Thanks for the response. I already own the book and understand how to engage vendors. Where I am seeking assistance is all the work that goes on within a large enterprise before these two things occur. The ideal situation for me would be to get my hands on the five to ten page Powerpoint slide deck that others who have blazed this path before me have used to sell the notion to their executives.
-----Original Message----- From: Andrew van der Stock [mailto:[EMAIL PROTECTED] Sent: Monday, March 19, 2007 5:06 PM To: McGovern, James F (HTSC, IT) Cc: SC-L Subject: Re: [SC-L] How is secure coding sold within enterprises? In terms of creating a SDLC, pop out to Borders and get Howard and Lipner's "The Security Development Lifecycle" ISBN 9780735622142 http://www.microsoft.com/mspress/books/8753.aspx It is simply the best text I've read in a long time. You may be interested in the work Mark Curphey et al is doing at his new start up. They launched an ISM portal a couple of weeks back. http://www.ism-community.org/ If you're just after ideas on how to engage vendors, check out Curphey's blog for some nice insider posts: http://securitybuddha.com/2007/03/07/top-10-tips-for-hiring-web-application-pen-testers/ http://securitybuddha.com/2007/03/07/top-ten-tips-for-hiring-security-code-reviewers/ http://securitybuddha.com/2007/03/08/top-ten-tips-for-managing-technical-security-folks/ He ran Foundstone's services for a while, and built up a pretty good consultancy. The sort of metrics you're after are notoriously hard to find out in the wild. There's some folks capturing screenshots of enterprise dashboards. This may or may not help at all. http://dashboardspy.com/ Thanks, Andrew On 3/19/07 4:12 PM, "McGovern, James F (HTSC, IT)" <[EMAIL PROTECTED]> wrote: I agree with your assessment of how things are sold at a high-level but still struggling in that it takes more than just graphicalizing of your points to sell, hence I am still attempting to figure out a way to get my hands on some PPT that are used internal to enterprises prior to consulting engagements and I think a better answer will emerge. PPT may provide a sense of budget, timelines, roles and responsibilities, who needed to buy-in, industry metrics, quotes from noted industry analysts, etc that will help shortcut my own work so I can start moving towards the more important stuff. -----Original Message----- From: Andrew van der Stock [ mailto:[EMAIL PROTECTED] Sent: Monday, March 19, 2007 2:50 PM To: McGovern, James F (HTSC, IT) Cc: SC-L Subject: Re: [SC-L] How is secure coding sold within enterprises? There are two major methods: 1. Opportunity cost / competitive advantage (the Microsoft model) 2. Recovery cost reductions (the model used by most financial institutions) Generally, opportunity cost is where an organization can further its goals by a secure business foundation. This requires the CIO/CSO to be able to sell the business on this model, which is hard when it is clear that many businesses have been founded on insecure foundations and do quite well nonetheless. Companies that choose to be secure have a competitive advantage, an advantage that will increase over time and will win conquest customers. For example (and this is my humble opinion), Oracle's security is a long standing unbreakable joke, and in the meantime MS ploughed billions into fixing their tattered reputation by making it a competitive advantage, and thus making their market dominance nearly complete. Oracle is now paying for their CSO's mistake in not understanding this model earlier. Forward looking financial institutions are now using this model, such as my old bank's (with its SMS transaction authentication feature) winning many new customers by not only promoting themselves as secure, but doing the right thing and investing in essentially eliminating Internet Banking fraud. It saves them money, and it works well for customers. This is the best model, but the hardest to sell. The second model is used by most financial institutions. They are mature risk managers and understand that a certain level of risk must be taken in return for doing business. By choosing to invest some of the potential or known losses in reducing the potential for massive losses, they can reduce the overall risk present in the corporate risk register, which plays well to shareholders. For example, if you invest $1m in securing a cheque clearance process worth (say) $10b annually to the business, and that reduces check fraud by $5m per year and eliminates $2m of unnecessary overhead every year, security is an easy sell with obvious targets to improve profitability. A well managed operational risk group will easily identify the riskiest aspects of a mature company's activities, and it's easy to justify improvements in those areas. The FUD model (used by many vendors - "do this or the SOX boogeyman will get you") does not work. The do nothing model (used by nearly everyone who doesn't fall into the first two categories) works for a time, but can spectacularly end a business. Card Systems anyone? Unknown risk is too risky a proposition, and is plain director negligence in my view. Thanks, Andrew On 3/19/07 11:35 AM, "McGovern, James F (HTSC, IT)" <[EMAIL PROTECTED]> wrote: I am attempting to figure out how other Fortune enterprises have went about selling the need for secure coding practices and can't seem to find the answer I seek. Essentially, I have discovered that one of a few scenarios exist (a) the leadership chain was highly technical and intuitively understood the need (b) the primary business model of the enterprise is either banking, investments, etc where the risk is perceived higher if it is not performed (c) it was strongly encouraged by a member of a very large consulting firm (e.g. McKinsey, Accenture, etc). I would like to understand what does the Powerpoint deck that employees of Fortune enterprises use to sell the concept PRIOR to bringing in consultants and vendors to help them fulfill the need. Has anyone ran across any PPT that best outlines this for demographics where the need is real but considered less important than other intiatives? ************************************************************************* This communication, including attachments, is for the exclusive use of addressee and may contain proprietary, confidential and/or privileged information. If you are not the intended recipient, any use, copying, disclosure, dissemination or distribution is strictly prohibited. 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