Attached ITsec

OK, I’m a bit stuck here, by my own design. Had intended to start elaborating the all-encompassing IoT Audit work program (as per this post), but the care and feeding one should give to the methodology, bogged me down a bit too much … (?)
As there have been

  • The ridiculousness of too much top-down risk analysis (as per this) that may influence IoT-A risk analysis as well;
  • An effort to still keep on board all four flavours of IoT (as per this), through which again one should revert to more parametrised, parametrised deeper, forms of analysis;
  • Discomfort with normal risk analysis methods, ranging from all-too-silent but fundamental question discussions re definitions (as per this) and common approaches to risk labeling (as per this and this and others);
  • Time constraints;
  • General lack of clarity of thinking, when such oceans of conceptual stuff need to be covered without proper skillz ;-] by way of tooling in concepts, methods, and media.

Now, before jumping to yet another partial build of such a media / method loose parts kit (IKEA and Lego come to mind), and some new light bulb at the end, first this:
DSCN5608
[One by one …, Utrecht]
After which:
Some building blocks.

[Risks, [Consequences] of If(NotMet([Quality Requirements]))]
Which [Quality Requirements]? What thresholds of NotMet()?
[Value(s)] to be protected / defined by [Quality Requirements]]? [Value] of [Data|Information]?
[Consequences]?
[Threats] leading to [NotMet(Z)] with [Probability function P(X) ] and [Consequence] function C(Y)?
([Threat] by the way as [Act of Nature | Act of Man], with ActOfMan being a very complex thingy in itself)
[Control types] = [Prevent, Detect, React, Respond (Stop, Correct), Retaliate, Restore]
[Control] …? [ImplementationStrength] ?
[Control complex] UnlimitedCombiOf_(N)AndOrXOR(Control, Control, Control, …)
Already I’m missing flexibility there. [ImplementationStrength(Control)] may depend on the individual Control but also on (threat, Threat, …) and on Control’s place in ControlComplex and the other Controls in there. Etc.

Which should be carried out at all abstraction levels (OSI-stack++, the ++ being at both ends, and the Pres and App layers permeating throughout due to the above indetermination of CIAAEE+P for the four IoT development directions, and their implementation details with industry sectors. E.g., Medical doing it different than B2C in clothing. Think also of the vast range of protocols, sensor (control) types, actuator types, data/command channels, use types (primary/control, continuous/discrete(ed)/heartbeat), etc.

And then, the new light bulb as promised: All the above, when applied to a practical situation, may become exponentially complex, to a degree and state where it would be better to attach the security ‘context’ (required and actual) as labels to the finest-grain elements one can define in the big, I mean BIG, mesh of physically/logically connected elements, at all abstraction levels. Sort-of data labeling, but then throughout the IoT infrastructure. Including this sort of IAM. So that one can do a virtual surveillance over all the elements, and inspect them with their attached status report. Ah, secondary risk/threat of that being compromised… Solutions may be around, like (public/private)2 encryption ensuring attribution/non-repudiation/integrity etc. Similar to but probably different from certification schemes. Not the audit-your-paper-reality type, those are not cert schemes but cert scams.

OK, that’s enough for now. Will return, with some more methodologically sound, systematic but also practical results. I hope. Your contributions of course, are very much welcomed too.

All against all, part 1

Tinkering with some research that came out recently, and sometime(s) earlier, I had the idea that qua fraud, or rather ‘Cyber’threat analysis (#ditchcyber!), some development of models was warranted, as the discourse is dispersing into desparately disparate ways.

The usual picture suspect:
DSCN2891[Odd shape; maybe off-putting as a defense mechanism ..!?]

First up, then, an extended version of the matrix I’ve been presenting lately, about offense/defense characteristics. Just to expose it; would want to hear your feedback indeed. (Next up: The same, filled in with What the attacker would want to get out of it, information-wise. After that: Strategy, tactics commonly deployed; rounding off with least-ineffective defense postures (?))

Fraud matrix big part 1

Ruled by the petty

When mores are sufficient, laws are unnecessary; when mores are insufficient, laws are unenforceable.

Durkheim, you recall. Only now. Only now that you’ve started the year all refreshed to this time around implement all the nitpicky petty rather childish, kindergarten-level rules to reign in all the misfits (i.e., about everyone except you) that don’t want to dance to your tunes (while you can’t dance, really; admit it. Not even to your own tune you don’t!). Which turns you into a petty fool, given the veracity of the above quote. If you don’t get it, just think it over once again. And again, until you do. Or quit, but then stay away. Like, at these nice locations just for you.

The big Question of 2015, or the decade, being: How to get the mores back

Part of the solution may be your admiration for:
DSCN5159[Some time ago, when photography was still allowed….]

Cultural maturity – of organisations

Adding to the Maslow-for-organisations idea of December 3rd’s post; would it be possible to gauge an organization its maturity level by trying to establish its ‘score’ on the various pyramid layers (to be) established? Though immediately, I see trouble for the method where e.g., companies may get into (financial / freshness/motivational) trouble and sink back some layers. But then again, we may then look up in DSM-5 what ails the company, and find avenues to restore good health.

Hmmm, how is it that when thinking of corporate culture, one so quickly ends up at the mental disorder metaphor? And I jump in with the option of (boardroom consulting) intervention; highly profitable, for the firm if it hires me for that, and for me anyway.

So it seems not to hinge on the Maslow pyramid. Nevertheless, as diagnostic tool, it may help.

To keep you sane till I’ve fully developed the method:
DSCN4044[Calatravalencia]

Hiding or in plain sight (IoT dev’t)

In IoT development, there seems to be a disconnect between the hype and the underlying developments. By which I mean that of course, the hype will not play out according to itself, but according “We overestimate short-term impacts and underestimate the longer-term ones”. But moreover, I also mean that there’s a variety of development speeds for IoT. Since there is various types, categories of IoT developing.
As in this here one of my previous posts.

Oh right away:
DSCN8649
[Your office ‘life’, Zuid-As again]

So… what we’re seeing, is certain differences in speeds:

  • B-inhouse IoT develops rapidly; after some decades of slow introduction of robot-driven factories, we’re on the verge of a breakthrough at less than light speed where the same factories will be linked up to form semi-small, mid-size ‘local’ 3D printing warehouses. Maybe. But certainly, the factories will go the way of data centers, that can be anywhere around the world with only rump staffing locally and control being … anywhere else around the world. With the premise that in the ‘Western’ world, there will be sufficient sufficiently educated staff to control the factories elsewhere. So that ‘manufacturing’ may ‘return’ to the West its origination (Industrial Revolution and since). Nearness of production cutting the costly transport now that labour costs become less relevant, and leaving the most pollutive production where locals still don’t have the economic power to fight the externalities. Short-changing economic development in many places where it had barely started in earnest (no ‘trickle down’ yet). Unbalancing global power developments. We’ll see… Or not; these ‘secret’ in-house developments (in particular, within large conglomerates that can pilot) may not be too visible before their join-or-die breakthrough.
  • B2B IoT: Same, somewhat. Moving ahead with cutting out the middle men, DACcing all around. Pure economics (power play by big corp’s; ROI et al.) will determine speed(s) here. Join-or-die aspects play here, too; less in outright competition but more in missing out in cooperation, being left in the dust.
  • C2B IoT: Out in the open, where all the hype is. No concern – as for secrecy of developments; heaps of concerns re e.g. privacy ..!! Critical Mass (as defined in Yours Truly’s seminal graduation thesis of, already, 1990 (on office automation incl e-mail, where it played then) yes a great many years before it was to be called) Network Effect, or – Tipping Point may be the key point for development fits and starts in this one; in publicity, actual adoption and fruitful use.
  • C-internal: Same. Slower due to legacy. I.e., houses already out there. Some have been around for centuries. Massive update ..? [Edited to add: this here toytoolset seems helpful in this area]

We’ll see…

Pulling, and pushing the compliance boundaries

A reblog again, delving into the breath of being the peers that pressure towards conformity or be the Maverisk that wants to prevent stale and mould. Read past the starting stuff, and find the value of nonconformity explained. If you don’t see that… You may be the one most in need …
And,
??????????[Accelerating, not so bad]

Spam (out) of control

How is it that for decades, we had been used to managerial spans of control being in the 5-to-10, optimal (sic) 8 range, whereas what we had in the past couple of decades is spans of control in the 2-3 range mostly ..? [Duh, exceptions and successful organisations aside…]

Because I came across some post on a well-known business site where there’s an early simple statement that a span of control of 10 would not only be normal, but outdated as well, as the span could be at 30.
Well, I doubt the latter, as this would conflict with a lower ‘Dunbar’ number which indeed is about 8, with ramifications for informal control as outlined in this Bruce masterpiece. Oh yes now it springs to mind the 8 figure was taken by the military, the ultimate built-for-survival organization, to be the optimal span of control, and taken over to business for its apparently attractive all-business-is-war metaphor – where the attraction is there only for those not really exposed to the gore of war, I guess.

But whether it’s 8, 10 or 30, the optimal span of control clearly is larger than the common today’s practice.
Which has implications:

  • Too low a number will inevitably lead managers to seek to have something to do. Busywork, in their role leading to excessive micromanagement (yes pleonasm but on purpose) and/or excessive meeting behavior, in particular with their underlings and/or likewise trapped colleagues, like an AA group. Thus burdening the underlings with time taken away from actual content work and the need for Action item lists and reporting blub. Thus burdening colleagues with all sorts of time lost on, what actually is, whining.
  • Too low a number and the micromanagement leads to extreme (far overextended) controls burdens on the ones who’d actually produce anything of value instead of producing negative value with all their externalities like managers may commonly do. This burdening then leads to ‘process’, ‘procedures’ etc., to ‘standardise’ (otherwise, understanding of actual content would be required; the horror to managers!), hollowing out even further the value of any work done. As in the abovementioned / linked Forbes article; the Peter principle will reign.
  • Too low a number and the standardisation will drive out the creativity (in process and in product/service design/production/delivery) that is required ever more than before to counter the ever more changing environment. As I typed this, this article arrived…

So yes, we all need to focus on upping the number. To counter stalemates. To counter bureaucracy heavens. To regain flexibility.
But still, still, this could only work IF, very very big IF, ‘managers’ (not to address actual managers, that I value enormously!) can loosen their frantic, fear-of-death-like Totalitarian Control attitude.
Which I doubt. But then, organisations relying on these (whether already or after they will have crowded-out the actual managers via the Peter principle and acolyte behavior) will loose out to the upstarts that do keep the mold out.

And, finally, of course:
DSCN1138[Was safe, now the highway passes by somewhere down below, leaving the ‘secured’ stranded upon high; Carmona]

SPICE things up, maturely

Where just about everyone in my Spheres was busy ‘implementing’ (quod non) all sorts of quality ‘assurance’ or ‘control’ (2x quod non) models, in the background there was quite some development in another, related area that may boomerang back into the limelight, for good reason.
First, this:
DSCN8573[Zuid-A(rt)sifyed]

The subject of course regards SPICE, or rather the ISO 15504 that it has turned into. Of the Old School of software development quality improvement era. Now transformed into much more…
In particular, there’s Capabilities instead of ‘maturity levels’.

What more can I add ..? Systematic, rigorous, robust, resistant against commercial panhandling. The intricacies … let’s just point to the wiki page again; ’tis clear enough or you need other instruction…

Lemme just close off with asking you for your experiences with this Standard…?

Steve and Tim went up the hill…

Aren’t recent developments around, through, by the brand just an amusing (?) sign of the times – the times being the same as ever: A (single?) sinus wave (or multiple smaller ones, stacked on a larger one (bigger wavelength and amplitude); wavelets sales) –, as in this piece and this one ..?

As the latter quotes: “This is not [irrelevant reference to a musicological drama; ed.], and should instead be remembered primarily as a monumental blunder by the tech industry.”
to which:

But the details aside, why didn’t many enough see this coming? Why did anyone expect continued excellence from any company, in particular one so hyped, so turned into a dangerous cult already ..? Whereas so far, every co has demonstrated to have a serious Best Before / use By / Sell By issue. Except the rare exceptions, noted for the exceptionality.
As in:

Adn also don’t forget these twelve wineries… Yes some are so common and/or famed still that you wouldn’t think they’d be so old and still be in the same line of business… [Thanks Wine Turtle for the post]

So, the expectance that something(s; probably multiple, of varying error sizes and (distinct) impacts) might go wrong in any near future, would have had to be raised already, and rise still further. Note that through fuzzy logic, this isn’t offset I think by lowered probabilities of doing things well…! This is just how fuzzy (business) logic works, sometimes…
[Edited to add: And then we find this… Strangely not built into the corp system]

So, Steve and Tim went up the hill to have their little fun, then Tim forgot by taking the blue pill and now…

DSCN2435[What a once great name … Reims. Yeah, look it up, I’m not going to spell it out for you]

Maverisk / Étoiles du Nord