CERT Resilience Management Model, Version 1.0

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IMC:SG5.SP3 Translate Experience to StrategyThe lessons learned from incident management are analyzed andtranslated into service and asset protection and continuitystrategies.144 | CMU/SEI-2010-TR-012
KNOWLEDGE AND INFORMATION MANAGEMENTOperationsPurposeThe purpose of Knowledge and Information Management is to establish and manage anappropriate level of controls to support the confidentiality, integrity, and availability of theorganization’s information, vital records, and intellectual property.Introductory NotesThe importance of information as an organizational asset continues to grow. The focus oforganizations has increasingly turned to intangible assets such that the ratio of tangibleassets to intangible assets continues to decrease. This supports the assertion thatinformation is one of the most—if not the most—high-value organizational assets. It is theraw material that is used by and created in services. The protection of this intellectual andenterprise capital—to ensure that it is available in the form intended for use in services—isthe focus of the Knowledge and Information Management process area.An information asset can be described as information or data that is of value to theorganization, including such diverse information as patient records, intellectual property, vitalbusiness records and contracts, and customer information. The unique aspect of informationassets is that they can exist in physical form (on paper, CDs, or other media) or electronicform (files, databases, on personal computers). The Knowledge and InformationManagement process area addresses the importance of information assets in the operationalresilience of services, as well as unique attributes specific to information assets such asthose described in Table 1.Table 1: Attributes of Information AssetsavailabilityconfidentialityintegrityprivacysensitivityFor an information asset, the quality of being accessible to authorized users (people,processes, or devices) whenever it is needed.For an information asset, the quality of being accessible only to authorized people,processes, and devices.For an information asset, the quality of being in the condition intended by the ownerand so continuing to be useful for the purposes intended by the owner.The assurance that information about an individual is disclosed only to people,processes, and devices authorized by that individual or permitted under privacy lawsand regulations.A measure of the degree to which an information asset must be protected based onthe consequences of its unauthorized access, modification, or disclosure.In this process area, information assets are prioritized according to their value in supportinghigh-value organizational services. Physical, technical, and administrative controls that keepinformation assets viable and sustainable are selected, implemented, and managed, and theeffectiveness of these controls is monitored. In addition, information asset risks are identifiedand mitigated in an attempt to prevent disruption where possible. Information is categorizedas to its organizational sensitivity, and considerations are made for the backup and storageof important information and vital records in case of loss or destruction, or to support theexecution of service continuity plans.145 | CMU/SEI-2010-TR-012
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CERT ® Resilience Management Model
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Table of ContentsPrefaceAbstractvix
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List of FiguresFigure 1: The Three
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List of TablesTable 1: Process Area
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AcknowledgementsThis report is the
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The effect of increased levels of c
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Part One: About the CERT ® Resilie
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1 IntroductionOperational resilienc
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experience, organizations often ask
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continuity management, and IT opera
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As a descriptive model, CERT-RMM fo
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Table 1:Process Areas in CERT-RMM a
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their ability to transform the way
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2 Understanding Key Concepts in CER
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Historically and often still today,
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Operational resilience addresses th
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esilience of services is key for mi
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Figure 7: Impact of Disrupted Asset
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owners are responsible for ensuring
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into the “security” function bu
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Figure 12: Software/System Asset Li
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3 Model ComponentsThis chapter intr
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Table 4:CERT-RMM Components by Cate
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Figure 15: A Specific Goal and Spec
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Figure 19: Summary of Major Model C
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Figure 20: Format of Model Componen
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4 Model RelationshipsSuccessful pro
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Figure 21: Relationships That Drive
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Asset Resilience ManagementEnvironm
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Part Two: Process Institutionalizat
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To reach a particular level, an org
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perform in the future. In CERT-RMM,
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names of the generic goals, except
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Generic Practice Related Process Ar
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Such objectives may be high-level a
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These four questions can be directl
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The purpose of the establishing pha
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CERT-RMM has a strong enterprise un
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Communications (COMM)—to institut
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Figure 31: Model Scope Options6.3.3
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Figure 33: CERT-RMM Targeted Improv
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Figure 34: Capability Level Ratings
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If the immediate or long-term impro
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ASSET DEFINITION AND MANAGEMENTEngi
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Specific Practices by GoalADM:SG1 E
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Facilities are any physical plant a
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Information AssetsBecause informati
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Ownership of assets typically varie
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ADM:SG2.SP2 Analyze Asset-Service D
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Organizational and operational cond
Page 105 and 106: Subpractices1. Establish governance
Page 107 and 108: ADM:GG2.GP3 Provide ResourcesProvid
Page 109 and 110: Refer to the Human Resource Managem
Page 111 and 112: ADM:GG2.GP6 Manage Work Product Con
Page 113 and 114: ADM:GG2.GP8 Monitor and Control the
Page 115 and 116: ADM:GG2.GP9 Objectively Evaluate Ad
Page 117 and 118: ADM:GG3.GP2 Collect Improvement Inf
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Page 121 and 122: COMMUNICATIONSEnterprisePurposeThe
Page 123 and 124: COMM:SG2 Prepare for Communications
Page 125 and 126: Related Process AreasA primary comp
Page 127 and 128: CONTROLS MANAGEMENTEngineeringPurpo
Page 129 and 130: The identification and implementati
Page 131 and 132: ENVIRONMENTAL CONTROLOperationsPurp
Page 133 and 134: EC:SG2 Protect Facility AssetsAdmin
Page 135 and 136: The relationship between services a
Page 137 and 138: EXTERNAL DEPENDENCIES MANAGEMENTOpe
Page 139 and 140: Related Process AreasThe establishm
Page 141 and 142: EXD:SG4 Manage External Entity Perf
Page 143 and 144: Related Process AreasVisible and ac
Page 145 and 146: HUMAN RESOURCE MANAGEMENTEnterprise
Page 147 and 148: Specific Practices by GoalHRM:SG1 E
Page 149 and 150: IDENTITY MANAGEMENTOperationsPurpos
Page 151 and 152: Summary of Specific Goals and Pract
Page 153 and 154: and associated services and require
Page 155: IMC:SG2.SP4 Analyze and Triage Even
Page 159 and 160: Specific Practices by GoalKIM:SG1 E
Page 161 and 162: MEASUREMENT AND ANALYSISProcessPurp
Page 163 and 164: MA:SG1.SP4 Specify Analysis Procedu
Page 165 and 166: supports and enables its monitoring
Page 167 and 168: ORGANIZATIONAL PROCESS DEFINITIONPr
Page 169 and 170: ORGANIZATIONAL PROCESS FOCUSProcess
Page 171 and 172: OPF:SG2.SP2 Implement Process Actio
Page 173 and 174: awareness program. Conduct Awarenes
Page 175 and 176: OTA:SG3.SP3 Establish Training Capa
Page 177 and 178: a steady stream of effective staff
Page 179 and 180: RISK MANAGEMENTEnterprisePurposeThe
Page 181 and 182: RISK:SG2 Establish Risk Parameters
Page 183 and 184: RESILIENCE REQUIREMENTS DEVELOPMENT
Page 185 and 186: egularly analyzing the requirements
Page 187 and 188: RESILIENCE REQUIREMENTS MANAGEMENTE
Page 189 and 190: RRM:SG1.SP4 Maintain Traceability o
Page 191 and 192: The functional aspects of software
Page 193 and 194: Monitoring for events, incidents, a
Page 195 and 196: SERVICE CONTINUITYEngineeringPurpos
Page 197 and 198: Summary of Specific Goals and Pract
Page 199 and 200: SC:SG5 Exercise Service Continuity
Page 201 and 202: organization, the organization must
Page 203 and 204: TM:SG4.SP3 Perform Change Control a
Page 205 and 206: them to determine if breakdowns in
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Appendix A: Generic Goals and Pract
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Subpractices1. Establish governance
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GG2.GP3 Provide ResourcesProvide ad
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Subpractices1. Identify process ski
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GG2.GP8 Monitor and Control the Pro
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performing of the process can be ma
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Appendix B: Targeted Improvement Ro
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Required CERT-RMM Process AreasCate
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Process AreasRisk ManagementResilie
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Glossary of TermsThis document cont
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Asset-level resilience requirements
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Communications stakeholderA person
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Critical success factorsThe key are
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External dependencyAn external depe
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Identity registrationThe process of
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Key control indicatorsOrganizationa
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Operational riskThe potential impac
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PeopleAll staff, both internal and
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ProvisioningThe process of assignin
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Resilient Technical Solution Engine
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SensitivityA measure of the degree
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Technical controlA type of technica
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Acronyms and InitialismsADMAsset De
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EUDPDEuropean Union Data Protection
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OPFOrganizational Process Focus (pr
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ReferencesURLs are valid as of the
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REPORT DOCUMENTATION PAGEForm Appro
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