CMGT 442 Philip Robbins – November 28, 2012 (Week 3) University of Phoenix Mililani Campus...

CMGT 442

Philip Robbins – November 28, 2012 (Week 3)University of Phoenix Mililani Campus

Information Systems Risk Management

Objectives: Week 3

• Risk Assessment (Part 2)- Review Week 1 & 2: Concepts- LT Activity: Week 3 & Week 4 Article Readings- Discuss Homework Assignments & Class Videos- Week 3: Quantitative Risk Analysis vs. Qualitative Risk

Assessments- Review NIST SP 800-39- Review Week 3: Questions- Assignments: IDV & LT Papers- Quiz #3

Learning Team Activity

• Activity: Review Week 3 & 4 ‘Article’ Readings- 15 minutes: Read Articles- 10 minutes: Answer article questions- 10 minutes: Present your article to the class- Submit for credit.

LT Activity: Week 3 Article Readings

• Barr (2011). Federal Business Continuity Plans- Do you think the private sector must employ something

similar to the Federal Government’s Continuity of Operations Process (COOP) as an integral part of their enterprise risk management plan?

• Ledford (2012). FISMA- Do you think the Federal Information Security Management

Act (FISMA) might provide the basis for a standard framework for enterprise risk management adaptable to the private sector?

LT Activity: Week 4 Article Readings

• Ainworth (2009). The BCP Process- Might an effective risk management plan be considered a

process that may restore all systems, businesses, processes, facilities, and people?

• Barr (2011). Good Practice for Information Security- What changes would you recommend for the Information

Security Forum’s 2007 Standard?- Which of these changes must be incorporated into the

enterprise’s risk management plan?

REVIEW: IDV Assignments #1 & #2

#1: Risks associated with an industry.#2: Organization that has recently been compromised.

- Focus on risks from Information Systems and how we manage those risks.

- This involves understanding what Information Systems are and how they work.

- Risks are all around you. (Class Videos)

Break?

• This is probably time for a break…

QUICK REVIEW: Week 1

• What is Information Systems Risk Management?

- Information Systems Risk Management is the process of identifying, assessing, and reducing (mitigating) risks to an acceptable level.

QUICK REVIEW: Week 2

• What are the components of Information Systems Risk?

- Threats & Threat Agents

- Vulnerabilities (Weakness)

- Controls (Safeguards)

- Impact

REVIEW: Information Assurance Services

• Taken from DoD 8500.2

REVIEW: Quantitative Risk Analysis

REVIEW: Qualitative Risk Matrix

Rare(1) Unlikely(2) Moderate(3) Likely (4) Frequent(5)

Catastrophic (5)

Material(4)

Major(3)

Minor(2)

Insignificant(1)

Probability (Vulnerability | Threat)

Imp

act

RISK

SE

VE

RE

HIG

H

ME

DIU

M

LOW

REVIEW: Risk Responses

RiskSeverity

Exploitation Frequency

High

Accept /

Transfer Avoid

Low Accept

Accept /

Transfer

Low High

REVIEW: Risk Responses

• Risk Avoidance– Halt or stop activity causing risk

• Risk Transference– Transfer the risk (i.e. buy insurance)

• Risk Mitigation– Reduce impact with controls/safeguards

• Risk Acceptance– Understand consequences and accept risk

REVIEW: Total vs. Residual Risk

• When a company chooses not to implement a safeguard (if they accept the risk) then they accept the total risk.

• The leftover risk after applying countermeasures is called the residual risk.

• No matter what controls you place to protect an asset, it will never be 100% secure.

• Risk is never zero, thus, there is always some form of residual risk.

Week 3: Risk Assessment (Part 2)

• Objectives

- What is Quantitative Risk Analysis?

- What is Qualitative Risk Assessment?

- Positives (pros) and Negatives (cons) of each.

- Which method is preferred?

Value of Information and Assets

• Risk Management• It’s important to understand the value of your

information and information systems.

• So what is my information worth?

- Value can be measured both Quantitatively and Qualitatively.

Two Types of Approaches

• Quantitative Analysis • Qualitative Assessment

- Tangible impacts can be measured Quantitatively in lost revenue, repair costs, or resources.

- Other impacts (i.e. loss of public confidence or credibility, etc.) can be qualified in terms of High, Medium, or Low impacts.

Let’s start

• …with Quantitative analysis.

- Warning: There is MATH… much more math. =(

Quantitative Analysis

• Quantitative analysis attempts to assign real values to all elements of the risk analysis process.

- Asset value

- Safeguards / Controls

- Threat frequency

- Probability of incident

Quantitative Analysis

• Purely Quantitative Risk Analysis is impossible.• There are always unknown values.• There are always “Qualitative” values.- What is the value of a reputation?- …but what if you focused on Information

Security Services as a unit of measurement?

• Quantitative analysis can be automated with software and tools.

- Requires large amounts of data to be collected.

Quantitative Analysis: Step-by-Step

1. Assign value to your information.

2. Estimate cost for each asset and threat combination.

3. Perform a Threat Analysis – determine the probability of exploitation.

4. Derive the overall loss potential per year.

5. Reduce, Transfer, Avoid, or Accept the Risk.

Step 1: Assign Value to Assets

• What is my information assets worth?

- What is my costs to obtain?

- How much money does an asset bring in?

- What is its value to my competitors?

- How much would it cost to re-create?

- Are there possible legal liabilities to account for?

Step 2: Estimate Loss Potential

• For each threat, we need to determine how much a successful compromise could cost:

- Physical damage- Loss of productivity- Cost for repairs- Amount of Damage - “Single Loss Expectancy” per

asset and threat*

• Example: if you have a virus outbreak and each outbreak costs $50K in lost revenue and repair costs. Your SLE = $50K

Step 2: Estimate of Loss potential

• When determining SLE, you may hear the term EF (exposure factor).

• Loss then becomes a percentage of the assets value (AV).

- This is where EF comes in…

SLE = AV X EF

Step 3: Perform a Threat Analysis

• Figure out the likelihood of a threat incident.- Analyze vulnerabilities and rate of exploits.- Analyze probabilities of threats to your location

and systems.- Review historical records of incidents.

• Annualized Rate of Occurrence (ARO)Example: If the chance of a virus outbreak in any

month is = 75%, then ARO = .75 * 12 (1 year) = 9 occurrences per year

Step 4: Derive the ALE

Derive the Annual Loss Expectancy

ALE = SLE * ARO

• Example:

Cost of a virus outbreak is $50K (SLE)

X 9 occurrences per year (ARO)

------------------------------------------------------------------ $450K cost total (ALE)

Step 5: Risk Response

• Risk Avoidance– Halt or stop activity causing risk

• Risk Transference– Transfer the risk (i.e. buy insurance)

• Risk Mitigation– Reduce impact with controls/safeguards

• Risk Acceptance– Understand consequences and accept risk

Reducing Risk

• When deciding whether to implement controls, safeguards, or countermeasures: you SHOULD be concerned about saving costs.

• It doesn’t make sense to spend more to protect an asset that’s worth less!

• So how do we determine if it’s worth it?

…

Reducing Risk

• Reducing risks through controls / safeguards / countermeasures makes sense when:

• If the cost (per year) of a countermeasure is more than the ALE, don’t implement it.

Definitions

• The Annualized Rate of Occurrence (ARO) is the likelihood of a risk occurring within a year.

• The Single Loss Expectancy (SLE) is the dollar value of the loss that equals the total cost of the risk.

• The ALE is calculated by multiplying the ARO by the SLE:

ALE = ARO x SLE

Review of Quantitative Analysis

• Assign value to information & assets:

Asset Value (AV)• Estimate: Single Loss Expectancy (SLE)• Estimate: Likelihood of Threats (ARO)• Calculate: Annual Loss Expectancy (ALE)• Risk Response: Reduce, Transfer, Avoid or Accept.

Class Exercise: Quantitative Analysis

• You own a data warehouse valued at $1,000,000 USD (information & infrastructure included).

• If the threat of a fire breaking out were to occur, it is expected that 40% of warehouse (including the data) would be damaged/lost.

• The chance of a fire breaking out for this type of warehouse is known to be 8% annually.

Let’s move on to

• …Qualitative assessments.

Qualitative Risk Assessment

• Instead of assigning specific values…• We walk through different scenarios, rank and

prioritize based on threats and counter measures.

• Techniques includes:- Judgment- Best practices- Intuition (gut feelings)- Experience

Qualitative Assessments

• Specific techniques include:

- Delphi method (opinions provided anonymously)- Brainstorming- Storyboarding- Focus groups- Surveys- Questioners- Interviews / one-on-one meetings

… very subjective

Qualitative Assessment

Rare(1) Unlikely(2) Moderate(3) Likely (4) Frequent(5)

Catastrophic (5)

Material(4)

Major(3)

Minor(2)

Insignificant(1)

Compromise

Imp

act

RISK

SE

VE

RE

HIG

H

ME

DIU

M

LOW

Risk• Remember this?

Qualitative Assessment

RiskSeverity

Exploitation Frequency

High

Accept /

Transfer Avoid

Low Accept

Accept /

Transfer

Low High

Review of Q vs. Q (NIST SP 800-30)

• Quantitative Advantage

Provides a measurement of the impacts’ magnitude.• Quantitative Disadvantage

Meaning of the analysis may be unclear, requiring the results to be interpreted in a qualitative manner.

• Qualitative Advantage

Prioritizes the risks, identifying areas for immediate improvement.

• Qualitative Disadvantage

Does not provide specific quantifiable measurements of the impacts magnitude.

What is the Difference between Q vs. Q?

• Quantitative Advantage

Impact is quantified (measurable).• Quantitative Disadvantage

Analysis involves complex calculations and can be confusing and resource intensive.

vs.• Qualitative Advantage

Impact is clear & easy to understand.• Qualitative Disadvantage

No unit of measure; assessment is subjective

(Low-Med-High).

What is the Difference between Q vs. Q?

• Which approach is preferred when it comes to Information Systems Risk Management?

• Why?

- Let’s discuss…

Break?

• This is probably time for a break…

Quiz: Week 3

• 10-15 minutes

IDV and LT Assignments for Week #3

• Laptops at UOPX

- Explain your thought process behind risk management as a new information system is introduced to an existing network.

• Constraints involved with Information Sharing

- Identify and discuss the risk components involved and possible constraints that may add to your risk.

- Outlined formats are OK.

Week 3 Review Questions

We’ll review these

questions &

more next week to prep

for the final exam…