Building a Security Program that Protects an Organizations Most Critical Assets

ABOUT BEW GLOBAL

WHAT WE WILL COVER TODAY

What is a Critical Asset Protection Program

Data Loss Prevention & Other Technology Tools

Use Cases

Avoiding Common Pitfalls

Open Q&A

BEW GLOBAL’S DLP EXPERTISE

• Daily Management of 1,000,000+ Users • Global Support in 130 countries • Manage DLP Solutions in 22 Countries • Deployed 400+ DLP Projects

• Completed 500+ Assessments • Localized Chinese DLP Practice (2011) • 1st Managed DLP Services Provider (2008)

Symantec Master Specialization DLP Partner Websense Certified TRITONs – More than any other partner, 10 Olympians & 5 Gladiators RSA’s Only Authorized Managed DLP Partner

VENDOR RECOGNITION

SECURITY CONTINUUM

BEW GLOBAL’S PROVEN APPROACH

BEW Global works in cooperation with customers to plan, implement and maintain a Critical Asset Protection Program (CAPP) that clearly defines

what assets are deemed most important to the customer organization based on revenue, income, reputation and core operational impact..

CRITICAL ASSET LIFECYCLE MAPPING

Critical Asset Creation The point in time when the asset is created. This could be the first swipe of a credit card, the initial lines of code for a new application or the acquisition of a new VM Cluster. Today, asset creation can be the product of multiple groups or systems.

Critical Asset Storage Once the asset has been created the asset is stored. For intangible assets this may be in RAM, on a hard disk, NAS, SharePoint or other types of data storage. Tangible assets like servers, routers or laptops may be racked in a datacenter, placed in a remote office closet or placed on a home office desk.

Critical Asset Use Protecting the critical assets becomes a more manageable endeavor by mapping the authorized usage characteristics of the assets within the CAPP scope, and then applying the optimal combination of people, process and technology.

Critical Asset Transmission The transmission threat vector is utilized for authorized operations. Assessing how critical asset information is shared within and outside the organization provides key insight to the required protection mechanisms necessary to protect against inadvertent or malicious asset exposure.

CONTENT TYPES

SAMPLE CAPP PROGRAM SCOPE

CRITICAL ASSET MANAGEMENT CONCERNS

Priority Security Concern Category Program Scope Supported Response

1

Disclosure of customer and employee PII data

Customer and

Employee Data

• Symantec Network Discover – File Share scanning to

gain visibility into storage locations • Symantec Network Monitor– Email monitoring to

gain visibility into transmission

2 Disclosure of PCI data Customer Data

• Symantec Network Discover – File Share scanning to

gain visibility into storage locations • Symantec Network Monitor– Email monitoring to

gain visibility into transmission

3 Disclosure and unauthorized use of customer “ARM Logs”

Proprietary Customer

Data

• Symantec Network Discover – File Share scanning to

gain visibility into storage locations • Symantec Network Monitor– Email monitoring to

gain visibility into transmission

4 Disclosure of Proprietary and Licensed source code

Intellectual Property

• Symantec Network Discover – File Share scanning to

gain visibility into storage locations • Symantec Network Monitor– Email monitoring to

gain visibility into transmission

SAMPLE CAPP PROGRAM SCOPE

Category Data Element Description / Requirement Data Identifiers

Personally Identifiable Information

(PII)

Social Security

Numbers

The Human Resources, Finance, and Legal departments identified SSN as a key piece of PII to be protected by the Critical Asset Protection Program.

• SSNs store on customers and employees

• 9 numeric characters

Customer Data TSN

[client name] Serial Number – Numbers are assigned to and uniquely identify each [client name] set top box. These numbers are associated to records (ARM logs) collected on each [client name] device containing sensitive customer information.

• 15 Digit Hexadecimal number • First 3 digits represent the

TSN prefix • The following 11 represent

the unit ID • Final digit is a checksum

Payment Card

Industry Data

Credit Card Numbers

During regular transactions with customers [client name] collects and stores Credit Card Numbers. [client name] is currently categorized as a PCI level 2 vendor but strives for level 1 compliance.

• All major national and international credit card vendors

Source Code

Copyrighted/Proprieta

ry Code

Proprietary source code and copyrighted source code

• Adobe Copyright • Broadcom Copyright • Microsoft Copyright • [client name] Copyright

TARGET DATA ELEMENTS

SAMPLE CAPP PROGRAM SCOPE

SERVICE MILESTONE TIMELINE Milestone Description Target Date

Data Loss Prevention System Technical Install

Data Loss Prevention system technically installed, tested and prepared to monitor all communications

Complete

Critical Asset Protection Program Implemented

Resources in place to manage Critical Asset Protection application, policies, triage incidents, develop analytics, and work with business to remediate events

07/2013

Critical Asset Protection Program Kick-off

Actively monitor production traffic with first crafted production policies targeted at specific data elements/client information ensuring data is going to the correct clients

07/2013

Critical Asset Protection System and Program Tuning

Working with the business to review incidents and leverage data to improve policy accuracy within the Critical Asset Protection system

08/2013

Policy Accuracy Target – 90% +

Tuning the Critical Asset Protection policies to the point of 90% or greater accuracy on outbound email communications, allowing for initial testing of prevention controls

09/2013

Blocking Pilot – Select User Group

Identification of first user group set-up for blocking or quarantine of unauthorized communications flagged by the DLP system

09/2013

Blocking – Full Production roll-out

Phased roll-out of remaining business units to be included within the email blocking and quarantine scope of the Critical Asset Protection system

09/2013

Phase # 1 Completion

Program in place for constant refinement of policies as the business evolves, communication with business units on violations, business analytics delivered, and unauthorized communications blocked

09/2013

USE CASE: PRE-PROJECT STATE

Organization Overview: Manufacturing firm of 30,000 employees operating in 50 countries globally DLP Scope: Protection of Intellectual Property (General) DLP Primary Issue: Lack of staff and buy-in from business owners who handle critical assets Application Management: Most information security tools operated and “managed” by IT or networks Policy Governance: No internal resources with any experience with DLP policy construction Incident Triage: Lean staff of Infosec staff already buried by SIEM and other tools output Event Management: Informal event management process with little feedback to the business Reporting and Metrics: Zero customized reports. Very little business analysis provided Status: Charged with implementing DLP to protect Critical Assets & IP

APPLICATION SUPPORT & INTEGRATION

Primary System DLP Management = Human Resource / Expertise Requirements

Integrated System Management = Cross Department Collaboration Processes

Health Check & System Validation Management = System Resource Requirements

Vendor Management = Primary and Integrated Technology Vendor Relationships

POLICY & RULE GOVERNANCE

• Who requests rules & policy requirements?

• Are business owners engaged?

• Who reviews rule requests? • Criteria for approved rule?

• What’s the process for converting a rule request into a policy?

• Who’s responsible for converting a rule into technical policy?

• Do they have technical policy authoring expertise?

• What is the formal policy development process?

• First drafts rarely work as expected!

• Is there a process to relay production policy metrics to stakeholders?

WORKFLOW DEVELOPMENT & MANAGEMENT

• Who develops & manages policy “buckets”?

• False positive, inbound partner, outbound employee

• Who defines thresholds that determine response rules for each “bucket”?

• Are 10 SSNs a high, medium or low severity incident?

• Who designs & sets the policy response triggers?

• Malicious, Inadvertent, Suspicious, above threshold.

• Triage response options: • Human notification • System notification (auto) • Hybrid?

• Who’s responsible for building alerts, alarms & notifications?

• Has business been engaged on event management?

• Who manages the DLP policy & rules repository?

• Why recreate the wheel?

INCIDENT TRIAGE & EVENT MANAGEMENT

• Who reviews volume & yield of incidents & events?

• What’s the review frequency?

• How are events/incidents routed?

• Who owns the incident/event?

• How does DLP fit in overall incident/event management process?

• Can this be mapped to DLP system?

• What metrics are developed to measure success of rules & related policy?

• Who ‘s responsible for developing metrics?

• Revision of rules based on quality of policy results.

• Who manages policy optimization process?

• How will integrated systems be tied together to yield valued info?

• Secure mail, web gateway, GRC, SIEM

BUSINESS ANALYTICS

Who drives report requirements? Requestors, Reviewers, others?

Who develops reports?

Do they have the expertise with 3rd party reporting tools?

Are DLP system generated reports adequate?

Are the metrics valuable & driving meaningful change?

Report accuracy tied into QA process?

USE CASE: POST-PROJECT STATE

Organization Overview: Defined specific business units to initiate program DLP Scope: Focused on 3 specific product lines linked to highest revenue & earnings DLP Primary Goal: Identification of unauthorized movement of specific elements of IP Application Management: Operated by a combination of IT, messaging & desktop management teams Policy Governance: 100% customized policies based on data collected from business unit Incident Triage: Daily review of incidents by Intelisecure Managed Services team Event Management: Incidents meeting severity criteria routed to business unit for investigation Reporting and Metrics: Behavioral pattern analysis leading to preventive actions Status: R&D teams have high-level of confidence in ability to identify leakage of IP

QMS SAMPLE QUARTERLY REPORT

Num

ber o

f Hou

rs

Time

Intelisecure DLP QMS: Six Month Trend

Application Management

Policy Governance

Incident Triage

Event Management

Reporting & Analytics

PITFALL 1: NO PLAN OF ATTACK

5 Pieces of DLP Advice You Can’t Afford to Ignore 21

PITFALL 2: FAILURE TO ENGAGE THE BUSINESS

5 Pieces of DLP Advice You Can’t Afford to Ignore 22

PITFALL 3: INADEQUATELY TRAINED RESOURCES

DATA LOSS PROTECITON PITFALLS

Mis-configured Tap

or Port Span

Problem Missing segments of network traffic or protocols Solution Comprehensive test plan that maps to in scope business processes and related data types transmitted from various network locations to ensure all relevant data streams are being captured.

Encryption – The Masked Data

Problem Analysis of data DID NOT take place prior to encryption. Solution Comprehensive test plan that proves ALL DLP data assessment takes place prior to the gateway encryption & implement managed “test” DLP policies that identify encrypted transmissions as part of the test plan.

Misfire of Network

Discovery Scans

Problem Locations of sensitive data never targeted by the organization for scanning due to lack of an effective policy governance process. Solution Identify potential data stores by discussing the DLP program with staff to understand process.

Network versus Endpoint Discovery

Problem Running DAR scans using a combo of network & endpoint without thinking about which policy types & detection methods are not the same. Solution Prior to acquiring DLP solution, have an understanding of the data types that make up your target environment & then, decide on scanning method. .

Missing the Target – False Sense of Security

DATA LOSS PROTECITON PITFALLS

The Pandora’s Box of DLP

Environment Assessment

Staying in Contact

User Performance Impacts

Network/System Performance

Impacts

• Problem No rigorous endpoint environment assessment prior to the selection of the application & enablement.

• Solution Address age of environment, performance capabilities, technical & human issues, & load of applications, in conjunction with education on the DLP endpoints.

• Problem Failure to monitor endpoint population & their frequency of “checking-in” to the management server with validated results.

• Solution Phased deployment of endpoint with validation via test plan on initial success of ALL agents & on-going endpoint agent health reports.

• Problem Implementing same policies for network based & endpoint assessments without testing or modification.

• Solution Utilize a comprehensive test plan outlining specific metrics (time to open files, open/send emails, open applications) prior to deployment.

• Problem Failure to calculate & measure the impact of endpoint policy traffic across wide & local area network connections.

• Solution Thorough assessment of endpoint policies that addresses all of the concerns including policy design requirements, timing, frequency & delivery methods.

CLIENTS INCLUDE

BEW GLOBAL IS THE CHOICE OF MARKET LEADERS

MANUFACTURING

OIL & GAS RETAIL / ENTERTAINMENT

A GLOBAL TOP 100 COMPANY

CLIENTS INCLUDE

UNIVERSITIES INSURANCE HEALTHCARE FINANCE

A Fortune TOP 50 COMPANY

BEW GLOBAL IS THE CHOICE OF MARKET LEADERS

UPCOMING WEBINARS

For more in fo rmat ion v i s i t www.bewgloba l .com/events_webinars

• DLP Technical Deep Dive Series – 90-minute RSA DLP Advanced

Features Demo

4/17 @ 1pm ET / 10am MT

• ISO 27001 Webinar Series: Real-World Case Study - BEW Global

Reviewing our Successful ISO 27001 Certification Audit

5/8 @ 1pm ET / 10am MT

• Security Strategy Webinar Series: Bridging the Gap between InfoSec

and the Profit & Loss Statement

5/22 @ 1pm ET / 10am MT