"Risk can not be measured", often the common scientific and mathematical term for information security. While it is true that some risk measurements are subjective, naive that measurements are unavailable. Risk is not a number but a measure of risk.
For example, measurable:
* Percentage of Manufacturers Compliant, 19659002 * Percentage of Compliance, 19659002] * Number of Exposures in the Environment
Identifying, prioritizing and managing risks for credit institutions . Drivers and technical staff jointly define the criteria for measuring information security performance. And these measurements must be clearly in line with business goals and strategies.
Avoid technical, legal and physical jargon when developing measurement criteria. Focus on measuring the services provided. Define goals, strategies and measurements clearly. This promotes open communication, prudent planning and financial benefits.
Here are general objections to avoiding risk measurement:
* "Leadership Disagrees". Information security includes technical and physical security issues. Secrecy, integrity and availability provide insight into technology, risk modeling, physical security, laws and regulations. Technical complexities often hinder communication between management and IT personnel. IT staff challenge: Simplifies and complicates complicated information. The challenge of management: be willing to accept the change.
* "Security measurement applies only to large credit unions." Incorporating information security risk measurement into the organization's processes is time, persistence and often cultural change. People often threaten, dislike change, or show social motivations that slow down the process. But every size credit institution is beneficial in risk measurement activities. It may take time, but sustainability is paid when measurements support budget requests and provide valuable investment information
* "Security is moving too fast." Technology is changing. Many people feel that information security measurements can not keep up with technological changes. But the problem is actually misaligned measurements. The intention of the measurement is to coordinate corporate strategies and information technology. Define clearly the goals and goals of the organization. Then measure your information security as it applies to these goals and goals.
Prudent decisions require simple, measurable, accessible, repeatable, and timely (SMART) information. Keep information security risk measurements:
* Simple. The purpose of each measurement must be clearly understood by any intended party. Create a list of key performance metrics. Avoid technical, legal and other jargon. Avoid data overload and stay focused on specific performance metrics.
* Measurable. While many aspects of security and risk are difficult to quantify, consider measurable things – such as number of vulnerabilities or number of events.
* Feasible. Some measurements are the direct outputs of existing reports and systems; others may require analysis to generate value. Make sure that your measurement goals are reached over time, as these should be evaluated and managed at a minimum cost
* Repeatable. Because you want to show trends for generating useful data, make sure the measurements simply take the time and repeat
. Outdated information can hinder the analysis and may directly influence your decisions. The timeliness of data often determines its value. Make sure the measurements are easily transported as needed. It aims at maximum automation with minimal manual activity. Creating clear communication and access rights in the beginning
The credit union is able to measure information security performance. Risk Models, Financial Measures, Key Performance Indicators, and Other Measures Helping Information Security in Harmonizing Organizational Goals and Strategies
Source by sbobet