Information Technology Reference
In-Depth Information
part in implementation, pilot, and deployment so when it comes time for a full
turnover, operations understands the application, the benefit to the organization,
and how to administer it effectively. Chapters 8 and 9 offer many insights and
tools for IA operations, including insights into what questions to ask of builders to
ensure a smooth transition. Moreover, some of the leadership IA tools in section
5.9 apply to operations, including professional development, vendor relations, and
problem solving.
5.8
Users and iA
Users are the first line of defense and monitoring. The user base has the most eyes
and ears and is more acutely in tune with how operations are going. User aware-
ness of security, the ability to detect anomalies and escalate them to a help desk or
security operations center, is essential. However, users should be aware of only what
they need to know. This is not due to secrecy, political territoriality, or technical
snobbery. This is so that IA will not become a distraction. The technical aspects of
IA should be transparent to the user.
5.9
leadership and iA
The true IA professional transcends the über-geek persona and provides holis-
tic thought to add business value; these are the leaders in IA. Leadership skills
apply to intrateam relations, interteam relations, as well as representing ideas to
management, executives, and customers. The IA architect may provide leadership
guidance to employees in strategic values that include integrity, respect, account-
ability, passion for excellence, customer centric, and innovation. Skill in each is
critical to championing organizational information assurance. The IA champi-
on's position is often solitary, and the enemy the IA architect sees clearly is often
invisible to others. While industry tolerance for the quixotic is low, sometimes
the IA professional must point out that the windmill everyone else sees is indeed
a well-disguised dragon.
IA leadership tools assist the IA architect in considering the holistic IA 2
view. Traditionally, deference to technology first and business concerns second
minimized or ignored consideration of the people factor. The mantra of the IA 2
professional is: Executives and managers do not buy security; they buy business risk
management solutions . The tighter the alignment with IA services and mechanisms
to business operations, the higher the ROI. Further, the tighter the alignment
between IA solutions and people, the more effective are the IA solutions. The IA
leadership tools include:
n
Personal development
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