So how does the Guerilla-CISO staff communicate with the locals on jaunts to foreign lands such as Deleware, New Jersey, and Afghanistan?  The answer is simple, we use interpreters, known in infantrese as “terps”.  Yes, you might not trust them deep down inside because they harbor all kinds of loyalties so complex that you can spend the rest of your life figuring out, but you can’t do the job without them.

But in remembering how we used our interpreters, I’m reminded of some basic concepts that might be transferable to the IT security and risk management world.  Or maybe not, at least kick back and enjoy the storytelling while it’s free. =)

Know When to Treat Them Like Mushrooms: And by that, we mean “keep them in the dark and feed them bullsh*t”.  What really mean is to tell potentially adversarial people that you’re working with the least amount of information that they need to do their job in order to limit the frequency and impact of them doing something nasty.  When you’re planning a patrol, the worst way to ruin your week is to tell the terps when you’re leaving and where you’re going.  That way, they can call their Taliban friends when you’re not looking and they’ll have a surprise waiting for you.  No, it won’t be a birthday cake.  The way I would get a terp is that one would be assigned to me by our battalion staff and the night before the patrol I would tell the specific terp that we were leaving in the morning, give them a time that I would come by to check up on them, and that they would need to bring enough gear for 5 days.  Before they got into my vehicles and we rolled away, I would look through their gear to make sure they didn’t have any kind of communications device (radio or telephone) to let their buddies know where we were at.

Fudge the Schedule to Minimize Project Risk: Terps–even the good ones–are notorious for being on “local time”, which for a patrol means one hour later than you told them you were leaving.  The good part about this is that it’s way better than true local time, which has a margin of error of a week and a half.  In order to keep from being late, always tell the terps when you’ll need them an hour and a half before you really do, then check up on them every half hour or so.  Out on patrol, I would cut that margin down to half an hour because they didn’t have all the typical distractions to make them late.

Talk Slowly, Avoid Complex Sentences: The first skill to learn when using terps is to say things that their understanding of English can handle.  When they’re doing their job for you, simple sentences works best.  I know I’m walking down the road of heresy, but this is where quantitative risk assessment done poorly doesn’t work for me because now I something that’s entirely too complex to interpret to the non-IT crowd.  In fact, it probably is worse than no risk assessment at all because it comes accross as “consultantspeak” with no tangible link back to reality.

Put Your Resources Where the Greatest Risk Is: To a vehicle patrol out in the desert, most of the action happens at the front of the patrol.  That’s where you need a terp.  That way, the small stuff, such as asking a local farmer to move his goats and sheep out of the road so you can drive through, stays small–without a terp up front, a 2-minute conversation becomes 15 minutes of hassle as you first have to get the terp up to the front of the patrol then tell them what’s going on.

Pigs, Chicken, and Roadside Bombs: We all know the story about how in the eggs and bacon breakfast, the chicken is a participant but the pig is committed.  Well, when I go on a patrol with a terp, I want them to be committed.  That means riding in the front vehicle with me.  It’s my “poison pill” defense in knowing that if my terp tipped off the Taliban and they blow up the lead vehicle with me in it, at least they would also get the terp.  A little bit of risk-sharing in a venture goes a long way at getting honesty out of people.

Share Risk in a Culturally-Acceptable Way: Our terps would balk at the idea of riding in the front vehicle most of the time.  I don’t blame them, it’s the vehicle most likely to be turned into 2 tons of slag metal thanks to pressure plates hooked up to IEDs.  The typical American response is something along the lines of “It’s your country, you’re riding up front with me so if I get blown up, you do to”.  Yes, I share that ideal, but the Afghanis don’t understand country loyalties, the only thing they understand is their tribe, their village, and their family.  The Guerilla-CISO method here is to get down inside their heads by saying “Come ride with me, if we die, we die together like brothers”.  You’re saying the same thing basically but you’re framing it in a cultural context that they can’t say no to.

Reward People Willing to Embrace Your Risks: One of the ways that I was effective in dealing with the terps was that I would check in occassionally to see if they were doing alright during down-time from missions.  They would show me some Bollywood movies dubbed into Pashto, I would give them fatty American foods (Little Debbie FTW!).  They would play their music.  I would make fun of their music and amaze them because they never figured out how I knew that the song had drums, a stringed instrument, and somebody singing (hey, all their favorite songs have that).  They would share their “foot bread” (the bread is stamped flat by people walking on it before it’s cooked, I was too scared to ask if they washed their feet first) with me.  I would teach them how to say “Barbara (their assignment scheduler back on an airbase) was a <censored> for putting them out in the middle of nowhere on this assignment” and other savory phrases.  These forays weren’t for my own enjoyment, but to build rapport with the terps so that they would understand when I would give them some risk management love, Guerilla-CISO style.

Police, Afghan Army and an Interpreter photo by ME!.  The guy in the baseball cap and glasses is one of the best terps I ever worked with.

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One of the best things about being almost older than dirt is that I’ve seen several cycles within the security community.  Just like fashion and ladies’ hemlines, if you pay attention long enough, you’ll see history repeat itself, or something that closely resembles history.  Time for a short trip “down memory lane…”

In the early days of computer security, all eyes were fixed on Linthicum and the security labs associated with the NSA.  In the late 80’s and early 90’s the NSA evaluation program was notoriously slow - glacial would be a word one could use…  Bottom line, the process just wasn’t responsive enough to keep up with the changes and improvements in technology.  Products would be in evaluation for years before coming out of the process with their enabling technology nearly obsolete.   It didn’t matter, it was the only game in town until NIST and the Common Criteria labs  came onto the scene.  This has worked well, however the reality is, it’s not much better at vetting and moving technology from vendors to users.  The problem is, the evaluation process takes time and time means money, but it also means that the code submitted for evaluation will most likely be several revisions old by the time it emerges from evaluation.   Granted, it may only be 6 months, but it might take a year - regardless, this is far better than before.

So…  practically speaking, if the base version of FooOS submitted for evaluation is, say Version 5.0.1, several revisions –  each solving operational problems affecting the  organization — may have been released.  We may find that we need to run Version 5.6.10r3 in order to pass encrypted traffic via the network.  Because we encrypt traffic we must use FIPS-Level 2 certified code - but in the example above, the validated version of the FooOS will not work in our network…    What does the CISO do?  We’ll return to this in a moment, it gets better!

In order to reach levels of FIPS-140 goodness, one vendor in particular has instituted “FIPS Mode.”  What this does is require administration of the box from apposition directly in front  of the equipment, or at the length of your longest console cable…  Clearly, this is not suitable for organizations with equipment deployed worldwide to locations that do not have qualified administrators or network engineers.  Further, having to fly a technician to Burundi to clear sessions on a box every time it becomes catatonic is ridiculous at worst.  At best it’s not in accordance with the network concept of operations.  How does the CISO propose a workable, secure solution?

Standard Hill photo by timparkinson.

Now to my point.  (about time Vlad)   How does the CISO approach this situation?  Allow me to tell you the approach I’ve taken….

1. Accept the fact that once Foo OS has achieved a level of FIPS-140 goodness, the likelihood that the modules of code within the OS implementing cryptographic functionality in follow-on versions have not been changed.  This also means you have to assume the vendor has done a good job of documenting the changes to their baseline in their release notes, and that they HAVE modular code…

2. Delve into vendor documentation and FIPS-140 to find out exactly what “FIPS Mode” is, its benefits and the requirement.  Much of the written documentation in the standard deals with physical security of the cryptographic module itself (e.g., tamper-evident seals) - but most helpful is Table 1.

Bottom line — some “features” are indeed useful,  but this one particular vendor’s implementation into a “one-size fits all” option tends to limit the use of the feature at all in some operational scenarios (most notably, the one your humble author is dealing with.)  BTW, changing vendors is not an option.

3. Upon analyzing the FIPS requirements against operational needs, and (importantly) the environment the equipment is operating in, one has to draw the line between “operating in vendor FIPS Mode,” and using FIPS 140-2 encryption.

4. Document the decision and the rationale.

Once again, security professionals have to help managers to strike a healthy balance between “enough” security and operational requirements.   You would think that using approved equipment, operating systems, and vendors using the CC evaluation process would be enough.  Reading the standard, we see the official acknowledgement that “Your Mileage May Indeed Vary:” ^TM

“While the security requirements specified in this standard are intended to maintain the security provided by a cryptographic module, conformance to this standard is not sufficient to ensure that a particular module is secure. The operator of a cryptographic module is responsible for ensuring that the security provided by a module is sufficient and acceptable to the owner of the information that is being protected and that any residual risk is acknowledged and accepted.”     FIPS 140-2 Sec 15, Qualifications

The next paragraph constitutes validation of the approach I’ve embraced:

“Similarly, the use of a validated cryptographic module in a computer or telecommunications system does not guarantee the security of the overall system. The responsible authority in each agency shall ensure that the security of the system is sufficient and acceptable.“  (Emphasis added.)

One could say, “it depends,” but you wouldn’t think so at first glance - it’s a Standard for Pete’s sake!

Then again, nobody said this job would be easy!

Vlad

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April Fools Day pranks aside, I’m wondering what happened to the 60-day Cybersecurity Review.  Supposedly, it was turned into the President on the 17th.  I guess all I can do is sigh and say “So much for transparency in Government”.

I’m trying hard to be understanding here, I really am.  But isn’t the administration pulling the same Comprehensive National Cybersecurity Initiative thing again, telling the professionals out in the private sector that it depends on, “You can’t handle the truth!”

And this is the problem.  Let’s face it, our information sharing from Government to private sector really sucks right now.  I understand why this is–when you have threats and intentions that come from classified sources, if you share that information, you risk losing your sources.  (ref: Ultra and  Coventry, although it’s semi-controversial)

Secret Passage photo by electricinca.

Looking back at one of the weaknesses of our information-sharing strategy so far:

• Most of the critical infrastructure is owned and operated by the private sector.  Government (and the nation at-large) depends on these guys and the resilience of the IT that these
• The private sector (or at least critical infrastructure owners and operators) need the information to protect their infrastructure.
• Our process for clearing someone to receive sensitive information is to do a criminal records investigation, credit report, and talk to a handful of their friends to find out who they really are.  It takes 6-18 months.  This is not quick.
• We have some information-sharing going on.  HSIN and Infragard are pretty good so far–we give you a background check and some SBU-type information.  Problem is that they don’t have enough uptake out in the security industry.  If you make/sell security products and services for Government and critical infrastructure, you owe it to yourself to be part of these.
• I’ve heard people from Silicon Valley talk about how the Government doesn’t listen to them and that they have good ideas.  Yes they do have some ideas, but they’re detached from the true needs because they don’t have the information that they need to build the right products and services, so all they can do is align themselves with compliance frameworks and wonder why the Government doesn’t buy their kit.  It’s epic fail on a macromarket scale.

In my opinion, Government can’t figure out if they are a partner or a regulator.  Choose wisely, it’s hard to be both.

As a regulator, we just establish the standard and, in theory anyway, the private sector folks don’t need to know the reasoning behind the standard.   It’s fairly easy to manage but not very flexible–you don’t get much innovation and new technology if people don’t understand the business case.  This is also a more traditional role for Government to take.

As a partner, we can share information and consequences with the private sector.  It’s more flexible in response but takes much more effort and money to bring them information.  It also takes participation from both sides–Government and private sector.

Now to tie it all off by going back to the 60-Day Cybersecurity Review….  The private sector needs information contained in the review.  Not all of it, mind you, just the parts that they need to do their job.  They need it to help the Government.  They need it to build products that fit the Government’s needs.  They need it to secure their own infrastructure.

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The accreditation decision is one of the most key activities in how the US Government secures its systems. It’s also one of the most misunderstood activities. This slideshow aims to explain the role of the Authorizing Official and to give you some understanding into why and how accreditation decisions are made.

I would like to give a big thanks to Joe Faraone and Graydon McKee who helped out.

The presentation is licensed under Creative Commons, so feel free to download it, email it, and use it in your own training.

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