CERT Resilience Management Model, Version 1.0

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RRMResilience Requirements Management (process area)RTOrecovery time objectiveRTSEResilient Technical Solution Engineering (process area)SAMMSoftware Assurance Maturity ModelSCService Continuity (process area)SCADAsupervisory control and data acquisitionSCAMPIStandard CMMI Appraisal Method for Process ImprovementSEISoftware Engineering InstituteSGspecific goalSLAservice level agreementSOXSarbanes-Oxley ActSPspecific practiceTMTechnology Management (process area)US-CERTUnited States Computer Emergency Readiness TeamVARVulnerability Analysis and Resolution (process area)244 | CMU/SEI-2010-TR-012
ReferencesURLs are valid as of the publication date of this document.[Allen 2004]Allen, J.; et al. Best in Class Security and Operations Roundtable Report (CMU/SEI-2004-SR-002). Software Engineering Institute, Carnegie Mellon University, 2004. Available upon requestfrom info@sei.cmu.edu.[Alberts 1999]Alberts, C. J.; Behrens, S. G.; Pethia, R. D., & Wilson, W. Operationally Critical Threat, Asset,and Vulnerability Evaluation (OCTAVE) Framework, Version 1.0 (CMU/SEI-99-TR-017).Software Engineering Institute, Carnegie Mellon University, 1999.http://www.sei.cmu.edu/library/abstracts/reports/99tr017.cfm[Caralli 2004]Caralli, R. A. Managing for Enterprise Security (CMU/SEI-2004-TN-046). Software EngineeringInstitute, Carnegie Mellon University, 2004.http://www.sei.cmu.edu/library/abstracts/reports/04tn046.cfm[Caralli 2006]Caralli, R. A. Sustaining Operational Resiliency: A Process Improvement Approach to SecurityManagement (CMU/SEI-2006-TN-009). Software Engineering Institute, Carnegie MellonUniversity, 2006. http://www.sei.cmu.edu/library/abstracts/reports/06tn009.cfm[Caralli 2007]Caralli, R. A.; et al. Introducing the CERT Resiliency Engineering Framework: Improving theSecurity and Sustainability Processes (CMU/SEI-2007-TR-009). Software Engineering Institute,Carnegie Mellon University, 2007. http://www.sei.cmu.edu/library/abstracts/reports/07tr009.cfm[CMMI Product Team 2006]CMMI Product Team. CMMI for Development, Version 1.2 (CMU/SEI-2006-TR-008). SoftwareEngineering Institute, Carnegie Mellon University, 2006.http://www.sei.cmu.edu/library/abstracts/reports/06tr008.cfm[CMMI Product Team 2009]CMMI Product Team. CMMI for Services, Version 1.2 (CMU/SEI-2009-TR-001). SoftwareEngineering Institute, Carnegie Mellon University, 2009.http://www.sei.cmu.edu/library/abstracts/reports/09tr001.cfm[Deming 2000]Deming, W. E. Out of the Crisis. MIT Press, 2000.245 | 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
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Subpractices1. Establish governance
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ADM:GG2.GP3 Provide ResourcesProvid
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Refer to the Human Resource Managem
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ADM:GG2.GP6 Manage Work Product Con
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ADM:GG2.GP8 Monitor and Control the
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ADM:GG2.GP9 Objectively Evaluate Ad
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ADM:GG3.GP2 Collect Improvement Inf
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access controls current and reflect
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COMMUNICATIONSEnterprisePurposeThe
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COMM:SG2 Prepare for Communications
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Related Process AreasA primary comp
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CONTROLS MANAGEMENTEngineeringPurpo
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The identification and implementati
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ENVIRONMENTAL CONTROLOperationsPurp
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EC:SG2 Protect Facility AssetsAdmin
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The relationship between services a
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EXTERNAL DEPENDENCIES MANAGEMENTOpe
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Related Process AreasThe establishm
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EXD:SG4 Manage External Entity Perf
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Related Process AreasVisible and ac
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HUMAN RESOURCE MANAGEMENTEnterprise
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Specific Practices by GoalHRM:SG1 E
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IDENTITY MANAGEMENTOperationsPurpos
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Summary of Specific Goals and Pract
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and associated services and require
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IMC:SG2.SP4 Analyze and Triage Even
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KNOWLEDGE AND INFORMATION MANAGEMEN
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Specific Practices by GoalKIM:SG1 E
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MEASUREMENT AND ANALYSISProcessPurp
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MA:SG1.SP4 Specify Analysis Procedu
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supports and enables its monitoring
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ORGANIZATIONAL PROCESS DEFINITIONPr
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ORGANIZATIONAL PROCESS FOCUSProcess
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OPF:SG2.SP2 Implement Process Actio
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awareness program. Conduct Awarenes
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OTA:SG3.SP3 Establish Training Capa
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a steady stream of effective staff
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RISK MANAGEMENTEnterprisePurposeThe
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RISK:SG2 Establish Risk Parameters
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RESILIENCE REQUIREMENTS DEVELOPMENT
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egularly analyzing the requirements
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RESILIENCE REQUIREMENTS MANAGEMENTE
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RRM:SG1.SP4 Maintain Traceability o
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The functional aspects of software
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Monitoring for events, incidents, a
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SERVICE CONTINUITYEngineeringPurpos
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Summary of Specific Goals and Pract
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SC:SG5 Exercise Service Continuity
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organization, the organization must
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TM:SG4.SP3 Perform Change Control a
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Page 207 and 208: Appendix A: Generic Goals and Pract
Page 209 and 210: Subpractices1. Establish governance
Page 211 and 212: GG2.GP3 Provide ResourcesProvide ad
Page 213 and 214: Subpractices1. Identify process ski
Page 215 and 216: GG2.GP8 Monitor and Control the Pro
Page 217 and 218: performing of the process can be ma
Page 219 and 220: Appendix B: Targeted Improvement Ro
Page 221 and 222: Required CERT-RMM Process AreasCate
Page 223 and 224: Process AreasRisk ManagementResilie
Page 225 and 226: Glossary of TermsThis document cont
Page 227 and 228: Asset-level resilience requirements
Page 229 and 230: Communications stakeholderA person
Page 231 and 232: Critical success factorsThe key are
Page 233 and 234: External dependencyAn external depe
Page 235 and 236: Identity registrationThe process of
Page 237 and 238: Key control indicatorsOrganizationa
Page 239 and 240: Operational riskThe potential impac
Page 241 and 242: PeopleAll staff, both internal and
Page 243 and 244: ProvisioningThe process of assignin
Page 245 and 246: Resilient Technical Solution Engine
Page 247 and 248: SensitivityA measure of the degree
Page 249 and 250: Technical controlA type of technica
Page 251 and 252: Acronyms and InitialismsADMAsset De
Page 253 and 254: EUDPDEuropean Union Data Protection
Page 255: OPFOrganizational Process Focus (pr
Page 259: REPORT DOCUMENTATION PAGEForm Appro
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