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CYBERSECURITY WORKFORCE HANDBOOK A Practical Guide to Managing Your Workforce | Cybersecurity-Workforce-Handbook.pdf |
Council on Cyber Security 1 Council on Cyber Security 1700 N. Moore Street, Suite 2100, Arlington, VA 22209 703-600-1935 | www. counciloncybersecurity. org Department of Homeland Security HSARPA, Cyber Security Division October 2014 This material is based on research sponsored by Air Force Research Laboratory under agr... | Cybersecurity-Workforce-Handbook.pdf |
Council on Cyber Security 2 Cybers ecurity Workforce Handbook 1. INTRODUCTION .................................................................................................................................................... 6 CONTEXT ...................................................................................... | Cybersecurity-Workforce-Handbook.pdf |
Council on Cyber Security 3 TASK 2: ASSESS CAPABILITIES AND LIM ITATIONS ................................................................................. 25 TASK 3: INTEGRATE KEY ELEMENTS OF STRATEGY ............................................................................... 25 TASK 4: BUILD UPON CRITICAL CONTROLS... | Cybersecurity-Workforce-Handbook.pdf |
Council on Cyber Security 4 APPENDIX A. AUTHORS & CONTRIBUTORS .................................................................................................. 58 APPENDIX B. NICE-CRITICAL CONTROLS MAPPING .................................................................................. 59 APPENDIX C. ROLES FOR EACH... | Cybersecurity-Workforce-Handbook.pdf |
Council on Cyber Security 5 Figure 1-List of Critical Security Controls, v5. 0 ......................................................................................... 11 Figure 2-NICE Categories .............................................................................................................................. | Cybersecurity-Workforce-Handbook.pdf |
INTRODUCTION 6 CONTEXT This handboo k is designed to be a ready reference f or executives, hiring managers ‒ often in information technology ( IT) and security functions ‒and human resources (HR) professionals charged with managing the planning, sourcing, hiring, training, development, career progression, and sustainme... | Cybersecurity-Workforce-Handbook.pdf |
INTRODUCTION 7 CHALLENGES There are many challenges inherent in cybersecurity workforce management, due largely to the relative newness and complexity of the field. L ack of clarity and consistency is still the norm, from job role definitions, to competency models, to training, education, and certification standards, t... | Cybersecurity-Workforce-Handbook.pdf |
INTRODUCTION 8 Lack of cyberse curity workforce guidelines, which this handbook addresses, make it hard for HR professionals to fulfill their role of supporti ng enterprise workforce needs. While there are countless workforce planning tools and templates available today, they are ov erwhe lmingly process-oriented. They... | Cybersecurity-Workforce-Handbook.pdf |
FOUNDATIONAL ELEMENTS 9 GETTING STARTED The first step i s to ensure that the enterprise is focused on prioritized action. T he foundation for prioritizing action is the Critical Controls for Effective Cyber Defense (Critical Controls ). The Critical Controls are the result of an ongoing collaboration among leadin g te... | Cybersecurity-Workforce-Handbook.pdf |
FOUNDATIONAL ELEMENTS 10 CRITICAL SECURITY CONTROLS More so now than at any point in the last few decades, defenders have access to an extraordinary array of security tools and technology, security standards, training and classes, certifications, vulnerability databases, configuration guidance, best practices, catalogs... | Cybersecurity-Workforce-Handbook.pdf |
FOUNDATIONAL ELEMENTS 11 Initially developed in 2008 by a consortium of U. S. federal agencies led by the National Security Agency, the Critical Controls are current ly maintained by the Council on Cyber Security (Council), which engages an international community to: Share insight into attacks and attackers, identify ... | Cybersecurity-Workforce-Handbook.pdf |
FOUNDATIONAL ELEMENTS 12 These Critical Controls do not comprise new standards, per se. Rather, they prioritize existing controls defined in existing standards. For example, the actions defined by the Controls are a subset of the National Institut e of Standards and Technology (NIST) publication SP 800-53, a comprehens... | Cybersecurity-Workforce-Handbook.pdf |
FOUNDATIONAL ELEMENTS 13 Categories Specialty Areas Operation & Maintain Data Administration Knowledge Management Customer Service & Technical Support Network Services System Administration Systems Security Analysis Protect & Defend Computer Network Defense Analysis Incident Response Computer Network Defense Infrastruc... | Cybersecurity-Workforce-Handbook.pdf |
WORKFORCE MANAGEMENT CYCLE 14 THE MANAGEMENT CYCLE Ente rprises of every size and complexity, from small, home-based businesses to large, multinational corporations and govern ment agencies, need to protect their data, systems, and infrastructure. This requires an effective cybersecurity strategy and a solid wor kforc... | Cybersecurity-Workforce-Handbook.pdf |
WORKFORCE MANAGEMENT CYCLE 15 Workforce Management Cycle includes tasks which are already being performed by the enterprise, and can be refocused on improving cybersecurity : Market research, which includes activities designed to get a sense of what's happening in the market environment; this is aligned with tasks und... | Cybersecurity-Workforce-Handbook.pdf |
WORKFORCE MANAGEMENT CYCLE 16 DEVELOP CYBERSECURITY STRATEGY (CHAPTER 5) Substantial improvements to enterprise security can be achieved through integration of cybersecurity with overall enterprise strategy. The process to gene rate an enterprise-wide cybersecurity plan, even a rudimentary one, can have a big impact‒e... | Cybersecurity-Workforce-Handbook.pdf |
WORKFORCE MANAGEMENT CYCLE 17 OUTLINE SOURCING PLAN (CHAPTER 8) For any workforce plan, consideration must be given to how various roles are sourced, determining who will provide the capabilities for each role and how these roles will b e bro ught into the enterprise. For many large enterprises and federal government ... | Cybersecurity-Workforce-Handbook.pdf |
UNDERSTAND THREATS & V ULNERABILITIES 18 BUILDING AWARENESS Every enterprise ‒from home offices and small businesses to multinational corporations and f ederal government agencies ‒must develop an awareness of threats and vulnerabilities. This, in turn, means both an appreciation for threats and vulnerabilities in a g... | Cybersecurity-Workforce-Handbook.pdf |
UNDERSTAND THREATS & V ULNERABILITIES 19 enterprise, is nearly everything), and how to safely use an end-user device (like a lapto p or tablet). It also includes understanding of privacy and intellectual property protection, relevant industry-specific regulation s, and dependencies in the supply chain‒the network of o... | Cybersecurity-Workforce-Handbook.pdf |
UNDERSTAND THREATS & V ULNERABILITIES 20 Initially, it may take some effort to d evelop foundational knowledge. Like any body of knowledge, the initial building blo cks can appear disconnected and disjointed, but with time and exposure, these building blocks begin to form outlines and contours upon which add itional i... | Cybersecurity-Workforce-Handbook.pdf |
UNDERSTAND THREATS & V ULNERABILITIES 21 TASK 3: SHARE INFORMATION When it com es to securing data and systems, and in particular critical infrastructure, no en terprise is an isolated actor. The dependence on infrastructure, like electricity and telecommunications, as well as networks of suppliers and buyers, l ink e... | Cybersecurity-Workforce-Handbook.pdf |
UNDERSTAND THREATS & V ULNERABILITIES 22 Internal corporate weaknesses receive less attention than massive data breaches or terrorist threats, b ut th ey encompass what is immediately under management control. Just like business operations, financial operations, and customer service operations, cybersecurity operation... | Cybersecurity-Workforce-Handbook.pdf |
UNDERSTAND THREATS & V ULNERABILITIES 23 Additionally, it is important to und erstand regulatory compliance. Some of the most relevant standards bodies include: Payment C ard Industry (PCI), www. pcisecuritystandards. org/ Health Insurance Portability and Accountability Act (HIPAA), www. hhs. gov/ocr/privacy/hipaa/adm... | Cybersecurity-Workforce-Handbook.pdf |
DEVELOP CYBERSECURITY STRATEGY 24 GENERAL CONSIDERATIONS Developing a strategy for cybersecurity, like any strategic planning, is based on an understanding of the goals and objectives of the process, an awareness of environmental factors, appreciation for internal capabilities and limitations, and the formation of an a... | Cybersecurity-Workforce-Handbook.pdf |
DEVELOP CYBERSECURITY STRATEGY 25 industry-specific regulations), impact to customers, financial and operational impact of breaches, reputational risk, and competitive position. At the outset, the degree of accept able risk must be established, as it will drive subsequent planning and investment decisions. Some questio... | Cybersecurity-Workforce-Handbook.pdf |
DEVELOP CYBERSECURITY STRATEGY 26 1. Prevention: Solutions, policies and procedures need to be identified to reduce the r isk of atta cks 2. Resolut ion: In the event of a cyber security breach, plans and procedures need to be in place to determine the resources that will be used to remedy a threat 3. Restitution: Comp... | Cybersecurity-Workforce-Handbook.pdf |
DEVELOP CYBERSECURITY STRATEGY 27 Access control : In meeting the objective of protecting authorized users' access to the right information, the organization must first strengthen its ability to granularly establish and enforce access rules, and then tie these rules to its information assets so that only t hose individ... | Cybersecurity-Workforce-Handbook.pdf |
DEVELOP CYBERSECURITY STRATEGY 28 TASK 4: BUILD UPON CRITICAL CONTROLS The NIST Cybersecurity Framework itself is mapped to the Critical Controls, and the Controls themselves provide a means to prioritize action within a broader strategy. Because of this, the Critical Controls can be the cybersecurity plan itself with ... | Cybersecurity-Workforce-Handbook.pdf |
DEVELOP CYBERSECURITY STRATEGY 29 attention is paid to performance metrics. Goals or tasks which are not measured, meanwhile, can easily become “nice-to-have” items that are set aside in the daily pressure to deliver on other metrics which are tracked by senior leaders. There are many frameworks and templates for enter... | Cybersecurity-Workforce-Handbook.pdf |
LINK ROLES & CONTROLS 30 LINKAGE In order to properly implement a comprehensive cybersecurity strategy, the workforce ‒the entire workforce, from CEO down to newest intern ‒must be aligned. Many of the activities in the p lan will need to be performed by IT professionals, some of whom may be full-time security professi... | Cybersecurity-Workforce-Handbook.pdf |
LINK ROLES & CONTROLS 31 GENERAL OBSERVATIONS A review of the heat m ap above yield s some broad observations, which can assist in workforce planning: As the category totals show, the majority of Critical Controls can be significantly addressed by implementing the NICE specialty a reas in the Securely Provision and Ope... | Cybersecurity-Workforce-Handbook.pdf |
LINK ROLES & CONTROLS 32 The five specialty areas (with associated catego ries) that on average address the most KSAs, in order of degree, are: o 22%-Systems Security Architecture (Securely Provision) o 21%-Systems Requirement and Planning (Securely Provision) o 21%-Systems Development (Securely Provision) o 20%-CND An... | Cybersecurity-Workforce-Handbook.pdf |
LINK ROLES & CONTROLS 33 o Information Systems Security Manager, Information Assurance Operational Engineer, Information Security Specialist Use of standard, secure sys tem con figurations (found in Critical Control 3) o Business Process Analyst, Computer Systems Analyst, Requirements Analyst o Information Assurance Ar... | Cybersecurity-Workforce-Handbook.pdf |
LINK ROLES & CONTROLS 34 Critical Controls to the annual reports yields the steps necessary to identify and eliminate the most common attacks that impact organizations. Then the mapping provided in Appendix C can be used to identify the key job areas and tasks that are needed to carry out priority actions to increase t... | Cybersecurity-Workforce-Handbook.pdf |
DEFINE WORKFORCE REQUIREMENTS 35 ALIGNING THE WORKFORCE TO CYBERSECURITY STRATEGY It is no exaggeration to say that even in the highly-technical work of IT operations and cybersecurity, people are the most important factor. No enterprise can be secure without the right people, in the right places, with the right skills... | Cybersecurity-Workforce-Handbook.pdf |
DEFINE WORKFORCE REQUIREMENTS 36 For example, a front line supervisor may have administrative rights on a site within an online collaboration tool (such as Share Point), which means that the superviso r has greater responsibility over enterprise data (the content of the site) and systems (access privileges to the site)... | Cybersecurity-Workforce-Handbook.pdf |
DEFINE WORKFORCE REQUIREMENTS 37 Meanwhile, a typically much smaller c ybersecurity team is responsible for securing the information that encompasses corporate, partner, and customer data, across all networks, devices, software, and hard ware. For them, security and integrity are paramount. Both functional areas are cr... | Cybersecurity-Workforce-Handbook.pdf |
DEFINE WORKFORCE REQUIREMENTS 38 2. Encrypted data at rest and in motion 3. Use of firewalls 4. Intrusion prevention services 5. Web security monitoring and reporting 6. Data loss prevention 7. Lock-down of desktops, laptops, and mobile devices 8. Use of strong passwords with force d changes every 60 days 9. Classifica... | Cybersecurity-Workforce-Handbook.pdf |
DEFINE WORKFORCE REQUIREMENTS 39 As noted above, many of the roles which are essential to implementing Critical Con trols are those which perform functions related to architecture, resource planning and security analysis. These reflect a breadth of coverage, based on the KSA s which are necessary for Critical Controls ... | Cybersecurity-Workforce-Handbook.pdf |
DEFINE WORKFORCE REQUIREMENTS 40 CERTIFICATIONS One of the greatest challenges in managing the cybersecurity workforce today is a lack of clarity and consistency among the many professional certifications which exist in th e market. Cybersecurity remains a profession that has not yet matured to the degree of many other... | Cybersecurity-Workforce-Handbook.pdf |
DEFINE WORKFORCE REQUIREMENTS 41 Figure 9-Alignment of Select Certifications with Mission Critical Roles COMPETITIONS One of the best ways to identify talent is through hands-on competitions. Recognizing that cybersecurity talent is not always found in traditional academic sett ings, these competitions identify, assess... | Cybersecurity-Workforce-Handbook.pdf |
DEFINE WORKFORCE REQUIREMENTS 42 The Council is home to U. S. Cyber Challenge ( www. uscyberchallenge. org ), or USCC, which leverages an online gaming environment to qualify prospective camp attendees, who are then invited to a week-long in-person camp held at a partner university. There, campers receive formal instru... | Cybersecurity-Workforce-Handbook.pdf |
OUTLINE SOURCING PLAN 43 GENERAL CONSIDERATIONS Once the workforce requirements are understood, the enterprise must have a plan for how to source these roles. This process includes both outsourcing, in which external parties are the providers, and insourcing, in which necessary goods and services are deliberately purch... | Cybersecurity-Workforce-Handbook.pdf |
OUTLINE SOURCING PLAN 44 SOURCING STRATEGY Sourcing strategy, particularly for the workforce, is not a one-dimensional exercise. To make any outsourcing decision, an enterprise must first have a reliable inventory of the types of data it collects, a value assessment of that information, and knowledge of where it is sto... | Cybersecurity-Workforce-Handbook.pdf |
OUTLINE SOURCING PLAN 45 The following are conside rations for outsourcing various IT components: IT COMPONENT CONSIDERATIONS Website Development What is the track record of the products made by the provider? Have any of its pas t websites/products been hacked? Will it still have access to the logs/architecture of the ... | Cybersecurity-Workforce-Handbook.pdf |
OUTLINE SOURCING PLAN 46 understanding the changing business needs of the enterprise, sustaining effective liaison with the provider, and managing a smooth transition to and from outsourced IT systems. Outsourcing agreements should be periodically reevaluated to ensure compliance with changing legal and regulatory fram... | Cybersecurity-Workforce-Handbook.pdf |
DEPLOY THE WORKFORCE 47 DEPLOYING SCARCE RESOURCES FOR MAXIMUM IMPACT While it is imperative to define workforce requirements and determine the appropriate sourcing st rategy for essential functions, the deployment of these roles within the enterprise is also critical. A successful workforce plan ‒as defined by greates... | Cybersecurity-Workforce-Handbook.pdf |
DEPLOY THE WORKFORCE 48 The roles plotted in the Manpower Map are the 31 Specialty Areas of the NICE Framework, representing all functions within cybersecurity in general. The six roles highlighted in orange are thos e with the strongest linkage to implementing the First Five Quick Wins (as noted in Chapter 6). This ma... | Cybersecurity-Workforce-Handbook.pdf |
DEPLOY THE WORKFORCE 49 The intersection of the se two attributes yields a third dimension: the degree of specificity of KSA s, whi ch means how technically-sophisticated the role tends to be. The plotting of each role provides a relative sense of the deployment of roles within the organizational structure. Based on th... | Cybersecurity-Workforce-Handbook.pdf |
DEPLOY THE WORKFORCE 50 meantime, the Manpower Map serve s as a general reference for workforce planning and, more specifically, the deployment of the workforce within the enterprise. OPTIMIZING THE WORKFORCE As with any workforce, the performance and pro ductivity of the team depends on many factors, including leaders... | Cybersecurity-Workforce-Handbook.pdf |
MAINTAIN GOVERNANCE 51 GENERAL CONSIDERATIONS No enterprise-wide priority can be sustained over time, or be effectively implemented in the fi rst place, without leadership attention. Protecting data, systems and infrastructure is no exception. As highlighted in a recent paper sponsored by the National Association of Co... | Cybersecurity-Workforce-Handbook.pdf |
MAINTAI N GOVERNANCE 52 3. Leadership: As all leaders know, t he greatest asset of any organization is its people. If well led, carefully chosen, properly deployed, and enabled with the right authorities and tools, the cybersecurity workforce will repel threats, mitigate vulnerabilities and care for enterprise assets i... | Cybersecurity-Workforce-Handbook.pdf |
MAINTAI N GOVERNANCE 53 Strong culture will increase the adoption of good cyber hygiene, including use of strong, work-specific passwords. More often, gaining access to one password, preferably the network administrator's one, allows the malicious actor to reach the overall organization's database, including the passwo... | Cybersecurity-Workforce-Handbook.pdf |
MAINTAI N GOVERNANCE 54 Invest in training & development : The dynamic nature of cyber threats and the cybersecurity field require ongoing investment in the people who protect the enterprise. This ensures currency in tools, tactics, and procedures, and is typically less costly than hiring new e mployee s. It also suppo... | Cybersecurity-Workforce-Handbook.pdf |
CONCLUSION 55 CHALLENGES The effective management of a workforce oriented on improving en terprise cybersecurity is not an easy exercise, owing to many factors: Cybersecurity is a relatively new challenge; enterprises suffer from a lack of awareness or knowledge of what to do in the face of threats and vulnerabilities ... | Cybersecurity-Workforce-Handbook.pdf |
CONCLUSION 56 CHECKLIST To summarize, the following steps of the Workforce Management Cycle provide the means to managing the cybersecurity workforce : Understand threats and v ulnerabilities o Task 1: Build foundational knowledge o Task 2: Track emerging threats o Task 3: Share information o Task 4: Performance enterp... | Cybersecurity-Workforce-Handbook.pdf |
CONCLUSION 57 o Provide effective ongoing management of the workforce Maintain governance o Ensure senior leadership engagement o Build a security culture with an emphasis on cyber hygiene o Track progress and performance through measurable metrics From small start-ups to large multi-national corporations and federal g... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX A 58 This handbook is the result of a collaborative effort among many writers, reviewers and contributors convened by the Council on Cyber Security, including subject matter experts on the Roles & Controls panel (http://www. counciloncybersecurity. org/about-us/panels/ ). Writers Geoff Hancock Advanced Cyberse... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX B 59 INTRODUCTION The National Initiative for Cybersecurity Education (NICE) is a program of the National Instit ute of Standards and Technology (NIST), designed to address the shortage of qualified cybersecurity profession als in the nation's workforce. Specifically, the National Cybersecurity Workforce Frame... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX B 60 Figure B1-Framework Taxonomy and Degrees of S pecificit yxxiv MAPPING METHODOLOGY The KSA s, being the foundational units of the NICE Framework, were mapped to the Criti cal Controls. To map the KSA s to the Critical Controls, all 358 unique KSA s were listed regardless of role alignment. Following this l... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX B 61 THE RAW DATA Figure B2 below provides a summary display of the number of KSA s in a specialty a rea that align to each Critical Control, reflecting the aggregate raw data derived through the aforementioned process. Figure B2-NICE Framework to Critical Controls Raw Data Mapping The far left column lists th... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX B 62 level. The value in this row is not a sum of all the percentages in each specialty area for that category, rather they are the result of dividing the number of unique KSAs in that category that address the specific Critical Control by the total number of NICE KSAs associated with that Critical Control. Lo... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX B 63 OBSERVATIONS AND ANA LYSIS As the category totals show, the majority of Controls can be signi ficantly addr essed by implementing the NICE specialty a reas in the Securely Provision and Operate & Maintain categories. An obvious exception to this is Critical Control 5 (Malware Defenses), which appears to b... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX B 64 The specialty areas in the Operate and Maintain category have less overlap, but as a whole, this category addresses the largest percentage of KSAs, ac counting for 60% of the total. This su ggests that each specialty area is necessary to holistically address the KSAs necessary to implement the Critical Co... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX B 65 SPECIALTY AREAS WITH NO KSAS Of the 31 Specialty Areas contained in the NICE framework, seven do not have any KSAs associated with them. The seven Spe cialty Areas with no KSAs are: Collection Operations, Cyber Operations Planning, Cyber Operations, Threat Analysis, E xploitation Analysis, All Source Inte... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX B 66 Figure B6 -Final Heat Map NICE Categories NICE Specialty Areas 1-Inventory of Authorized and Unauthorized Devices 2-Inventory of Authrized and Unauthorized Software 3-Secure Configurations for Hardware and Software 4-Continuous Vulnerability Assessment and Remediation 5-Malware Defenses 6-Application Soft... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX C 67 The following is a by-Control analysis of workforce needs, based on the mapping of NICE Specialty Areas to Critical Controls presented in Appendix B. This section provides individual “tear sheets” for understanding which roles are necessary for implementing each Control, linking enterprise workforce plann... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX C 68 Critical Security Control 3: Secure Configurations for Hardware and Software on Mobile Devices, Laptops, Workstations, and Servers Establish, implement, and actively manage (track, report on, correct) the security configuration of laptops, servers, and wor kstations using a rigorous configuration manageme... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX C 69 3. Systems Security Architecture (Securely Provisio n), 15% ‒ Information Assurance (IA) Architect, Information Security Architect, Information Systems Security Engineer 4. Network Services (Operate and Maintain), 15% ‒ Cabling Technician, Network Designer, Network Engineer 5. Systems Requirement and Plan... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX C 70 1. Systems Security Architecture (Securely Provision), 26% ‒ Information Systems Security Engineer, Security Solutions Architect, Systems Security Analyst 2. Systems Development (Securely Provision), 24% ‒ Information Assurance (IA) Developer, Information Assurance (IA) Engineer, Information Assurance (IA... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX C 71 5. Systems Development (Securely Provision), 23% ‒ Information Assurance (IA) Developer, Information Assurance (IA) Engineer, Information Assurance (IA) Software Engineer Critical Security Control 11: Limitation and Control of Network Ports, Protocols, and Services Manage (track/control/correct) the ongoi... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX C 72 3. Network Services (Operate and Maintain), 20% ‒ Cabling Technician, Converged Network Engineer, Network Administrator 4. Systems Requirement and Planning (Securely Provis ion), 19% ‒ Human Factors Engineer, Requirements Analyst, Solutions Architect 5. Systems Development (Securely Provision), 18% ‒ Info... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX C 73 Highest aligned NICE Framework Specialty Areas with associated Job Titles 1. Systems Security Architecture (Securely Provision), 29% ‒ Information Assurance (IA) Architect, Systems Engineer, Systems Security Analyst 2. Systems Development (Securely Provision), 25% ‒ Information Assurance (IA) Developer, I... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX C 74 5. Systems Development (Securely Provision), 13% ‒ Information Assurance (IA) Developer, Information Assurance (IA) Engineer, Information Assurance (IA) Software Engineer Critical Security Control 19: Secure Network Engineering Make security an inherent attribute of the enterprise by specifying, designing... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX D 75 Aguilar, Luis A. 2014. "Boards of Directors, Corporate Governance and Cyber-Risks: Sharpening the Focus. " "Cyber Risks and the Boardroom" Conference. New York, New York, June 10. http://www. sec. gov/News/Speech/Detail/Speech/1370542057946#_edn12. Ashraf, Salman. 2005. Organization Need and Everyone's R... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX D 76 O'Connor, Clare. 2014. "Target CEO Gregg Steinhafel Resigns In Data Breach Fallout. " www. fo rbes. com. May 5. Accessed September 11, 2014. http://www. forbes. com/sites/clareoconnor/2014/05/05/target-ceo-gregg-steinhafel-resigns-in-wake-of-data-breach-fallout/. Ponemon Institute. 2012. 2012 Cost of Cyb... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX E 77 i Ponemon Institute. 2012. 2012 Cost of Cyber Crime S tudy: United States. Research Report, Ponemon Institute. ii National Institute of Standards and Technology. 2010. Guide for Applying the Risk Management Framework to Federal Information Systems. NIST Special Publication, NIST U. S. Cham ber of Commerc... | Cybersecurity-Workforce-Handbook.pdf |
APPENDIX E 78 xvii Spidalier i, Francesca and Sean Kern. 2014. Professionalizing Cybersecurity: A path to universal standards and status. Report, Newport, RI: Salve Regina University, Pell Center for International Relations and Public Policy. xviii Riley, Michael, Ben Elgin, Dune Lawrence, and Carol Matlack. 2014. Mis... | Cybersecurity-Workforce-Handbook.pdf |
©2014 Council on Cyber Security. All company and product names are the property of their respective owners. All rights reserved. | Cybersecurity-Workforce-Handbook.pdf |
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