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Baseline # Web App Vulnerabilities # Million Lines of Code # WAV / # MLOC 500 20 M 25
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Figure 7 Baselines identified
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reporting data An additional advantage of going through the historical data was that the tickets that originally lacked clear ownership now had clearly defined owners Ownership was key to the vulnerabilities getting remediated, and the clean data allowed us to collect more accurate baselines These new baselines are shown in Figure 7
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Follow-up with Reports and Discussions with Stakeholders
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The last step in the process was to report the baseline data, goals, and timelines and discuss these with key stakeholders The key stakeholders included the development managers ultimately responsible for remediating the vulnerabilities and the sponsors, including the CTO and the CISO After the baseline data was obtained, cleansed, and determined to be accurate, the CISO met with the CTO to communicate the number of web application vulnerabilities that existed in the business unit web sites The Information Security managers responsible for the vulnerability remediation process met with the development managers to communicate specifics regarding the vulnerabilities in their areas Because the development managers heard a consistent message both from the Information Security team as well as the CTO, everyone involved was on the same page, and we were set up for a successful decrease in the number of vulnerabilities on the web sites (and a successful increase in the security posture of the web sites) The CISO met with the CTO and the Information Security managers with the development managers on a monthly basis to report the status of improvement in reducing the number of vulnerabilities One nice advantage to having the data normalized (displaying the number of vulnerabilities as a number divided by the number of millions of lines of code) was that it was immediately clear to the Information Security team, the CTO, and the development managers which web sites were most vulnerable When the development managers were not remediating as quickly as the goal had specified (a 20 percent reduction by the end of the year), these metrics reports enabled open discussions with the CTO and the development managers regarding allocation of more resources and higher prioritization of security remediation projects
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IT Security Metrics
Lesson Learned: Fix the Process, and Then Automate
Security organizations that are anxious to get started with a new metrics program or technology deployment sometimes make the mistake of automating too quickly They believe that an automated process will save time and create efficiencies, and that there is always a future opportunity to fix a broken process once it has been automated Following are the steps that are typically involved in a rushed approach to automate before a broken process has been fixed: 1 Initially, the Information Security team manages a process that is performed manually and is broken A manual process typically involves hands-on involvement from a member of the Information Security team and may require data gathering and input into a system for managing, tracking, and reporting Manual processes often involve data being collected in many different places and stored in many different formats A broken process may not have roles and responsibilities clearly defined, may not be executed consistently, or may be missing steps or include steps that are not correctly executed 2 The Information Security team is interested in automating and improving the process Automation may reduce the amount of hands-on involvement required from a member of the Information Security team, making more time available to focus on other high-priority work Reducing the amount of human involvement can also reduce errors Additional advantages of automating a manual process may include the ability to keep all the data in a single, organized, repository with consistent formatting and the ability to search and manage data quickly 3 Development work is required and occurs to transform the manual process to an automated process Now the team has the advantages of an automated process over a manual process, but the process is still broken 4 The broken process continues to have negative impacts even after automation Once these negative impacts have reached a certain threshold, which may come to light as a result of a risk assessment or an audit finding, they are prioritized for fixing 5 The process must be reviewed to identify issues, and these issues must be discussed Roles and responsibilities as well as the steps required in the process must be discussed with process stakeholders who are responsible for executing the steps in the process Everything should be documented to ensure that as team members change in the organization, the process is still being performed consistently and correctly Documentation also ensures consistent and correct process execution in the case of outsourcing or off-shoring the process work 6 After the process is fixed, additional development work must take place to translate the process fixes into the existing automated (broken) process
Case Study 3:
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