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Configuration control

Process of controlling modifications to hardware, firmware, software, and documentation to ensure the information system is protected against improper modifications prior to, during, and after system implementation. The process of controlling modifications to the system’s hardware, firmware, software, and documentation that provides sufficient assurance that the system is protected against the introduction


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(1) Grounds for confidence that the other four security goals (integrity, availability, confidentiality, and accountability) have been adequately met by a specific implementation. “Adequately met” includes the following: functionality that performs correctly, sufficient protection against unintentional errors (by users or software), and sufficient resistance to malicious penetration or bypass. (2) A measure of confidence that the security features and architecture of an AIS accurately mediate and enforce the security policy. (3) A measure of confidence that the security features and architecture of an AIS accurately mediate and enforce the security policy. Note: Assurance refers to a basis for believing that the objective and approach of a security mechanism or service will be achieved. Assurance is generally based on factors such as analysis involving theory, testing, software engineering, validation, and verification. Lifecycle assurance requirements provide a framework for secure system design, implementation, and maintenance. The level of assurance that a deMeasure of confidence that the security features, practices, procedures, and architecture of an information system accurately mediates and enforces the security policy. The degree of confidence that security needs are satisfied. Assurance must be continually maintained, updated, and reverified.
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<strong>Maturity Level Details:</strong><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">Maturity levels consist of a predefined set of process areas. The maturity levels are measured by the achievement of the&nbsp;specific&nbsp;and&nbsp;generic goals&nbsp;that apply to each predefined set of process areas. The following sections describe the characteristics of each maturity level in detail.</p><strong>Maturity Level 1 - Initial</strong><br>At maturity level 1, processes are usually ad hoc and chaotic. The organization usually does not provide a stable environment. Success in these organizations depends on the competence and heroics of the people in the organization and not on the use of proven processes.<p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">Maturity level 1 organizations often produce products and services that work; however, they frequently exceed the budget and schedule of their projects.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">Maturity level 1 organizations are characterized by a tendency to over commit, abandon processes in the time of crisis, and not be able to repeat their past successes.</p><strong>Maturity Level 2 - Managed</strong><br>At maturity level 2, an organization has achieved all the&nbsp;specific&nbsp;and&nbsp;generic goals&nbsp;of the maturity level 2 process areas. In other words, the projects of the organization have ensured that requirements are managed and that processes are planned, performed, measured, and controlled.<p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">The process discipline reflected by maturity level 2 helps to ensure that existing practices are retained during times of stress. When these practices are in place, projects are performed and managed according to their documented plans.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">At maturity level 2, requirements, processes, work products, and services are managed. The status of the work products and the delivery of services are visible to management at defined points.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">Commitments are established among relevant stakeholders and are revised as needed. Work products are reviewed with stakeholders and are controlled.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">The work products and services satisfy their specified requirements, standards, and objectives.</p><strong>Maturity Level 3 - Defined</strong><br>At maturity level 3, an organization has achieved all the&nbsp;specific&nbsp;and&nbsp;generic goals&nbsp;of the process areas assigned to maturity levels 2 and 3.<p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">At maturity level 3, processes are well characterized and understood, and are described in standards, procedures, tools, and methods.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">A critical distinction between maturity level 2 and maturity level 3 is the scope of standards, process descriptions, and procedures. At maturity level 2, the standards, process descriptions, and procedures may be quite different in each specific instance of the process (for example, on a particular project). At maturity level 3, the standards, process descriptions, and procedures for a project are tailored from the organization's set of standard processes to suit a particular project or organizational unit. The organization's set of standard processes includes the processes addressed at maturity level 2 and maturity level 3. As a result, the processes that are performed across the organization are consistent except for the differences allowed by the tailoring guidelines.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">Another critical distinction is that at maturity level 3, processes are typically described in more detail and more rigorously than at maturity level 2. At maturity level 3, processes are managed more proactively using an understanding of the interrelationships of the process activities and detailed measures of the process, its work products, and its services.</p><strong>Maturity Level 4 - Quantitatively Managed</strong><br>At maturity level 4, an organization has achieved all the&nbsp;specific goals&nbsp;of the process areas assigned to maturity levels 2, 3, and 4 and the&nbsp;generic goals&nbsp;assigned to maturity levels 2 and 3.<p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">At maturity level 4 Subprocesses are selected that significantly contribute to overall process performance. These selected subprocesses are controlled using statistical and other quantitative techniques.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">Quantitative objectives for quality and process performance are established and used as criteria in managing processes. Quantitative objectives are based on the needs of the customer, end users, organization, and process implementers. Quality and process performance are understood in statistical terms and are managed throughout the life of the processes.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">For these processes, detailed measures of process performance are collected and statistically analyzed. Special causes of process variation are identified and, where appropriate, the sources of special causes are corrected to prevent future occurrences.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">Quality and process performance measures are incorporated into the organization.s measurement repository to support fact-based decision making in the future.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">A critical distinction between maturity level 3 and maturity level 4 is the predictability of process performance. At maturity level 4, the performance of processes is controlled using statistical and other quantitative techniques, and is quantitatively predictable. At maturity level 3, processes are only qualitatively predictable.</p><strong>Maturity Level 5 - Optimizing</strong><br>At maturity level 5, an organization has achieved all the&nbsp;specific goals&nbsp;of the process areas assigned to maturity levels 2, 3, 4, and 5 and the&nbsp;generic goals&nbsp;assigned to maturity levels 2 and 3.<p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">Processes are continually improved based on a quantitative understanding of the common causes of variation inherent in processes.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">Maturity level 5 focuses on continually improving process performance through both incremental and innovative technological improvements.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">Quantitative process-improvement objectives for the organization are established, continually revised to reflect changing business objectives, and used as criteria in managing process improvement.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">The effects of deployed process improvements are measured and evaluated against the quantitative process-improvement objectives. Both the defined processes and the organization's set of standard processes are targets of measurable improvement activities.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">Optimizing processes that are agile and innovative depends on the participation of an empowered workforce aligned with the business values and objectives of the organization. The organization's ability to rapidly respond to changes and opportunities is enhanced by finding ways to accelerate and share learning. Improvement of the processes is inherently part of everybody's role, resulting in a cycle of continual improvement.</p><p style="margin: 0.8em 0px 1em; padding: 0px; text-align: justify; color: rgb(0, 0, 0); font-family: Helvetica, Arial, sans-serif; font-size: 12px;">A critical distinction between maturity level 4 and maturity level 5 is the type of process variation addressed. At maturity level 4, processes are concerned with addressing special causes of process variation and providing statistical predictability of the results. Though processes may produce predictable results, the results may be insufficient to achieve the established objectives. At maturity level 5, processes are concerned with addressing common causes of process variation and changing the process (that is, shifting the mean of the process performance) to improve process performance (while maintaining statistical predictability) to achieve the established quantitative process-improvement objectives.</p>
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Management of security features and assurances through control of changes made to hardware, software, firmware, documentation, test, test fixtures, and test documentation throughout the life cycle of an information system. The process of logging, auditing, and monitoring activities related to security controls and security mechanisms over time. This data is then used to identify agents of change, whether objects, subjects, programs, communication pathways, or even the network itself. The use of procedures appropriate for controlling changes to a system’s hardware, software, or firmware structure to ensure that such changes will not lead to a weakness or fault in the system.
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Environment providing sufficient assurance that applications and equipment are protected against the introduction of malicious logic during an information system life cycle. Closed security is based upon a system’s developers, operators, and maintenance personnel having sufficient clearances, authorization, and configuration control.
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(1) The accuracy, completeness and validity of information in accordance with business values and expectations. The property that data or information has not been modified or altered in an unauthorized manner. (2) A security service that allows verification that an unauthorized modification (including changes, insertions, deletions and duplications) has not occurred either maliciously or accidentally. See also data integrity. “Guarding against improper information modification or destruction, and includes ensuring information nonrepudiation and authenticity. ” (44 USC Sec. 3542)A state characterized by the assurance that modifications are not made by unauthorized users and authorized users do not make unauthorized modifications.
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