4 of 4 people found the following review helpful
on June 1, 2011
If Gartner were to have created the CERT-RMM framework like what is detailed in the book CERT Resilience Management Model (RMM): A Maturity Model for Managing Operational Resilience; it likely would be offered to their clients for at least $15,000-. With a list price of $79.99, the book is clearly a bargain. Besides being inexpensive, it details an invaluable model that should be seriously considered by nearly every organization.
The CERT-RMM is a capability model for operational resilience management. Put more simply; it is a method to tame the out of control world of IT operations.
CERT notes that the model has two primary objectives: to establish the convergence of operational risk and resilience management activities such as security, business continuity, and aspects of IT operations management into a single model. And to apply a process improvement approach to operational resilience management through the definition and application of a capability level scale that expresses increasing levels of process improvement.
In plain English, the model creates a formal method in which to execute IT tasks. Given the reality that most IT tasks are executed in an ad-hoc manner, the CERT-RMM should be a welcome relief to most organizations.
The CERT-RMM is a relatively new framework, with version 1.0 being issued in May 2010. Version 1.1 was made available via this book in December 2010. CERT also has a really good CERT-RMM Overview presentation available.
CERT-RMM v1.1 comprises 26 process areas that cover four areas of operations resilience management: enterprise management, engineering, operations and process management.
In chapter 1, the authors astutely note that technology can be very effective in managing risk, but technology cannot always substitute for skilled peoples and resources, procedures and methods that define and connect tasks and activities, and processes to provide structure and stability towards the achievement of common objectives and goals.
The problem is that most companies will spend huge amounts of money on these myriad technologies and seemingly expect the install routine to magically integrate the numerous processes. CERT-RMM is a comprehensive solution to a broad set of problems.
But for those that are looking to CERT-RMM for a quick fix to a decades old problem, the authors also note in chapter 1 that CERT-RMM must be embedded within the culture and practices of an organization. The CERT-RMM practices will only make an organization more resilient to the degree to which they have been institutionalized via its processes.
At just over 1,000 pages, the book is a treasure-trove of invaluable information. While the amount of information may be overwhelming, it is manageable if used in a serious fashion. But just to reiterate, CERT-RMM should not be seen as a quick-fix solution.
The main textual part of the book covers 2 parts and 7 chapters which make up the first 120 pages. These 2 parts provide a comprehensive overview of the CERT-RMM and provides an overview of the various concepts used within the model. The authors do a superb job of showing how structure and processes need to be an integral part of enterprise operations, and note the challenges of not having such an approach.
Focusing on information security, the authors intelligently observe in chapter 2 that historically information was viewed as a technology problem and relegated to the IT department. The problem though with such an approach is that when an incident or disruption occurs, the response is generally localized and discrete; not orchestrated across all affected lines of business and organizational units. That problem is precisely what CERT-RMM comes to fix. If implemented effectively, the processes enable organizations to respond in a more formal manner, with integrated processes; resulting in operations that are quicker, cheaper, and ultimately, more resilient.
In chapter 4, the authors tell you what seems to be obvious: that the CERT-RMM in its entirety looks ominous. They note the reason is that operational resilience management encompasses many disciplines and practices. The challenge though is for the organization to be able to understand the relationships in the CERT-RMM model and connect them to their own organization. CERT-RMM is certainly not for the fainthearted. But for those that are serious about operational efficiency and resilience, CERT-RMM is certainly a godsend.
The reality is that not only does the CERT-RMM look ominous, it is. The reason is that CERT-RMM will most likely be used to retrofit an organization that has used decades of ad-hoc approaches to its IT processes. Trying to fix so much is indeed ominous. But even with that ominous cloud, it is something that must be done.
In chapter 5, the authors make an important point in that CERT-RMM is not a prescriptive model. This means that there is no guidance provided to adopt the model in any specific sequence or prescriptive path. Rather, process improvements are unique to each organization, to which the CERT-RMM provides the basic structure to enable enterprises to chart their own specific improvements paths uses the model as a guide.
Chapter 6 on Using CERT-RMM notes that the model has a strong enterprise undercurrent, due to the fact that effective operational resilience management requires capabilities that often have enterprise-wide significant. But the enterprise-wide nature of the model does not mean that it can't be adopted at more discrete levels.
Part 3 of the book is a complete listing of the 26 CERT-RMM process areas. Part 3 is where the heart of the CERT-RMM is. Each of the 26 sections has a complete set of descriptions of goals and practices and real-world examples.
Think of part 3 as The Checklist Manifesto: How to Get Things Right, but on steroids. In that book, author Atul Gawande uses the notion of a checklist as a quality-control device. He noticed that the high-pressure complexities in place today can overwhelm even the best-trained professional and that only a disciplined adherence to essential procedures can fix things. Gawande would likely be enamored by the CERT-RMM.
When the reader goes through the over 800 pages of part 3, they will see them as a set of standard operating procedures (SOP). Industries such as aviation, manufacturing and pharmaceuticals have SOP deeply embedded in their processes. The SOP in part 3 are far from rocket science. They are simply a comprehensive approach and attention to detail. Given that resilience is all about the details, part 3 can be used to take an organization to a mature state of resilience.
If nothing else, part 3 should give the reader an appreciation for the need for effective process around IT initiatives. The exacting level of detail described in part 3 displays a rigorous set of processes that if deployed, can ensure an all-embracing approach to systems management and control.
Often books with numerous authors lack a sense of style and symmetry. With 3 authors, the book suffers none of that and is completely integrated into a single unit with no disconnects. Each of the authors are CERT veterans that bring considerable experience which is pervasive throughout the book.
But as good as the CERT-RMM, we all know that it is likely to have minimal adoption. Most organizations are far too short-sighted to use a model that requires such discipline and long-term approach as CERT-RMM.
But for those organizations that are truly serious about resiliency, serious about security, serious about saving money and being more efficient, this book and the CERT-RMM is a model they will embrace warmly. This book is an important first step that can be the gateway to resiliency.
For all the others, they should at least use the CERT-RMM incident management and control process area to deal with the many security incidents and breaches they will inevitably have to contend with.
1 of 1 people found the following review helpful
on July 29, 2011
I just finished reading the book. It took me almost three months and the depth of knowledge is really amazing.
If you feel that your organization is only taking partial views of its problems working in code of practices ITIL, CobiT, ISO-27K or BS 25999, maybe you want to take a look of this book.
If you wonder what an organization can do to have a coherent framework respect the several code of practices that appears in the market I recommend to take a look of this book.
If you want some background on the need for resilience for an organization, take a look of this book: "The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage" by Sheffi.