Physical Security on a Risk Analysis Model  May, 2006
What is Risk Management ? <ul><li>Risk management explores strategies to assess an organization’s susceptibility to risk. ...
Net Gain Proposal <ul><li>Excellent return - For every dollar invested in Risk Management,  </li></ul><ul><li>six are save...
Every Senior Manager will Face A Crisis <ul><li>Average tenure for Executives - 6 years </li></ul><ul><li>So each will fac...
Risk Management & Good Governance <ul><li>Risk management is rapidly moving up from  “nice-to-have” to “need-to-have” </li...
What is a Threat & Risk Assessment <ul><li>The objective of a Threat and Risk Assessment (TRA)  </li></ul><ul><li>is to in...
Planning <ul><li>To conduct a TRA, the following four-step process is typically followed. </li></ul><ul><li>Preparation:  ...
Preparation <ul><li>Determining the Scope of the Threat and Risk Assessment   </li></ul><ul><li>Identifying Team Participa...
Threat Assessment <ul><li>The second step of the TRA process is the  Threat Assessment.   The threat concepts of Class, Li...
Threat Likelihood <ul><li>The security consultant must consider, on a per-asset basis, both the type of threat that the as...
Consequences, Impact & Exposure <ul><li>“ What is the consequence of each particular threat?” Consequence is related to th...
Exposure Ratings for Data and Asset s   <ul><li>LIKELIHOOD IMPACT   </li></ul><ul><li>Grave   Serious   Less Serious </li>...
Threat Assessment Table Numeric value of 1 through 9 Grave Serious Less Serious List the Consequences of the Threat occurr...
Risk Assessment <ul><li>Risk assessment is necessary to determine risk assumed by the organization where existing or propo...
Vulnerabilities <ul><li>Attention should be paid to times during which the asset is most vulnerable, for example, during p...
Security Posture <ul><li>There are three possible security posture scenarios in the threat and safeguards environment. The...
Security Posture <ul><li>The second security posture, which an organization might experience, is referred to as a  vulnera...
Security Posture <ul><li>The third security posture is referred to as an  excessive  state since the safeguards employed e...
Risk <ul><li>Risk is defined as, “ a chance of loss measured in terms of likelihood of occurrence and level of consequence...
Risk Assessment Table <ul><li>Asset   Threat Risk Assessment </li></ul>Establish Risk Level Describe any Vulnerabilities D...
Recommendations <ul><li>The closing phase of the TRA process includes the proposal of recommendations.  </li></ul><ul><li>...
TRA Updates <ul><li>The TRA is considered to be a vital, living document, which is essential to meeting the security objec...
Conclusion <ul><li>You can not risk not assessing risk </li></ul><ul><li>Risk management is not a luxury </li></ul><ul><li...
Brian Pouliotte [email_address] (613) 597-2230
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Physical Security Based On A Risk Analysis Model

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  • Physical Security Based On A Risk Analysis Model

    1. 1. Physical Security on a Risk Analysis Model May, 2006
    2. 2. What is Risk Management ? <ul><li>Risk management explores strategies to assess an organization’s susceptibility to risk. Minimize adverse impacts of operational risk, market risk and credit risk on resources, earnings and cash flows through risk analysis. </li></ul>
    3. 3. Net Gain Proposal <ul><li>Excellent return - For every dollar invested in Risk Management, </li></ul><ul><li>six are saved in crisis </li></ul><ul><li>Spend money to make money </li></ul><ul><li>Quantify the return to your organization </li></ul>
    4. 4. Every Senior Manager will Face A Crisis <ul><li>Average tenure for Executives - 6 years </li></ul><ul><li>So each will face a crisis </li></ul><ul><li>May be most important thing they do as an executive because: </li></ul><ul><ul><li>Major immediate impact on public perception </li></ul></ul><ul><ul><li>Long term impact on reputation </li></ul></ul>
    5. 5. Risk Management & Good Governance <ul><li>Risk management is rapidly moving up from “nice-to-have” to “need-to-have” </li></ul><ul><li>Risk Management is now a subject of discussion at Board meetings </li></ul><ul><li>Attention to Risk Management from auditors, insurers, and shareholders will not be far behind </li></ul><ul><li>Significant financial, operational benefits to being prepared </li></ul>
    6. 6. What is a Threat & Risk Assessment <ul><li>The objective of a Threat and Risk Assessment (TRA) </li></ul><ul><li>is to involve the various players and gain their support, </li></ul><ul><li>to enable management to make informed decisions about </li></ul><ul><li>security and to recommend appropriate, timely and cost-effective safeguards. </li></ul><ul><li>An assessment of the adequacy of existing safeguards also forms part of the TRA process. Where this assessment indicates that safeguards are inadequate to offset vulnerabilities, additional safeguards are recommended. Also, where the TRA indicates that certain safeguards are no longer needed, the elimination of those safeguards is recommended. </li></ul><ul><li>A TRA does not result in the selection of mechanisms of prevention, detection and response to reduce risks; instead, it simply indicates the areas where these mechanisms should be applied, and the priorities, which should be assigned to the development of such mechanisms. Within the context of risk management, the TRA will recommend how to minimize, avoid, and accept a manageable level of risk. </li></ul>
    7. 7. Planning <ul><li>To conduct a TRA, the following four-step process is typically followed. </li></ul><ul><li>Preparation: determining what to protect; </li></ul><ul><li>Threat Assessment: determining what to protect against, consequences of a threat; </li></ul><ul><li>Risk Assessment: determining whether existing or proposed safeguards are satisfactory; </li></ul><ul><li>and </li></ul><ul><li>Recommendations: identifying what should be done to reduce the risk to a level acceptable to senior management. </li></ul>
    8. 8. Preparation <ul><li>Determining the Scope of the Threat and Risk Assessment </li></ul><ul><li>Identifying Team Participants </li></ul><ul><li>Determining Intrinsic Concerns </li></ul><ul><li>Developing the Baseline </li></ul>
    9. 9. Threat Assessment <ul><li>The second step of the TRA process is the Threat Assessment. The threat concepts of Class, Likelihood, Consequence, Impact and Exposure are highlighted. Specific threat events such as earthquakes, thefts, hacker attempts, virus attacks etc. fall into a particular threat class, depending on the nature of the compromise. </li></ul>Natural Disasters Destruction Theft of Data Theft of Assets Removal Data Error Manipulated Files Modification Fires, Power Loss Labour Unrest Interruption Theft, Interception Disposal Disclosure SAMPLES THREAT CLASS
    10. 10. Threat Likelihood <ul><li>The security consultant must consider, on a per-asset basis, both the type of threat that the asset may be subjected to and the likelihood of the threat. The likelihood of threat can be estimated from past experience, from threat information provided by lead agencies and from sources such as other organizations or services. </li></ul><ul><li>Low: no history and the threat is considered unlikely to occur. </li></ul><ul><li>Medium: some history and an assessment that the threat may occur. </li></ul><ul><li>High: means significant history and assessment that the threat is likely to occur. </li></ul>
    11. 11. Consequences, Impact & Exposure <ul><li>“ What is the consequence of each particular threat?” Consequence is related to the losses (both real and perceived), which could result from a specific threat being successful. </li></ul><ul><li>Assess the impact of a threat occurring in the absence of any safeguards. In order to assess the impact, you must be able to understand and describe the business of the organization. </li></ul><ul><li>The identification of exposure allows the organization to rank the risk scenario according to the likelihood and impact, and thus assign a priority. </li></ul>
    12. 12. Exposure Ratings for Data and Asset s <ul><li>LIKELIHOOD IMPACT </li></ul><ul><li>Grave Serious Less Serious </li></ul>1 2 4 Low 3 6 7 Medium 5 8 9 High
    13. 13. Threat Assessment Table Numeric value of 1 through 9 Grave Serious Less Serious List the Consequences of the Threat occurring High Medium Low Disclosure Interruption Modification Destruction Removal Threat Asset Rating Impact Consequences Likelihood Of Occurrence Class of Threat Event Describe The Asset
    14. 14. Risk Assessment <ul><li>Risk assessment is necessary to determine risk assumed by the organization where existing or proposed safeguards are deemed inadequate to protect the asset against an identified threat. </li></ul><ul><li>Where existing safeguards are not adequate, vulnerability is noted and analysed. </li></ul><ul><li>Risk assessment is “an evaluation of the chance of vulnerabilities being exploited, based on the effectiveness of existing security safeguards” </li></ul>
    15. 15. Vulnerabilities <ul><li>Attention should be paid to times during which the asset is most vulnerable, for example, during periods of public access and unrestricted access or while in transit. In some instances, an asset has associated time sensitivity. </li></ul>
    16. 16. Security Posture <ul><li>There are three possible security posture scenarios in the threat and safeguards environment. The first is identified in Figure 2 as an equilibrium state. This state of equilibrium is the most desirable security posture. In this environment, threats are identified and appropriate safeguards are in place to reduce the associated risks to a level, which is acceptable to the organization’s senior management. </li></ul>
    17. 17. Security Posture <ul><li>The second security posture, which an organization might experience, is referred to as a vulnerable state, since the threats outweigh the safeguards. </li></ul>
    18. 18. Security Posture <ul><li>The third security posture is referred to as an excessive state since the safeguards employed exceed the threats. The result is an overspending in the area of security measures, which is not commensurate with the threat; and thus is not justifiable. </li></ul>
    19. 19. Risk <ul><li>Risk is defined as, “ a chance of loss measured in terms of likelihood of occurrence and level of consequences to the organization”. </li></ul><ul><li>The level of risk existing in the organization can be categorized as: </li></ul><ul><li>High - requiring immediate attention and safeguard implementation, </li></ul><ul><li>Medium - requiring attention and safeguard implementation in the near future, or </li></ul><ul><li>Low - requiring some attention and consideration for safeguard implementation. </li></ul>
    20. 20. Risk Assessment Table <ul><li>Asset Threat Risk Assessment </li></ul>Establish Risk Level Describe any Vulnerabilities Describe Existing Safeguards Describe the Threat Describe the Asset Risk Vulnerabilities Existing Safeguards
    21. 21. Recommendations <ul><li>The closing phase of the TRA process includes the proposal of recommendations. </li></ul><ul><li>These recommendations are intended to improve the security posture of the organization through risk reduction, </li></ul><ul><li>Provide considerations for business recovery activities should realised threats cause damage, and </li></ul><ul><li>Identify implementation constraints. </li></ul><ul><li>Once safeguards that would augment the existing safeguards and improve the security profile are proposed, the risk posture can be re-evaluated as low, medium or high. </li></ul>
    22. 22. TRA Updates <ul><li>The TRA is considered to be a vital, living document, which is essential to meeting the security objectives of the organization. The TRA must be updated annually, or whenever an occurrence reveals a deficiency in the existing assessment. The TRA should also be updated whenever changes are planned to the systems or environments, in which the asset occurs, which could create new risks or redundant safeguards. </li></ul>
    23. 23. Conclusion <ul><li>You can not risk not assessing risk </li></ul><ul><li>Risk management is not a luxury </li></ul><ul><li>Treat Risk management as a business enabler </li></ul>
    24. 24. Brian Pouliotte [email_address] (613) 597-2230
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