enterprise information systems assurance & system security - managerial & technical issues

vii Section I: Security Policy and Management Chapter I A Model of Information Security Governance for E-Business .... 1 Dieter Fink, Edith Cowan University, Australia Tobias Huegle, Edi

Enterprise Information Systems

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Library of Congress Cataloging-in-Publication Data

Enterprise information systems assurance and system security : managerial and technical issues / Merrill Warkentin and Rayford Vaughn, editors.

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Includes bibliographical references and index.

ISBN 1-59140-911-X (hardcover) ISBN 1-59140-912-8 (softcover) ISBN 1-59140-913-6 (ebook)

1 Computer security 2 Computer networks Security measures 3 Management information systems I Warkentin, Merrill II Vaughn, Rayford, 1947-

QA76.9.A25E5455 2006

005.8 dc22

2005032072

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A Cataloguing in Publication record for this book is available from the British Library.

Enterprise Information Systems

Assurance and System Security:

Managerial and Technical Issues

Table of Contents

Preface vii

Section I: Security Policy and Management Chapter I

A Model of Information Security Governance for E-Business 1

Dieter Fink, Edith Cowan University, Australia

Tobias Huegle, Edith Cowan University, Australia

Martin Dortschy, Institute of Electronic Business — University of

Arts, Germany

Chapter II

IT Security Governance and Centralized Security Controls 16

Merrill Warkentin, Mississippi State University, USA

Allen C Johnston, University of Louisiana-Monroe, USA

Chapter III

A Case Study of Effectively Implemented Information Systems Security Policy 25

Charla Griffy-Brown, Pepperdine University, USA

Mark W S Chun, Pepperdine University, USA

Chapter IV

Malware and Antivirus Deployment for Enterprise Security 42

Raj Sharman, State University of New York at Buffalo, USA

K Pramod Krishna, State University of New York at Buffalo, USA

H Raghov Rao, State University of New York at Buffalo, USA

Shambhu Upadhyaya, State University of New York at Buffalo, USA

Chapter V

The Impact of the Sarbanes-Oxley (SOX) Act on Information Security

Governance 62

Sushma Mishra, Virginia Commonwealth University, USA

Gurpreet Dhillon, Virginia Commonwealth University, USA

Chapter VI

A Security Blueprint for E-Business Applications 80

Jun Du, Tianjin University, China

Yuan-Yuan Jiao, Nankai University, China

Jianxin (Roger) Jiao, Nanyang Technological University, Singapore

Chapter VII

Security Management for an E-Enterprise 95

Ammar Masood, Purdue University, USA

Sahra Sedigh-Ali, University of Missouri-Rolla, USA

Arif Ghafoor, Purdue University, USA

Chapter VIII

Implementing IT Security for Small and Medium Enterprises 112

Edgar R Weippl, Vienna University of Technology, Austria

Markus Klemen, Vienna University of Technology, Austria

Chapter IX

E-Commerce Security 131

Steven Furnell, University of Plymouth, UK

Chapter X

The Survivability Principle: IT-Enabled Dispersal of Organizational Capital 150

Andrew Paul P Snow, Ohio University, USA

Detmar Straub, Georgia State University, USA

Carl Stucke, Georgia State University, USA

Richard Baskerville, Georgia State University, USA

Section III: Security Engineering Chapter XI

Security Engineering: It Is All About Control and Assurance Objectives 168

Ronda R Henning, Harris Corporation, USA

Chapter XII

High Assurance Products in IT Security 182

Rayford B Vaughn, Mississippi State University, USA

Chapter XIII

The Demilitarized Zone as an Information Protection Network 197

Jack J Murphy, EDS and Dexisive Inc., USA

Chapter XIV

Software Security Engineering: Toward Unifying Software Engineering and

Security Engineering 215

Mohammad Zulkernine, Queen’s University, Canada

Sheikh I Ahamed, Marquette University, USA

Chapter XV

Wireless Security 234

Erik Graham, General Dynamics Corporation, USA

Paul John Steinbart, Arizona State University, USA

Section IV: Security Technologies Chapter XVI

Intrusion Detection and Response 253

David A Dampier, Mississippi State University, USA

Ambareen Siraj, Mississippi State University, USA

Chapter XVII

Deploying Honeynets 266

Ronald C Dodge, Jr., United States Military Academy, USA

Daniel Ragsdale, United States Military Academy, USA

Chapter XVIII

Steganography and Steganalysis 287

Merrill Warkentin, Mississippi State University, USA

Mark B Schmidt, St Cloud State University, USA

Ernst Bekkering, Northeastern State University, USA

Chapter XIX

Designing Secure Data Warehouses 295

Rodolfo Villarroel, Universidad Católica del Maule, Chile

Eduardo Fernández-Medina, Universidad de Castilla-La Mancha, Spain

Juan Trujillo, Universidad de Alicante, Spain

Mario Piattini, Universidad de Castilla-La Mancha, Spain

Chapter XX

Digital Forensics 311

David A Dampier, Mississippi State University, USA

A Chris Bogen, United State Army Corps of Engineers, Engineering Research & Development Center, USA

Section V: Authentication Issues Chapter XXI

A Comparison of Authentication, Authorization and Auditing in Windows and

Linux 326

Art Taylor, Rider University, USA

Lauren Eder, Rider University, USA

Chapter XXII

Taxonomies of User-Authentication Methods in Computer Networks 343

Göran Pulkkis, Arcada Polytechnic, Finland

Kaj J Grahn, Arcada Polytechnic, Finland

Jonny Karlsson, Arcada Polytechnic, Finland

Chapter XXIII

Identity Management: A Comprehensive Approach to Ensuring a Secure

Network Infrastructure 372

Katherine M Hollis, Electronic Data Systems, USA

David M Hollis, United States Army, USA

About the Authors 384 Index 397

Preface

Few topics in the information technology (IT) field today generate as much interest as

security Interestingly, the IT world has been struggling with security issues for over 30years, yet many security problems remain unsolved, unaddressed, and serious Asthose responsible for securing systems and networks address security issues by acombination of hardware, software, procedures, policy, and the law, intruders and in-siders circumvent protection mechanisms, discover new and unpublished vulnerabili-ties, or find lapses in an organization’s policy and procedure in their efforts to damagesystems, destroy data, or simply for mischief purposes The attacker clearly has anadvantage in this struggle between those who protect and those who penetrate Whilethe protector must close all vulnerabilities, the attacker need only find one to exploit.Security in enterprise computing systems is also not simply a matter of technology andcannot be addressed satisfactorily with hardware and software alone It is also a matter

of managing people, establishing and enforcing strong (and correct) policies, menting procedures that strengthen security, and periodically checking the effective-ness of the security architecture and making necessary changes The provision ofsecurity in any enterprise must also be tailored to that particular organization Whilethe principles of computing security and common wisdom in the IT field are important,the actual application of such principles depends largely on a number of factors thatoften vary from enterprise to enterprise (e.g., confidentiality needs for data, customers,access requirements, volatility of data value, and others) Those individuals respon-sible for enterprise security must balance the need for security against the need foraccess to their system (by customers and employees), must be concerned with the cost

imple-of the security measures compared to the overall strength imple-of the security architecturebeing constructed, and must also be cognizant of how well the security perimeter isperforming These are difficult tasks indeed Success in these tasks requires vigilantattention to many factors, and the successful security manager must constantly re-educate him- or herself and his or her staff.

This book was edited by a management information systems professor and a computerscience professor — both of whom believe that a cross-disciplinary approach to thesecurity problem is important and that architected solutions are possible in any enter-prise to provide “sufficient” or “adequate” security The original thought in develop-ing this book was to provide a collection of chapters useful to corporate security staff,government security administrators, and students of security who wish to examine aparticular topic in some detail We sometimes referred to the book as “good airplanereading” because one can read one or two chapters easily on a typical flight We alsoconsidered this book as useful in the classroom During a typical 16-week semester,students can spend each week discussing a different chapter of interest Therefore, thereader can feel free to pick and choose chapters to read in any order — dependingsimply on the reader’s interest Each chapter stands alone, but they have been groupedinto five distinct topic areas: security policy and management; security implications forbusiness; security engineering; security technologies; and authentication issues Themix of authors is interesting, too We have purposely chosen authors to contribute whorepresent industry (practicing security engineers) as well as academia, and authorswho present an international perspective (e.g., Australia, Finland, Singapore, China).There is a mix of practice and research embedded in the chapters, with the strongeremphasis on practice As such, the reader may on occasion find conflicts in advice orconclusion between chapters Given that the practice of security today is not exact,this is a natural result of independent views and writings

We begin the book with four chapters addressing security policy and management.

This topic was placed first since one must understand the policies to be enforced andmanagement practices before a security solution can be considered In Chapter I, Fink,Huegle, and Dortschy address the “role” of IT governance in e-business applicationsand propose a model framework for such governance activity Past initiatives to pro-vide IT governance frameworks are included here as well Warkentin and Johnstonbuild on this theme in Chapter II and discuss the problem of governance and theframework for ensuring that an organization’s security policies are implemented overtime They also include a healthy discussion on whether such governance should becentralized or decentralized Chapter III by Griffy-Brown and Chun presents a real-world case study of implementation of a strong security policy in the automotive indus-try and the lessons learned in dealing with security policy conflicts with businesspractices and needs Finally, in Chapter IV, Sharman, Krishna, Rao, and Upadhyayadiscuss procedures necessary to address malicious code Virus, spyware, and scamspoofs are on the rise today, so no security architecture would be complete withoutaddressing this area

The second major division is security implications for business Here we placed six

chapters that examine specific nuances of small- and medium-sized businesses, merce, and the law Mishra and Dhillon address the impact of the Sarbanes-Oxley (SOX)Act on IT governance and internal controls in Chapter V SOX has been highly contro-

legislation Du, Jiao, and Jiao then provide an international perspective in Chapter VI

on the development of a security blueprint for e-business applications, and they clude a case study as an example of an implementation Chapter VII, written by Masood,Sedigh-Ali, and Ghafoor, then discusses the principles of security management for ane-enterprise These authors include a set of security metrics that the reader will finduseful In Chapter VIII, Weippl and Klemen provide another international view of a set

in-of principles for implementation in-of IT security in small- and medium-sized enterprises

or SME, which are often distinctly different than those that govern security design inlarge enterprises Chapter IX continues to examine security implications in e-commerceapplications Here Furnell reiterates some of the same principles previously suggested

by other authors, but applies them to the e-commerce practice Finally, this sectionconcludes with Chapter X addressing a topic made critical by the terrorist attacks ofSeptember 2001 — namely, survivability Here Snow, Straub, Baskerville, and Stuckediscuss the need for dispersal of people, technology, and physical assets

In the third major section, focused on security engineering, we chose to include five

important chapters As might be expected, the authors in this section have significantindustrial experience and several are practicing security engineers Chapter XI wasauthored by Henning, a security engineer with Harris Corporation of Melbourne, Florida.Here she presents some basic tenets of security analysis that can be applied by anysystems engineer to ensure early integration of security constraints into the systemdefinition and development process Ms Henning’s experience over many years ofpractice adds to the credibility of this work Chapter XII addresses the issue of productselection and how one evaluates the strength of a product given current governmentprocedures and laboratory analysis Vaughn discusses this topic and provides somehistorical background that the reader will find interesting In Chapter XIII, Murphy

provides insights into the development of a robust demilitarized zone (DMZ) as an information protection network (IPN) Dr Murphy’s many years of experience at EDS

and now as the president and founder of Dexisive Inc are apparent to the reader as hediscusses various approaches to implementing a DMZ Chapter XIV proposes a unifi-cation of the process models of software engineering and security engineering in order

to improve the steps of the software life cycle that would better address the underlyingobjectives of both engineering processes This chapter, by Zulkernine and Ahamed, isbased on an academic’s view and is a good addition to the practical bent of the sur-rounding chapters Last, Chapter XV by Graham and Steinbart addresses wireless secu-rity — an area of growing concern today as more enterprises move toward wirelessinfrastructures

All security engineers and managers involved in the provision of security for IT

sys-tems must, at some point, consider specific security technologies, the topic of our

fourth major division We include five chapters here, each of which we found extremelyinteresting and informative reading Chapter XVI by Dampier and Siraj provides anoverview of what intrusion detection systems are and some guidelines on what to lookfor in such technologies In Chapter XVII, Dodge and Ragsdale provide a most excel-lent treatment of honeypots, an evolving technology useful in many ways Honeypots(and honeynets) are placed on one’s network and designed to be attacked while beingclosely monitored Such devices are helpful to determine who is attacking your system,whether or not you have an internal threat, and as a sensor inside a protected network

to monitor the effectiveness of the security perimeter, among other uses described in

this chapter Warkentin, Schmidt, and Bekkering provide a description of thesteganography problem in Chapter XVIII, where sensitive information may be secretlyembedded in apparently innocuous messages or images, and discuss how steganalysis

is used to find incidences of this problem Chapter XIX, by Villarroel, Fernández-Medina,Trujillo, and Piattini, takes a more academic bent and provides ideas on how one mightarchitect a secure data warehouse Here we have ideas from researchers in Spain andChile presented The last chapter in this section, Chapter XX, provides an overview ofinvestigative techniques used to find evidence of wrongdoing on a system Here Dampierand Bogen present the intricacies of digital forensics and how one might intelligentlyrespond to incidents requiring a digital forensic application

The area of authentication issues makes up the last major division of the book tication is an important factor in securing IT systems in that policy decisions made by

Authen-a computer must be bAuthen-ased on the identity of the user We provide three distinct viewshere — one academic, one international, and one industrial and government combined

In Chapter XXI, Taylor and Eder provide an exploratory, descriptive, and evaluativediscussion of security features in the widely used Windows and Linux operating sys-tems This is followed in Chapter XXII by a contribution from Finland, where Pulkkis,Grahn, and Karlsson provide an excellent taxonomy of authentication methods in net-works As an academic contribution, they also provide some research efforts in whichthey are involved Last, we have a chapter on the important topic of identity manage-ment In Chapter XXIII, Hollis (U.S Army) and Hollis (EDS) provide the reader with anexcellent discussion of what comprises identity management, what technologies areuseful in building this capability, and how one makes a return on investment argumentfor such a capability

We hope that you find this book useful, and we would enjoy hearing from its readers

Acknowledgments

The authors would like to acknowledge the efforts of the many contributors to the workcontained within this book Without their willingness to participate in this endeavor,there would be no book Their hard work in developing the manuscripts, revising them

as necessarily, and editing them for final form constitutes the heart of this project Wealso wish to thank all the reviewers who volunteered to provide invaluable input byidentifying manuscripts worthy of inclusion in the book and who also supplied impor-tant guidance into the improvement of each chapter during revisions

The authors also wish to thank Jordan Shropshire, whose hard work and diligence inassisting us with the administrative processing of submissions, revisions, author infor-mation, and communications were important contributions to the success of this project

We also wish to acknowledge the support of Idea Group Inc., especially Kristin Roth,whose facilitation of the activities at each stage of the process and prompt response toour many questions helped make the process a smooth one

Merrill Warkentin, Mississippi State University, USA

Rayford Vaughn, Mississippi State University, USA

* * * * *

I wish to thank my wife, Kim Davis, whose suggestions and general support provide mewith the opportunity to pursue my professional goals Kim has collaborated with me onsecurity-related investigations and has frequently provided interesting professionalperspectives on my various projects But most importantly, her constant personal sup-port provides the foundation for all my endeavors.

I also wish to thank Harold and Rosena Warkentin, who as parents and as teachersprovided me with the motivation and desire to pursue my dreams, to work hard, and toalways ask “why?”

Finally, I would like to thank the Center for Computer Security Risk (CCSR) at sippi State University (Ray Vaughn, Director) for its continuing support for my IAresearch and for that of my doctoral students

Missis-Merrill Warkentin

* * * * *

I would also like to acknowledge my wife, Dianne Vaughn, for being supportive of mewhile I spent so much time at the office and at home working on this and other projectsthat seem to occupy much of my life I would also like to acknowledge the ComputerScience and Engineering Department at Mississippi State University for providingsupport and encouragement during the production of this book

Rayford Vaughn

Section I:

Security Policy and Management

A Model of Information Security Governance for E-Business 1

Chapter I

A Model of Information Security Governance

for E-Business

Dieter Fink, Edith Cowan University, AustraliaTobias Huegle, Edith Cowan University, AustraliaMartin Dortschy, Institute of Electronic Business —

University of Arts, Germany

Abstract

This chapter identifies various levels of governance followed by a focus on the role of information technology (IT) governance with reference to information security for today’s electronic business (e-business) environment It outlines levels of enterprise, corporate, and business governance in relation to IT governance before integrating the latter with e-business security management E-business has made organisations even more reliant on the application of IT while exploiting its capabilities for generating business advantages The emergence of and dependence on new technologies, like the Internet, have increased exposure of businesses to technology-originated threats and have created new requirements for security management and governance Previous IT governance frameworks, such as those provided by the IT Governance Institute, Standards Australia, and The National Cyber Security Partnership, have not given the connection between IT governance and e-business security sufficient attention The proposed model achieves the necessary integration through risk management in which the tensions between threat reduction and value generation activities have to

be balanced.

Governance has gained increasing attention in recent years, primarily due to the failures

of well-known corporations such as Enron® The expectations for improved corporategovernance have become very noticeable, especially in the United States, where theSarbanes-Oxley (SOX) Act of 2002 aims to restore investor confidence in U.S markets

by imposing codes of conduct on corporations The concept of corporate governance

is much quoted as “the system by which companies are directed and controlled”(Cadbury, 1992, p.15) The corporate governance structure, therefore, specifies thedistribution of rights and responsibilities among different participants in the corpora-tion, such as the board of directors and management By doing this, it provides thestructure by which the company objectives are set and the means of attaining thoseobjectives and monitoring performance

Corporate governance includes concerns for information technology governance cause without effective information management, those charged with corporate respon-

be-sibilities would not be able to perform effectively eWeek (2004) make the case for IT

professionals to take a leading role in corporate governance since they have control overthe processes underpinning governance activities They mention the example of thehuman resource database providing information about employees’ compensation which,

if the information is properly monitored, could provide an early indication of malpractice.This means that IT functions need to be secure so that “business data is not altered by

unscrupulous hands” (eWeek, 2004, p 40) With business increasingly utilising modern

digital technology in a variety of ways, effective information security governance has,therefore, become a key part of corporate governance

In this chapter, the role of corporate governance in relation to the security of information

technology and information and communications technology (ICT) will be examined.

Current developments and models such as those offered by the IT Governance Instituteand Standards Australia will be outlined and the current lack of model development inextending the governance concept to information security in today’s world of e-businesswill be identified and discussed The purpose of the chapter is thus to develop a modelthat aligns IT governance with security management in an e-business environmentthrough a review of existing approaches and synthesis of concepts and principles

Need for Governance

The case of Enron® exemplifies the need for effective corporate governance Enron®’sdownfall was brought about, as described in broad terms by Zimmerman (2002) in USATODAY®, by “overaggressive strategies, combined with personal greed.” He believesthat there were two main causes for this failure: first, breakdowns caused by ignored orflawed ethics, and second, “Board of directors failed their governance.” He recommendsthat in order to keep this from happening again, corporate governance should no longer

be treated as “soft stuff,” but rather as the “hard stuff” like product quality and customer

A Model of Information Security Governance for E-Business 3

service He quotes Business Week® of August 19-26, 2002 when he concludes that “acompany’s viability now depends less on making the numbers at any cost and more onthe integrity and trustworthiness of its practices.” In other words, good corporategovernance

The term corporate governance is often used synonymously with the term enterprisegovernance since they are similar in scope as can be seen from the following definitions.They both apply to the role and responsibilities of management at the highest level inthe organisation An example of a framework for enterprise governance is one that is

provided by the Chartered Institute of Management Accountants (CIMA) and the International Federation of Accountants (IFAC) (2004):

[Enterprise governance is] the set of responsibilities and practices exercised

by the board and executive management with the goal of providing strategic direction, ensuring that objectives are achieved, ascertaining that risks are managed appropriately and verifying that the organization’s resources are used responsibly.

The term corporate governance is used by the Organisation for Economic Co-operation and Development (OECD) (Brand & Boonen, 2003) and understood to be:

the system by which business corporations are directed and controlled The corporate governance structure specifies the distribution of rights and responsibilities, among different participants in the corporation such as board, managers, shareholders and other stakeholders and spells out the rules and procedures for making decisions on corporate affairs By doing this, it also provides the structure by which the company objectives are set and the means of attaining those objectives and monitoring performance.

(pp 15-16)

The above definitions not only reveal commonality but also emphasize two dimensions,namely, conformance and performance Conformance focuses on structure such as theexistence of the board and executive management, who in turn communicate theirperceptions of corporate objectives Performance, on the other hand, provides expecta-tions about the achievement of corporate objectives and is associated with activitiessuch as risk management, resource utilisation, and performance measurement It could

be argued that the former has a greater corporate orientation as it has a leadership role,unlike the latter that is linked to the execution of business activities and has more anoperational orientation and could be termed business governance

IT systems contribute to the performance dimension of the organisation as they supportthe organisational processes by delivering IT services They are, therefore, most closelylinked with the business governance component of the above dichotomy However, as

IT is increasingly becoming an integral part of business, the responsibility for IT becomespart of the responsibility of the board of directors, and thereby also very much part of

the conformance aspects of governance The latter is much broader in scope, implyinggreater strategic and diligence responsibilities on the part of the board and executivemanagement.

Figure 1 shows how the enterprise governance framework extends to IT governancethrough the influences of corporate and business governance as outlined above Thetwo levels interact with IT governance as follows: the key role for corporate governance

is to provide strategic objectives and their monitoring, while business governanceprovides control and assessment of the operational activities of IT Both are required tomake IT play its intended role for the organisation

The following section provides a more detailed examination of IT governance byexamining the perspectives of a professional, government, and research body This willexplain in more depth the interaction between IT governance with the higher levels ofgovernance as well as the scope of IT governance itself With regard to the latter,attention will be given to IT security within IT governance in line with the objectives ofthe chapter

IT Governance

Perspectives on IT governance from three significant institutions in this field are

examined below: they are the IT Governance Institute, Standards Australia (SA), and

National Cyber Security Partnership The analysis focuses on the activities of ITgovernance and the integration of IT security in the respective frameworks in order tosynthesis these views later into a model of information security governance

ITGI® (2001) argued that executives are getting more and more dependent on informationtechnology to run their businesses Hence, IT governance is defined by the Institute(2003) as:

Figure 1 IT governance and enterprise governance

Enterprise Governance

Corporate Governance (Conformance) Corporate Governance(Performance) Provide strategic

objectives & monitoring Provide control &assessment

IT Governance

A Model of Information Security Governance for E-Business 5

the responsibility of the board of directors and executive management It is

an integral part of enterprise governance and consists of the leadership and organisational structures and processes that ensure that the organization’s

IT sustains and extends the organization’s strategies and objectives (p.10)

According to ITGI®, IT governance has as its main purposes the achievement of strategicalignment, value delivery, risk management, and performance management The question

of IT security is addressed by providing emphasis to risk management, as it is realisedthat with IT’s benefits and opportunities comes greater risk Mechanisms, therefore, arerequired to exercise control over the use of IT in order to cope with these risks Riskmanagement is perceived as the appropriate management of threats relating to IT,addressing the safeguarding of IT assets, disaster recovery, and continuity of opera-tions

SA (2004), an Australian federal government department, recently developed a detailedapproach for ICT governance to guide senior officeholders in evaluating, directing, andmonitoring the operations of ICT systems They defined the governance of ICT as:

the system by which the use of ICT is controlled It involves evaluating and directing the plans for the use of ICT to support the organisation and monitoring this use to maintain that plan It includes the strategy and policies for using ICT within an organisation (p 6)

SA identified seven key principles of ICT governance, namely establishing clearlyunderstood responsibilities for ICT, planning ICT to best support the organisation,acquiring ICT in a cost-beneficial manner, ensuring ICT is of the required quality,performs when required, conforms with formal rules, and respects human factors.The principle “ensure ICT is of the required quality” refers to different tasks that are part

of IT security management, such as ensuring system availability and security from attack,theft, and misuse of crucial business data This also includes the preparation of disasterrecovery plans to ensure business continuity Additionally, it is suggested that theorganisation is able to monitor and report all security breaches, including attacks andfraud Finally, accurate procedures for the measurement of the effectiveness of securitymeasures have to be in place SA advocates risk management methods for the identifi-cation of security risk, its evaluation, and mitigation It is essential for the well-being andlegal compliance of the organisation that upper management is informed about securityrisks and their implications while making decisions

The Corporate Governance Task Force of the National Cyber Security Partnership (2004)argued that although information security is often considered a technical issue, it is also

a governance challenge that involves risk management, reporting, and accountabilityand, therefore, requires the active engagement of executive management The managerial

aspect of security management is defined as information security governance (ISG), a

subset of an organisation’s overall governance program Within ISG, risk management,reporting, and accountability are considered key policies

The National Cyber Security Partnership (NCSP) made the topic of IT security

contemporary by including cyber security for effective ISG It made a number ofrecommendations for the adoption of ISG in the U.S using the IDEAL framework(initiating, diagnosing, establishing, acting, and learning) Appendices of the NCSPreport provide extensive information on functions and responsibilities, organisation andprocesses for implementation, and ISG assessment tools

While the above approaches provide an overview of IT governance and an ment of its responsibilities with respect to information security, they do not go as far asproviding prescriptions on how best to integrate security issues into governance.Guidance in this respect is desirable as IT security has become more complex with theemergence of the e-business phenomenon

acknowledg-E-Business and Security

E-business has been defined by McKay and Marshall (2004) as:

a business that creatively and intelligently utilises and exploits the capabilities of IT and Internet technologies to create efficiencies, to achieve effectiveness gains such as flexibility and responsiveness, and to create strategic opportunities through competitive uses of IT to alter markets and industry structures (p 5)

This type of business is a development of e-commerce, a system that uses the Internet

to provide a new channel to conduct trade with customers and suppliers Furtherintegration of ICT into the business itself enabled value chains to be developed withcustomers and suppliers Inside the organisation, enterprise resource planning (ERP)software provided integration with new applications, such as supply chain management,and between existing applications, such as accounting and finance With e-business,organisations have become even more dependent on the utilisation of ICT to create andmaintain business advantages, albeit using technologies that are different from previousones (e.g., the Internet)

The e-business environment can be contrasted from the traditional IT environment inthree major ways (Fink, 2004) First, under the new approach, systems are open whilepreviously they were considered closed In other words, globally networked systems aremore accessible and open to attack than systems kept strictly in-house without Internetaccess Second, assets are now more virtual than tangible and more difficult to track asnetworks of cooperating organisations emerge The assets of such organisations largelylie in intellectual property rather than in “bricks and mortar.” Third, in the past, emphasiswas placed on developing systems with the objective of meeting users’ expectations,while now operations are critical since organisations are dependent on the continuedfunctioning of their IT systems For example, business is lost should the Web site on theInternet cease to function and customer may never return to the site

A Model of Information Security Governance for E-Business 7

The new environment has created new sets of technological risks Technological risks,despite the name, are largely brought about by the actions of humans They attract thegreatest attention when brought about maliciously Methods of attack are numerous andinclude viruses that can be introduced through data obtained from the Internet Theopportunity for hacker attacks is provided since the Internet enables others sharing thenetwork to penetrate information systems in an unauthorised manner Data and messagesbeing forwarded on this network are potentially subject to interception and modificationwhile being transmitted Systems themselves can be brought down by denial-of-serviceattacks designed to prevent services requests to specific services such as accessing aWeb application on the Internet

In response to these concerns, e-business should implement a system of securitymeasures These measures include those that ensure the availability of systems (toprevent system outages), integrity (so that data can be relied upon for decision making),confidentiality (to prevent unauthorised disclosure of information), and authenticity(verifying that users are who they claim to be) In addition, an organisation shouldimplement broad security approaches, including the use of security policy, contingencyplanning, and disaster recovery These will ensure that the e-business continues tooperate efficiently and effectively

Model for Information Security Governance

The preceding sections provided an overview of enterprise governance and highlightedthe importance of IT governance at the corporate (conformance) and business (perfor-mance) levels An overview was also provided of three perspectives on IT governanceitself The three approaches describe IT governance as an executive management task

in which IT activities at the highest level are strategically managed in order to gainmaximum alignment between IT and business At a more operational level, the role of IT

is perceived to be one of generating value for the organisation, ameliorated by the need

to practice effective risk management in order to secure the organisation from new andcomplex technological and human threats

This section proposes a model for information security governance, shown in Figure 2

It consists of two major components, namely, information security governance and business security management Within the former are strategic high-level processes(e.g., setting objectives) as well as lower-level operational processes (e.g., IT valuedelivery) that were identified in previous discussions However, it does not include riskmanagement, which performs the special function of integrating the two major compo-nents as seen in Figure 2 The e-business security management component deals withsecurity issues, again at a high level (e.g., developing a security policy) and at a lowerlevel (e.g., implementing security to ensure system availability)

e-The approach adopted to develop the above model was a methodical and structured onesince the objective was to achieve overall effective information security management as

part of IT governance The random introduction of security software, tools, andtechniques is likely to be ineffective, as information can not be protected withoutconsidering all the activities that impinge on security The holistic point of view that isrequired is within the broad objectives of IT governance, since “IT governance providesthe processes to develop, direct, and control IT resources” (Korac-Kakabadse &Kakabadse, 2001, p 1) Therefore, effective IT governance processes and mechanismsare seen as the enablers of a structured approach to IT management and thus are aprecondition to effective information security governance for e-business.

IT Governance

At the highest level, IT governance does not differ from what would be expected to takeplace within enterprise governance The governance process starts with setting objec-tives for the enterprise’s IT, thereby providing the initial direction From then on, acontinuous loop is established for measuring IT performance, comparing outcomes toobjectives, and providing redirection of activities where necessary and a change toobjectives where appropriate To be effective, an iterative process is most appropriate(ITGI®, 2003)

Figure 2 Integration of IT governance and e-business security management

Provide Directions Set

Objectives Compare ActivitiesIT

Measure Performance Performance

Measurement IT StrategicAlignment

IT Value Delivery

Security Policy

Contingency Planning Revcovery PlanningDisasterAvailability Confidentiality Integrity Authenticity

Risk Management

A Model of Information Security Governance for E-Business 9

At the more detailed level, the key missions of IT need to be accomplished The ITGovernance Institute (2003) states that the purpose of IT governance is to direct ITendeavours and to ensure that IT’s performance meets the following objectives: strategicalignment, value delivery, risk management, and performance measurement Strategicalignment refers to the leveraging of IT into business activities, while value delivery isthe exploitation of business opportunities and the maximization of benefits by the use

of IT The two activities are closely connected (ITGI®, 2003), since benefits will emerge

if IT is successfully leveraged into business activities The performance of IT has to bemanaged according the motto “What you can not measure, you can not manage,” andhence a system of performance measurement metrics is required

As discussed in a later section, risk management plays a significant integrating role inthe proposed model, as shown in Figure 2 Basically, risk management integrates themanagement of security measures in the governance processes of an organisation, andconsequently it can be seen as the connecting link between IT governance and e-business security management

E-Business Security Management

To mitigate risk at the highest level requires the establishment of an information securitypolicy, contingency planning, and the development of a disaster recovery plan (Hong,Chi, Chao, & Tang, 2003) The purpose of a security policy is to articulate management’sexpectations of good security throughout the organisation Polices should be achievableand encourage employees to follow them rather than viewing them as another odious task

to be performed Contingency planning and the disaster recovery plan should prevent

an IT disaster from becoming catastrophic The latter ensures that there is an arrangement

to resume normal operations within a defined period of time after a disaster has struck.Underpinning the high-level management approach is a system of security measures thatshould ensure that the organisation’s assets — particularly its information — areprotected against loss, misuse, disclosure, or damage (ITGI®, 2001) More specifically,Braithwaite (2002) states:

E-business security represents an accumulation and consolidation of information processing threats that identify the need to protect the integrity and confidentiality of information and the need to secure the underlying support technologies used in the gathering, storage, processing, and delivery of that information (p 1)

Measures are required to assure high levels of availability, integrity, confidentiality andauthenticity of business critical information (Halliday, Badenhorst, & v Solms, 1996)

• Availability: this implies a number of requirements, such as ensuring continuing

access to systems by users and the continued operation of the systems The use

of a firewall gateway will ensure that the internal, trusted systems are secured fromattacks originating in outside, untrusted systems.

• Integrity: measures to ensure the completeness and unaltered form of data being

processed in the organisation Strong organisational controls, such as the hiring

of competent staff and their supervision, and application controls, such asreconciling balances between different business applications as transactions areprocessed, are required

• Confidentiality: this ensures that data can be read only by authorized people In

an e-business environment, all sensitive and confidential data should be encryptedwhile it is being transmitted over networks and as it is stored in the organisation’sdatabases

• Authenticity: e-business systems enable participants of the extended organisation

(like suppliers, employees and customers) to be connected (Rodger, Yen, & Chou,2002) User identification and authentication via digital signatures and certificatesare therefore a specific requirement for this networked business environment(Wright, 2001)

When aligning governance with security, a number of issues emerge They essentiallyfocus on incorporating governance practices into security via effective risk managementand reconciling the conflicting objectives of value delivery and security

Risk Management

As observed in the preceding discussions, effective risk management is a key objective

of IT governance (ITGI®, 2004; Standards Australia, 2004) and is required to minimise the

IT risks associated with operating an e-business In the proposed model, it can more be seen as an integrating force, linking IT governance processes with e-businesssecurity management It can also be viewed as a way of integrating security into theprocesses of an organisation — an important but also a very challenging task (McAdams,2004)

further-Greenstein and Vasarhelyi (2002, p 251) define risk as “the possibility of loss or injury”and risk management as a methodology, which assesses first “the potential of futureevents that can cause adverse affects,” and second, the implementation of strategies thatmitigate these risks in a cost-efficient way Eloff, Labuschagne, and Badenhorst (1993)propose a risk management life cycle and define it as a process of risk identification,analysis, assessment, resolution, and monitoring

The elements of the traditional risk management life cycle are important for e-business,but due to e-business’ inherent needs for flexibility and responsiveness (e.g., to react

to emerging customer demands), an ongoing and more dynamic risk managementapproach is required (Mann, 2004) This implies the capability to quickly adapt ITstructures, including security, to business conditions while being able to adequatelymonitor the changing risk environment Furthermore, Internet-based technologies aresubject to rapid change in an increasingly complex threat landscape This may require

A Model of Information Security Governance for E-Business 11

the deployment of a real-time risk management approach in which risks are identified andreported as transactions are processed in real-time (see Labuschagne & Eloff, 2000).Fink (2004) reviewed existing risk management methodologies as to their suitability forthe Internet environment and found significant shortcomings among some well-knownproducts He recommended that an effective methodology should be able to meet thefollowing criteria:

• Comprehensive: the methodology must cover both the technological (e.g., Internet)

and business (trading partners) scenarios of an e-business

• Inclusive: the methodology must cover all types of assets (physical and virtual)

and all types of vulnerabilities and threats that can be encountered in an e-businessenvironment

• Flexible: it must offer a variety of techniques (quantitative and qualitative) that can

be applied across all types of e-business models (e.g., supply chain management,ERP)

• Relevant: the application of the methodology should lead to the identification and

successful implementation of security measures relevant to e-business (e.g.,digital signatures and certificates for trading partners)

A key aspect of risk management is making trade-offs For example, the greater the desiredlevel of security, the more administration and control are required and the greater thetendency to reduce the ability to access data and information Consequently, moresecurity comes along with an increased cost and a reduction in the initiatives thatemployees are allowed to use in creating opportunities for their organisation Hence, e-business security might conflict with the objective of value delivery in IT governance.Some, however, have argued that security can be seen as value itself McAdams (2004,

p 38), for example, states that “an organization could embrace security as a core valuemuch like customer service rather than merely as an adjunct support activity.” Indeed,the previously discussed objectives of e-business security management (availability,confidentiality, integrity, and authenticity) are connected with positive outcomes for theorganisation However, the value resulting from security measures is finite, as eventuallyadditional efforts for security are not rewarded with additional value for the business.Hence, it is important to determine the required level of security during risk management

so as to ensure that costs of security are balanced by resultant benefits

In practice, this task is difficult, as the cost of security is either unknown or difficult tomeasure This problem is demonstrated by a recent study of Forrester Research (2004).The survey “How much security is enough” was conducted in August 2003 among 50security executives at organisations with more than $1 billion in revenue The results areillustrative of the problem: 40% of the respondents stated that their organisation’ssecurity spending was improperly focused, and 42% stated that it was inadequate for

2003 However, 60% of respondents said that they did not even know how much securityincidents cost their businesses every year Thus, determining the right level of security

is difficult but crucial in order to achieve benefits from IT while adequately managingsecurity

Guidelines for Implementation

While the above discussions provide the theoretical background and rational for theproposed information security model, this section provides guidelines for the organisation

on how such a model can best be implemented

• A clear understanding needs to exist within the organisation on the responsibilities

of governance at the enterprise level and how IT governance integrates into this.The approach recommended for the information security model is two-pronged,namely, ensuring conformance via corporate governance and performance throughbusiness governance

• For an e-business, information security has become an important consideration.The organisation has to understand the nature and significance of current andpossible future threats and risks as well as the counter measures that are available

to an e-business Risk in this environment can be of a business nature (e.g.,unresponsive trading partners) and technological nature (e.g., malicious attacksvia the Internet) Risk is complex and specialist advice may be required fromprofessionals such as IT security analysts and IT auditors

• Risk management plays the key role in balancing what appears to be conflictingobjectives when applying ICT, namely, value realisation and security A suitablerisk management methodology needs to be acquired that recognises these twocompeting functions of ICT and takes into account the characteristics of e-business The criteria for such a methodology were outlined in an earlier section

• A program of education to raise competence and awareness should be implementedacross all levels of management to ensure that the requirements for effectiveinformation security governance are well understood Such a program should bedelivered in stages, as the concepts are complex, and regularly reviewed inresponse to changes in technology and the business environment By beingsystematic and structured, organic management behaviour is encouraged

• It is recommended that an adaptable and flexible attitude be adopted duringimplementation in that the model needs to integrate into the existing ICT, andorganisational and management structures Current organisational culture andresource constraints need to be taken into account to achieve the best fit possibleand to manage any resistance to change successfully For example, a new ethos insupport of governance may have to emerge

• Lastly, implementation progress should be reviewed and monitored on a regularbasis applying the well accepted feedback loop It is recommended that a projectsponsor from senior management be identified to guide implementation and toensure that the model receives strong commitment from executive management

A Model of Information Security Governance for E-Business 13

Conclusion

This chapter has shown the need for governance and suggested a concept for theintegration of IT governance with enterprise governance It then identified three majorapproaches to IT governance and their management of IT security The latter was shown

to be critical for the operation of an e-business Hence, a framework was developed inwhich IT governance and e-business security operate together in an integrated, struc-tured, yet holistic manner The proposed model recognises that IT governance aims tooptimise the value delivery of ICT while e-business security ensures that identified risksare controlled in an efficient manner This model emphasizes the importance of riskmanagement as the method that links IT governance and e-business security and therebyresolves the often conflicting objectives of security and value delivery

References

Braithwaite, T (2002) Securing e-business systems: A guide for managers and tives New York: John Wiley & Sons.

execu-Brand, K., & Boonen, H (2004) IT governance - A pocket guide based on COBIT The

Netherlands: Van Haren Publishing

Cadbury, A (1992) Report of the committee on the financial aspects of corporate governance London: The Committee on the Financial Aspects of Corporate

Governance

CIMA/ IFAC (2004) Enterprise governance: Getting the balance right Retrieved

January 3, 2005, from http://www.cimaglobal.com/downloads/enterprise_governance.pdf

Eloff, J H P., Labuschagne, L., & Badenhorst, K P (1993) A comparative framework for risk analysis methods Computers & Security, 12(6), 597-603.

eWeek (2004) The governance edge 21(42), 40.

Fink, D (2004) Identifying and managing new forms of commerce risk and security In

M Khosrow-Pour (Ed.), E-commerce security advice from experts (pp 112-121).

Hershey, PA: CyberTech Publishing

Forrester Research (2004) How much security is enough Retrieved September 6, 2004,

from http://www.forrester.com/

Greenstein, M., & Vasarhelyi, M A (2002) Electronic commerce: Security, risk agement, and control (2nd ed.) Boston: McGraw-Hill

man-Halliday, S., Badenhorst, K., & v Solms, R (1996) A business approach to effective

information technology risk analysis and management Information Management

& Computer Security, 4(1), 19-31.

Hong, K.-S., Chi, Y.-P., Chao, L R., & Tang, J.-H (2003) An integrated system theory

of information security management Information Management & Computer Security, 11(5), 243-248.

ITGI® - IT Governance Institute (2001) Information security governance Retrieved

September 6, 2004, from www.ITgovernance.org/resources.htm

ITGI® - IT Governance Institute (2003) Board briefing on IT governance Retrieved

September 6, 2004, from www.ITgovernance.org/resources.htm

ITGI® - IT Governance Institute (2004) IT control objectives for Sarbanes-Oxley.

Retrieved September 6, 2004, from www.ITgovernance.org/resources.htmKorac-Kakabadse, N., & Kakabadse, A (2001) IS/IT governance: Need for an integrated

model Corporate Governance, 1(4), 9-11.

Labuschagne, L., & Eloff, J H P (2000) Electronic commerce: The information-security

challenge Information Management & Computer Security, 8(3), 154-157 Mann, D (2004) A life-cycle approach to risk management Retrieved October 10, 2004,

from http://www.computerworld.com/securitytopics/security/

McAdams, A (2004) Security and risk management: A fundamental business issue

Information Management Journal, 38(4), 36.

McKay, J., & Marshall, P (2004) Strategic management of eBusiness Milton, Queensland,

AUS: John Wiley & Sons

National Cyber Security Partnership (2004) Information security governance - A call to action Retrieved October 26, 2004, from http://www.cyberpartnership.org/

InfoSecGov4_04.pdf

Rodger, J., Yen, D., & Chou, D (2002) Developing e-business: A strategic approach

Information Management & Computer Security, 10(4), 184-192.

Standards Australia (2004) Corporate governance of information and communication technology - Draft for public comment Retrieved April 20, 2004, from http://

Asso-A Model of Information Security Governance for E-Business 15

• USA TODAY® is a registered trademark of Gannett Co Inc

• Business Week® is a registered trademark of the McGraw-Hill Companies, Inc

• Enron® is a registered trademark of Enron Corp

Chapter II

IT Security Governance

and Centralized

Security Controls

Merrill Warkentin, Mississippi State University, USA

Allen C Johnston, University of Louisiana-Monroe, USA

Abstract

Every enterprise must establish and maintain information technology (IT) governance procedures that will ensure the execution of the firm’s security policies and procedures This chapter presents the problem and the framework for ensuring that the organization’s policies are implemented over time Since many of these policies require human involvement (employee and customer actions, for example), the goals are met only if such human activities can be influenced and monitored and if positive outcomes are rewarded while negative actions are sanctioned This is the challenge to IT governance One central issue in the context of IT security governance is the degree to which IT security controls should be centralized or decentralized This issue is discussed in the context of enterprise security management.

Introduction

Information system security management goals can only be achieved if the policies andprocedures are complete, accurate, available, and ultimately executed or put into action.Organizations must be conscious of the hazards associated with the diffusion of

IT Security Governance and Centralized Security Controls 17

technology throughout the firm and must reflect this awareness through the purposefulcreation of policy Furthermore, it is prudent that organizations take the appropriatemeasures to maximize the transfer of policy into effective security management practices.This can only happen with an effective organizational design or structure and withadherence to proper information assurance procedures Stakeholder compliance is onlypossible with the enforcement of internal controls to ensure that the organization’spolicies and procedures are executed

The goals of IT security are to ensure the confidentiality, integrity and the availability

of data within a system The data should be accurate and available to the appropriate

people, when they need it, and in the appropriate condition Perfect security is notfeasible — instead IT security managers strive to provide a level of assurance consistentwith the value of the data they are asked to protect

It is within their structures and governance procedures that organizations are able to address the issues of responsibility, accountability, and coordination toward the achievement of their purpose and goals As organizations evolve to position themselves

appropriately within their domains of interest, their governance posture evolves Thesechanges are reflected in the IT component of the organization as well Within this mode

of flux, however, one thing remains constant — a desire to obtain and maintain a highlevel of information assurance In this context, the roles of IT governance and organi-zational design in fulfilling the security management commitment are presented andpresented

Policies-procedures-practice An organization’s information security is only as good

as the policies and procedures designed to maintain it, and such policies and proceduresmust also be put into practice (or executed) If managers, developers, and users are notaware of such policies and procedures, they will not be effectively executed Of criticalimportance to the assurance of information security is the establishment of an enterprisetraining program with verifiable training protocols to ensure that all personnel (new andexisting) are fully aware of such polices and procedures so that they can be put intopractice on a daily basis

Figure 1 Security policy — procedure — practice

- Formulated to achieve goals

- Both Formal and Informal

- Should be aligned with IT Policy and Stragey

- Mechanism, more specific, structured

- Sometimes exist without formal policy

- Typically formalized - SOP

- Execution of the Procedure, embodiment of policy

- Ensured through monitoring & managerial controls

- Use of formal sanctions, penalities, rewards, etc.

IT Security Policy

IT Security Procedure

IT Security Practice

IT GovernanceGovernance encompasses those activities that ensure that the organization’s plans are

executed and its policies are implemented Planning leads to strategies that are embodied

in policies that are translated into procedures, which are executed and enforced through the governance process One might say that governance is the method to ensure that

policies and procedures are put into practice

To support the goals of corporate governance, there must be a formalized process toguide the acquisition, management, and utilization of all strategic corporate assets,

including its information resources IT governance describes the distribution of IT

decision-making responsibilities within the firm and focuses on the procedures and practices necessary to create and support strategic IT decisions.

The IT Governance Institute (2003) states that the purpose of IT governance is to direct

IT endeavors and to ensure that IT’s performance meets the following objectives:strategic alignment, value delivery, risk management, and performance measurement.Risk management ensures the appropriate management of IT-related risks, including theidentification and implementation of appropriate IT security measures Activity andperformance monitoring and measurement are critical to ensure that objectives arerealized, but require feedback loops and positive measures to proactively addressdeviation of goals

The IT Governance Institute (ITGI®) (http://www.itgi.org/) has established the Control Objectives for Information and related Technology (COBIT) to facilitate in conducting

all audits This methodology is especially helpful in establishing the scope and plan for

IT audits, and can guide managers in identifying appropriate controls and selectingeffective infrastructure processes This methodology of IT governance and control canalso aid in maintaining compliance with the Sarbanes-Oxley Act and other applicablelegislation It can help a firm to establish assessment criteria for automated controlswithin key business processes and to gauge the performance of their application supportactivities (ITGI, 2003) Furthermore, it is designed to help ensure alignment betweentechnology investments and business strategies (For an expanded discussion ofCOBIT, see Dhillon and Mishra (2006).)

IT Architecture

IT governance can be effective only if the enterprise organizes its information technology(hardware, software, procedures) in a manner consistent with its organizational andtechnical requirements There are numerous formalized approaches to establishing anappropriate configuration for the organization’s information resources Such configura-tions are termed the “IT architecture” and are intended to efficiently and effectively support

IT governance mandates as articulated in policy and procedure and enacted in practice

The Institute of Electrical and Electronic Engineers (IEEE) describes an architecture

as a dynamic structure of related components, whose design and maturation aregoverned by an established set of principles and guidelines In building construction,the blueprint establishes the design, and the building is the actual embodiment of that

IT Security Governance and Centralized Security Controls 19

design In IT, the architecture establishes the design of the infrastructure, whereas theactual hardware and software installation is the embodiment of that design

Information Systems Centralization

For any enterprise function (whether production, billing, R&D, or others), there arevarious trade-offs in terms of the degree of centralization of managerial control Certainfunctions (such as supply-chain management and purchasing) are subject to greaterscale economies and are always operated more efficiently if they are highly centralized.Other organizational functions (such as customer support) may operate better when thefunction is decentralized for greater flexibility and attention to individual needs of theconstituents However, most functions exhibit some level of trade-offs between highlycentralized and highly decentralized control Information systems or IT functions are alsosubject to this continuum

The components of an organization’s information system (IS) include hardware (such

as storage servers), software components (application servers, etc.), data resources(often maintained in data servers), and personnel who build and maintain the system.These resources may be highly centralized in one IT department, highly decentralized (inthe control of all the organization’s departments), or somewhere along the continuumbetween the two extremes The degree to which the IS is centralized or decentralizedcomprises one of the most fundamental characteristics of a firm’s IT architecture orstructure A key role of IT managers is determining the IT architecture for the organization’sinformation system, and one of the most important aspects of the architecture is thedegree of centralization The focus of this chapter is primarily on control and decision-making centralization, rather than on the physical location of IT assets

Centralized Information Systems

In centralized information systems, the information resources and decisions regardingtheir acquisition and control are concentrated in one particular business unit thatprovides IT services to the whole firm The main characteristics of a centralized approachinclude control, efficiency, and economy Some centralized IS have always been central-ized, while others have resulted from a cost-saving regrouping of an organization’s IS

to one particular location

The primary advantage of centralized systems is centralized control using establishedtechnology and vendors (Kroenke & Hatch, 1994) Hardware and software standardssave time and money in purchasing, installation, and support, and enable greater inter-

operability of systems and sharing of data between divisions and departments prise resource planning (ERP) and other enterprise-class applications require seamless

Enter-intra-organizational data exchange

This uniformity is built on a formal assessment of technology requirements and aprofessional evaluation of various technology choices, resulting in lower technical risks

Approved system components will typically function together more easily, with fewsurprising system compatibility issues Centralized IT departments are typically staffed

by highly trained and qualified IT professionals who employ structured systems designand maintenance procedures, leading to highly reliable systems Professional IT manag-ers often excel at selecting superior IT staff members

Further, centralization enables efficiency gains that include reduced duplication ofeffort, resources, and expertise Savings are realized through joint purchasing proce-dures and sharing of system resources (such as storage solutions, output devices, etc.).Further efficiencies are realized from the enterprise-wide administration of contracts andservice agreements, licenses, and asset management

There are other advantages of highly centralized IS architectures Training costs can beminimized when the IT staff can specialize in a small set of hardware and softwarecomponents Planning is easier when all IT resources are under one group’s control, and

IT alignment can be more easily accomplished An organization can afford key niche ITprofessionals with specialized skills within a large IT division more easily than if IT staff

is dispersed throughout the enterprise with smaller budgets

However, centralized systems may entail an initial cost disadvantage (Kroenke & Hatch,1994), given the high salaries of systems professionals, the added bureaucracy, and theinflexibility of such systems, which can cause costs to escalate (Robson, 1997) Because

of their propensity to command large budgets, centralized centers may be perceivedwithin the organization as cost centers (rather than profit centers) Centralized opera-tions may also slow various tasks when contrasted with decentralized systems whereeach business unit has its own autonomous system for local tasks (Robson, 1997).Autonomy to perform IT-related functions is synonymous with decision-making author-ity and can provide expedited responses to pressing matters Reliance on single centralcomponents (servers, etc.) may increase the vulnerability of the entire system should any

of those central components fail Furthermore, central systems are isolated from ers and real business concerns, leading to a lack of responsiveness and personalattention to individual groups Relationships between the centralized support unit andother business units within the same organization become more formalized and lessflexible Anytime decision-making authority is taken away from the departments andgiven to the organization, disparities between the goals of decision-making activities andtheir resultant outcomes may occur This is because the knowledge of the uniquerequirements of the departmental or individual elements is either absent or undervalued

custom-Decentralized Information Systems

Decentralized systems provide the individual units with autonomy over their own ITresources without regard to other units The primary advantages of the decentralizedapproach are the added flexibility and empowerment of individual business units.Response times to business demands are often faster The proximity to the users and theiractual information requirements can lead to closer fit, and the added involvement of endusers in system development can lead to superior systems designs

Start-up costs are relatively low in decentralized information systems (Kroenke & Hatch,1994) Furthermore, it is far easier to customize and scale system components to

IT Security Governance and Centralized Security Controls 21

individual departmental needs There is increased autonomy (Hodgkinson, 1996), ing to increased flexibility and responsiveness This enables far greater motivation andinvolvement of users as they perceive a sense of ownership (Robson, 1997) Theredundancy of multiple computer systems may increase the reliability of the entire system

lead-— if one component fails, others may fill the gap Finally, a decentralized approachreduces the conflicts that may arise when departments must compete for centralized ITresources

Obviously decentralized IT management is more appropriate for organizations comprised

of highly diverse business units that operate in very different marketplaces with verydifferent business needs If each unit is subject to different regulations, competitivepressures, and technology environments, then a centralized system may severely limiteach unit’s effectiveness But a decentralized approach (which can still achieve informa-tion sharing through networking) will allow each unit each unit to react to its uniqueenvironment

Because the locus of decision making is at the point of impact, decentralized systemstypically have increased accountability, motivation, and management responsiveness(Hodgkinson, 1996) The increased understanding and customer focus is not without itscosts, however The lack of centralized control can lead to conflicts and policy clashes

— sourcing from multiple vendors can certainly create incompatible systems, andinefficiencies can result from a high degree of duplication of resources, effort, andexpertise Additionally, the autonomous actions of the individual units (and perhaps theusers within the units) can have disastrous results if the motivation or efficacy forcompliance with the policies and procedures of the organization is missing In otherwords, the facilitation of autonomy through decentralized managerial control maypresent a scenario in which increased decision-making authority and IT support activi-ties are necessitated, but the desire or expertise necessary to adequately fulfill therequirements is lacking

Centralization in IT Security Management

There are numerous information assurance mechanisms that may be deployed andmanaged in manner consistent with a desired level of centralization For instance, firewallprotection can be administered at the enterprise level by one administrator or a single unitwithin the organization Alternatively, decentralized firewall protection, in which theindividual user maintains a personal firewall solution, may be appropriate for environ-ments characterized by a highly autonomous end user community Another example of

a security technology that can be deployed and managed in either a centralized ordecentralized manner is an antivirus solution While most organizations would probablychoose to integrate antivirus protection into their enterprise level protection strategies,

it is possible to deploy antivirus protection at the end-user level In fact, for manyorganizations that allow mobile computing or remote connectivity, reliance on end users

to appropriately manage an antivirus solution is commonplace The same scenario isrepeated for those security technologies that have not yet matured to the level of anenterprise-level solution, such as antispyware technology

Currently, it is difficult to argue that the centralized IT security management strategy is

considered from the standpoint of prevention, detection, and remediation, it could beargued that each of these lines of defense could be addressed more immediately andprecisely at the individual level Unfortunately, there are no definitive answers to thisproblem because of the element of the human condition and its associated complexities.While many solutions may appear on the surface to be best suited for enterprise-levelmanagement, issues of culture, competency, and/or politics may force individual levelmanagement.

Case Study

A comparative case study of two units within one enterprise (Johnston et al., 2004)compares the results of malware exposure under two types of IT security governance.The first, TechUnit, can be characterized as a centralized organization in terms of its ITenvironment, including its IT security governance MedUnit, however, has a highlydecentralized structure in which individual users maintain a high degree of control overtheir IT resources, including the responsibility for security-related activities See Table

1 for details of the key differences

The practice of centralized IT security management provided TechUnit with a highlyeffective framework from which to address issues specific to the Blaster and Sobig.Fworms As stated by the director of IT, “All of our PCs have antivirus software andmultiple layers of protection and, in terms of the worms (Sobig.F and Blaster), it was allhands-off to the users” (Johnston et al., 2004, p 8) This is a consistent theme among theother IT personnel The only actions taken by TechUnit IT personnel to deal with theworms were slight modifications to their firewall and e-mail server filter There were only

a few observations of Blaster or Sobig.F worm activity in TechUnit’s computingenvironment These instances were identified and resolved solely by IT personnel with

no impact in terms of cost, time, philosophy, or credibility (user confidence) The ITdirector noted, “If we have done our job properly, the impact is minimal, if at all felt, tothe user community.” Perhaps the minimal amount of end-user interaction required byTechUnit’s IT personnel to deal with the worms could help to explain the notable absence

of specific knowledge of the worms’ functionality Notably, the level of specificknowledge of the Blaster and Sobig.F worms increased as the level of managementdecreased and the degree of user interaction increased

A decentralized approach to IT security management is one in which there is a high level

of autonomy for end users in dealing with the security of their respective computingresources The IT environment of MedUnit is highly reflective of such an approach.Although certain protection mechanisms are deployed in a manner consistent withcentralized IT security management, such as the use of virus protection software, themajority of IT security management practices are decentralized described as follows.MedUnit’s users dictate IT security management policy and procedures As explained

by the MedUnit systems analyst, “While we have some end users that are technicallysavvy, it makes supporting those that aren’t, very difficult [End users] dictate what is

IT Security Governance and Centralized Security Controls 23

going to happen If several [end users] want something to happen, it’s going to happen”(Johnston et al., 2004, p 9) When faced with a malicious epidemic such as Blaster andSobig.F, this approach to security management is not effective in the discovery oreradication of the worms “We were hit pretty hard It just hit us all of a sudden For abouttwo weeks, we could expect to come to work every morning and patch systems” (p 9)

Table 1 Categories of threats to information systems (Source: Johnston et a.l, 2004; Adapted from Whitman, 2003)

Protection Mechanism “TechUnit” (centralized) “MedUnit” (decentralized)

Password The centralized password

management policy requires end users

to maintain a single userid and password for access to all systems

Additionally, end users are required

to adhere to specific password standards

The decentralized password management approach allows users to establish their own unique password schemes There are no specific requirements

Media backup IT management personnel are solely

responsible for initiating and monitoring all data redundancy procedures

IT personnel, as well as end users, actively participate in media backup efforts

Virus protection

software Antivirus activities are initiated and supported for all end users and

computational systems by IT personnel only

IT personnel, as well as end users, actively participate in antivirus efforts

Employee

education Formal training programs such as workshops and Intranet support webs

are developed and implemented by IT personnel only

End users are responsible for handling their specific training requirements

Audit procedures IT personnel monitor all relevant

system and network logs End users are asked to monitor their respective systems for

inappropriate activity

Consistent security

policy IT personnel establish security policy for the entire FBU End users are instrumental in the establishment of security policy

Each unit within FBU #2 may have its own security policy

Firewall IT personnel maintain a single

firewall for the entire FBU End users are asked to maintain personal firewalls for their

respective systems

Monitor computer

usage IT personnel are solely responsible for the monitoring of computer usage

and resource allocation

End users may monitor computer usage for their respective systems

Control of

workstations Only IT personnel have administrative rights to computing

resources End user access is restricted

End users have either Power-User

or Administrator accounts on their respective workstations depending on their requirements

Host intrusion

detection IT personnel are solely responsible for host intrusion detection End users are asked to maintain their own host intrusion detection

mechanisms, such as ZoneAlarm ®

Conclusion and Future Research

In the current climate, the security of information systems needs to be properly managed

in order to ensure availability of resources Organizations planning their IT securitymanagement strategies can benefit from the findings of this research While the decen-tralized approach and federal governance architecture facilitate meeting end-user re-quirements, security may need to be increasingly centrally managed This is notnecessarily contradictory to improving functionality for end users, since under thedecentralized approach, end users are expected to take an active role in activities such

as auditing and intrusion detection This takes time and effort, and an end user’s failure

to practice these functions can potentially compromise the whole network for all users.Users may consider high IT activity in security breach remediation as a positive sign ofservice, but this may not last with repetitive loss of network availability If MedUnit isindicative of security management under a decentralized approach, we expect a shifttowards more centrally managed security in the future, considering the increasingexternal security threats Further research is necessary to examine how to combineadequate security with realistic expectations regarding end-user involvement in securitypractices This study examines two polar opposites of centralization and decentralization

in IT security management Future research endeavors can include varying levels ofcentralization across a larger number of FBUs

References

Hodgkinson, S (1996) The role of the corporate IT function in the Federal IT

organiza-tion In M Earl, Information management: The organizational dimension Oxford,

UK: Oxford University Press

IEEE Std 1471.2000 Recommended practice for architectural description New York: IEEE.

ITGI®- IT Governance Institute (2003) Board briefing on IT governance Retrieved

September 6, 2004, from www.ITgovernance.org/resources.htm

Johnston, A C., Schmidt, M.B., & Bekkering, E (2004, April) IT security management

practices: Successes and failures in coping with Blaster and Sobig.F Proceedings

of the 2004 ISOneWorld International Conference, Las Vegas, NV (pp 1-12) Kroenke, D., & Hatch, R (1994) Management information systems Watsonville, CA:

McGraw-Hill

Mishra, S., & Dhillon, G (2006) The impact of the Sarbanes-Oxley (SOX) Act on

information security governance In M Warkentin & R Vaughn (Eds.), Enterprise information security assurance and system security: Managerial and technical issues (pp 62-79) Hershey, PA: Idea Group Publishing.

Robson, W (1997) Strategic management and information systems: An integrated approach London: Pitman Publishing.

Whitman, M E (2003) Enemy at the gate: Threats to information security tions of the ACM, 46(8), 91-95.

Communica-Effectively Implemented Information Systems Security Policy 25

Chapter III

A Case Study of

Effectively Implemented Information Systems

in the implementation of its Web-based portal The relationship between information security and business needs and the conflict that often results between the two are highlighted The case also explores the complexities of balancing business expedience with long-term strategic technical architecture The chapter provides insight and offers practical tools for effectively developing and implementing information security policies and procedures in contemporary business practice.