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This course CYB650 Unit defines the skills and knowledge necessary to set standards for the design and production of organisational documents as well as to manage the design and production processes of organisational documents to ensure that agreed standards are fulfilled. In this context, it refers to persons who are employed in a variety of work situations and who need highly developed abilities in a variety of software applications. Employees who possess these abilities may utilise them to define, document, and apply uniform standards of document design across an organisation.
Study level- Post Graduation
Unit code- CYB650
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Each unit's learning outcomes and performance criteria requirements will be met through the development of assessment tasks that will reinforce and extend knowledge and skill competence within defined and controlled parameters. These tasks will include the development of work-based practical application tasks that will provide evidence of competence outcomes within periodic and scheduled timeframes. A student's ability to show the following necessary competencies will be expected: The following tasks are performed: - determine the organisational requirements, demands, and information technology capabilities that are important to the design and production of documents; - develop documentation standards to fulfil organisational requirements; • create, test, and edit document templates; • develop and implement documentation and training to support usage of standard templates and macros; and • monitor the application of standard documentation templates and macros, making adjustments as necessary in accordance with organisational needs. Students will also be asked to show their understanding of the following topics: Explain the document production process; identify the costs associated with the implementation of standard documentation; describe the software applications used in document design and development within the organisation; identify the key provisions of relevant legislation and regulations, codes, and standards that affect document production; outline the organization's policies and procedures relating to document production; and list external sources of expertise that can be accessed.
Throughout the course, students will learn about the strategic role of cybersecurity managers in a business. During this course, students will learn how to put different governance frameworks and security ideas into practise in a company setting. Students learn leadership qualities that will help them become more successful managers, especially Chief Information Security Officers (CISOs) in their respective enterprises. Students will learn how to create, manage, maintain, and analyse comprehensive information security strategies throughout this course. Apart from that, students learn how to offer firms with high-quality information security consulting services.
IT security governance refers to the mechanism through which an organisation leads and regulates information technology security (IT security governance) (adapted from ISO 38500). IT security governance and IT security management are not to be confused with one another. When it comes to risk mitigation, IT security management is concerned with making choices; governance is concerned with determining who has the authority to make judgments. Management ensures that controls are adopted to minimise risks, while governance outlines the accountability structure and provides supervision to ensure that risks are appropriately mitigated. Security strategies are recommended by management. In order for security initiatives to be effective, they must be connected with company goals and compatible with applicable rules.
IT governance, according to the National Institute of Standards and Technology (NIST), is the process of establishing and maintaining a framework to provide assurance that information security strategies are aligned with and support business objectives, are consistent with applicable laws and regulations through adherence to policies and internal controls, and provide assignment of responsibility, all in an effort to manage risk, among other things. It is the responsibility of care due by leadership to fiduciary obligations that culminates in the establishment of enterprise security governance. This stance is supported by judicial reasoning as well as acceptable standards of care and treatment. Security governance refers to the process through which you regulate and steer your organization's approach to information and physical safety. It is possible to successfully coordinate the security operations of your organisation if you use good security governance practises. It makes it possible for security information and choices to be shared across your organisation.
The responsibility for security rests with everyone in an organisation, and decision-making on security may take place at any level of the organisation. In order to do this, an organization's senior leadership should utilise security governance to outline the types of security risks that they are willing to allow their employees to take, as well as those that they are not. When it comes to security governance, there is no "one size fits all" solution. It is possible that you may choose a different strategy in the end. One extreme is a formalised security framework with clearly defined responsibilities and business processes. The other extreme is a decentralised security framework with no specified roles and business processes. A more casual way to regulating, guiding, and making security choices is available on the other hand. You should think about the issues that your organisation is dealing with and choose a method that is appropriate for your situation. This is critical since just implementing a security governance framework would not, by itself, result in adequate security protection. In order for excellent governance to function well, it must be integrated with the day-to-day operation and maintenance of high levels of security. A simple statement by top leadership such as "security risks are unacceptable" is not adequate in this case. Employees will be forced to take risks based only on their own expertise and experience, rather than taking into consideration the goals of your organisation as a whole.
Senior managers should be actively engaged in the development of an information security governance structure, as well as in the process of overseeing the agency's implementation of information security measures. Information security tasks must be allocated to and carried out by persons who have received proper training. Individuals in the agency who are in charge of information security should be held accountable for their actions, or for the lack of actions, on a regular basis. Information security priorities should be conveyed to all stakeholders at all levels of an organisation in order to guarantee the effective execution of an information security programme inside the business.
In order to be effective, information security operations must be incorporated into other aspects of the business's management processes, such as strategic planning, capital planning, and enterprise architecture. It is important that the information security organisation structure is suitable for the organisation it serves and that it evolves in tandem with the organisation whenever the company goes through change. Information security managers should monitor the performance of the security programme or endeavour for which they are responsible on a continual basis, utilising the tools and information that are available to them.
The weightage of the course is 26%
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CIS121 Computer Information System , EDU522 Theory And Practice Of E-Learning , PSY111 Foundations Of Psychology For Health And Human Services , MGMT35200 Strategic Management , BUS208 Management And Organizations In a Global Environment , CS253 Web Security , NU623 Advanced Adult Health , EH101 Reflective Essay , LEAD9351 Leadership Challenge , HUMAN1100 Human Services
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