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Plugging the holes! Your data is leaking OUT! Data is essential to the development and success of a company. It can also be the downfall of a company if it gets into the wrong hands. There are many improper uses of data obtained from a company. Data can be used to compromise trade secrets or potential transactions. Data can also be used to “profile” a company. Profiling may be the first step before an attempted infiltration of your network.
By Robert G Downey, 04/30/2004
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Jekyll & Hyde in the Boardroom Businesses rely on a balance of technological implementation and security implementation to create and maintain sound practices and trusted business relationships. Due diligence is an Executive requirement of traditional brick-and-mortar business that has greater implications for businesses with an on-line presence.
By David A. Nixon, 04/30/2004
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Manage your Security Initiative as a Project In large corporations, information security of some sort is a foregone conclusion. There is probably an organization already in place whose job is to secure data. They may do so with varying degrees of skill and varying results, but at least the intention is there at the corporate level. Establishing sound security in such an environment is a matter of assessment, deployment and monitoring.
By Rex Robitschek, 04/29/2004
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Organizational IT Security Theory and Practice: And Never the Twain Shall Meet? This paper presents an overview of common information technology security practices, demonstrates how and why they can frequently be ineffective, and finishes with suggestions on how we might better equip ourselves to prevent, and recover from unnecessary disruptions in the future.
By John Jenkins, 04/29/2004
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Implementing an Information Security Program Recently, there has been an increase in the awareness for the need within corporations (as well as within government agencies) to protect sensitive, proprietary and company secret information. Unauthorized modification, loss or compromise of such information could very well severely damage an organization’s current operations; future or even put it out of business.
By Kevin L. Nichols, 04/29/2004
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Cyberspace Guardians: A Brief Guide to the Recruitment and Training of Security Personnel This paper is an overview of the recruitment and training of entry- and intermediate-level information technology (IT) security staff members (referenced here as "security analysts"). Sources for this paper included security texts, news articles, and the experiences of the training team at a Silicon Valley-based network security monitoring company.
By Amina Khattak Claassen, 04/25/2004
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Keep Current With Little Time Keeping current for security professionals is easily a full-time job and is probably the most important thing after establishing a secure network. Once a secure network is established, it does not stay that way without work. For many though, time is a problem. There are many ways to keep current with computer security.
By Robert Taylor, 04/25/2004
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Managing Desktop Security This document describes the defense mechanism for security of desktops (including notebooks or laptops) in a network computing environment from the approach of security requirements among users, process of implementing and enforcing security policies and technology within an organization.
By Amran Bin Munir, 04/25/2004
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Security Management - The Fundamental Tradeoffs Security administrators face some interesting tradeoffs. fundamentally, the choice to be made is between a system that is secure and usable, one that is secure and cheap, or one that is cheap and usable.
By Jesper M. Johansson, 04/23/2004
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Security Lifecycle - Managing the Threat In this paper, the security elements that make up a lifecycle will be discussed; what pieces are needed to address all aspects of security, and how often they should be addressed. The security elements are categorized into three areas, Prevention, Detection and Response. Each category is discussed below, including what elements fit within these categories and how they address the overall security posture of the organization.
By Mark King, 04/23/2004
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