CERT Resilience Management Model, Version 1.0

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Figure 20, continuedReferenceExample blockTypical workproductsSubpracticesNoteReferencesGeneric subpracticeelaboration40 | CMU/SEI-2010-TR-012
4 Model RelationshipsSuccessful process improvement efforts align with and help to accomplish business and strategicobjectives. Otherwise, there is no reason for the organization to invest in improving processes.Business and strategic objectives may either reflect the organization’s critical success factors (toimprove sales volume), compliance regulations (to meet stricter information privacy rules), oreven to address a continuing issue or challenge for the organization (to prevent further databreaches). These objectives should drive how you use model-based process improvementmethods, techniques, and tools, including CERT-RMM.CERT-RMM in its entirety looks ominous at first glance. One reason for this is that operationalresilience management encompasses many disciplines and practices. Another reason is thatCERT-RMM provides extensive elaborative material to help you make practical use of the model.Once you understand the relationships in the model—and you are able to connect these with yourown operational resilience management processes—the CERT-RMM processes that are mostrelevant to you will be fairly easy to identify and adopt.There are two types of relationships that are useful to understand as you become familiar with themodel. The model view helps you to understand the model from an architectural perspective. Theway that process areas are grouped provides perspective on the area of operational resiliencemanagement that those process areas are intended to support. The objective view helps you see themodel through relationships that support a particular objective and what you want to accomplish.For example, if your objective is to improve the management of vulnerabilities to high-valueinformation assets, the objective view links together the process areas that would satisfy thisobjective. Because CERT-RMM allows you to develop an approach to improvement thataddresses specific objectives, understanding each of these types of relationships can also beimportant in helping you develop meaningful targeted improvement roadmaps, as discussed inSection 6.3.Understanding the key relationships that exist among CERT-RMM process areas aids youradoption and application of the model. For this reason, each process area references other processareas, and details the nature of the relationships between them. These references can be found inthe “Related Process Areas” section of each process area in Part Three.In this section we describe the model views and provide two visual examples of how CERT-RMM process areas relate to each other to accomplish a common objective. As the modelcontinues to be used and adopted, additional objectives and relationships will be developed anddescribed.4.1 The Model ViewThe model view simply arranges the process areas by process category. Process areas in eachcategory share common characteristics that form the foundational architecture of the model.41 | CMU/SEI-2010-TR-012
Page 1 and 2: CERT ® Resilience Management Model
Page 3 and 4: Table of ContentsPrefaceAbstractvix
Page 5 and 6: List of FiguresFigure 1: The Three
Page 7 and 8: List of TablesTable 1: Process Area
Page 9 and 10: AcknowledgementsThis report is the
Page 11 and 12: The effect of increased levels of c
Page 13 and 14: Part One: About the CERT ® Resilie
Page 15 and 16: 1 IntroductionOperational resilienc
Page 17 and 18: experience, organizations often ask
Page 19 and 20: continuity management, and IT opera
Page 21 and 22: As a descriptive model, CERT-RMM fo
Page 23 and 24: Table 1:Process Areas in CERT-RMM a
Page 25 and 26: their ability to transform the way
Page 27 and 28: 2 Understanding Key Concepts in CER
Page 29 and 30: Historically and often still today,
Page 31 and 32: Operational resilience addresses th
Page 33 and 34: esilience of services is key for mi
Page 35 and 36: Figure 7: Impact of Disrupted Asset
Page 37 and 38: owners are responsible for ensuring
Page 39 and 40: into the “security” function bu
Page 41 and 42: Figure 12: Software/System Asset Li
Page 43 and 44: 3 Model ComponentsThis chapter intr
Page 45 and 46: Table 4:CERT-RMM Components by Cate
Page 47 and 48: Figure 15: A Specific Goal and Spec
Page 49 and 50: Figure 19: Summary of Major Model C
Page 51: Figure 20: Format of Model Componen
Page 55 and 56: Figure 21: Relationships That Drive
Page 57 and 58: Asset Resilience ManagementEnvironm
Page 63 and 64: Part Two: Process Institutionalizat
Page 65 and 66: To reach a particular level, an org
Page 67 and 68: perform in the future. In CERT-RMM,
Page 69 and 70: names of the generic goals, except
Page 71 and 72: Generic Practice Related Process Ar
Page 73 and 74: Such objectives may be high-level a
Page 75 and 76: These four questions can be directl
Page 77 and 78: The purpose of the establishing pha
Page 79 and 80: CERT-RMM has a strong enterprise un
Page 81 and 82: Communications (COMM)—to institut
Page 83 and 84: Figure 31: Model Scope Options6.3.3
Page 85 and 86: Figure 33: CERT-RMM Targeted Improv
Page 87 and 88: Figure 34: Capability Level Ratings
Page 89 and 90: If the immediate or long-term impro
Page 91 and 92: ASSET DEFINITION AND MANAGEMENTEngi
Page 93 and 94: Specific Practices by GoalADM:SG1 E
Page 95 and 96: Facilities are any physical plant a
Page 97 and 98: Information AssetsBecause informati
Page 99 and 100: Ownership of assets typically varie
Page 101 and 102: 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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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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