+Defined Roles & Responsibilities
---+Assigned Roles & Responsibilities Awareness

Defined Roles & Responsibilities

Description

Mechanisms exist to define cybersecurity roles & responsibilities for all personnel.

Possible Solutions & Considerations

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

∙ NIST NICE cybersecurity workforce framework alignment
∙ Responsible, Accountable, Supporting, Consulted and Informed (RASCI) matrix

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

∙ NIST NICE cybersecurity workforce framework alignment
∙ Responsible, Accountable, Supporting, Consulted and Informed (RASCI) matrix

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

∙ NIST NICE cybersecurity workforce framework alignment
∙ Responsible, Accountable, Supporting, Consulted and Informed (RASCI) matrix

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

∙ NIST NICE cybersecurity workforce framework alignment
∙ Responsible, Accountable, Supporting, Consulted and Informed (RASCI) matrix

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

∙ NIST NICE cybersecurity workforce framework alignment
∙ Responsible, Accountable, Supporting, Consulted and Informed (RASCI) matrix

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

Human Resources Security (HRS) domain capabilities are ad hoc and inconsistent. Capability criteria associated with this control may include:
▪ Policies, standards & procedures associated with HRS domain capabilities provide limited coverage due to the depth and breadth of the existing documentation.
▪ Personnel management-related activities are decentralized (e.g., a localized/regionalized function) and uses non-standardized methods to implement secure, resilient and compliant practices.
▪ The Human Resources (HR) department provides guidance on secure HR practices for hiring, retaining and terminating employees, contractors and other personnel that work on behalf of the organization.
▪ Formal roles and responsibilities for cybersecurity and/or data protection are not consistent and/or standardized.

Level 2 Planned Tracked

Human Resources Security (HRS) 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 HRS domain capabilities are formally documented and centrally-managed by the entity.
▪ Standardized Operating Procedures (SOP) associated with HRS 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 HRS domain capabilities to address applicable statutory, regulatory and/or contractual requirements for Technology Assets, Applications, Services and/or Data (TAASD).
▪ Personnel management-related controls are primarily administrative and preventative in nature (e.g., policies, standards and procedures & guidelines).
▪ Personnel management is decentralized at a localized/regionalized function, where there are non-standardized methods to govern personnel matters across the organization.
▪ Localized HR practices are implemented for hiring, managing, training, investigating and terminating employees, contractors and other personnel that work on behalf of the organization.

Level 3 Well Defined

Human Resources Security (HRS) 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 HRS 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 HRS domain capabilities are well-documented and kept current by process owners.
▪ A Human Resources (HR) team, or similar function, is appropriately staffed and supported to implement and maintain HRS domain capabilities.
▪ Technology is leveraged to enhance the efficiency and accuracy of human resources security operations (e.g., personnel management software 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 HRS 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).
▪ An implemented and operational capability exists to define cybersecurity roles & responsibilities for all personnel.

Level 4 Quantitatively Controlled

Human Resources Security (HRS) capabilities, in addition to being standardized across the entity and centrally managed to ensure consistency across Technology Assets, Applications, Services and/or Data (TAASD), efforts are metrics driven to provide sufficient insight for decision makers to predict optimal performance, ensure continued operations and/or identify areas for improvement. Capability criteria associated with this control reasonably expect the following criteria to exist:
▪ Applicable SCR-CMM Level 3 (Well Defined) capabilities are implemented and operational.
▪ Metrics reporting includes quantitative analysis of Key Performance Indicators (KPIs).
▪ Metrics reporting includes quantitative analysis of Key Risk Indicators (KRIs).
▪ Scope of metrics, KPIs and KRIs covers organization-wide cybersecurity and data protection controls, including functions performed by third-parties.
▪ Organizational leadership maintains a formal process to objectively review and respond to metrics, KPIs and KRIs (e.g., monthly or quarterly review).
▪ Based on metrics analysis, process improvement recommendations are submitted for review and are handled in accordance with change control processes.
▪ Business and technical stakeholders are involved in reviewing and approving proposed changes to evolve capabilities.

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. Przegląd

Assigned Roles & Responsibilities Awareness

Description

Mechanisms exist to communicate with users about their roles and responsibilities to maintain a safe and secure working environment.

Possible Solutions & Considerations

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

∙ Formal onboarding training
∙ Acceptable Use / Rules of Behavior (RoB)

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

∙ Formal onboarding training
∙ Acceptable Use / Rules of Behavior (RoB)

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

∙ Formal onboarding training
∙ Acceptable Use / Rules of Behavior (RoB)

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

∙ Formal onboarding training
∙ Acceptable Use / Rules of Behavior (RoB)

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

∙ Formal onboarding training
∙ Acceptable Use / Rules of Behavior (RoB)

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

SCR-CMM Level 1 criteria definitions are not available for this control:
▪ A reasonable person would conclude this control requires a structured process.
▪ At this level of maturity, the "ad hoc" nature of performing a capability informally would indicate the intent of the control is not met due to a lack of consistency and formality.

Level 2 Planned Tracked

Human Resources Security (HRS) 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 HRS domain capabilities are formally documented and centrally-managed by the entity.
▪ Standardized Operating Procedures (SOP) associated with HRS 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 HRS domain capabilities to address applicable statutory, regulatory and/or contractual requirements for Technology Assets, Applications, Services and/or Data (TAASD).
▪ Personnel management-related controls are primarily administrative and preventative in nature (e.g., policies, standards and procedures & guidelines).
▪ Personnel management is decentralized at a localized/regionalized function, where there are non-standardized methods to govern personnel matters across the organization.
▪ Localized HR practices are implemented for hiring, managing, training, investigating and terminating employees, contractors and other personnel that work on behalf of the organization.

Level 3 Well Defined

Human Resources Security (HRS) 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 HRS 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 HRS domain capabilities are well-documented and kept current by process owners.
▪ A Human Resources (HR) team, or similar function, is appropriately staffed and supported to implement and maintain HRS domain capabilities.
▪ Technology is leveraged to enhance the efficiency and accuracy of human resources security operations (e.g., personnel management software 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 HRS 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).
▪ An implemented and operational capability exists to communicate with users about their roles and responsibilities to maintain a safe and secure working environment.

Level 4 Quantitatively Controlled

Human Resources Security (HRS) capabilities, in addition to being standardized across the entity and centrally managed to ensure consistency across Technology Assets, Applications, Services and/or Data (TAASD), efforts are metrics driven to provide sufficient insight for decision makers to predict optimal performance, ensure continued operations and/or identify areas for improvement. Capability criteria associated with this control reasonably expect the following criteria to exist:
▪ Applicable SCR-CMM Level 3 (Well Defined) capabilities are implemented and operational.
▪ Metrics reporting includes quantitative analysis of Key Performance Indicators (KPIs).
▪ Metrics reporting includes quantitative analysis of Key Risk Indicators (KRIs).
▪ Scope of metrics, KPIs and KRIs covers organization-wide cybersecurity and data protection controls, including functions performed by third-parties.
▪ Organizational leadership maintains a formal process to objectively review and respond to metrics, KPIs and KRIs (e.g., monthly or quarterly review).
▪ Based on metrics analysis, process improvement recommendations are submitted for review and are handled in accordance with change control processes.
▪ Business and technical stakeholders are involved in reviewing and approving proposed changes to evolve capabilities.

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.

1.1 Odwołania

1.2 Zidentyfikowane wymagania

1.3 Powiązane regulacje

2. Zidentyfikowane wymagania

Wymagania

3. Powiązane regulacje

Regulacje
EULAW Artykuł 2 Ogólne elementy polityk, procedur, protokołów i narzędzi w zakresie bezpieczeństwa ICT
-
EULAW Artykuł 15 Zarządzanie projektami ICT
-
EULAW Artykuł 17 Zarządzanie zmianą w systemach ICT
-
EULAW Artykuł 19 Polityka kadrowa

Artykuł 19

Polityka kadrowa

Podmioty finansowe uwzględniają w swojej polityce kadrowej lub innych odpowiednich politykach wszystkie następujące elementy związane z bezpieczeństwem ICT:

a) 

określenie i powierzenie wszelkich szczególnych obowiązków w zakresie bezpieczeństwa ICT;

b) 

zobowiązanie pracowników podmiotu finansowego i zewnętrznych dostawców usług ICT korzystających z zasobów ICT podmiotu finansowego lub uzyskujących dostęp do tych zasobów do:

(i) 

zaznajomienia się z politykami, procedurami i protokołami podmiotu finansowego w zakresie bezpieczeństwa ICT i przestrzegania tych polityk, procedur i protokołów;

(ii) 

dysponowania wiedzą na temat kanałów dokonywania zgłoszeń ustanowionych przez podmiot finansowy na potrzeby wykrywania nietypowych zachowań, uwzględniając, w stosownych przypadkach, kanały dokonywania zgłoszeń ustanowione zgodnie z dyrektywą Parlamentu Europejskiego i Rady (UE) 2019/1937 ( 1 );

(iii) 

w przypadku pracowników, po rozwiązaniu stosunku pracy – zwrócenia podmiotowi finansowemu wszystkich zasobów ICT oraz materialnych zasobów informacyjnych znajdujących się w ich posiadaniu i będących własnością podmiotu finansowego.
EULAW Artykuł 21 Kontrola dostępu

Artykuł 21

Kontrola dostępu

W ramach przeprowadzanej przez siebie kontroli praw zarządzania dostępem podmioty finansowe opracowują, dokumentują i wdrażają politykę obejmującą wszystkie poniższe elementy:

a) 

przyznawanie praw dostępu do zasobów ICT zgodnie z zasadami wiedzy koniecznej, potrzeby koniecznej i minimalizacji uprawnień, w tym również w kontekście dostępu zdalnego i dostępu awaryjnego;

b) 

podział obowiązków w taki sposób, aby zapobiegać nieuprawnionemu dostępowi do danych krytycznych lub przeciwdziałać przyznawaniu praw dostępu, których połączenie może umożliwiać obchodzenie kontroli;

c) 

uregulowanie kwestii rozliczalności użytkowników poprzez jak największe ograniczenie możliwości korzystania z generycznych i współdzielonych kont użytkownika oraz umożliwienie każdorazowego przyporządkowania działań podejmowanych w systemach ICT do konkretnych użytkowników;

d) 

uregulowanie kwestii ograniczeń dostępu do zasobów ICT oraz ustanowienie kontroli i narzędzi służących zapobieganiu nieuprawnionemu dostępowi;

e) 

procedury zarządzania kontem umożliwiające udzielanie, zmianę lub cofanie praw dostępu do kont użytkownika i kont generycznych, uwzględniając generyczne konta administratora, a także regulujące wszystkie poniższe kwestie:

(i) 

podział ról i obowiązków w zakresie przyznawania, przeglądu i cofania praw dostępu;

(ii) 

udzielanie dostępu uprzywilejowanego, dostępu awaryjnego i dostępu administratora do wszystkich systemów ICT na zasadzie potrzeby koniecznej lub na zasadzie ad hoc;

(iii) 

niezwłoczne cofanie praw dostępu po rozwiązaniu stosunku pracy lub po ustaniu okoliczności uzasadniających przyznanie dostępu;

(iv) 

aktualizowanie praw dostępu w przypadku konieczności wprowadzenia zmian i przynajmniej raz do roku w odniesieniu do wszystkich systemów ICT niebędących systemami ICT obsługującymi krytyczne lub istotne funkcje, a w odniesieniu do systemów ICT wspierających krytyczne lub istotne funkcje – przynajmniej raz na 6 miesięcy;

f) 

metody uwierzytelniania, w tym wszystkie poniższe elementy:

(i) 

stosowanie metod uwierzytelniania współmiernych do klasyfikacji ustanowionej zgodnie z art. 8 ust. 1 rozporządzenia (UE) 2022/2554 i do ogólnego profilu ryzyka zasobów ICT, przy należytym uwzględnieniu wiodących praktyk branżowych;

(ii) 

stosowanie solidnych metod uwierzytelniania zgodnie z wiodącymi praktykami i technikami branżowymi w zakresie zdalnego dostępu do sieci podmiotu finansowego, dostępu uprzywilejowanego, a także dostępu do zasobów ICT wspierających krytyczne lub istotne funkcje bądź publicznie dostępnych zasobów ICT;

g) 

środki kontroli dostępu fizycznego, w tym:

(i) 

identyfikowanie i rejestrowanie osób fizycznych uprawnionych do uzyskania dostępu do wskazanych przez podmiot finansowy obiektów, ośrodków przetwarzania danych i wyznaczonych obszarów wrażliwych, gdzie znajdują się zasoby ICT i zasoby informacyjne;

(ii) 

przyznawanie praw dostępu fizycznego do krytycznych zasobów ICT wyłącznie upoważnionym osobom, zgodnie z zasadami wiedzy koniecznej i minimalizacji uprawnień i na zasadzie ad hoc;

(iii) 

monitorowanie dostępu fizycznego do wskazanych przez podmiot finansowy obiektów, ośrodków przetwarzania danych i wyznaczonych obszarów wrażliwych, gdzie znajdują się zasoby ICT albo zasoby informacyjne, bądź zarówno zasoby ICT, jak i zasoby informacyjne;

(iv) 

dokonywanie przeglądu praw dostępu fizycznego, aby zapewnić niezwłoczne cofanie zbędnych praw dostępu.

Do celów lit. e) pkt (i) podmioty finansowe określają okres zatrzymywania, uwzględniając cele biznesowe i cele w zakresie bezpieczeństwa informacji, powody zarejestrowania zdarzenia w rejestrach oraz wyniki oceny ryzyka związanego z ICT.

Do celów lit. e) pkt (ii) podmioty finansowe korzystają w miarę możliwości ze specjalnych kont do wykonywania zadań administracyjnych w ramach systemów ICT. W miarę możliwości i w stosownych przypadkach podmioty finansowe wprowadzają zautomatyzowane rozwiązania na potrzeby procesu zarządzania dostępem uprzywilejowanym.

Do celów lit. g) pkt (i) działania w zakresie identyfikowania i rejestrowania muszą być współmierne do znaczenia obiektów, ośrodków przetwarzania danych i wyznaczonych obszarów wrażliwych oraz do krytyczności prowadzonych w nich operacji lub znajdujących się w nich systemów ICT.

Do celów lit. g) pkt (iii) monitorowanie musi być współmierne do klasyfikacji ustanowionej zgodnie z art. 8 ust. 1 rozporządzenia (UE) 2022/2554 i krytyczności obszaru, do którego uzyskuje się dostęp.
EULAW Artykuł 23 Wykrywanie nietypowych działań i kryteria wykrywania incydentów związanych z ICT oraz reagowania na nie
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EULAW Artykuł 28 Zarządzanie i organizacja
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EULAW Artykuł 5 Zarządzanie i organizacja
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EULAW Artykuł 32 Bezpieczeństwo przetwarzania
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EULAW Article 5 2

2.   The management body of the financial entity shall define, approve, oversee and be responsible for the implementation of all arrangements related to the ICT risk management framework referred to in Article 6(1).

For the purposes of the first subparagraph, the management body shall:

(a)

bear the ultimate responsibility for managing the financial entity’s ICT risk;

(b)

put in place policies that aim to ensure the maintenance of high standards of availability, authenticity, integrity and confidentiality, of data;

(c)

set clear roles and responsibilities for all ICT-related functions and establish appropriate governance arrangements to ensure effective and timely communication, cooperation and coordination among those functions;

(d)

bear the overall responsibility for setting and approving the digital operational resilience strategy as referred to in Article 6(8), including the determination of the appropriate risk tolerance level of ICT risk of the financial entity, as referred to in Article 6(8), point (b);

(e)

approve, oversee and periodically review the implementation of the financial entity’s ICT business continuity policy and ICT response and recovery plans, referred to, respectively, in Article 11(1) and (3), which may be adopted as a dedicated specific policy forming an integral part of the financial entity’s overall business continuity policy and response and recovery plan;

(f)

approve and periodically review the financial entity’s ICT internal audit plans, ICT audits and material modifications to them;

(g)

allocate and periodically review the appropriate budget to fulfil the financial entity’s digital operational resilience needs in respect of all types of resources, including relevant ICT security awareness programmes and digital operational resilience training referred to in Article 13(6), and ICT skills for all staff;

(h)

approve and periodically review the financial entity’s policy on arrangements regarding the use of ICT services provided by ICT third-party service providers;

(i)

put in place, at corporate level, reporting channels enabling it to be duly informed of the following:

(i)

arrangements concluded with ICT third-party service providers on the use of ICT services,

(ii)

any relevant planned material changes regarding the ICT third-party service providers,

(iii)

the potential impact of such changes on the critical or important functions subject to those arrangements, including a risk analysis summary to assess the impact of those changes, and at least major ICT-related incidents and their impact, as well as response, recovery and corrective measures.

Powiązane zgłoszenia

Powiązania
is related to Annual
is related to relative Control Weighting = 10
is related to People
is related to Identify
is related to SCRM Focus Tier 2 OPERATIONAL
is related to SCRM Focus Tier 3 TACTICAL
blocks Excessive or Unauthorized Privilege
blocks Unauthorized Access
blocks Loss, Theft or Damage of Assets
blocks Unauthorized Modification / Loss of System Integrity
blocks Business / Service Interruption
blocks Data Loss / Integrity Compromise
blocks Reduced Operational Productivity
blocks System / Data Compromise (Technical Vector)
blocks System / Data Compromise (Non-Technical Vector)
blocks Revenue Loss
blocks Contractual Default / Termination
blocks Loss of Competitive Advantage
blocks Reputational Harm / Loss of Stakeholder Trust
blocks Regulatory / Legal / Contractual Financial Liability
blocks Exposure from Unaddressed Vulnerabilities
blocks System / Service Compromise
blocks Failure to Support Business / Mission Objectives
blocks Unaddressed Security / Compliance Exposure
blocks Unperformed / Unowned Control Responsibilities
blocks Uncontrolled Internal Security / Privacy Exposure
blocks Uncontrolled Third-Party Security / Privacy Exposure
blocks Lack of oversight of internal controls
blocks Lack of oversight of third-party controls
blocks Harm from Illegal, Abusive or Unsafe Content / Conduct
blocks Loss of Investigative / Evidentiary Capability
blocks Delayed Containment / Increased Incident Impact
blocks Incident Persistence / Recurrence
blocks Incident Response / Recovery Cost
blocks Lack of a security-minded workforce
blocks Third-Party Cybersecurity Compromise / Exposure
blocks Third-Party Physical Security Disruption / Exposure
blocks Sub-Tier / Fourth-Party Supply Chain Exposure
blocks Third-Party Legal / Compliance Exposure
blocks Harm from Unauthorized / Unintended Product or Service Use
blocks Third-Party Dependency Failure
is related to SCRM Focus Tier 1 STRATEGIC
blocks Inability to Demonstrate Due Diligence / Due Care
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 Fraud, Corruption and/or Intentional Criminal Conduct
blocks Conflict of Interest (COI) / Undue Influence / Insider Misconduct
blocks Workforce Shortage / Loss of Critical Skills / Labor Disruption
blocks SP-01.01B
blocks OPS-10.01B
blocks OPS-32.03B
is blocked by HRS-04 Defined Roles & Responsibilities – Assessment Procedure
blocks PM-13 Security and Privacy Workforce
blocks PS-09 Position Descriptions
blocks PS-09 [L] Position Descriptions
blocks PS-09 [M] Position Descriptions
blocks PS-09 [H] Position Descriptions
blocks PM-13 [P] Security and Privacy Workforce
blocks 03.01.22 Publicly Accessible Content
blocks 03.02.02 Role-Based Training
blocks 03.06.04 Incident Response Training
blocks 03.06.05 Incident Response Plan
blocks 03.07.06 Maintenance Personnel
blocks 03.08.02 Media Access
blocks 03.15.03 Rules of Behavior
blocks 03.16.03 External System Services
blocks GV.RM-05 Lines of communication across the organization are established for cybersecurity risks, including risks from suppliers and other third parties
blocks GV.RR Roles, Responsibilities, and Authorities
blocks GV.RR-02 Roles, responsibilities, and authorities related to cybersecurity risk management are established, communicated, understood, and enforced
blocks ID.AM Asset Management
blocks PO.2 Implement Roles and Responsibilities
blocks PO.2.1 Create new roles and alter responsibilities for existing roles as needed to encompass all parts of the SDLC. Periodically review and maintain the …
  • Secure Controls Framework -

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