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COMPUTER SECURITY INCIDENT RESPONSE CAPABILITY

Organizing an effective computer security incident response capability (CSIRC) involves several major decisions and actions. One of the first considerations should be to create an organization-specific definition of the term “incident” so that the scope of the term is clear. The organization should decide what services the incident response team should provide, consider which team structures and models can provide those services, and select and implement one or more incident response teams. An incident response plan, policy, and procedure creation is an important part of establishing a team, so that incident response is performed effectively, efficiently, and consistently, and so that the team is empowered to do what needs to be done. The plan, policies, and procedures should reflect the team’s interactions with other teams within the organization as well as with outside parties, such as law enforcement, the media, and other incident response organizations.

Events and Incidents. An event is any observable occurrence in a system or network. Events include a user connecting to a file share, a server receiving a request for a web page, a user sending email, and a firewall blocking a connection attempt. Adverse events are events with negative consequences, such as system crashes, packet floods, unauthorized use of system privileges, unauthorized access to sensitive data, and execution of malware that destroys data. This addresses only adverse events that are computer security-related, not those caused by natural disasters, power failures, etc. A computer security incident is a violation or imminent threat of violation of computer security policies,  acceptable use policies, or standard security practices. Examples of incidents are.

  • An attacker commands a botnet to send high volumes of connection requests to a web server, causing it to crash.
  • Users are tricked into opening a “quarterly report” sent via email that is actually malware; running the tool has infected their computers and established connections with an external host.
  • An attacker obtains sensitive data and threatens that the details will be released publicly if the organization does not pay a designated sum of money.
  • A user provides or exposes sensitive information to others through peer-to-peer file-sharing services.

Need for Incident Response. Attacks frequently compromise personal and business data, and it is critical to respond quickly and effectively when security breaches occur. The concept of computer security incident response has become widely accepted and implemented. One of the benefits of having an incident response capability is that it supports responding to incidents systematically (i.e., following a consistent incident handling methodology) so that the appropriate actions are taken. Incident response helps personnel to minimize loss or theft of information and disruption of services caused by incidents. Another benefit of incident response is the ability to use information gained during incident handling to better prepare for handling future incidents and to provide stronger protection for systems and data. An incident response capability also helps with dealing properly with legal issues that may arise during incidents. Besides the business reasons to establish an incident response capability, Federal departments and agencies must comply with law, regulations, and policy directing a coordinated, effective defense against information security threats.

Incident Response Policy, Plan, and Procedure Creation. In discussion are policies, plans, and procedures related to incident response, with an emphasis on interactions with outside parties.

Policy Elements. Policy governing incident response is highly individualized to the organization. However, most policies include the same key elements.

  • Statement of management commitment
  • Purpose and objectives of the policy
  • Scope of the policy (to whom and what it applies and under what circumstances)

Organizational structure and definition of roles, responsibilities, and levels of authority; should include the authority of the incident response team to confiscate or disconnect equipment and to monitor suspicious activity, the requirements for reporting certain types of incidents, the requirements, and guidelines for external communications, and information sharing (e.g., what can be shared with whom, when, and over what channels), and the handoff and escalation points in the incident management process.

  • Prioritization or severity ratings of incidents
  • Performance measures
  • Reporting and contact forms

Plan Elements Organizations should have a formal, focused, and coordinated approach to responding to incidents, including an incident response plan that provides the roadmap for implementing the incident response capability. Each organization needs a plan that meets its unique requirements, which relates to the organization’s mission, size, structure, and functions. The plan should lay out the necessary resources and management support. The incident response plan should include the following elements.

  • Mission
  • Strategies and goals
  • Senior management approval
  • An organizational approach to incident response
  • How the incident response team will communicate with the rest of the organization and with other organizations
  • Metrics for measuring the incident response capability and its effectiveness
  • Roadmap for maturing the incident response capability
  • How the program fits into the overall organization

Once an organization develops a plan and gains management approval, the organization should implement the plan and review it at least annually to ensure the organization is following the roadmap for maturing the capability and fulfilling its goals for incident response.

Procedure Elements. Procedures should be based on the incident response policy and plan. Standard operating procedures (SOPs) are a delineation of the specific technical processes, techniques, checklists, and forms used by the incident response team. SOPs should be reasonably comprehensive and detailed to ensure that the priorities of the organization are reflected in response operations. In addition, following standardized responses should minimize errors, particularly those that might be caused by stressful incident handling situations. SOPs should be tested to validate their accuracy and usefulness, then distributed to all team members. Training should be provided for SOP users; the SOP documents can be used as an instructional tool.

Sharing Information With Outside Parties. Organizations often need to communicate with outside parties regarding an incident, and they should do so whenever appropriate, such as contacting law enforcement, fielding media inquiries, and seeking external expertise. Another example is discussing incidents with other involved parties, such as Internet service providers (ISPs), the vendor of vulnerable software, or other incident response teams. Organizations may also proactively share relevant incident indicator information with peers to improve detection and analysis of incidents. The incident response team should discuss information sharing with the organization’s public affairs office, legal department, and management before an incident occurs to establish policies and procedures regarding information sharing. Otherwise, sensitive information regarding incidents may be provided to unauthorized parties, potentially leading to additional disruption and financial loss. The team should document all contacts and communications with outside parties for liability and evidentiary purposes.

Media. The incident handling team should establish media communications procedures that comply with the organization’s policies on media interaction and information disclosure. For discussing incidents with the media, organizations often find it beneficial to designate a single point of contact (POC) and at least one backup contact. The following actions are recommended for preparing these designated contacts and should also be considered for preparing others who may be communicating with the media.

  • Conduct training sessions on interacting with the media regarding incidents, which should include the importance of not revealing sensitive information, such as technical details of countermeasures that could assist other attackers, and the positive aspects of communicating important information to the public fully and effectively.
  • Establish procedures to brief media contacts on the issues and sensitivities regarding a particular incident before discussing it with the media.
  • Maintain a statement of the current status of the incident so that communications with the media are consistent and up-to-date.
  • Remind all staff of the general procedures for handling media inquiries.
  • Hold mock interviews and press conferences during incident handling exercises.

The following are examples of questions to ask the media contact.

  • Who attacked you? Why?
  • When did it happen? How did it happen? Did this happen because you have poor security practices?
  • How widespread is this incident? What steps are you taking to determine what happened and to prevent future occurrences?
  • What is the impact of this incident?
  • Was any personally identifiable information (PII) exposed?
  • What is the estimated cost of this incident?

Law Enforcement. One reason that many security-related incidents do not result in convictions is that some organizations do not properly contact law enforcement. Several levels of law enforcement are available to investigate incidents, district attorney offices, state law enforcement, and local (e.g., county) law enforcement. Law enforcement agencies in other countries may also be involved,  such as for attacks launched from or directed at locations outside the US. In addition, agencies have an Office of Inspector General (OIG) for investigation of a violation of the law within each agency. The incident response team should become acquainted with its various law enforcement representatives before an incident occurs to discuss conditions under which incidents should be reported to them, how the reporting should be performed, what evidence should be collected, and how it should be collected.

Law enforcement should be contacted through designated individuals in a manner consistent with the requirements of the law and the organization’s procedures. Many organizations prefer to appoint one incident response team member as the primary POC with law enforcement. This person should be familiar with the reporting procedures for all relevant law enforcement agencies and well prepared to recommend which agency, if any, should be contacted. Note that the organization typically should not contact multiple agencies because doing so might result in jurisdictional conflicts. The incident response team should understand what the potential jurisdictional issues are (e.g., physical location—an organization based in one state has a server located in a second state attacked from a system in a third state, being used remotely by an attacker in a fourth state).

Other Outside Parties. An organization may want to discuss incidents with other groups, including those listed below. When reaching out to these external parties, an organization may want to work through its ISAC, as a “trusted introducer” to broker the relationship. It is likely that others are experiencing similar issues, and the trusted introducer can ensure that any such patterns are identified and taken into consideration.

Organization’s ISP. An organization may need assistance from its ISP in blocking a major network-based attack or trace its origin.

Owners of Attacking Addresses. If attacks are originating from an external organization’s IP address space, incident handlers may want to talk to the designated security contacts for the organization to alert them to the activity or to ask them to collect evidence. It is highly recommended to coordinate such communications with an ISAC.

Software Vendors. Incident handlers may want to speak to a software vendor about suspicious activity. This contact could include questions regarding the significance of certain log entries or known false positives for certain intrusion detection signatures, where minimal information regarding the incident may need to be revealed. More information may need to be provided in some cases—for example, if a server appears to have been compromised through an unknown software vulnerability. Software vendors may also provide information on known threats (e.g., new attacks) to help organizations understand the current threat environment.

Other Incident Response Teams. An organization may experience an incident that is similar to ones handled by other teams; proactively sharing information can facilitate more effective and efficient incident handling (e.g., providing advance warning, increasing preparedness, developing situational awareness). Groups such as the Forum of Incident Response and Security Teams (FIRST), the Government Forum of Incident Response and Security Teams (GFIRST), and the Anti-Phishing  Working Group (APWG) are not incident response teams, but they promote information sharing among incident response teams.

Affected External Parties. An incident may affect external parties directly—for example, an outside organization may contact the organization and claim that one of the organization’s users is attacking it. Another way in which external parties may be affected is if an attacker gains access to sensitive information regarding them, such as credit card information. In some jurisdictions, organizations are required to notify all parties that are affected by such an incident. Regardless of the circumstances, it is preferable for the organization to notify affected external parties of an incident before the media or other external organizations do so. Handlers should be careful to give out only appropriate information—the affected parties may request details about internal investigations that should not be revealed publicly. Incident handlers should understand how their incident handling actions should differ when a PII breach is suspected to have occurred, such as notifying additional parties or notifying parties within a shorter timeframe.

CRISIS HANDLING STEPS

This is a list of the major steps that should be performed when a technical professional believes that a serious incident has occurred and the organization does not have an incident response capability available. This serves as a basic reference of what to do for someone who is faced with a crisis and does not have time to read through this entire document.

Document everything. This effort includes every action that is performed, every piece of evidence, and every conversation with users, system owners, and others regarding the incident.

Find a coworker who can provide assistance. Handling the incident will be much easier if two or more people work together. For example, one person can perform actions while the other documents them.

Analyze the evidence to confirm that an incident has occurred. Perform additional research as necessary (e.g., Internet search engines, software documentation) to better understand the evidence. Reach out to other technical professionals within the organization for additional help.

Notify the appropriate people within the organization. This should include the chief information officer (CIO), the head of information security, and the local security manager. Use discretion when discussing details of an incident with others; tell only the people who need to know and use communication mechanisms that are reasonably secure. (If the attacker has compromised email services, do not send emails about the incident). Notify external organizations for assistance in dealing with the incident.

Stop the incident if it is still in progress. The most common way to do this is to disconnect affected systems from the network. In some cases, firewall and router configurations may need to be modified to stop network traffic that is part of an incident, such as a denial of service (DoS) attack.

Preserve evidence from the incident. Make backups (preferably disk image backups, not file system backups) of affected systems. Make copies of log files that contain evidence related to the incident.

Wipeout all effects of the incident. This effort includes malware infections, inappropriate materials (e.g., pirated software), Trojan horse files, and any other changes made to systems by incidents. If a system has been fully compromised, rebuild it from scratch or restore it from a known good backup.

Identify and mitigate all vulnerabilities that were exploited. The incident may have occurred by taking advantage of vulnerabilities in operating systems or applications. It is critical to identify such vulnerabilities and eliminate or otherwise mitigate them so that the incident does not recur.

Confirm that operations have been restored to normal. Make sure that data, applications, and other services effected by the incident have been returned to normal operations.

Create a final report. This report should detail the incident handling process. It also should provide an executive summary of what happened and how a formal incident response capability would have helped to handle the situation, mitigate the risk, and limit the damage more quickly.

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