Commitment To Continual Improvements

Description

Mechanisms exist to commit appropriate resources needed for continual improvement of the organization's Security, Compliance & Resilience Program (SCRP), including:
(1) Staffing;
(2) Budget;
(3) Processes; and
(4) Technologies.

Possible Solutions & Considerations

Micro-Small Business (<10 staff) / BLS Firm Size Classes 1-2

∙ Document budget/staffing commitments in a written plan

Small Business (10-49 staff) / BLS Firm Size Classes 3-4

∙ Annual review of security budget and staffing needs
∙ Written improvement roadmap

Medium Business (50-249 staff) / BLS Firm Size Classes 5-6

∙ Formal SCRP improvement plan with defined budget
∙ Annual steering committee review of progress

Large Business (250-999 staff) / BLS Firm Size Classes 7-8

∙ Formal Security Program roadmap with dedicated budget
∙ Quarterly steering committee reviews
∙ KPIs and metrics tracking

Enterprise (> 1,000 staff) / BLS Firm Size Class 9

∙ Enterprise security program roadmap
∙ Board-approved cybersecurity budget
∙ Dedicated GRC team for continual improvement tracking
∙ Metrics dashboard for program maturity

SCR-CMM

Level 0 Not Performed

Practices are non-existent, based on the inability to demonstrate an implemented and operational capability. A reasonable person would conclude the control is not being performed.

Level 1 Performed Informally

Cybersecurity & Data Protection Governance (GOV) domain capabilities are ad hoc and inconsistent. Capability criteria associated with this control may include:
▪ Policies, standards & procedures associated with GOV domain capabilities provide limited coverage due to the depth and breadth of the existing documentation.
▪ Governance-related activities are decentralized (e.g., a localized/regionalized function) and uses non-standardized methods to implement secure, resilient and compliant practices.
▪ No formal Governance, Risk & Compliance (GRC) team exists. GRC roles are assigned to existing IT/cybersecurity personnel.
▪ Cybersecurity and data protection governance is informally assigned as an additional duty to existing IT/cybersecurity personnel.
▪ Organizational leadership maintains an informal process to review and respond to observed trends.

Level 2 Planned Tracked

Cybersecurity & Data Protection Governance (GOV) capabilities are requirements-driven, but are not standardized across the entity (e.g., local/regional level consistency). Capability criteria associated with this control reasonably expect the following criteria to exist:
▪ Policies and standards associated with GOV domain capabilities are formally documented and centrally-managed by the entity.
▪ Standardized Operating Procedures (SOP) associated with GOV domain capabilities are documented and maintained by process owners.
▪ IT and/or cybersecurity personnel work with business stakeholders and process owners to appropriately scope and reasonably implement cybersecurity and data protection controls associated with GOV domain capabilities to address applicable statutory, regulatory and/or contractual requirements for Technology Assets, Applications, Services and/or Data (TAASD).
▪ Governance-related controls are primarily administrative and preventative in nature (e.g., policies, standards and procedures & guidelines).
▪ No formal Governance, Risk & Compliance (GRC) team exists. GRC roles are assigned to existing IT and/or cybersecurity personnel.

Level 3 Well Defined

Project & Resource Management (PRM) capabilities are standardized across the entity for applicability to People, Processes, Technologies, Data and/or Facilities (PPTDF) to ensure consistency for Technology Assets, Applications, Services and/or Data (TAASD). Capability criteria associated with this control reasonably expect the following criteria to exist:
▪ Policies and standards associated with PRM domain capabilities are formally documented and centrally-managed by the entity's Governance, Risk & Compliance (GRC) team, or similar function.
▪ Standardized Operating Procedures (SOP) associated with PRM domain capabilities are well-documented and kept current by process owners.
▪ A Project Management Office (PMO), or similar function, is appropriately staffed and supported to implement and maintain PRM domain capabilities.
▪ Technology is leveraged to enhance the efficiency and accuracy of project and resource management operations (e.g., project management solution).
▪ The entity's Governance, Risk & Compliance (GRC) team, or similar function, works with business stakeholders and process owners to appropriately scope and reasonably implement cybersecurity and data protection controls associated with PRM domain capabilities to address Minimum Compliance Requirements (MCR) (e.g., applicable statutory, regulatory and/or contractual requirements) and Discretionary Security Requirements (DSR) (e.g., entity-required controls).
▪ The Chief Information Officer (CIO), or similar function, analyzes the organization's business strategy and prioritizes the objectives and resourcing of the security function, based on broader business requirements.
▪ Appropriate resources needed for continual improvement of the organization's Security, Compliance & Resilience Program (SCRP), including:
(1) Staffing;
(2) Budget;
(3) Processes; and
(4) Technologies.

Level 4 Quantitatively Controlled

Utilize SCR-CMM Level 3 criteria definitions:
▪ There are no defined Level 4 criteria, since it is reasonable to assume a quantitatively-controlled process is not necessary to operationalize this control.
▪ While it may be possible to develop “metrics-driven” capabilities for this control, the criteria would be organization-specific to define.

Level 5 Continuously Improving

Utilize SCR-CMM Level 3 or Level 4 (if available) criteria definitions:
▪ There are no defined Level 5 criteria, since it is reasonable to assume a continuously-improving process is not necessary to operationalize this control.
▪ Level 5 capabilities should be considered “world-class” where the control builds on Level 4 capabilities, but are continuously improving through Artificial Intelligence (AI) and/or Machine Learning (ML) technologies.
▪ While it may be possible to develop responsive capabilities for this control through the use of AI and/or ML technologies, the criteria would be organization-specific to define.

1. Ħarsa ġenerali

Titlu	Standard

1.1 Referenzi

1.2 Rekwiżiti identifikati

1.3 Regolamenti relatati

2. Rekwiżiti identifikati

Rekwiżiti
Sors	Rekwiżit

3. Regolamenti relatati

Regolamenti
Sors	Regolamentazzjoni

Kwistjonijiet marbuta

Links
Tip ta’ link	Kwistjoni
is related to	Annual
is related to	relative Control Weighting = 07
is related to	Process
is related to	Govern
is related to	SCRM Focus Tier 1 STRATEGIC
is related to	SCRM Focus Tier 2 OPERATIONAL
blocks	Business / Service Interruption
blocks	Reduced Operational Productivity
blocks	Regulatory / Legal / Contractual Financial Liability
blocks	Failure to Achieve Strategic / Mission Objectives
blocks	Failure to Support Business / Mission Objectives
blocks	Unaddressed Security / Compliance Exposure
blocks	Unperformed / Unowned Control Responsibilities
blocks	Uncontrolled Internal Security / Privacy Exposure
blocks	Lack of oversight of internal controls
blocks	Inability to Demonstrate Due Diligence / Due Care
blocks	Unreliable Assurance / Decision Information
blocks	Recovery Failure / Unacceptable Recovery Delay
blocks	Concentration / Single-Point Dependency Failure
blocks	Lack of a security-minded workforce
blocks	Loss of Critical Knowledge / Capability
blocks	Drought & Water Shortage
blocks	Earthquakes
blocks	Fire & Wildfires
blocks	Floods
blocks	Hurricanes & Tropical Storms
blocks	Landslides & Debris Flow
blocks	Pandemic (Disease) Outbreaks
blocks	Severe Weather
blocks	Space Weather
blocks	Thunderstorms & Lightning
blocks	Tornadoes
blocks	Tsunamis
blocks	Volcanoes
blocks	Winter Storms & Extreme Cold
blocks	Dysfunctional Management Practices
blocks	Human Error
blocks	Statutory / Regulatory / Contractual Change
blocks	Fraud, Corruption and/or Intentional Criminal Conduct
blocks	Conflict of Interest (COI) / Undue Influence / Insider Misconduct
blocks	Economic Shock / Market Disruption
blocks	Workforce Shortage / Loss of Critical Skills / Labor Disruption
is blocked by	PRM-05.1 Commitment To Continual Improvements – Assessment Procedure

Secure Controls Framework -
The Secure Controls Framework® (SCF)

"The SCF is the Common Controls Framework™ (CCF), the world's most comprehensive cybersecurity and data privacy metaframework - it is also free to use. The entire concept is building secure, compliant and resilient capabilities in the most efficient and cost-effective manner possible.

The SCF is more than just a unified control catalog, since its included content creates a playbook for Governance, Risk & Compliance (GRC) capabilities. Used globally by organizations of every size, the SCF is a robust and scalable solution for security, compliance and resilience controls. As a comprehensive security framework, the SCF maps 1,400+ controls across 200+ laws, regulations, and industry frameworks so you can implement once and comply everywhere.

Like it or not, cybersecurity is a protracted war on an asymmetric battlefield, where the threats are everywhere and as defenders we have to make the effort to work together to help improve cybersecurity and data privacy practices, since we all suffer when massive data breaches occur or when cyber attacks have physical impacts. Hackers share information on attack methods with other hackers, so why shouldn’t the good guys share information on how to best protect an organization? We decided to take action and make a difference, since we feel it is too important to wait for someone else to fix the problems that exist.

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