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mistake of not prioritizing or focusing security, instead assuming that there is one thing (such as a firewall) that will solve all security risks. 8. Failing to understand and address the relationships between network, application, and operating system security. We need to understand the technology we are protecting, not just security tools. I touch on this throughout the book. 9. Architecting a system that issues far too many false alarms. This mistake will cause the incident response team to become numb to real threats. 10. Inadequately addressing the risk of security breaches from those within your organization. Though it s no longer true that most hackers can be found within an organization, these insiders do still exist, so you must be aware of the possibility. In short, you need to protect your organization both from within and from outside. With an eye toward not making those same mistakes, let s look more closely at our security elements.

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for Energy and Industry , Proc. 10th Int. Conf., W rzburg, Germany, 8 11 June 1998, 272 275. H. Zhao, D. J. Draelants, G. V. Baron, Catalysis Today, 2000, 56, 229 237. K. Engelen, Y. Zhang, D. J. Draelants, et al., Chem. Eng. Sci., 2003, 58, 665 670. B. S. Haynes, H. Gg. Wagner, Prog. Energy Combust. Sci., 1981, 7, 229 273. T. J. A. lander, A. P. Leskinen, T. M. Raunemaa, et al., Environ. Sci. Technol., 2004, 38, 2707 2714. S. D. Shah, D. R. Cocker III, J. W. Miller, et al., Environ. Sci. Technol., 2004, 38, 2544 2550. A. K. K. Virtanen, J. M. Ristim ki, K. M. Vaaraslahti, et al., Environ. Sci. Technol., 2004, 38, 2551 2556. U. Hoffmann, Th. Rieckmann, K. Sch dlich, Erd l, Erdgas, Kohle, 1994, 5, 227 232. J. H. Johnson, S. T. Bagley, L. D. Gratz, et al., SAE Techn. Paper Ser. 1994, 940233. G. Spengler, G. Haupt, MTZ, 1979, 31 (3).

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A consultancy rm that specialized in advising charitable organizations, and had expertise in supporting medium-sized Microsoft-based accounting solutions, was called in to look at CAWG s proposal and provide an independent view of the broad functional requirements and feasibility of a standardized commitment accounting system. After a three-day evaluation had been conducted, a report supporting CAWG s proposal was presented in December 1996. The proposal was costed at 377 000, including 110 000 for hardware in Departments. In January 1997 a formal proposal went before the University s Resources Committee and the Joint Committee on Central Administrative Computing. According to Shattock (para. 2.7) the minutes of the meeting show that it was proposed that a front end should link the system with the University s existing Oracle-based accounts system and that a cost bene t analysis of the proposal suggested that savings of 1.5 million per annum could eventually be achieved. The proposal was approved and the allocation of the 377 000 needed to provide the system was granted. Shattock also points out (para. 3.2) that at this time, and for the next two years, responsibility for the project appeared to lie with the Treasurer, with the project being run on a day-today basis by the management accountant who had been appointed as an Assistant Treasurer even though the Deputy Treasurer was responsible for the management of the University s nances. By the middle of 1997 two additional analyst programmers had been recruited to the University s Administrative Computing Unit to work with some existing members of the Legacy team on the development of the new system. Before long the project gained the name CAPSA and the consultancy rm that had conducted the evaluation was given the job of providing the commitment modules of the system.

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