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Site accreditation

An accreditation where all systems at a location are grouped into a single management entity. A DAA may determine that a site accreditation approach is optimal, given the number of information technology systems, major applications, networks, or unique operational characteristics. Site accreditation begins with all systems and their interoperability and major applications at the site being certified and accredited. The site is then accredited as a single entity, and an accreditation baseline is established.

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(1) A program whereby a laboratory demonstrates that something is operating under accepted standards to ensure quality assurance. (2) A management or administrative process of accepting a specific site installation/implementation for operational use based upon evaluations and certifications. (3) A formal declaration by a Designated Approving Authority (DAA) that the AIS is approved to operate in a particular security mode using a prescribed set of safeguards. Accreditation is the official management authorization for operation of an AIS and is based on the certification process as well as other management considerations. The accreditation statement affixes security responsibility with the DAA and shows that due care has been taken for security. (4) Formal declaration by a (DAA) that an information system is approved to operate in a particular security mode using a prescribed set of safeguards at an acceptable level of risk. Formal declaration by a Designated Accrediting Authority (DAA) that an information system is approved to operate at an acceptable level of risk, based on the implementation of an approved set of technical, managerial, and procedural safeguards. (. See security safeguards. )The formal declaration by the Designated Approving Authority (DAA) that an IT system is approved to operate in a particular security mode using a prescribed set of safeguards at an acceptable level of risk.
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Maturity Level Details:Maturity levels consist of a predefined set of process areas. The maturity levels are measured by the achievement of the specific and generic goals that apply to each predefined set of process areas. The following sections describe the characteristics of each maturity level in detail.Maturity Level 1 - Initial 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.Maturity level 1 organizations often produce products and services that work; however, they frequently exceed the budget and schedule of their projects.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.Maturity Level 2 - Managed At maturity level 2, an organization has achieved all the specific and generic goals 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.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.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.Commitments are established among relevant stakeholders and are revised as needed. Work products are reviewed with stakeholders and are controlled.The work products and services satisfy their specified requirements, standards, and objectives.Maturity Level 3 - Defined At maturity level 3, an organization has achieved all the specific and generic goals of the process areas assigned to maturity levels 2 and 3.At maturity level 3, processes are well characterized and understood, and are described in standards, procedures, tools, and methods.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.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.Maturity Level 4 - Quantitatively Managed At maturity level 4, an organization has achieved all the specific goals of the process areas assigned to maturity levels 2, 3, and 4 and the generic goals assigned to maturity levels 2 and 3.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.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.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.Quality and process performance measures are incorporated into the organization.s measurement repository to support fact-based decision making in the future.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.Maturity Level 5 - Optimizing At maturity level 5, an organization has achieved all the specific goals of the process areas assigned to maturity levels 2, 3, 4, and 5 and the generic goals assigned to maturity levels 2 and 3.Processes are continually improved based on a quantitative understanding of the common causes of variation inherent in processes.Maturity level 5 focuses on continually improving process performance through both incremental and innovative technological improvements.Quantitative process-improvement objectives for the organization are established, continually revised to reflect changing business objectives, and used as criteria in managing process improvement.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.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.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.
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- Parallel changeover requires that both old and new systems operate fully for a specified period. When users, management and the IT group are satisfied that the new system operates correctly, the old system is retired. This approach entails very low risk. If the new system does not work correctly, the organization can revert to the old system as a backup.- Abrupt changeover occurs when users are converted from the old to the new system immediately upon its operational availability. This approach is usually least expensive but involves high risk of data loss and system failure. With this approach, the organization cannot revert to the old system as a backup.- Phased changeover involves modular implementation and simultaneous operation of discrete system components or modules. It is extremely complex to coordinate, particularly with regard to consistency of data across multiple systems or locations. However, this approach retains the possibility to revert to a previous state.
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The ability to have secure, successful transactions. Today’s interoperability expands that previous focus to also include information assurance considerations, and include the requirement to formally assess whether that traditional, successful transaction is also secure (i. e. , secure interoperability meaning a secure, successful transaction exists).
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A unique approach to network operation, design, and management. The concept is based on the theory that the complexities of a traditional network with on-device configuration (i. e. , routers and switches) often force an organization to stick with a single device vendor, such as Cisco, and limit the flexibility of the network to changing physical and business conditions. SDN aims at separating the infrastructure layer (i. e. , hardware and hardware-based settings) from the control layer (i. e. , network services of data transmission management).SDN is a broad and developing concept addressing the management of the various network components with the objective of providing a control plane to manage traffic on a more abstract level through direct management of network components. 
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