Management Responsibilities

Video Activity

In this lesson, participants will become familiar with the relationships of outcomes with management directives. Instructor Kelly Handerhan will present a detailed examination of an ISACA chart that categorizes relationships of outcomes relative to: - Management level - Strategic alignment - Risk management - Value delivery - Performance measuremen...

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Time
32 minutes
Difficulty
Intermediate
CEU/CPE
4
Video Description

In this lesson, participants will become familiar with the relationships of outcomes with management directives. Instructor Kelly Handerhan will present a detailed examination of an ISACA chart that categorizes relationships of outcomes relative to: - Management level - Strategic alignment - Risk management - Value delivery - Performance measurement - Resource management - Integration Key concepts covered are: - The job of the board of directors is to set direction - The board of directors is responsible for setting down the ultimate philosophy and approach of the organization - The job of senior executives is making sure the processes for strategic alignment are implemented, institute processes to integrate security with the business, and make sure roles and responsibilities look at risks The question that is of most concern to us is: as a chief information security officer, how do you make sure what we're doing supports and is strategically aligned with the business? The chief information security officer will find out how to ensure that information security is aligned with the goals and objectives of the business through frequent meetings with the CEO and other senior management.

Video Transcription
00:04
all right now here you can see a little chart, and I realized the writing's a little bit fuzzy. I took this off of Ice Saca's website, which is a great sight. Ah, that you can go to get some information about management, information, security, management. And again, they are the ones that put out the certified information security manager.
00:22
This is, um, exam. So it's a great sight,
00:24
and it's simply www dot i sacha dot org's and that's I s a C A I sacha dot org's. So ultimately here, as we've been talking about security strategy, we've talking about making sure we have strategic alignment with risk management, value delivery,
00:44
performance management,
00:46
resource management and then integration. This is such a good chart, because what it shows is each level of management what their responsibility is in order to make sure that our security strategy
01:00
serves the organization as it should. So, of course, their roles for the board of directors, and you'll notice if you go across looking at the board of directors and their responsibilities, every single one of these starts with the phrase set direction for
01:15
right. That's the job of board of directors and that's really
01:22
the element of governance is setting the direction, setting the tone, setting the focus of the organization. They're not bogged down with the, um, with how part of it they're much broader in nature by saying this is ultimately the philosophy and the approach of our organization.
01:40
Right then we come down the senior executive. So these are the folks
01:44
with you know, the chief executive officer, chief operating officer, and you'll see their job making sure that processes for strategic alignment institute processes to integrate security with the business, make sure roles and responsibilities look, att, risks. And as we move forward
02:02
now, of course, the element that's a most concerned us is down at the bottom
02:07
as a chief's information security officer, Howell, And make sure that what we're doing supports that or is strategically aligned with the business. Well, I'm the one who's developing the strategic with the strategy, so I have to make sure that our security program
02:27
fits in, and the way that I do that
02:29
is with meetings with the chief executive officer and operating officer, financial officer, and I find out what the needs and what the overall objectives are within the organization. And then I developed strategy, and I recommend policies to help achieve those goals.
02:46
So ultimately it's gonna be interacting
02:50
with the elements of the business and not just those chief officers, but also business unit managers as well.
02:57
All right, under risk management, I need to make sure that we're conducting risk management. That risk made it. What's the foundation for our policies? I do assessments so that I can understand how certain risks or threats materializing will affect business units and try to determine
03:14
the likelihood and the impact of those risks
03:17
when we move into value delivery. I've gotta monitor utilization and make sure the service is that I'm providing the mitigation strategies have put in place or working and that they're working based on the costs that we output a
03:32
ah, performance measurement. Make sure that I know what we're monitoring.
03:38
Have a hand in deciding what processes get monitor how frequently not only doing monitor, but how frequently do we review the logs? What are the metrics were setting and what checkpoints along the way to determine are we getting where we wanna be?
03:57
All right, resource management making sure again that we're capturing information and that were disseminating that met that information and it base it. We base it on again cost benefit analysis and my providing the value of service that I'd hope to provide and then ultimately
04:16
meeting with other business managers.
04:18
So not just based on metrics that I've determined. But now I want to meet with those business unit managers, and I want to find out what their feet back is because ultimately those are my customers. These air, the folks within my organization that I'm serving the business unit managers and the work of the organization.
04:38
So this is a great chart. Quite honestly. I think this is one worth pausing the video for and taking a look doing a screen chapter because I think this really helps
04:47
helps us understand where this is, Oh, fits into the organization as a whole. And then what? The other responsibilities are off other managing entities
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