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Analyzing Security Metrics Data
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local academic institutions, where these sorts of skills are common But these tools and techniques are available to anyone, and the availability and strength of the open source solutions available for analysis make it that much easier to get started incorporating advanced analytical practices into your security metrics initiatives and projects
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Further Reading
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Dalgaard, P Introductory Statistics with R Springer, 2008 Graham, B Detail Process Charting: Speaking the Language of Process Wiley, 2004 Hubbard, D How to Measure Anything: Finding the Value of Intangibles in Business Wiley, 2007 Kahneman, D, et al, eds Judgment Under Uncertainty: Heuristics and Biases Cambridge University Press, 1982 Minitab, Inc Meet Minitab 15 2007 Myatt, G Making Sense of Data: A Practical Guide to Exploratory Data Analysis and Data Mining Wiley, 2007 Salda a, J The Coding Manual for Qualitative Researchers SAGE, 2009 Smith, R Cumulative Social Inquiry: Transforming Novelty into Innovation The Guilford Press, 2008 VanderStoep, S, and D Johnston Research Methods for Everyday Life: Blending Qualitative and Quantitative Approaches Jossey-Bass, 2009 Winston, W Excel 2007: Data Analysis and Business Modeling Microsoft Press, 2007
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etrics are the engine of security measurement, as I described in 4, but engines are not usually capable of independent motion Instead, engines are used to power other things and security metrics are no different in this regard You need a vehicle for your metrics, a way to harness their power and benefits toward a larger goal Security measurement projects (SMPs) are the organizing structures that contain and channel the process of collecting security metrics They allow you to modularize metrics activities and create more easily manageable building blocks for long-term security improvement Like any IT project, successful SMPs benefit from forethought and planning as well as organized and effective management throughout the project lifecycle
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The success or failure of many projects are often determined before the kick-off meeting even takes place Poor planning and inadequate understanding of what a project is supposed to accomplish has killed the potential of many otherwise well-intentioned efforts to improve IT security Too often, particularly in reactive IT security organizations, a project is synonymous with a firefighting exercise designed to complete an otherwise neglected task in a short amount of time before the auditors or some other authority figure demands accountability As a result, the implicit purpose of some projects is not much more elaborate than showing that the project (for instance a risk assessment or a policy review) has been completed If risks are accurately identified, security vulnerabilities are really mitigated, or policies are actually made more robust and usable, this is icing on the cake The main objective is to cross that task off the team s to-do list In an environment of tight budgets, overworked staff, and increased regulatory scrutiny, we can understand these do what we can strategies, but security staff and company leadership should not fool themselves into thinking that sustainable security improvement is a result of the effort More likely, the organization ends up with checkthe-box compliance management and the same false sense of security that plagues other aspects of data protection An effective way to avoid these project pitfalls is to adopt an approach to security management projects that does the following: Emphasizes manageable, measureable projects over vague initiatives Successful SMPs should be tightly bounded (even exploratory projects) and clearly understood by all involved Treats projects as individual links in a chain rather than self-contained activities A series of smaller, focused projects conducted regularly and coordinated over the course of a year has a better chance of success than a large project that tries to accomplish everything at once and is then forgotten for the rest of the year
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