Cloud Security
Duncan Unwin, Business Aspect
ISACA, Brisbane, 16
thJuly 2013
Why Cloud will happen,
Why it changes how you need to manage security, and
How you can address it
Cloud Security
— The overwhelming economics of Cloud
–
Why cloud is here and why you better get used to it
— Seven Reasons why Cloud is a new type of security challenge
–
why every technique you have used to manage security needs to be
reconsidered
— How you can manage cloud security
The overwhelming economics of Cloud
— Supply-Side Saving
— Demand-side aggregation
— Multi-tenancy efficiency
— Telecommunications is becoming cheap
— Cloud is nearly a perfect commodity
Supply-Side Saving
— Cost of electricity
–
15-20% of TCO for server infrastructure
–
Power Usage Effectiveness (PUE) significantly higher for large DCs
–
Green electricity costs will drive Cloud DC location
— Infrastructure labour costs
–
Large DCs operate at ratios of 1 engineer to 1000s of servers
— Security and Reliability Compliance
–
Increasing requirements will make it less affordable to run IT in-house
–
Market demand and scale favour large players (e.g. AWS is ISO 27001)
— Buying Power
–
Hardware
–
Software
Demand-side aggregation
— Demand is not stable
–
Randomness
–
Time-of-day patterns
–
Industry-specific patterns
–
Large clouds aggregate and smooth demand
— Uncertain growth pattern
–
In-house capacity planning targets provisioning for peak load
–
Chronic over-provisioning
–
User demands for performance increasing
–
Loads are moving from batch to real-time
Multi-tenancy Economies of Scale
— Fixed costs amortised over 1000s of customers
— Management Costs
— Implementation Costs
Cloud is a near perfect commodity
— True Commodities
–
No qualitative difference in the market
–
Price set for the market as a whole
–
Fungible
–
Traded via commodity markets
— Existing barriers limit the total commoditisation of cloud
–
Lack of interoperability
–
Lack of consistency in governance standards
–
Market immaturity
–
Cultural
— We predict these will be substantively solved over the next
few years, resulting in commodity markets emerging
The overwhelming economics of Cloud
—
Supply-Side Saving
. Large scale data centres have lower cost per
CPU unit
—
Demand-side aggregation
. Aggregating demand for computing
smooths overall variability, allowing server utilization rates to
increase.
—
Multi-tenancy efficiency.
When changing to a multi-tenant
application model, increasing the number of tenants (i.e.,
customers or users) lowers the application management and server
cost per tenant.
—
Telecommunications is becoming cheap.
Much of the reason for
in-house IT was driven by the historically high cost to ship data
—
Cloud is nearly a perfect commodity.
Supply will not be able to
extract price premiums from the market. They win by scale not
margin.
For now accept that cloud computing will happen..
7 Reasons why Cloud
presents a Security
1. Loss of network perimeter
— Current model of security based on ‘egg shell’ design
–
Depends upon bad people being mainly outside the network
–
Data inside the perimeter
–
No real idea of where the ‘valuables’ are kept
— Cloud breaks this
–
Data is outside the perimeter
–
Systems are outside the perimeter
— Organisations that have been practicing good security such as
maintaining asset inventories and protection-in-depth are
2. Loss of directive control and audit
— Cloud means that you have limited control over Infrastructure
— You can’t fix emerging risks by direction
— You have very limited ability to audit (not a managed service)
–
This includes engaging external auditors
–
Developing but immature and inflexible assurance standards
Application Middleware Guest OS Hypervisor Storage Hardware Network L N N N N N N M F F F F F F Cu stom er Pr ovid er Application Middleware Guest OS Hypervisor Storage Hardware Network L L N N N N N M M F F F F F Cu stom er Pr ovid er Application Middleware Guest OS Hypervisor Storage Hardware Network F F F N N N N N N N F F F F Cu stom er Pr ovid er
SaaS PaaS IaaS
N=none M=mostly
L=limited F=full Customer and provider
3. Risks from the physical location of servers
— Legal risks
–
Where your data is stored determines the legal jurisdiction and data
and privacy protection laws
–
Your obligations are not reduced
— Potential for not knowing where your data is
4. Risks from multi-tenancy
— Who are the neighbours?
— Virtualisation security is highly dependent on good
administration
— Neighbours pose risks because of malfeasance and negligence
— The driving idea behind ‘Community Clouds’ – a digital gated
5. Risks from Internet accessibility
— Why is the Internet a threat? Because that is where the bad
people are
— Access to User Interfaces
–
Reliance solely based on application security
–
Often supporting only single-factor authentication
— Access to APIs
–
History of poor implementation of security
— Tools to help
–
Virtual firewalls and VPNs
6. Difficulty in implementing effective records
management protocols
— Cloud providers do not generally offer effective data archiving
and record management services – this problem is left to you
— Need to ensure backup and archive regimes meet the
organisation’s requirements
7. Risks to service availability
— Cloud creates perverse risks of Disaster
–
Wild fires in the USA threaten Australian
SaaS services.
–
Amazon EC2 affected by powerful
thunderstorms in Northern Virginia. Tools
to move processing to another data centre
did not function correctly.
–
2011 Brisbane floods: cloud services
enabled email and remote access to
remain available – an example of a positive
risk of a cloud service
Reasons why Cloud presents a Security Challenge
1. Loss of the network perimeter
2. Loss of directive control and audit
3. Risks from the physical location of servers
4. Risks from multi-tenancy
5. Risks from Internet accessibility
6. Difficulty in implementing effective records management
protocols
Business Aspect’s Lifecycle Approach to Cloud Security
Requirements Procurement Implementation Operation Transition OutCloud Service
Lifecycle
Requirements Phase
Requirements Procurement Implementation Operation Transition Out Cloud Service Lifecycle•
Risk Assessment - Harm if…
•
asset widely public and widely distributed?
•
a cloud provider employee accessed asset?
•
the function was manipulated by outsider?
•
the function failed to provide results?
•
the information/data was unexpectedly changed?
•
the asset was unavailable for a period of time?
•
Control Requirements
•
DSD’s advice on Cloud controls
•
Traditional normative control frameworks need to be
adapted (e.g. ISM, IS18, ISO/IEC 27002, ISO17799)
•
Compliance with…
•
Legislation
Procurement and Vendor Selection Phase
Requirements Procurement Implementation Operation Transition Out Cloud Service Lifecycle•
Vendor Selection
•
Capability
•
Contract
•
Fit
•
The Contract is the mechanism of control
•
The SLA
• Service Availability and Reliability requirements
• Minimum security levels that may be further defined in separate specifications and / or policies and standards
• Processes for monitoring the performance of the provider, specifically in relation to security and availability
• Business continuity and disaster recovery requirements and arrangements
• Liability and indemnity, including zones of responsibility
• Termination and transition arrangements
• Auditing and reporting requirements
• Event and incident management processes
Implementation and Transition In Phase
Requirements Procurement Implementation Operation Transition Out Cloud Service Lifecycle•
Planning & Project Management
•
De-risk by piloting and phasing
•
Formal Project e.g. Prince2
•
Design key processes with Vendor
•
Service governance model
•
Data conversion and assurance
•
Information Management and Data
Custodianship
•
Meeting recordkeeping requirements
•
appointing key roles for information governance
•
Establishing capacity planning and service
monitoring
•
Setting up support processes
•
Provisioning of initial services
Operations Phase
Requirements Procurement Implementation Operation Transition Out Cloud Service Lifecycle•
You as client may have a limited role
•
Depending on the type of cloud
•
Understand limits
•
But is essential you know what it is
•
Who internally manages the Vendor
•
Are we clear about the ‘governance gap’ – the
difference between what the vendor provides
and what our stakeholders expect
•
Vendor management is vital
•
Establish a performance measurement
framework and share with the vendor
•
Keep touch points fresh
Cease Operation & Transition Out Phase
Requirements Procurement Implementation Operation Transition Out Cloud Service Lifecycle•
Assume this will happen
•
Manage as project not BAU
•
Considerations
•
Data ownership and retention
•
Notice and transition arrangement
Lifecycle Approach to Cloud Security – Key Points
Requirements Procurement Implementation Operation Transition OutCloud Service
Lifecycle
• Risk Assessment • Control frameworks• Compliance with legislation & standards
• Vendor selection • Capability • Contract • Fit • Contract / SLA • Account Management • Project management
• Design key processes with vendor
• Assume it will happen
• Manage as a project • Consider • Data retention • Service transition • Notice and contract
• Understand roles & responsibilities
• Manage the gap
References
— Anon. (2012). About FedRAMP. Retrieved 10 July, 2013, from
http://www.gsa.gov/portal/category/102375
— Anon. (2012). CLOUD COMPUTING STRATEGIC DIRECTION PAPER: Opportunities and applicability for use by the Australian Government. Retrieved 12 Jul 2013, 2013, from
http://agimo.gov.au/files/2012/04/final_cloud_computing_strategy_version_1.pdf — Anon. (2012). Cloud Security Considerations. Retrieved 14 July, 2013, from
http://www.dsd.gov.au/infosec/cloudsecurity.htm
— Buyya, R., Yeo, C. S., Venugopal, S., Broberg, J., & Brandic, I. (2009). Cloud computing and emerging IT platforms: Vision, hype, and reality for delivering computing as the 5th utility. Future Generation Computer Systems, 25(6), 599-616. doi: http://dx.doi.org/10.1016/j.future.2008.12.001
— Harms, R., & Yamartino, M. (2010). The economics of the cloud. Retrieved 13 June, 2013, from
http://www.microsoft.com/en-us/news/presskits/cloud/docs/the-economics-of-the-cloud.pdf — Maxwell, W. (2012). A Global Reality: Governmental Access to Data in the Cloud. Retrieved 13 July,
2013, from http://m.hoganlovells.com/files/News/c6edc1e2-d57b-402e-9cab-
a7be4e004c59/Presentation/NewsAttachment/a17af284-7d04-4008-b557-5888433b292d/Revised%20Government%20Access%20to%20Cloud%20Data%20Paper%20(18%20 July%2012).pdf
— Reed, A., Rezek, C., & Simmonds, P. (2011). Critical Areas of Focus in Cloud Computing. Retrieved 13 July, 2013, from https://cloudsecurityalliance.org/research/security-guidance/
About Business Aspect
Business Aspect assists clients with the execution of their business strategy through either large scale business transformation or through the
addressing of smaller challenges in specific areas of the business. We focus on the business first, and then address technology needs as an enabler of required business outcomes. We have skills, experience and expertise in; business and technology strategy, architecture, risk, control, planning, design and governance. In delivering services, we address all layers of the business, including people, organisational change, process change,
information management, information and communications technology (ICT) applications and technology infrastructure.
We solve complex business problems through the collaborative efforts of our team of highly experienced personnel, and through the application of proven intellectual property. One of our key strengths is the diversity of the background and skills our senior consultants bring to planning initiatives involving people, process and systems.
Our ability to extend from business focused domains into architecture and complex program management builds a bond of trust with our clients and fosters more effective relationships. For our clients, we serve as the
interpreter between ICT and the demands of individual business units, translating business needs into ICT outcomes. We complement this with our ability to work with all parts of the organisation, therefore maximising the benefits collectively gained from ICT.
We believe the use of senior consultants for the delivery of our clients’ projects is the cornerstone of our success. We also hand pick specialists from our extensive network of associates and industry partners to
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