Maintain Security Documents

Conduct Education of (world-wide security office) WWSO personnel and International Employees and

Customers

Operational Technical Security (OTS): Operations Technology Security takes a leadership role in the enterprise by defining the computing infrastructure's security architecture helping design, build, and deploy new computing security technology. Listed below are sub-core areas OTS listed below

Access & Authorization Systems

The ability provide technical requirements for DCE Distributed Computing Environment, DART Distributed Access Request Tool, SSA Secured System Access, STAC Single Terminal Access Control for access administration.

Authentication Services

The Authentication Services organization offers a number of services to validate the identity of those who have access to information. These are designed to further our e-commerce and computing security goals.

Directory Services

The Corporate Electronic Directory's mission is to enhance corporate communications and facilitate efficient processes at the Enterprise by providing effective standards-based directory services. Developed to support the multiple electronic mail systems within the various enterprises; to provide naming and e-mail directory synchronization services.

Infrastructure Protection Systems

Services provided are virus, intrusion detection and virus.

Security Perimeter Design

Supports the computing infrastructure (also called the "perimeter" or "firewall") that enables secure external access to computing resources. These are some of the expertise: Virtual private networking, firewall proxy servers, reverse proxy server software and SOCKS generic outbound proxy servers

Partner Access Architecture

Standard and secure set of solutions to enable the domestic and international partner or contracted workforce to gain access to resources on the perimeter and inside the enterprise network while on-site assisting in project development or training. These solutions have many requirements driven business, security policies, contractual obligations of our Government and sometimes those of other Governments. The solutions need to be flexible enough to adapt to the broad spectrum of projects within the company and maintain strong security safeguards of sensitive Government and Company data.

Web Security Architecture

Web Single Sign-On initiative (affectionately known by the technologists as Web Security Infrastructure). This activity is being done in concert with EIP, the Web Application Integration Architecture activity, ESP, and others. The major requirements include cross-domain web single sign-on, reusable security infrastructure, delegated administration, role-based access control.

Corporate Physical Security: (PS)

Identify below are sub-elements of a corporate security or physical security enterprise. The protection of hard assets and employees are inherent to the program. These are a few examples of sub-elements but not reflective of all sub-elements.

Guard Force Management

Responsibilities include daily guard force management to protect enterprise physical access from unauthorized person. Perform routine roving security controls of specific areas of the enterprise. Perform search and seizure of enterprise assets. Monitor all access points, hallways and delivery points where asset maybe compromised. Upon receive alerts, take appropriate action to investigate and escalate to proper management.

Personnel Investigations

Perform routine investigation of potential new hires to the organization. Perform research and obtain information from outside source to determine availability. Work with external organization to collect public information of potential employee.

Badge Control

Create badges for employees, contractors and vendors for enterprise physical access to facilities. Inventory badges and control the all unused badges periodically. Take badge pictures employees, contractors and vendors.

Personnel Security

Create employee selection and the retention process. Ensure that safety and security of key executives and employees are in accordance to security policies. Evaluate information obtained from internal or external investigations. Develop and implement security education and awareness programs for the enterprise.

Classification Management

Identify security controls and dissemination of critical information for the enterprise. Develop classification instructions and process for both employees and security staff. Identify the sensitive levels of access required to gain employee access to sensitive information.

Emergency Planning

Create emergency planning process for the enterprise security group. Develop plans and types of emergencies that could occur. Work closely with the enterprise disaster recovery group and team to establish roles and responsibilities during a disaster.

SUPPORT ORGANIZATIONS

The security professional must work closely with support organizations of the enterprise. The support elements of the enterprise included but not limited to Human Resources, Legal, Risk Management and others.

FUTURE IMPACTS

This section will address the creation and implementation to merge of two distinct security organizational elements in lieu of both the political and executive challenges that impact the share and stake owner’s value. Additional impacts of control identified for next five to ten years, authority and responsibility for one unified asset protection are as follows:

Security Leadership

Corporate and executive leadership skills are necessary to establish goals/objectives and to enhance the asset protection program. The security executive must be well rounded in all disciplines that he/she will be leading. Must have the technical knowledge, leadership skills and the ability and the art to influence key executives to make critical decisions on security related issues. Must have the ability to work with a variety of personnel ranging from front line assemblers, engineers, administrators and senior level executives.

Understand both the technical security controls, corporate security methodology, export compliance and contracts to include mergers, acquisitions and divestitures.

Globalization

Enterprise organizations are becoming more complicated because of the size, different countries perception of security laws and statues, language and trade barriers.

The old concept that the enterprise has a clear organization structure, which does not include contractors, vendors or suppliers, sub-business entities in other countries is misleading and does not reflect access to information.

This is considered to be a virtual organization that encompasses E-business solutions to ensure a competitive enterprise advantage in the global economy.

Old security rules must be re-established or created from scratch. The use of Virtual Private Networks (VPNs), security zones and policy directories must be enabled to ensure information is available to perform ones job but only available on a business need to know.

The complexities of a large organization that performs a multi-national interest will have complicated items to overcome concerning both political and legal barriers.

Privacy Legislation

Privacy is related to outsource consumer or personal information to non-affiliated business entities. There are FTC security controls and requirements that clearly express how personal information is to utilized and shared with external customers.

The enterprise security person should be familiar with the role and responsibility of the Privacy Officer and their duties and assignments.

Privacy issues are specific controls in-placed between the enterprise and the external customers. Note: the privacy officer functions and responsibilities are out the scope of the enterprise security professional, therefore this is no direct or in-direct reporting structure to the enterprise security functions.

However, some of the technical controls, impacts and safeguards are essential elements of security functions. The privacy officer should report to Legal sub-unit for responsibilities and delegation of controls. Note: funding maybe less in the security budget (at the beginning) to fund privacy initiatives.

Exports / Contracts

Understanding the elements of both export compliance requirements and contracts is essential practice for the security professional. Information released to foreign nations may require specific government approval and acknowledgment to protect ITAR and EAR controlled information. It is essential to understand the fundamentals of export compliance and where to obtain additional information. Security professionals must work very closely with Export Compliance officials on all matters of export controls and laws.

The world of contracts could be overwhelming and intimidating for the security professional to create a binding contract, review and to ensure all the information is located in the body of the contract language. It’s essential to work very closely with Legal personnel to ensure both parities are aware of there responsibilities and "due diligence" in the contract.

Mergers, acquisitions and divestitures

When mergers, acquisitions and divestitures occurs, what policies and standards will be obsolete and what processes must be re-written. For most security professional, this may happen some time within you work experience involved in merger of two different businesses.

Understanding and implementing another enterprise security policies and standards that have no similarities between the old policies and new policies.

Security professional must be prepared for increasing inherent responsibilities or reducing key responsibilities to include downsizing the security group and personnel.

Cultural Differences

Cultural difference and diversity between languages, customs, due diligence and the laws that effect enterprise security are real and must be reviewed on an ongoing basis especially operating in various or multiple countries. It is important to foster cooperation between business entities and have a security focal available in each specific country that understands the customs and language.

With this in mind, various controls must be in place to protect the enterprise business units (within the United States) at the same time ensuring that information is available on a need to know bases. This can be complicated but necessary to protect the entire interest of the enterprise.

BENEFITS

The overall benefits would both enhance stake holder’s ownership and provide one clear leadership direction in regards to enterprise security program.

Overall, the organization security controls and standards will become effective to mitigate most vulnerability and reduce the potential threats to assets under one commonality. As enterprises are becoming lean and efficient, so does the security professional and his/her enterprise security organization. Everyday must be utilized to explore, update and create streamlined processes for both the employees of the enterprise and the security staff.

SKILL SETS

The three skill set levels are executive support/persuations, technical competencies and to maintain subordinate interaction skill sets.

The precedence skill sets of the enterprise security program leader are varied with both technical computer/network knowledge and the ability to manage and lead the program with a variety of skill sets of enterprise security employees. (operational technology), corporate leadership legal and human resources.

Support & Executive Persuasion

The senior security professional must convince key executives that both information technology security and corporate security should be one unified element. Unfortunately, most enterprises have these organizations under separate entities. The art of persuading senior executives and the personnel that management such elements are starting an up-hill climb.

Most senior executives do not understand the personal and subjective complexities to create one security function throughout the enterprise, and requires a cost-benefit analysis to determine the level of support and the functional elements of the new security enterprise.

Operational Competencies

The senior security professional must understand the technical security challenges to protection information within any state. He or she must be able to communicate and direct technical employees to achieve the desired outcome to protect and safeguard information. This person must understand the following technical requirements:

Encryption

Authentication And Authorization

Directory Services

Virtual Private Networks

Hackers Methodology

Web Security & Interface

Security Design and Perimeters

Intrusion Detection & Technologies

Subordinate Interaction & Skill Sets

It is very important for the security professional to address both promotional and transfer issues that effect the professional security employees. Security executives must create and implement a strategic direction for security employees to be recognized, provide guidance and leadership training to effectively be able to promote within the enterprise. The security employee must be able to resolve enterprise problems directly and work closely with security focals that are not part of the security enterprise.

Other Impacts

Other major impacts that may effect the enterprise security executive are as follows:

Communications

Retain talented employees

Motivate employees

Understand the accelerating rate of change

Set a realistic strategic direction in the face of ambiguity

 

DEFINITIONS & SET STANDARDS

Although there are significant variations of definitions for both IT security and corporate security, these definitions must be clarified because of the current ambiguity between the two disciplines at present.

Significant research on both the information technology security and corporate security association must establish similar terms and definitions that are in the best interest of each organization. Having different terms and definitions between the IT security and corporate security will have senior executive ambiguous about the two entities should report to one person.