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190-823 - Implementing and Administering IBM Workplace Collaboration Services 2.5:Team Collaboration - BrainDump Information

Vendor Name : Lotus
Exam Code : 190-823
Exam Name : Implementing and Administering IBM Workplace Collaboration Services 2.5:Team Collaboration
Questions and Answers : 90 Q & A
Updated On : February 19, 2019
PDF Download Mirror : 190-823 Braindumps
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190-823 exam Dumps Source : Implementing and Administering IBM Workplace Collaboration Services 2.5:Team Collaboration

Test Code : 190-823
Test Name : Implementing and Administering IBM Workplace Collaboration Services 2.5:Team Collaboration
Vendor Name : Lotus
Q&A : 90 Real Questions

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Lotus Implementing and Administering IBM

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This chapter is from the e-book 

For finished tips about administering ClearQuest, together with a description of how to get your clients up and working, see Administering IBM Rational ClearQuest, which you should definitely have got together with your software. (which you could additionally pull the manual from the IBM web page.) both manner, you've got bought lots of reading to do. right here subsections supply a summary of the projects forward of you.

ClearQuest Databases and Schemas

[A.4.2] Now we're beginning to get into the nuts and bolts of your exchange administration system. A ClearQuest schema carries the metadata that defines the method for the way users work with facts in ClearQuest. The schema includes right here:

  • list type definitions
  • kinds used to submit and modify a checklist
  • box definitions and behavior
  • States a checklist can also be in
  • movements used to regulate or change the state of a record
  • Hooks written in VBScript or Perl that additional personalize fields and actions
  • ClearQuest contains a few predefined schemas so you might use as supplied or personalize to suit your workflow; you can also create and implement your own schemas. What you do depends upon your development procedures and your consolation degree with the device. if you're notably new to the equipment, your top-rated guess is to put into effect the average ClearQuest configuration out of the container after which slowly regulate the device as your users and administrator develop extra comfortable with the equipment.

    ClearQuest stores schemas in a schema repository. A ClearQuest setting up constantly incorporates one schema repository and one or greater person databases, reckoning on the way you segment your consumer inhabitants. that you can have separate person databases for every task or group several projects collectively in a single database. whatever thing critical to agree with, besides the fact that children, is that if you need to generate reviews and charts across several tasks, you are going to are looking to put the initiatives in the same database.

    one more crucial word: projects that share a database need to use the identical schema; as soon as a database is linked to a schema, it can be upgraded simplest with a more moderen edition of that identical schema. In different words, the database can't use an older edition of the schema or a completely distinctive schema—so plan consequently.

    starting ClearQuest clothier

    A ClearQuest schema defines the process of working with a checklist, along with the checklist kind and significant fields. facts have a variety of different states. The defect checklist starts in the Submitted state; from there that you may trade the state of the list to Closed, otherwise you can regulate the checklist without changing its state. youngsters, to additional automate your device, the administrator will use ClearQuest fashion designer to make centered alterations to the overall schema. again, which you can start with the commonplace schema and make adjustments after everyone feels extra relaxed with the software.

    At this aspect, you are going to need to do some customizations. here are one of the crucial steps and activities.

  • check out the schema. To customise a schema, you need to first try it out of the schema repository.
  • Add a new state. The ClearQuest clothier State Transition Matrix indicates the various states that a record can be in and the moves that movement the listing from one state to one other.
  • Add a brand new action. The movements grid indicates the entire actions that will also be performed on a checklist. to add a brand new action, you first add the action to the moves grid and then affiliate it with the applicable states.
  • Create a new field. To create a new field, open the Fields grid. This grid shows all the fields on the listing kind, their types, and their default values.
  • outline the behavior of the brand new container. The Behaviors grid suggests how fields behave when the associated record is in every state. that you would be able to define no matter if a container is examine-handiest, obligatory, or not obligatory in each and every state, or define default habits for all states. you could also create a person behavior that restricts consumer entry to the field. Open the Behaviors grid, then correct-click on the field and use the popup menu to define the habits of the field.
  • Add a brand new container to the record form. After making a field, you should add it to the checklist form.
  • Create an motion hook. A hook is a trigger for pieces of code that ClearQuest executes at targeted times to extra absolutely put in force your workflow. ClearQuest offers many predefined hooks so you might easily regulate to suit your wants. you can also use the ClearQuest API to put in writing hook code in Microsoft VBScript or Perl.

    ClearQuest supports 4 forms of hook code.

  • container hooks provide a way to validate the contents of a field or to assign box values.
  • action hooks enforce projects at key points in the lifecycle of a checklist.
  • record scripts allow you to affiliate a hook with a manage, corresponding to a pushbutton or a shortcut menu choice, on a single list.
  • world scripts can help you reuse hook code within different hooks.
  • Use the ClearQuest Script Editor to edit the hook in order that it initializes the value of the associated container.

  • check in the schema. At any time whereas working on a schema, which you could test your work in growth. This enhancements the look at various database along with your latest adjustments, which offers a short strategy to test your adjustments in the ClearQuest client devoid of affecting your production consumer database.

    when you're convinced that your schema alterations are working as it should be, verify the schema into the schema repository. once the schema is checked in, you can use it to upgrade your person database. ClearQuest prompts you to returned up the schema repository and the database before upgrading.

  • choose a ClearQuest schema. table 4-2 indicates an inventory of the predefined schemas covered in ClearQuest (see Introducing Rational ClearQuest). ClearQuest schemas include a considerable number of programs that give particular functionality. which you could add particular person packages to an current ClearQuest schema or to your own custom-made schema. For a full list of schemas and descriptions, see Administering Rational ClearQuest.
  • desk 4-2. Predefined Schemas

    Schema

    Description

    AnalystStudio

    Is suitable with Rational Suite AnalystStudio. contains customization for use with Rational RequisitePro.

    blank

    contains only system fields. Use this schema to create a schema from scratch.

    general

    consists of metadata it truly is standard to the entire ClearQuest schemas.

    DefectTracking

    includes the fields indispensable to beginning the use of ClearQuest to tune defects in a software construction environment.

    DevelopmentStudio

    Is compatible with Rational Suite DevelopmentStudio. consists of fields and rules that work with Rational Purify, Quantify, and PureCoverage.

    commercial enterprise

    Is used with Rational Suite EnterpriseStudio. carries fields and hooks that work with all Rational items.

    TestStudio

    Is suitable with Rational Suite TestStudio. incorporates fields and guidelines that work with Rational TeamTest, RequisitePro, Purify, Quantify, and PureCoverage.

    UnifiedChangeManagement

    helps the UCM system by providing integration with Rational ClearCase.


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    supply: Voltage safety, Inc.

    January 22, 2007 06:00 ET

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    Voltage SecureMail allows users to ship at ease encrypted electronic mail, advert-hoc enterprise communique akin to fiscal statements, affected person health assistance (PHI), and sensitive communication concerning highbrow property or own Account Numbers that require encryption under the charge Card trade statistics security standard (PCI). utilising id-based mostly Encryption Voltage protection options supply clear merits over common methods to protection:

    -- Lowest operational influence of any relaxed electronic mail solution -- Centralized administration and reporting -- reasonable extension of Voltage SecureMail to distinct brands and policies -- Collaborative, snap shots wealthy environment simplifies customization and branding -- No new directories or elements required to manage the equipment; elimination of certificates ends up in low system overhead -- fully stateless operation -- Full on-line and offline utilization -- tremendously scalable end-to-conclusion architecture, including efficient key era, key management, encryption and enrollment About Voltage identification-primarily based Encryption

    Voltage IBE™ is a public key cryptography device that uses general identities (comparable to an e-mail handle or screen name) as public keys, putting off the need for certificates, certificate Revocation Lists (CRL) and other expensive infrastructure. Voltage IBE outcomes in an answer it really is convenient to put into effect and straightforward to manipulate, devoid of the overhead and price inherent in average safety solutions. Voltage IBE is ideal for use with monetary functions clients and scientific patients who predict verbal exchange to be saved private and at ease and also want ease-of-use and cost-efficient. Voltage IBE options are:

    -- easy to put into effect and easy to manipulate - eliminates the overhead and prices inherent in average safety solutions comparable to PKI. -- totally scalable - no storage of keys or messages, and no deserve to contact online servers; permits the answer to scale dramatically with out the want for additional infrastructure. -- handy to make use of - no need for end clients to agonize about keys, certificates or numerous inboxes. About Voltage protection

    Voltage protection, Inc., an business safety utility enterprise, is the chief in at ease company verbal exchange and facts insurance policy options. in keeping with the Voltage commercial enterprise privacy management™ platform, Voltage offers essentially the most scalable enterprise key administration capabilities for enabling statistics encryption options for relaxed e-mail, total disk encryption, and for securing facts throughout the commercial enterprise and its company community. Voltage promises vigour, simplicity and the lowest total cost of possession in the industry by utilizing award-successful Voltage id-primarily based Encryption™ (IBE).

    Voltage protection partners with leading world technology companies including: IBM, Microsoft, analysis in action, Mitsui, Symantec and others. shoppers consist of basically 300 main organizations from around the world with several tons of of lots of deployed users together with American Board of family drugs, Diebold, Integro monetary, SafeAuto assurance, Winterthur life UK Ltd. and XL world services. For more tips please visit http://www.voltage.com.

    Voltage commercial enterprise privateness administration, Voltage identification-based mostly Encryption, and Voltage SecureMail are registered logos of Voltage protection, Inc. All different logos are property of their respective house owners. IBM, Lotus, Notes and Domino are emblems of foreign business Machines employer in the u.s., other nations or each. All trademarks, trade names, provider marks, and logos referenced herein belong to their respective businesses.


    as soon as king of business application, Lotus Notes is dragging IBM down | killexams.com Real Questions and Pass4sure dumps

    Lotus Notes is coming! Or, perhaps it's declining

    When IBM purchased Lotus for $three.5 billion in 1995, it looked as though the venerable computing large become virtually to lock up the software business and coast to unstoppable profits.

    Eighteen years later, Lotus appears extra like a millstone round IBM’s neck than a flywheel giving it further velocity.

    in response to a report within the Wall road Journal, in boost of IBM’s this autumn profits free up nowadays, Lotus became the weakest performer in IBM’s software portfolio, shedding 6.4 percent of its income volume in the first nine months of 2012.

    It probably accounts for approximately $1 billion in annual profits, in line with estimates sourced by the WSJ, or one-sixth to 1-fifth of IBM’s overall utility business.

    sarcastically, Lotus once led the style toward today’s most popular business applied sciences, the collaborative application that helps teams speak and work together on tasks. probably the most success experiences of that area of interest is Yammer, which Microsoft received ultimate 12 months for $1.2 billion. So, why is IBM sitting in the back of the pack instead of main from the front?

    Lotus, which made the primary blockbuster “killer app” within the Nineteen Eighties (Lotus 1-2-three, a phenomenally a success spreadsheet application), went on to create Lotus Notes, an impressive groupware suite that came out in the early Nineties earlier than anyone had any theory what “groupware” become.

    I used it noticeably at a number of businesses I labored with. at the start, it became mysterious and robust. Like most conclusion-users of Lotus Notes, I used it basically as an e-mail program. It had its quirks, however it labored. but there become one more dimension to Notes, an impressive, programmable backend that let you create databases and workspaces for collaborative work, contact administration, counsel sharing, and conversation.

    nowadays, we’d name it a collaboration tool or a company social-media device, and it might be web-primarily based and necessities-compliant, like Yammer, Jive, and Huddle. within the absence of specifications, Notes’ engineers needed to invent every little thing themselves, making it a suave however proprietary answer.

    but lengthy earlier than these net-based startups got here along, Notes became already dropping its cool. The customer utility grew to become large and bloated. It become expensive to put into effect and problematic to customise.

    as the internet won popularity in the late Nineteen Nineties, Lotus introduced specifications, like POP3 and IMAP email interfaces. They didn’t do so smartly with the requisites branch, although, driving any one who had to use an internet mail customer with a Lotus Notes mail server fully insane.

    The upshot is that, simply because the web grew to be conventional, Lotus Notes became worrying and out of date.

    certain, it turned into nevertheless potent, but unlocking the vigor of Notes regularly required expert talents, giving upward thrust to a sector of Notes consultants. No shock that these consultants are having a tough time getting taken seriously nowadays. The WSJ prices a Notes advisor who complains about his reception:

    “i am going to a party, and i shortly get insulted,” says Eugen Tarnow, a director of the consultancy Avalon enterprise techniques, which sells the getting old e mail application to organizations. “they say, ‘Lotus Notes, that’s still around?’ It’s no fun.”

    lamentably, IBM’s engineers realized the magnitude of requirements compliance too late and didn’t bake interoperability into Lotus Notes well ample or early enough. So, as powerful as Notes may be, it become and is sick-organized to work in today’s API-rich cloud environment.

    IBM has extra up to date social-media application, too, however best makes about $fifty five million per year from that phase of its company. So the problem for IBM is to proceed milking as much income as it can from Lotus, while gradually shifting the branding and the revenue to more moderen, sexier lines of enterprise. One example: Renaming its annual Lotus conference, Lotusphere, as “Connect2013.” Yeah, that’ll help.

    We’ll be staring at to see if the earnings record sheds any further gentle on IBM’s efforts to turn Notes round. however as for me, I’m now not keeping my breath.

    picture credit: Andrew Mason by way of photopin cc


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    Open-Air Smart Living Lab signs new agreements and conducts multiple ground-breaking projects | killexams.com real questions and Pass4sure dumps

    MONTRÉAL, Sept. 26, 2018 /CNW Telbec/ - The Open-Air Laboratory for Smart Living, founded in 2016 by Videotron, Ericsson, the École de technologie supérieure and the Quartier de l'innovation (QI), is making giant strides. Three new partners – Québec-based K2 Geospatial, tech giant IBM, and the ENCQOR consortium – have signed on and a series of trailblazing projects are currently underway in the Laboratory's unique ecosystem.

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    Logo: Videotron (CNW Group/Videotron)

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    After laying the foundations for its optimized connectivity infrastructures, the Lab, located in the heart of the QI, passed a new milestone earlier this year when it was recognized by the Québec government as a Centre of Excellence for Next-Generation Evolved Network and Internet of Things.

    Innovative projects: The future is now

    Since the Lab opened its doors to the scientific community and businesses in Fall 2017, a series of exciting projects have been launched.

    For example, an emotion meter is being developed in collaboration with Montréal-based startup MoodShine. It can mesure the emotional intensity using standard videocam equipment. Possible business use cases include improving the client experience at a given location by measuring users' emotional responses. The data would be aggregated to preserve user anonymity.

    The partners in the Lab are also working on a unique smart bus shelter concept. The shelters would be equipped with Internet access and with devices to improve the commuter experience in various ways, such as optimizing the use of transit resources and providing access to weather forecasts, transit system status, and context-and mood-sensitive content.

    A self-driving shuttle pilot project is underway within the perimeter of the QI. In addition to demonstrating the technology, the project meets a real need expressed by the community. It will also enhance the Lab's infrastructure by enabling prototyping and testing of smart transport technologies in conjunction with the riders who will benefit from them.

    The Laboratory is also looking at developing data governance tools, in collaboration with the Centre de Recherche Informatique de Montréal (CRIM), in order to maintain tight data security and confidentiality. If tests yield positive results, the above innovations could be made available beyond the confines of the Lab for the benefit of all.

    Lastly, next-generation systems that support high-density interconnection of multiple devices (known as "massive IoT") are currently deployed in the Lab and help provide a unique testing environment.

    Promising partnerships

    Two new contributing partners, K2 Geospatial and IBM, have joined the Open-Air Laboratory for Smart Living.

    Québec-based K2 Geospatial is the publisher of JMap software, a mapping platform that connects standalone systems and is currently used by more than 500 municipalities, ports, airports, highway authorities and utilities. The partnership will give the researchers and businesses at the Laboratory access to the JMap platform, which simplifies data management, communication, collaboration and decision-making by display data from a different sources on an integrated mapping interface.

    Technology giant IBM will make valuable tools available to help accelerate the development of startups by granting them up to $120,000 in Cloud credits, enabling them to use more than 130 cloud-based services including Watson , Blockchain, analytic tools and cybersecurity tools. Startups will also have access to IBM's network of contacts and some could join the Startup with IBM program.

    Story continues

    The Lab has also signed a collaboration agreement with ENCQOR (Evolution of Networked Services through a Corridor in Québec and Ontario for Research and Innovation), which is building the first pre-commercial corridor of 5G digital infrastructure between Québec and Ontario for research purposes. Its goal of providing small and medium-sized businesses (SMEs), researchers and academia with access to 5G networks is a close fit with the Laboratory's mission. The collaboration between ENCQOR and the Lab will help meet the needs of startups and researchers.

    About the Open-Air Laboratory for Smart Living In 2016, Videotron created Canada's first open-air smart living laboratory, in collaboration with Ericsson, École de technologie supérieure and the Quartier de l'innovation de Montréal (QI). The facility, located in the heart of the QI, is designed for field-testing under real-life conditions of concrete technological applications with the potential to improve and simplify Quebecers' lives. The unique partnership brings together in one vast test site the knowledge, expertise and technology to implement various components of smart living, including 5G technology and the Internet of Things.

    The Laboratory is a model of collaboration in which the community, academe, industry and the municipal administration work together to help make Montréal a leader in the next technological revolution. It is recognized by the Government of Québec as a Centre of Excellence for Next-Generation Evolved Network and Internet of Things. The Centres of Excellence promote the development of promising technologies in Québec's ICT sector to help drive the creation and commercialization of digital business solutions and accelerate the growth of SMEs and startups in these fields.

    For more information, visit the Lab's website.

     

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    Montana CIO Ron Baldwin Heeds the Call of the Private Sector | killexams.com real questions and Pass4sure dumps

    Montana’s top technology official and a key architect of the state’s IT consolidation, will be stepping down, officials confirmed to Government Technology.

    Chief Information Officer Ron Baldwin, who was appointed to lead the State Information Technology Service Division (SITSD) by Gov. Steve Bullock in January 2013, will be leaving “for a role outside of state government,” Department of Administration Director John Lewis said in a news release.

    Baldwin will be taking a position with Deloitte and his last day will be Jan. 19, according to Amber Conger, communications director for Montana’s department of administration.

    Baldwin’s departure comes as the state welcomes Chief Information Security Officer Andy Hanks, a 20-year IBM employee and its now-former global security program manager. Conger said the presence of Chief Technology Officer Matt Van Syckle and the arrival of Hanks, who started work during the week of Jan. 16, will ensure a smooth transition.

    “It is a big loss for the state of Montana, to be sure. I think with Ron at the helm over that past few years, we’ve seen so much change and innovation,” Conger said, noting that the state will begin an internal and nationwide search for his permanent replacement.

    “We just want to ensure the best fit for the state of Montana,” she added.

    Baldwin had previously served as CIO for Montana’s Department of Public Health and Human Services (DPHHS) and ascended to state CIO after the retirement of former CIO Dick Clark.

    At DPHHS, Baldwin helped ready the state to integrate with the federal health insurance exchange, which Montana chose as its way to implement the Affordable Care Act in 2014.

    As state CIO, Baldwin was at the helm following Bullock’s 2016 executive order that consolidated infrastructure at the executive branch level. That convergence, the state said in its news release, has saved Montana more than $1.6 million annually.

    Baldwin described that process as “highly efficient” in a conversation with GT last year.

    “Agencies won’t own their own equipment, but they will be using the most and sharing the most advanced platforms that we have, which will have security, full disaster recovery capabilities, and a sharing model that allows for a true private cloud approach,” he said at the time.

    In a statement on SITSD’s Web page, he emphasized the fluidity of the modern tech environment.

    “Today, as new concepts and systems become woven into the work environment, we learn that ‘change’ is constant and to be truly innovative, we must be willing to let go of outdated models and embrace new designs,” Baldwin said.

    In a statement, Bullock praised Baldwin’s successes in promoting enterprise-level collaboration, and said the teamwork he fostered with cities and counties, higher education and other statewide municipalities benefited the whole state.

    “His commitment to ensuring government was accessible to folks across Montana deserves recognition and he will be missed,” Bullock said.

    Conger characterized Baldwin’s focus on collaboration as one of his legacies. “Collaboration and teamwork was a huge part of why he was able to successfully implement some of the initiatives he was,” she said.

    Among his other central accomplishments, the state highlighted Baldwin’s work on the state’s transparency portal, the data portal and its business Navigator portal, which ensured citizens and business owners may wield the true power of governmental data.

    “It’s been a forefront initiative between the Bullock administration and Ron, to ensure that information is accessible and accurate and available to the citizens of Montana,” Conger said, pointing out the state’s data portal was upgraded in November with new back-end software.

    Baldwin also spearheaded implementation of multi-factor authentication to secure mission-critical systems and data; the establishment of a cost-effective, secure, private cloud environment for government; and the use of data loss prevention technology, bringing an additional security layer to sensitive information.

    In a statement provided by Montana officials on Jan. 17, Baldwin said serving Bullock, Lewis and the state had been his honor “during this time of great opportunity.”

    “Our vision is to be the enabling force that promotes citizen well-being and communities that thrive. Moving forward, I am confident information technology at the state of Montana will continue to serve citizens in the secure, efficient and effective manner they expect,” Baldwin said.


    NIST Cybersecurity Framework, its future, and what it means to you | killexams.com real questions and Pass4sure dumps

    NIST Cybersecurity Framework, its future, and what it means to you February 19, 2014  |  By Peter Allor Share NIST Cybersecurity Framework, its future, and what it means to you on Twitter Share NIST Cybersecurity Framework, its future, and what it means to you on Facebook Share NIST Cybersecurity Framework, its future, and what it means to you on LinkedIn NIST Cybersecurity Framework

    Last week, President Obama released the NIST Cybersecurity Framework, formally known as “Framework for Improving Critical Infrastructure Security” version 1.0. Note that the use of a version one, indicating that this is a starting point, other areas still need to be addressed, others will need to be refined demonstrating that this is a “living” document.

    The development of the Framework was initiated by the Executive Order 13636 (read the full document below) with an aggressive timeline of less than one-year to create a framework to reduce cybersecurity risk and improve security of critical infrastructures.  Through public comments, stakeholder outreach and five workshops regionally distributed across the United States, NIST successfully managed a public private partnership from critical infrastructure sectors, the public sector and with International partners to gain insight and improvement on a voluntary basis.  This is a true model for governments and organizations looking to develop or improve their cybersecurity strategy.

    Executive Order 13636: Improving Critical Infrastructure Cybersecurity Improving Critical Infrastructure Cybersecurity Executive Order 13636 of February 12, 2013

    By the authority vested in me as President by the Constitution and the laws of the United States of America, it is hereby ordered as follows:

    Section 1. Policy. Repeated cyber intrusions into critical infrastructure demonstrate the need for improved cybersecurity. The cyber threat to critical infrastructure continues to grow and represents one of the most serious national security challenges we must confront. The national and economic security of the United States depends on the reliable functioning of the Nation’s critical infrastructure in the face of such threats. It is the policy of the United States to enhance the security and resilience of the Nation’s critical infrastructure and to maintain a cyber environment that encourages efficiency, innovation, and economic prosperity while promoting safety, security, business confidentiality, privacy, and civil liberties. We can achieve these goals through a partnership with the owners and operators of critical infrastructure to improve cybersecurity information sharing and collaboratively develop and implement risk-based standards.Show citation box

    Sec. 2. Critical Infrastructure. As used in this order, the term critical infrastructure means systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters.

    Sec. 3. Policy Coordination. Policy coordination, guidance, dispute resolution, and periodic in-progress reviews for the functions and programs described and assigned herein shall be provided through the interagency process established in Presidential Policy Directive-1 of February 13, 2009 (Organization of the National Security Council System), or any successor.

    Sec. 4. Cybersecurity Information Sharing. (a) It is the policy of the United States Government to increase the volume, timeliness, and quality of cyber threat information shared with U.S. private sector entities so that these entities may better protect and defend themselves against cyber threats. Within 120 days of the date of this order, the Attorney General, the Secretary of Homeland Security (the “Secretary”), and the Director of National Intelligence shall each issue instructions consistent with their authorities and with the requirements of section 12(c) of this order to ensure the timely production of unclassified reports of cyber threats to the U.S. homeland that identify a specific targeted entity. The instructions shall address the need to protect intelligence and law enforcement sources, methods, operations, and investigations.

    (b) The Secretary and the Attorney General, in coordination with the Director of National Intelligence, shall establish a process that rapidly disseminates the reports produced pursuant to section 4(a) of this order to the targeted entity. Such process shall also, consistent with the need to protect national security information, include the dissemination of classified reports to critical infrastructure entities authorized to receive them. The Secretary and the Attorney General, in coordination with the Director of National Intelligence, shall establish a system for tracking the production, dissemination, and disposition of these reports.

    (c) To assist the owners and operators of critical infrastructure in protecting their systems from unauthorized access, exploitation, or harm, the Secretary, consistent with 6 U.S.C. 143 and in collaboration with the Secretary of Defense, shall, within 120 days of the date of this order, establish procedures to expand the Enhanced Cybersecurity Services program to all critical infrastructure sectors. This voluntary information sharing program will provide classified cyber threat and technical information from the Government to eligible critical infrastructure companies or commercial service providers that offer security services to critical infrastructure.

    (d) The Secretary, as the Executive Agent for the Classified National Security Information Program created under Executive Order 13549 of August 18, 2010 (Classified National Security Information Program for State, Local, Tribal, and Private Sector Entities), shall expedite the processing of security clearances to appropriate personnel employed by critical infrastructure owners and operators, prioritizing the critical infrastructure identified in section 9 of this order.

    (e) In order to maximize the utility of cyber threat information sharing with the private sector, the Secretary shall expand the use of programs that bring private sector subject-matter experts into Federal service on a temporary basis. These subject matter experts should provide advice regarding the content, structure, and types of information most useful to critical infrastructure owners and operators in reducing and mitigating cyber risks.

    Sec. 5. Privacy and Civil Liberties Protections. (a) Agencies shall coordinate their activities under this order with their senior agency officials for privacy and civil liberties and ensure that privacy and civil liberties protections are incorporated into such activities. Such protections shall be based upon the Fair Information Practice Principles and other privacy and civil liberties policies, principles, and frameworks as they apply to each agency’s activities.

    (b) The Chief Privacy Officer and the Officer for Civil Rights and Civil Liberties of the Department of Homeland Security (DHS) shall assess the privacy and civil liberties risks of the functions and programs undertaken by DHS as called for in this order and shall recommend to the Secretary ways to minimize or mitigate such risks, in a publicly available report, to be released within 1 year of the date of this order. Senior agency privacy and civil liberties officials for other agencies engaged in activities under this order shall conduct assessments of their agency activities and provide those assessments to DHS for consideration and inclusion in the report. The report shall be reviewed on an annual basis and revised as necessary. The report may contain a classified annex if necessary. Assessments shall include evaluation of activities against the Fair Information Practice Principles and other applicable privacy and civil liberties policies, principles, and frameworks. Agencies shall consider the assessments and recommendations of the report in implementing privacy and civil liberties protections for agency activities.

    (c) In producing the report required under subsection (b) of this section, the Chief Privacy Officer and the Officer for Civil Rights and Civil Liberties of DHS shall consult with the Privacy and Civil Liberties Oversight Board and coordinate with the Office of Management and Budget (OMB).

    (d) Information submitted voluntarily in accordance with 6 U.S.C. 133 by private entities under this order shall be protected from disclosure to the fullest extent permitted by law.

    Sec. 6. Consultative Process. The Secretary shall establish a consultative process to coordinate improvements to the cybersecurity of critical infrastructure. As part of the consultative process, the Secretary shall engage and consider the advice, on matters set forth in this order, of the Critical Infrastructure Partnership Advisory Council; Sector Coordinating Councils; critical infrastructure owners and operators; Sector-Specific Agencies; other relevant agencies; independent regulatory agencies; State, local, territorial, and tribal governments; universities; and outside experts.

    Sec. 7. Baseline Framework to Reduce Cyber Risk to Critical Infrastructure. (a) The Secretary of Commerce shall direct the Director of the National Institute of Standards and Technology (the “Director”) to lead the development of a framework to reduce cyber risks to critical infrastructure (the “Cybersecurity Framework”). The Cybersecurity Framework shall include a set of standards, methodologies, procedures, and processes that align policy, business, and technological approaches to address cyber risks. The Cybersecurity Framework shall incorporate voluntary consensus standards and industry best practices to the fullest extent possible. The Cybersecurity Framework shall be consistent with voluntary international standards when such international standards will advance the objectives of this order, and shall meet the requirements of the National Institute of Standards and Technology Act, as amended (15 U.S.C. 271 et seq.), the National Technology Transfer and Advancement Act of 1995 (Public Law 104-113), and OMB Circular A-119, as revised.

    (b) The Cybersecurity Framework shall provide a prioritized, flexible, repeatable, performance-based, and cost-effective approach, including information security measures and controls, to help owners and operators of critical infrastructure identify, assess, and manage cyber risk. The Cybersecurity Framework shall focus on identifying cross-sector security standards and guidelines applicable to critical infrastructure. The Cybersecurity Framework will also identify areas for improvement that should be addressed through future collaboration with particular sectors and standards-developing organizations. To enable technical innovation and account for organizational differences, the Cybersecurity Framework will provide guidance that is technology neutral and that enables critical infrastructure sectors to benefit from a competitive market for products and services that meet the standards, methodologies, procedures, and processes developed to address cyber risks. The Cybersecurity Framework shall include guidance for measuring the performance of an entity in implementing the Cybersecurity Framework.

    (c) The Cybersecurity Framework shall include methodologies to identify and mitigate impacts of the Cybersecurity Framework and associated information security measures or controls on business confidentiality, and to protect individual privacy and civil liberties.

    (d) In developing the Cybersecurity Framework, the Director shall engage in an open public review and comment process. The Director shall also consult with the Secretary, the National Security Agency, Sector-Specific Agencies and other interested agencies including OMB, owners and operators of critical infrastructure, and other stakeholders through the consultative process established in section 6 of this order. The Secretary, the Director of National Intelligence, and the heads of other relevant agencies shall provide threat and vulnerability information and technical expertise to inform the development of the Cybersecurity Framework. The Secretary shall provide performance goals for the Cybersecurity Framework informed by work under section 9 of this order.

    (e) Within 240 days of the date of this order, the Director shall publish a preliminary version of the Cybersecurity Framework (the “preliminary Framework”). Within 1 year of the date of this order, and after coordination with the Secretary to ensure suitability under section 8 of this order, the Director shall publish a final version of the Cybersecurity Framework (the “final Framework”).

    (f) Consistent with statutory responsibilities, the Director will ensure the Cybersecurity Framework and related guidance is reviewed and updated as necessary, taking into consideration technological changes, changes in cyber risks, operational feedback from owners and operators of critical infrastructure, experience from the implementation of section 8 of this order, and any other relevant factors.

    Sec. 8. Voluntary Critical Infrastructure Cybersecurity Program. (a) The Secretary, in coordination with Sector-Specific Agencies, shall establish a voluntary program to support the adoption of the Cybersecurity Framework by owners and operators of critical infrastructure and any other interested entities (the “Program”).

    (b) Sector-Specific Agencies, in consultation with the Secretary and other interested agencies, shall coordinate with the Sector Coordinating Councils to review the Cybersecurity Framework and, if necessary, develop implementation guidance or supplemental materials to address sector-specific risks and operating environments.

    (c) Sector-Specific Agencies shall report annually to the President, through the Secretary, on the extent to which owners and operators notified under section 9 of this order are participating in the Program.

    (d) The Secretary shall coordinate establishment of a set of incentives designed to promote participation in the Program. Within 120 days of the date of this order, the Secretary and the Secretaries of the Treasury and Commerce each shall make recommendations separately to the President, through the Assistant to the President for Homeland Security and Counterterrorism and the Assistant to the President for Economic Affairs, that shall include analysis of the benefits and relative effectiveness of such incentives, and whether the incentives would require legislation or can be provided under existing law and authorities to participants in the Program.

    (e) Within 120 days of the date of this order, the Secretary of Defense and the Administrator of General Services, in consultation with the Secretary and the Federal Acquisition Regulatory Council, shall make recommendations to the President, through the Assistant to the President for Homeland Security and Counterterrorism and the Assistant to the President for Economic Affairs, on the feasibility, security benefits, and relative merits of incorporating security standards into acquisition planning and contract administration. The report shall address what steps can be taken to harmonize and make consistent existing procurement requirements related to cybersecurity.

    Sec. 9. Identification of Critical Infrastructure at Greatest Risk. (a) Within 150 days of the date of this order, the Secretary shall use a risk-based approach to identify critical infrastructure where a cybersecurity incident could reasonably result in catastrophic regional or national effects on public health or safety, economic security, or national security. In identifying critical infrastructure for this purpose, the Secretary shall use the consultative process established in section 6 of this order and draw upon the expertise of Sector-Specific Agencies. The Secretary shall apply consistent, objective criteria in identifying such critical infrastructure. The Secretary shall not identify any commercial information technology products or consumer information technology services under this section. The Secretary shall review and update the list of identified critical infrastructure under this section on an annual basis, and provide such list to the President, through the Assistant to the President for Homeland Security and Counterterrorism and the Assistant to the President for Economic Affairs.

    (b) Heads of Sector-Specific Agencies and other relevant agencies shall provide the Secretary with information necessary to carry out the responsibilities under this section. The Secretary shall develop a process for other relevant stakeholders to submit information to assist in making the identifications required in subsection (a) of this section.

    (c) The Secretary, in coordination with Sector-Specific Agencies, shall confidentially notify owners and operators of critical infrastructure identified under subsection (a) of this section that they have been so identified, and ensure identified owners and operators are provided the basis for the determination. The Secretary shall establish a process through which owners and operators of critical infrastructure may submit relevant information and request reconsideration of identifications under subsection (a) of this section.

    Sec. 10. Adoption of Framework. (a) Agencies with responsibility for regulating the security of critical infrastructure shall engage in a consultative process with DHS, OMB, and the National Security Staff to review the preliminary Cybersecurity Framework and determine if current cybersecurity regulatory requirements are sufficient given current and projected risks. In making such determination, these agencies shall consider the identification of critical infrastructure required under section 9 of this order. Within 90 days of the publication of the preliminary Framework, these agencies shall submit a report to the President, through the Assistant to the President for Homeland Security and Counterterrorism, the Director of OMB, and the Assistant to the President for Economic Affairs, that states whether or not the agency has clear authority to establish requirements based upon the Cybersecurity Framework to sufficiently address current and projected cyber risks to critical infrastructure, the existing authorities identified, and any additional authority required.

    (b) If current regulatory requirements are deemed to be insufficient, within 90 days of publication of the final Framework, agencies identified in subsection (a) of this section shall propose prioritized, risk-based, efficient, and coordinated actions, consistent with Executive Order 12866 of September 30, 1993 (Regulatory Planning and Review), Executive Order 13563 of January 18, 2011 (Improving Regulation and Regulatory Review), and Executive Order 13609 of May 1, 2012 (Promoting International Regulatory Cooperation), to mitigate cyber risk.

    (c) Within 2 years after publication of the final Framework, consistent with Executive Order 13563 and Executive Order 13610 of May 10, 2012 (Identifying and Reducing Regulatory Burdens), agencies identified in subsection (a) of this section shall, in consultation with owners and operators of critical infrastructure, report to OMB on any critical infrastructure subject to ineffective, conflicting, or excessively burdensome cybersecurity requirements. This report shall describe efforts made by agencies, and make recommendations for further actions, to minimize or eliminate such requirements.

    (d) The Secretary shall coordinate the provision of technical assistance to agencies identified in subsection (a) of this section on the development of their cybersecurity workforce and programs.

    (e) Independent regulatory agencies with responsibility for regulating the security of critical infrastructure are encouraged to engage in a consultative process with the Secretary, relevant Sector-Specific Agencies, and other affected parties to consider prioritized actions to mitigate cyber risks for critical infrastructure consistent with their authorities.

    Sec. 11. Definitions. (a) “Agency” means any authority of the United States that is an “agency” under 44 U.S.C. 3502(1), other than those considered to be independent regulatory agencies, as defined in 44 U.S.C. 3502(5).

    (b) “Critical Infrastructure Partnership Advisory Council” means the council established by DHS under 6 U.S.C. 451 to facilitate effective interaction and coordination of critical infrastructure protection activities among the Federal Government; the private sector; and State, local, territorial, and tribal governments.

    (c) “Fair Information Practice Principles” means the eight principles set forth in Appendix A of the National Strategy for Trusted Identities in Cyberspace.

    (d) “Independent regulatory agency” has the meaning given the term in 44 U.S.C. 3502(5).

    (e) “Sector Coordinating Council” means a private sector coordinating council composed of representatives of owners and operators within a particular sector of critical infrastructure established by the National Infrastructure Protection Plan or any successor.

    (f) “Sector-Specific Agency” has the meaning given the term in Presidential Policy Directive-21 of February 12, 2013 (Critical Infrastructure Security and Resilience), or any successor.

    Sec. 12. General Provisions. (a) This order shall be implemented consistent with applicable law and subject to the availability of appropriations. Nothing in this order shall be construed to provide an agency with authority for regulating the security of critical infrastructure in addition to or to a greater extent than the authority the agency has under existing law. Nothing in this order shall be construed to alter or limit any authority or responsibility of an agency under existing law.

    (b) Nothing in this order shall be construed to impair or otherwise affect the functions of the Director of OMB relating to budgetary, administrative, or legislative proposals.

    (c) All actions taken pursuant to this order shall be consistent with requirements and authorities to protect intelligence and law enforcement sources and methods. Nothing in this order shall be interpreted to supersede measures established under authority of law to protect the security and integrity of specific activities and associations that are in direct support of intelligence and law enforcement operations.

    (d) This order shall be implemented consistent with U.S. international obligations.

    (e) This order is not intended to, and does not, create any right or benefit, substantive or procedural, enforceable at law or in equity by any party against the United States, its departments, agencies, or entities, its officers, employees, or agents, or any other person.

    THE WHITE HOUSE,

    February 12, 2013.

    Security Framework to measure risk and assess an organization’s security posture

    IBM Security Framework

    IBM Security Framework

    Over the past five years, IBM has been working with customers and using our IBM Security Framework as well.  Accompanying that Framework, we use a Maturity Model, one that the US Government uses in the Framework Implementation Tiers, to guide our clients in assessing and planning their cybersecurity risk posture.  This approach, like others, is focused on measuring risk and assessing an organization’s posture to mitigate that risk.  Many mature organizations have established methodologies based on guidelines, practices and standards applicable to their business and operating conditions.  Are these varying approaches and frameworks wholly different?  Yes and no.

    Like our domains and IT infrastructure, we built and arrived at them from differing needs and concerns, but they serve to allow us to assess and plan.  Many of them are built on [tooltip text=”Control Objectives for Information and related Technology (COBIT®) provides good practices across a structured framework based on a consensus of worldwide experts.”]COBIT[/tooltip], much like IBM’s Security Framework, to ensure gaps are addressed. And here is where your framework should work for you, in addressing gaps and levels of maturity or implementation. We all have gaps of varying degrees. Our operating environment changes often – from new business, new geographies, new technology or new additions to our business through mergers and acquisitions. The cyber threat changes as well, bringing us to a condition where we need assess and reassess our posture on a periodic basis. This brings us to a point where we need to integrate cyber security operations into supporting risk decisions and decision making more than ever.

    What to look for next is a continual series posted here to further elaborate on the Framework, its future version, and what it means to you and what IBM suggests in using this approach to address your cyber posture in context with your risk management.  Hear what we thinking and what our clients are thinking and how you can bring this into focus for your organization.  And if you are attending RSA, come to the Town Hall meeting on Wednesday afternoon where IBM will be participating with officials from the Administration to discuss the NIST Cybersecurity Framework and its use.

    Tags: Critical Infrastructure | Cybersecurity | Risk | Security Framework Peter Allor

    Federal Security Strategist, IBM Security

    Peter Allor is a Security Strategist on cyber incident & vulnerability handling, where he assists in guiding the... 7 Posts What’s new
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