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itkerlon · 3 years ago

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electronicnerdtyphoon · 4 years ago

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9 Best Practices to Jumpstart your Third-Party Management Program

Organizations rely heavily on their third parties for improved profitability, faster time to market, competitive advantage, and decreased costs. However, third-party relationships come with multiple risks, including strategic, reputational, regulatory, information security, and financial risks. Penalties and reputational damage from non-compliance, supply chain disruptions, security breaches, and data thefts involving third parties are driving companies to continually improve their third party risk management process.

With third parties spread across the world, supply chain disruption risks are on the rise. Be it the earthquake and tsunami in Japan, the Thailand floods, or the labor dispute at the West Coast port, these disruptions greatly affected the flow of goods and services to organizations. Without an appropriate business continuity plan to deal with these unpredictable events, organizations suffer not only monetary losses, but also customer losses to competitors.

To minimize the impact of third-party risks on business performance and brand image, the scope of TPM is expanding beyond traditional surveys and assessments for third-party risks and compliance. Companies are now taking more comprehensive steps to ensure that their third parties not only comply with regulations, but also protect confidential IT information, avoid unethical practices, keep up a safe and healthy working environment, strengthen supply chain security, handle disruptions effectively, and sustain high quality and performance levels.

It is in this context that there emerges the need for an integrated view of third-party risk, compliance, performance, quality, and adherence to contracts. Developing a strategy for optimizing third party relationships is essential, as is knowing the third parties one deals with.

Key Trends Driving the Focus on TPM

Globalization - As the world gets flatter, organizations with global third-party networks are faced with a multitude of rules, policies, data, standards and regulations – all of which make the case for a robust TPM program.

Virtualization - Technology has dramatically changed the way organizations operate. With the advent of the cloud, virtual data centers, and hosted apps, companies are using vendors to process their critical business information, thus transferring data outside their firewalls. Recent data breaches and security incidents have highlighted the vendor risks that come with virtualization, and the need to have deeper visibility into the third-party ecosystem.

Social Media - On one hand social media improves transparency, collaboration, and efficiency across the third-party network. On the other hand it brings along potential security risks and privacy concerns for business-critical information. The key is to leverage social media to gather third-party intelligence, while also identifying and mitigating the risks that come along.

Mobility - Ubiquitous access to data across mobile devices poses multiple security risks. As data access becomes easier, and as security breaches proliferate, a strong TPM program is essential to ensure accountability.

Best Practices to Enhance Your TPM Program1. Manage and Assess Third-Party Risks:

Each third-party relationship brings with it a number of risks that need to be identified in time. These risks are often multi-dimensional as they extend across suppliers, vendors, contractors, service providers, and other parties, and can have an impact on different levels of the organization such as product lines, business units, and geographies.

An effective third-party risk management process begins by comprehensively identifying third-party risks such as process risks, political risks, undesirable events, contract risks, legal and regulatory non-compliance risks, and information system failures. This risk identification process should be followed by an analysis of the specific drivers that increase third-party risk.

A good practice is to focus strongly on contracts that govern third-party relationships. A comprehensive and carefully written contract that outlines the rights and responsibilities of all parties can help you better manage third-party relationships.

It’s also important to frame policies, and implement controls to mitigate third-party risks. Appropriate monitoring and testing processes are key in ensuring that risk mitigating controls are working as expected.

To strengthen third-party monitoring, leverage content from external sources such as Dow Jones, D&B, and Regulatory DataCorp (RDC) which curate adverse media reports, sanction lists, Politically Exposed Persons (PEP), and other third-party data. This external content is invaluable in identifying and flagging potentially high-risk third parties before they cause a failure.

2. Conduct Third-Party Screening, Onboarding, and Due Diligence

An effective third-party screening and due diligence program provides a better understanding of third parties, and helps you choose the right firm to work with.

Leading organizations are taking a risk-based approach to third-party screening and due diligence. As part of the onboarding process and on a regular basis, these organizations stratify their third parties into various risk categories based on the offered product or service, as well as the third-party’s location, countries of operation, and other key factors. They then define screening and due-diligence process based on the risk categories. The level of due diligence is based on the risk score of the third party.

The third-party onboarding process is really the backbone of an effective TPM program. It helps capture complete third-party information along with the necessary certifications, contracts, and documents. Onboarding assessments are also needed to help determine the level of risk monitoring required for each supplier.

Continuous third-party monitoring and screening is the key to helping companies make informed decisions about their third parties. Many organizations leverage screening data providers to receive real-time alerts and data feeds on third parties. They also screen their third parties against global sanctions lists, as well as global regulatory, law enforcement, and watch lists, adverse media reports, PEPs, and state-owned enterprises.

The due-diligence process does not end with third-party on-boarding. It’s important to continue identifying risk areas, and conducting appropriate due diligence on an ongoing basis.

3. Focus on Fourth Parties

The factory fires in Bangladesh highlighted, yet again, the problem of unauthorized sub-contracting. It exposed how organizations do not often have complete visibility into their supply chains which puts them in a risky position.

It’s critical to determine if products and services are actually provided by third parties, or if they are in fact sub-contracted to a fourth party. The key is to contractually bind third parties to inform and get approvals on any fourth-party involvement. Also, gather and manage fourth-party information as part of the third-party ecosystem. Ensure that fourth parties are in the scope of screening and risk management processes.

4. Establish a Tone at the Top with Board-level oversight

The senior management, including the C-suite and Board, are accountable for the risks in third-party relationships. It is their responsibility to create a culture of transparency and collaboration in the third-party ecosystem, while also identifying and controlling the risks that arise from such relationships.

5. Focus on IT Vendor Risk

With third parties accessing regulated company information, the likelihood and impact of IT security incidents are on the rise. Therefore, view IT vendor risk in the purview of the larger third-party risk management program. Categorize vendors based on their risk profile, and define an appropriate monitoring mechanism. Also, leverage external sources for third-party risk assurance. For instance, there are standard “Standard Information Gathering” (SIG) questionnaires from content providers such as Shared Assessments, which can be used to obtain the necessary information about a vendor’s IT, privacy, and data security controls.

6. Ensure Appropriate Investment and Staffing

As organizations realize the importance of a TPM program, many are increasing their investments in these programs. The investments should ideally be focused not only on ensuring regulatory compliance, but also on managing third-party risk, and improving third-party performance. Appropriate staffing is also essential to manage TPM initiatives at optimal levels, both locally and across the globe.

7. Evaluate the Effectiveness of the TPM Program

Implement a robust process to ensure the effectiveness of the TPM program, including policies, codes of conduct, processes, controls, compliance surveys, assessments, and audits. Make sure that all allocated TPM resources are available, have their responsibilities defined, and are working as planned. A 360-degree view of the third-party ecosystem is also a must.

Evaluate the program at regular intervals to determine if potential risks are being identified and mitigated, if compliance requirements are being met, and if appropriate remediation actions are being carried out when red flags arise. Also, have well-defined metrics to measure the effectiveness of the TPM program.

8. Build Mature TPM Processes

Many companies adopt a “siloed” approach to TPM wherein different departments manage different third-party processes. This leads to redundancies, and makes it difficult to gain a holistic view of third-party relationships. The best way to overcome this challenge is to standardize TPM processes across departments and functions. Adopt consistent, well-defined processes for third-party screening, onboarding, risk assessments, due-diligence, audits, performance management, and continuous monitoring. Make third-party information available centrally to facilitate oversight, accountability, monitoring, and risk management, and to ensure that nothing falls through the cracks.

9. Leverage Technology

As the TPM program extends beyond the first tier of the supply chain, technology will play a critical role in strengthening third-party risk assessments, monitoring, and management. Integrated technology solutions offer a common platform to manage multiple third parties, and provide greater visibility into risks and compliance issues.

Technology can also streamline third-party information management, onboarding and due diligence processes, risk management, audits, compliance management, and performance management.

Many companies leverage technology to automate TPM processes, and to map third-party information for better traceability. They also maintain third-party contracts, documents, SLAs, and other important information in a centralized database for easy access.

Advanced technology solutions consolidate and roll up third-party risk intelligence to support decision-making. These solutions also integrate with reliable industry sources to aggregate, validate, and enrich third-party data. They help identify high-risk third parties, assess their risk impact and likelihood, identify risk ratings, and monitor controls to keep risks in check. Sophisticated solutions also provide advanced survey and assessment capabilities for due-diligence, compliance monitoring, and control effectiveness evaluations.

Conclusion

In today’s complex, outsourced environment, it’s critical to step up TPM initiatives to protect both reputation and revenue. Gain a clear view of the third-party ecosystem, and adopt a proactive approach to manage associated risks. Be well-prepared to manage supply chain disruptions by proactively identifying hidden risks, and using well-defined business continuity plans. Also, establish a robust closed-loop process to continuously evaluate third parties based on regulatory compliance and performance. The key is to effectively manage the third-party ecosystem in such a way as to create a culture of transparency and accountability.

#third party risk management software #tpm

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pisslejarjoe-blog · 7 years ago

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un-enfant-immature · 6 years ago

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Xage brings role-based single sign-on to industrial devices

Traditional industries like oil and gas and manufacturing often use equipment that was created in a time when remote access wasn’t a gleam in an engineer’s eye, and hackers had no way of connecting to them. Today, these devices require remote access and some don’t have even rudimentary authentication. Xage, the startup that wants to make industrial infrastructure more secure, announced a new solution today to bring single sign-on and role-based control to even the oldest industrial devices.

Company CEO Duncan Greatwood says that some companies have adopted firewall technology, but if a hacker breaches the firewall, there often isn’t even a password to defend these kinds of devices. He adds that hackers have been increasingly targeting industrial infrastructure.

Xage has come up with a way to help these companies with its latest product called Xage Enforcement Point (XEP). This tool gives IT a way to control these devices with a single password, a kind of industrial password manager. Greatwood says that some companies have hundreds of passwords for various industrial tools. Sometimes, whether because of distance across a factory floor, or remoteness of location, workers would rather adjust these machines remotely when possible.

While operations wants to simplify this for workers with remote access, IT worries about security and the tension can hold companies back, force them to make big firewall investments or in some cases implement these kinds of solutions without adequate protection.

XEP helps bring a level of protection to these pieces of equipment. “XEP is a relatively small piece of software that can run on a tiny credit-card size computer, and you simply insert it in front of the piece of equipment you want to protect,” Greatwood explained.

The rest of the Xage platform adds additional security. The company introduced fingerprinting last year, which gives unique identifiers to these pieces of equipment. If a hacker tries to spoof a piece of equipment, and the device lacks a known fingerprint, they can’t get on the system.

Xage also makes use of the blockchain and a rules engine to secure industrial systems. The customer can define rules and use the blockchain as an enforcement mechanism where each node in the chain carries the rules, and a certain number of nodes as defined by the customer, must agree that the person, machine or application trying to gain access is a legitimate actor.

The platform taken as a whole provides several levels of protection in an effort to discourage hackers who are trying to breach these systems. Greatwood says that while companies don’t usually get rid of tools they already have like firewalls, they may scale back their investment after buying the Xage solution.

Xage was founded at the end of 2017. It has raised $16 million to this point and has 30 employees. Greatwood didn’t want to discuss a specific number of customers, but did say they were making headway in oil and gas, renewable energy, utilities and manufacturing.

Xage secures $12 million Series A for IoT security solution on blockchain

#TechCrunch

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retailtouchpoints · 6 years ago

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Four Ways That SD-WAN Is Transforming Retail: The Keys To Accelerating Business At The Network And Services Edge

By Michelle Arney, Cybera

Anyone who has shopped recently recognizes just how much rising consumer expectations have changed the retail industry. In particular, consumers are increasingly insisting upon an integrated shopping approach that blurs the lines between physical in-store experiences and digital online experiences. These market trends put even more pressure on retailers that are trying to figure out how to deliver more engaging customer experiences.

In theory, the emergence and rapid deployment of technologies such as VR/AR and the Internet of Things (IoT) enable retailers to more easily embrace a digital approach, because they create immersive and personalized experiences much faster and easier than ever before.

Unfortunately, smaller retail shops operating at the edge of the network typically lack the budget or IT expertise to embrace the digital technologies that attract and keep customers engaged. In fact, small-footprint retailers often struggle to overcome operational difficulties such as a non-digitized supply chain, making it nearly impossible to compete with larger businesses.

In other words, even if smaller retailers know what they should do…they don’t always know how. So exactly what actions can retailers take to streamline their digital transformation? Change often starts with a secure software-defined wide area network (SD-WAN) platform that provides the network foundation for greater business agility, flexibility and security.

Using SD-WAN technology as the backbone of the business can help retailers realize the positive impacts of digital transformation much faster, because they’re empowered to quickly adopt new technologies that don’t require advanced IT expertise. Here are four ways choosing SD-WAN helps to transform the retail experience:

Avoiding the legacy burden;

Letting IT lead the way to agility;

Focusing on innovation that’s secure; and

Using omnichannel rules to get personal.

Avoiding The Legacy Burden

According to Gartner, legacy WANs accounted for 63% of network spending. But using such a large percentage of the IT budget just to maintain legacy networks doesn’t clear the way for digital transformation. Investing in strategic IT — such as virtualization, cloud-based systems and software-defined networks — is a much more strategic approach.

In fact, IDC’s U.S. Enterprise Communications Survey found that 75% of respondents were already using or would be using SD-WAN within two years. Another IDC SD-WAN survey revealed that nearly a quarter of respondents anticipated SD-WAN cost savings of 20% to 39%. That’s because improving network intelligence via software reduces both complexity and cost while increasing flexibility. With an agile SD-WAN platform, retailers can compete in a much more dynamic world, adapting to new consumer trends by quickly rolling out cloud-based apps and services to attract new customers and grow revenues.

Letting IT Lead The Way To Agility

To compete with online mega-sellers, retailers must behave more like tech companies — increasing IT agility and innovation while expanding the use of mobile technologies. Because consumers are living in a digital-first world, their behaviors and expectations are evolving as quickly as the technology itself. Today, both in-person and online (“omnichannel”) experiences are a vital part of the shopping process. If small-footprint retailers don’t realize that the two are intrinsically interlinked, they’ll be at a distinct disadvantage.

Instead, retailers that have struggled to keep up with technology must take a page from the tech companies that have learned to operate more nimbly and efficiently by leveraging technology as a competitive advantage. Fortunately, SD-WAN can help turn IT into a growth engine with more agile business processes, simplified networks and automation to keep up with larger competitors and leapfrog similar-size retailers.

Focusing On Innovation That’s Secure

Many retailers are reluctant to embrace innovation unless they can mitigate the cybersecurity risks. This is especially true in an era when a single high-profile security breach can be extremely expensive, both financially and from a brand reputation perspective. But that represents backward thinking. The latest technology innovations can actually bring higher levels of security to protect retailers while simultaneously opening new business opportunities.

Leveraging the adaptive security strategies of the right SD-WAN platform — such as active network monitoring, next-generation firewalls, and secure payment systems — provides a robust security posture for the digital age. To ensure their business and data is protected, retailers can add measures such as multi-factor authentication, multi-layer security, advanced encryption and automated payment card industry (PCI) compliance tools. Going the extra mile, they can isolate certain types of application traffic into logical networks, such as keeping payment data separate from guest WiFi traffic. Deploying these cybersecurity methods and technologies can help streamline the digital transformation of even the smallest retailers.

Using Omnichannel Rules To Get Personal

Finally, forward-thinking retailers can emulate the personalized consumer experience of bigger companies to promote a stronger sense of community and loyalty. For instance, they can use self-service technologies to provide a seamless and immersive shopping experience. At the same time, they can integrate their marketing, selling and relationship-building into a true omnichannel customer experience that engages customers on all levels.

As stated earlier, shoppers have an insatiable appetite for personalized experiences. Achieving this level of personalization for smaller retailers means integrating digital engagement platforms with their physical stores. Fortunately, SD-WAN provides a flexible platform to quickly roll out new apps and services that help to deliver an omnichannel shopping experience. In this case, being small and nimble can empower retailers to react faster to dynamic customer environments and disruptive market trends.

SD-WAN Can Be A True Business Equalizer

To be clear, smaller retailers still face significant challenges with rising consumer expectations and increased levels of competition. The good news is that technology — specifically, a secure SD-WAN platform — can be the business equalizer they’ve been waiting for.

Investing in the right technology can help them streamline their digital transformation, increase customer engagement and grow their business. On the flip side, neglecting to embrace a digital strategy will ultimately relegate them to continually playing catch-up with the rest of the marketplace.

Michelle Arney is Head of Product at Cybera, responsible for the product vision, strategy and roadmap team. Prior to joining Cybera, she spent her career working with startup and enterprise IT and developer technologies, most recently at Microsoft where she focused on server, cloud, and emerging technologies. Follow Arney and Cybera at: Twitter, LinkedIn

#Michelle Arney #cybera #sd-wan

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toomanysinks · 6 years ago

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Xage brings role-based single sign-on to industrial devices

Xage secures $12 million Series A for IoT security solution on blockchain

source https://techcrunch.com/2019/02/20/xage-brings-role-based-single-sign-on-to-industrial-devices/

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fmservers · 6 years ago

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Xage brings role-based single sign-on to industrial devices

Xage secures $12 million Series A for IoT security solution on blockchain

Via Ron Miller https://techcrunch.com

#TechCrunch

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awesomeblockchain · 7 years ago

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As an African social entrepreneur in the technology industry, I am forced than most to think in terms of -whole systems".

Not a single technology I have worked on has ever been deployable without building a whole ecosystem afresh. This means that I need to be exceptionally attuned to the cultural and political economy context of technology. It also means that I find most of the debates around blockchain somewhat na\cEFve because of the perennial failure to address its ideological baggage and consider how other cultures might relate to that ideology.

In many ways this ideo-cultural blindspot is the true cause of blockchain's struggles to scale and become ubiquitous.

Blockchain's original creators understandably want less trust and more trustlessness in the world they seek to build. In the case of cryptocurrencies, blockchain's only globally successful application to date, for instance, concerns about interconvertibility or divisibility or the impact of volatility on credit are trivial. They completely underestimate the power of -smart contracts", self-executing computer programs that can be used to program how any financial metric should behave given a particular scenario, addressing many of the drawbacks usually cited as showstoppers.

In fact, AI-based smart contracts can even anticipate hard to predict scenarios. And virtually any smart contract of the appropriate kind would be cheaper and more adaptable than even the best contracts drafted by the best lawyers.

The real problem of blockchain goes to its roots, to the implicit manifesto which embedded the values of its creators in 2008 into the underlying concept.

At the core of the blockchain theory, first applied to bitcoin, is the idea of transactions between equals (peers) without a trusted third party.

This -trustless" approach originates in Blockchain creators' desire to remove the power of powerful authorities (whether banks, stock exchanges or governments) to grant or deny -permissions" and -privileges".

-Trust", in the understanding of these techno-activists, is therefore almost synonymous with -dependency" in a -power relationship". Blockchain's original creators understandably therefore want less trust and more trustlessness in the world they seek to build.

There are different ways of seeing -trust". Africa's Ubuntu ideology, for instance, interprets it as an emergent property of collaboration systems. It is very critical to understand this underlying vision of blockchain. It emerges from within very deep places in the Western tradition, and easily traceable from the radical 16th French theorist, Etienne de La Bo\cE9tie, all the way down to Robert Nozick.

Starting from such puzzles as the ancient Byzantine Generals' problem of how to coordinate an attack by allied armies using messengers who could have been compromised, blockchain cryptographers have dramatically expanded the implications of their mathematical solutions, and claimed the capacity to make -trust" irrelevant.

But there are actually different ways of seeing -trust". Africa's Ubuntu ideology, for instance, interprets it as an emergent property of certain collaboration systems. It is not a static quality that some network has. It is something that grows over time as a result of evolving rules created and recreated by the participants.

Please don't confuse my point as canvassing for -African exceptionalism". Ubuntu was just one example. The Dutch theorist, Bart Nooteboom, comes to remarkably similar conclusions in a career spent examining the -trust" concept.

In his seminal 2006 paper (which extends his equally seminal 2002 paper) on how social capital, trust and institutions interrelate, he made the profound statement: -Trust is both an outcome and an antecedent of relationships."

He sees the dynamic nature of trust, but most importantly he strongly deviates from the notion of trust as resulting merely from some calculation of the risks of some party acting contrary to an agreement (which is basically how the original philosophy behind blockchain sees trust). The agreement is but the starting point. How it shapes the behaviour of both parties over time is more important than knowing whether at some point in the future either party will keep to the terms.

Another way of fully grasping Nooteboom's arguments is to see trust as a composite with changing composition over time. Trust in intentions is not the same thing as trust in competence. Nor is trust in position the same as trust in orientation, etc. For that reason alone, in the real world, trust is fluid and organic.

If you look at the attached Maister equation in the image it is obvious that whilst blockchain scores strongly on -reliability", it does very badly on -intimacy". This further reinforces the argument that the original designers had a na\cEFve, simplistic, understanding of -trust" and thus designed a -trustless" system that actually is merely -trust-weak".

With the above in mind, it is easy to see the naivete of the idea that trust among network actors is not necessary so long as every operation in a network is replicated in the same fashion across every computer before attaining validity. For the simple reason that it makes rather credulous assumptions about the -peers" in this network, starting from a rather crude reduction of trust to predictability.

Firstly, not all -peers" in the real world are connecting and engaging in the same way, to the same extent, for the same goals, with the same expectations, and at the same strength.

Some of the participating users in the peer networks of blockchain need support from more competent parties to achieve their particular goal in the network.

So, for example, in many African markets, most retail investors participating in the bitcoin trading mania simply contract the entire headache to younger, more dynamic, -consultants". In the West, participants use wallets made by third parties to hold their bitcoins and install tools supported by SAAS providers to manage their access keys.

In both societies, we see at work a process of -delegated trust", but in the West the non-technical blockchain participant is happy to mask that delegation of trust behind a firewall of impersonality. In Africa, social capital is cheaper so the relatively wealthier investor would rather not trust some impersonal certificate authority or Public Key Infrastructure provider. The African bitcoin investor might prefer to deal with an upcoming IT technician who is looking to gain more from the relationship than just the fee of helping her digitally less savvy client maintain her bitcoin portfolio.

But let's make no mistake about it: in neither instance, Western or African, is the original blockchain vision of a trustless system achieved. Across the entire blockchain economy today, multiple layers of competence, convenience, risk management, and social capital (why an ICO backed by more -credible" people still perform better than one by complete unknowns) lubricate the cogs and wheels of the blockchain protocol. However, the precise configuration of these layers are likely to differ from society to society, and culture to culture.

The intermediaries that Blockchain purists insist must not determine how transactions occur are very much in place, simply because the average user of technology, whether email or blockchain, cannot become a cryptographer or PKI expert just to be able to hold true to the original notion of a true peer to peer system of equals operating without intermediation.

The promise of a trustless system continues, however, to create dissonance. On one hand, blockchain systems are projected as wholesale replacements for institutions, and, on the other hand, -co-innovation" is demanded from the same institutions to enable blockchain systems to become viable. This is a palpable contradiction.

Blockchain systems will not thrive except in the context of -more trust", properly defined. Trust in the competence, availability, orientation, positioning and intents of the multiple layers of intermediation is needed before blockchain applications can actually enhance hopelessly broken systems like SME to SME international trade.

For example, to replace letters of credit (LOCs) with blockchain smart contracts, freight forwarders, banks, customs clearance agents, invoice discounters and a whole bunch of peripheral players need to understand the system better, make investments to support them, project reasonable future gains, hire the right consultants to guide development, and alter current business models. Without a considerable increase in the level of trust among these actors, forget about smart contract LOCs going mainstream. In the end, any truly effective version of the system that emerges must allow intermediation and trust.

Note that trust here does not require the absolute technical predictability promoted by the original blockchain theorists. In fact, the trust will come through working together.

That means considerable deviation from the Hobbesian vision in which the design of a blockchain system assumes from the start that everyone is a potential traitor and will stay that way regardless of how the relationships evolve.

That worldview has led to wasted investments in blockchain designs that simply do not deliver performance, user-friendliness, convenience and clarity. And yet, all these are components of trust, properly defined.

Until systems innovators who see -more trust" as essential for all forms of digital interactions and know how to build systems that enhance trust get involved, blockchain applications shall fail to integrate at scale into those systems where they can make the most impact: health financing, supply chain transparency, international trade, public integrity etc.

So, if you are going to adopt blockchain to solve any problem facing your business or country, bear this point in mind.

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candlesinthesnow-blog · 7 years ago

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technicaldr · 8 years ago

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Healthcare environment: Achieving mobile security

Using mobile devices in the healthcare world offers many benefits, but it also present major risks when it comes to security. In this guest post, Gene Fry, VP of technology and compliance officer at a company that streamlines paper-intensive processes, and protects sensitive and business-critical information, provides a guide healthcare organizations can use to develop a culture of mobile security.

Mobile devices are transforming the way professionals communicate, collaborate and coordinate care in the healthcare setting. In addition to improving operational efficiencies, mobile devices have been proven to help speed up health outcomes and reduce length-of-stay. In 2016, a study of approximately 11,500 patients at two hospitals found that patients whose care providers used secure text-messaging as a means of communication had shorter lengths-of stay, compared to patients whose providers used paging systems.

While there’s no denying the potential benefits of mobile devices, their use remains a significant risk if improperly managed. Of the 260 major healthcare breaches reported by the U.S. Department of Health and Human Services (HHS) in 2015, close to 10% involved a mobile device. Statistics such as this only go to strengthen the argument that IT leaders and CIOs need to look carefully at both sides of the coin when considering implementing a mobile strategy within an organization.

The following steps are intended to guide healthcare organizations through the process of developing a culture of mobile security in such a way that allows them to realize the benefits, while keeping risks to a minimum.

Conduct a risk assessment

The single greatest mobile-related risk to a healthcare organization is a breach of protected health information (PHI). A breach of this nature, which would fall under HIPAA, can carry significant fines, as well as both civil and criminal penalties.

To avoid such scenarios, it’s vital that healthcare organizations take necessary actions to thoroughly assess their technology infrastructure for potential vulnerabilities, and evaluate how best to protect against identified risks. Conducting a security risk assessment, which is a key requirement of the HIPAA security rule, should identify the following information:

every mobile device (both past and present) that has had any level of access to the organization’s internal systems, and

the type of information that has been accessed, stored or relayed via mobile devices.

Use the right tools for the job

Text messaging and email are inherently risky, due to a lack of encryption around the data being shared between and stored on devices. Should a device wind up lost or stolen, any data that resides on the device itself becomes under threat.

Therefore, organizations that access, store, send or receive PHI on mobile devices should only ever carry out such tasks within the secure environment of purpose-built, HIPAA-compliant applications that ensure data remains safeguarded at all times. These secure solutions can help mitigate risks by encrypting information while in transit and storage, enabling users to control and invigilate how this information is accessed.

Secure all mobile devices

Security measures such as password and PIN protection are often a device’s first line of defense when it comes to keeping sensitive information out the hands of bad actors. This considered, all devices that come in contact with PHI must be adequately protected, via the following security parameters:

multi-factor authentication

password and PIN protection

device encryption

firewalls, and

regularly updated software and applications.

This is particularly important within organizations that permit BYOD (Bring Your Own Device), where staff may be using the same devices for both professional and personal activities, increasing the likelihood of loss or theft.

Establish policies for mobile usage

Many security-related horror stories can be traced back to an internal source, such as an employee downloading an unauthorized mobile application, which in turn jeopardizes the security of all sensitive data stored on that device. More often than not, individuals don’t intend to cause harm by downloading non-secure applications or programs, but their seemingly innocent actions can introduce security vulnerabilities into the company’s IT infrastructure with potentially devastating consequences.

To avoid such scenarios, employers should establish clearly defined policies to encourage safe mobile usage, and ensure all staff are trained to comply with those policies, while also being made aware of any sanctions for violation.

Ideally, mobile policies should outline procedures for:

remote disabling and wiping

deletion of messages after a period of time

password protection and access authorization, and

downloading applications and files.

At the very least, healthcare organizations need to clearly define a list of acceptable and unacceptable actions, and formulate a response plan in case a device is lost, stolen or compromised.

Educate staff

Humans have always been, and will remain, the weakest link in the security chain, and the introduction of mobile devices into the healthcare workplace only accentuates this vulnerability. While the steps outlined above provide a good foundation for healthcare organizations to build upon, cracks will soon begin to show if staff aren’t adequately trained to identify and mitigate risks themselves.

The benefits of mobile technology should be embraced by the healthcare industry, not feared, but when the security risks remain so significant, that’s easier said than done.

Technical Dr. Inc.'s insight:

Contact Details :

[email protected] or 877-910-0004 www.technicaldr.com

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javatutorialcorner · 8 years ago

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iptables Linux Command

iptables

iptables command [options]

System administration command. Configure netfilter filtering rules for kernels 2.4 and later. Rules for iptables consist of some matching criteria and a target, a result to be applied if the packet matches the criteria. The rules are organized into chains. You can use these rules to build a firewall, masquerade your local area network, or just reject certain kinds of network connections. There are three built-in tables for iptables: one for network filtering (filter), one for Network Address Translation (nat), and the last for specialized packet alterations (mangle). Firewall rules are organized into chains, ordered checklists of rules that the kernel works through looking for matches. The filter table has three built-in chains: INPUT, OUTPUT, and FORWARD. The INPUT and OUTPUT chains handle packets originating from or destined for the host system. The FORWARD chain handles packets just passing through the host system. The nat table also has three built-in chains: PREROUTING, POSTROUTING, and OUTPUT. mangle has only two chains: PREROUTING and OUTPUT. netfilter checks packets entering the system. After applying any PREROUTING rules, it passes them to the INPUT chain, or to the FORWARD chain if the packet is just passing through. Upon leaving, the system packets are passed to the OUTPUT chain and then on to any POSTROUTING rules. Each of these chains has a default target (a policy) in case no match is found. User-defined chains can also be created and used as targets for packets but do not have default policies. If no match can be found in a user-defined chain, the packet is returned to the chain from which it was called and tested against the next rule in that chain. iptables changes only the rules in the running kernel. When the system is powered off, all changes are lost. You can use the iptables-save command to make a script you can run with iptables-restore to restore your firewall settings. Such a script is often called at bootup. Many distributions have an iptables initialization script that uses the output from iptables-save.

Commands

iptables is almost always invoked with one of the following commands: -A chain rules, --append chain rules Append new rules to chain. -D chain rules, --delete chain rules Delete rules from chain. Rules can be specified by their ordinal number in the chain as well as by a general rule description. -E old-chain new-chain, --rename-chain old-chain new-chain Rename old-chain to new-chain. -F [chain] , --flush [chain] Remove all rules from chain, or from all chains if chain is not specified. -I chain number rules, --insert chain number rules Insert rules into chain at the ordinal position given by number. -L [chain] , --list [chain] List the rules in chain, or all chains if chain is not specified. -N chain, --new-chain chain Create a new chain. The chain's name must be unique. This is how user-defined chains are created. -P chain target, --policy chain target Set the default policy for a built-in chain; the target itself cannot be a chain. -R chain number rule, --replace chain number rule Replace a rule in chain. The rule to be replaced is specified by its ordinal number. -X [chain] , --delete-chain [chain] Delete the specified user-defined chain, or all user-defined chains if chain is not specified. -Z [chain] , --zero [chain] Zero the packet and byte counters in chain. If no chain is specified, all chains will be reset. When used without specifying a chain and combined with the -L command, list the current counter values before they are reset.

Targets

A target may be the name of a chain or one of the following special values: ACCEPT Let the packet through. DROP Drop the packet. QUEUE Send packets to the user space for processing. RETURN Stop traversing the current chain and return to the point in the previous chain from which this one was called. If RETURN is the target of a rule in a built-in chain, the built-in chain's default policy is applied.

Rule specification parameters

These options are used to create rules for use with the preceding commands. Rules consist of some matching criteria and usually a target to jump to (-j) if the match is made. Many of the parameters for these matching rules can be expressed as a negative with an exclamation point (!) meaning "not." Those rules will match everything except the given parameter. -c packets bytes, --set-counters packets bytes Initialize packet and byte counters to the specified values. -d [!] address[/mask] [!] [port] , --destination [!] address[/mask] [port] Match packets from the destination address. The address may be supplied as a hostname, a network name, or an IP address. The optional mask is the netmask to use and may be supplied either in the traditional form (e.g., /255.255.255.0) or in the modern form (e.g., /24). [!] -f, [!] --fragment The rule applies only to the second or further fragments of a fragmented packet. -i [!] name[+] , --in-interface name[+] Match packets being received from interface name. name is the network interface used by your system (e.g., eth0 or ppp0). A + can be used as a wildcard, so ppp+ would match any interface name beginning with ppp. -j target, --jump target Jump to a special target or a user-defined chain. If this option is not specified for a rule, matching the rule only increases the rule's counters, and the packet is tested against the next rule. -o [!] name[+] , --out-interface name[+] Match packets being sent from interface name. See the description of -i for the syntax for name. -p [!] name, --protocol [!] name Match packets of protocol name. The value of name can be given as a name or number, as found in the file /etc/protocols. The most common values are tcp, udp, icmp, or the special value all. The number 0 is equivalent to all, and this is the default value when this option is not used. If there are extended matching rules associated with the specified protocol, they will be loaded automatically. You need not use the -m option to load them. -s [!] address[/mask] [!] [port] , --source [!] address[/mask] [!] [port] Match packets with the source address. See the description of -d for the syntax of this option.

Options

-h [icmp] , --help [icmp] Print help message. If icmp is specified, a list of valid ICMP type names will be printed. -h can also be used with the -m option to get help on an extension module. --line-numbers Used with the -L command. Add the line number to the beginning of each rule in a listing, indicating its position in the chain. -m module, --match module Explicitly load matching rule extensions associated with module. See the next section. --modprobe=command Use specified command to load any necessary kernel modules while adding or inserting rules into a chain. -n, --numeric Print all IP address and port numbers in numeric form. By default, text names are displayed when possible. -t name, --table name Apply rules to the specified table. Rules apply to the filter table by default. -v, --verbose Verbose mode. -x, --exact Expand all numbers in a listing (-L). Display the exact value of the packet and byte counters instead of rounded figures.

Match extensions

Several modules extend the matching capabilities of netfilter rules. Using the -p option will cause iptables to load associated modules implicitly. Others need to be loaded explicitly with the -m or --match options. Here we document those modules used most frequently. icmp Loaded when -p icmp is the only protocol specified: --icmp-type [!] type Match the specified ICMP type. type may be a numeric ICMP type or one of the ICMP type names shown by the command iptables -p icmp -h. multiport Loaded explicitly with the -m option. The multiport extensions match sets of source or destination ports. These rules can be used only in conjunction with -p tcp and -p udp. Up to 15 ports can be specified in a comma-separated list: --source-port [ports] Match the given source ports. --destination-port [ports] Match the given destination ports. --port [ports] Match if the packet has the same source and destination port and that port is one of the given ports. state Loaded explicitly with the -m option. This module matches the connection state of a packet: --state states Match the packet if it has one of the states in the comma-separated list states. Valid states are INVALID, ESTABLISHED, NEW, and RELATED. tcp Loaded when -p tcp is the only protocol specified: --source-port [!] [port] [:port] , --sport [!] [port] [:port] Match the specified source ports. Using the colon specifies an inclusive range of services to match. If the first port is omitted, 0 is the default. If the second port is omitted, 65535 is the default. You can also use a dash instead of a colon to specify the range. --destination-port [!] [port] [:port] , --dport [!] [port] [:port] Match the specified destination ports. The syntax is the same as for --source-port. --mss n[:n] Match if TCP SYN or SYN/ACK packets have the specified MSS value or fall within the specified range. Use this to control the maximum packet size for a connection. [!] --syn Match packets with the SYN bit set and the ACK and FIN bits cleared. These are packets that request TCP connections; blocking them prevents incoming connections. Shorthand for --tcp-flags SYN,RST,ACK SYN. --tcp-flags [!] mask comp Match the packets with the TCP flags specified by mask and comp. mask is a comma-separated list of flags that should be examined. comp is a comma-separated list of flags that must be set for the rule to match. Valid flags are SYN, ACK, FIN, RST, URG, PSH, ALL, and NONE. --tcp-option [!] n Match if TCP option is set. udp Loaded when -p udp is the only protocol specified: --source-port [!] [port] [:port] , --sport [!] [port] [:port] Match the specified source ports. The syntax is the same as for the --source-port option of the TCP extension. --destination-port [!] [port] [:port] , --dport [!] [port] [:port] Match the specified destination ports. The syntax is the same as for the --source-port option of the TCP extension.

Target extensions

Extension targets are optional additional targets supported by separate kernel modules. They have their own associated options. We cover the most frequently used target extensions below. DNAT Modify the destination address of the packet and all future packets in the current connection. DNAT is valid only as a part of the POSTROUTING chain in the nat table: --to-destination address[-address] [port-port] Specify the new destination address or range of addresses. The arguments for this option are the same as the --to-source argument for the SNAT extension target. LOG Log the packet's information in the system log: --log-level level Set the syslog level by name or number (as defined by syslog.conf). --log-prefix prefix Begin each log entry with the string prefix. The prefix string may be up to 30 characters long. --log-tcp-sequence Log the TCP sequence numbers. This is a security risk if your log is readable by users. --log-tcp-options Log options from the TCP packet header. --log-ip-options Log options from the IP packet header. MASQUERADE Masquerade the packet so it appears that it originated from the current system. Reverse packets from masqueraded connections are unmasqueraded automatically. This is a legal target only for chains in the nat table that handle incoming packets and should be used only with dynamic IP addresses (like dial-up.) For static addresses use DNAT: --to-ports port[-port] Specify the port or range of ports to use when masquerading. This option is valid only if a tcp or udp protocol has been specified with the -p option. If this option is not used, the masqueraded packet's port will not be changed. REJECT Drop the packet and, if appropriate, send an ICMP message back to the sender indicating the packet was dropped. If the packet was an ICMP error message, an unknown ICMP type, or a nonhead fragment, or if too many ICMP messages have already been sent to this address, no message is sent: --reject-with type Send specified ICMP message type. Valid values are icmp-net-unreachable, icmp-host-unreachable, icmp-port-unreachable, or icmp-proto-unreachable. If the packet was an ICMP ping packet, type may also be echo-reply. SNAT Modify the source address of the packet and all future packets in the current connection. SNAT is valid only as a part of the POSTROUTING chain in the nat table: --to-source address[-address] [port-port] Specify the new source address or range of addresses. If a tcp or udp protocol has been specified with the -p option, source ports may also be specified. If none is specified, map the new source to the same port if possible. If not, map ports below 512 to other ports below 512, those between 512 and 1024 to other ports below 1024, and ports above 1024 to other ports above 1024.

Examples

To reject all incoming ICMP traffic on eth0:

iptables -A INPUT -p ICMP -i eth0 -j REJECT

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techhowl · 8 years ago

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How to Block or Open a Specific Port in Windows Firewall

New Post has been published on https://geekeasier.com/block-or-open-a-specific-port-in-windows-firewall/5185/

How to Block or Open a Specific Port in Windows Firewall

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Computer ports are an essential feature of all computing devices. Computer ports give the comments and output interfaces the device needs to communicate with peripherals and computer networks. The most important ports on computers are used for computer networking.

The physical ports are those which we can see on the sides of our laptops and on the backside of our CPU. Each one has a different functionality and can be distinguished by the unique shape of each port. If you want to look for the functions of each physical port, click here for the Wikipedia page.

In this session, however, we will be discussing primarily of the networking ports of a computer and how to control / block one or more specific ports according to our need.

Computer Networking Ports are the ones which we cannot perceive through one’s eyes or touch i.e. it is an abstract term for, what we can call, a media for sharing of resources (files, data, etc.).

Port numbers are from 0 to 65535. Ports 0 to 1024 are reserved for use by certain privileged services. For the HTTP service, port 80 is defined as a default and it does not have to be specified in the Uniform Resource Locator (URL).