Continual Improvement

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Continual improvement
This chapter outlines what is meant by continual

improvement and looks at how to initiate
processes and activities to achieve it. It forms
part of Stage 4 Performance, evaluation and
improvement in the Toolkit Route map.
Key topics
What is continual improvement?
How to identify opportunities for improvement
How to create an improvement plan for your organisation
12.1 What is continual improvement?

Organisations should aim to continually improve the suitability, adequacy and effectiveness of their
established ISMS. This does not mean simply fixing problems as they occur, or even that risk must be
continually reduced (which may not be possible). Instead, continual improvement requires measuring the
effectiveness and efficiency of technology, people and processes and adapting to inevitable changes in
the environment technical, organisational or otherwise. It can be seen as closing the loop between risk
management and actual incidents.
Continual improvement may therefore be achieved by a number of means, including:
maintaining suitability of controls to maintain an appropriate level of residual risk in a changing

environment (i.e. evolving as technology, threats, assets and vulnerabilities change)
improving efficiency of the ISMS and controls in meeting security objectives; and/or
improving the effectiveness of the ISMS and controls in meeting security objectives.
Continual improvement needs to be promoted by leadership and commitment of management and should
be included in policy, planning and resources. Implementing a continual improvement process will help an
organisation create prioritised and cost-effective improvements that are aligned to business requirements and
available resources. Resulting monitoring and reporting capabilities will then increase the potential to identify
further opportunities for improvement.
Making improvement
an objective from the
outset will improve both
efficiency and security.
12 Continual improvement
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The process for continual improvement should be defined and overseen by the information security function
within the organisation. The process should be integrated into existing procedures and processes where
possible, so that existing process managers will be responsible for implementing the continual improvement
process within their respective area.
12.2 Processes for improvement

Continual improvement involves long-term thinking, implementation of controls or fixes and regular review,
monitoring and measurement of people, processes and technology.
Among the many frameworks for continual improvement are COBIT, the Deming cycle and ITIL:
The Deming cycle is a method for continual improvement, characterised by the Plan-Do-Check-Act
iterative steps
The ITIL set of practices for IT service management defines a seven-step improvement process.
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One example of how these processes might relate to continual improvement of an ISMS is given below:
Table 6 - Sample mapping of Deming cycle to ITIL 7 step process
Deming Cycle
Plan
ITIL Seven Step Process
Example activities
1. Define what you should

measure
Identify technical, operational and

strategic goals
2. Define what you can

measure
Scoping
Risk assessment and risk
treatment plans
Identify the strategy for
improvement
Define what you will measure
Do
Check
3. Gather the data
Implement improvement plans
4. Process the data
Implement controls, services

monitoring etc.
5. Analyse the data
Analyse gathered data (e.g. from

monitoring)
Carry out gap analysis
Internal and external audits
Act
6. Present and use the

information
Implement corrective actions and

fixes;
7. Implement corrective action
Record lessons learned

Feed back and report
12.3 Types of improvement

Improvements can be short or long term, and may arise as a result of planned or unplanned events. For
example, improvements in the organisations ISMS may be planned over a period of months or years as part of
an overall maturity improvement plan. Alternatively, improvements can be implemented as vulnerabilities and
incidents are discovered.
Improvements can be broadly divided into three categories:
improvements in strategy (i.e. why things are done)

improvements in practice (i.e. what is done)
improvements in process (i.e. how things are done).
Improving strategy improves or maintains the suitability of an ISMS in an evolving world and therefore requires
improving knowledge and understanding of the environment and threat landscape.
Improving practice (i.e. what the organisation chooses to do, rather than what its members do) can increase
the effectiveness of the ISMS and resulting security controls.
Improving processes can increase the efficiency of controls and surrounding processes.
In reality, there is considerable overlap since, for example, improving strategy may result in an increase of both
effectiveness and efficiency. Examples of these types of improvement and their effect(s) are given in the table
below:
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UCISA Information Security Management Toolkit Edition 1.0
Table 7 - Types of improvement

Type of improvement
Primary improvement
Strategy
Suitability
Examples
Adjusting strategy and/or security requirements

Creating risk treatment plans
Designing maturity improvement plans
Improving sources of information (e.g. implementing
monitoring and detection)
Practice
Effectiveness
Training and information gathering

Implementing vulnerability fixes
Implementing new controls
Implementing new services
Implementing new processes and organisational
structures
Reacting to new opportunistic for bonus

improvements
Process
Efficiency
Ceasing unnecessary actions

Implementing an awareness programme
Refining processes
Renewing technology (e.g. hardware replacement
cycles, software updates)
Organisational changes
12.4 Steps in an improvement process
Improvements can be made in the short or long term. However most improvements will follow the process
below:
Identify opportunity for improvement.

Identify root cause (as applicable).
Allocate responsibility for implementing change.
Identify, analyse and evaluate (based on cost vs benefit) possible solutions.
Plan implementation of changes.
Implement changes.
Measure effectiveness of actions (Chapter 10, Measurement for more information on measuring
effectiveness).
12.5 Sources of information and opportunities for improvement

Continual improvement therefore involves identifying and reacting to opportunities for improvement. The
following table lists a number of potential opportunities for improvement along with potential sources of
information associated with these improvements.
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Table 8 - Sources of improvement opportunities

Opportunity for improvement
Organisational changes
Changes in business
requirements/circumstances
Change in security requirements
Changes in regulatory
environment
Sources of information
Meetings with top management

Departmental/organisational announcements, news bulletins etc.
Third party requirements
Public media and news
Security/business conferences
Team meetings
Management reviews
Service reviews
Policy reviews
Information security incidents
Service requests
Change requests
Bulletins and announcements
Notifications from suppliers
Notifications from third parties
Notification from statutory bodies e.g. the Information
Commissioners Office
Contact with Special Interest

Groups
Changes in skillsets
User/customer engagement
Service requests
Risk assessments
Vulnerabilities
Information security incidents

(see also Chapter 11, When things
go wrong: nonconformities and
incidents)
Internal audit and review (see
also Chapter 11, When things
go wrong: nonconformities and
incidents)
External audits
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Internal security forums

Security mailing lists
Security conferences and community meetings
Security mailing lists
Recruitment of new staff
Knowledge gained from training
Service requests
User satisfaction surveys
Knowledge bases
Service desk management tools
Knowledge bases
Risk assessment outputs
Gap analysis reports
Vendor vulnerability announcements
Security community mailing lists
Results from penetration testing and vulnerability scanning
Log files
Service requests and notifications from users/customers
Intrusion detection/prevention system alerts
Log files and network flows
Knowledge gained from analysing and resolving incidents
Review meetings
Policy reviews
Audit reports
Vulnerability scanning and penetration testing reports
Security reviews
Review meetings
Audit reports
Vulnerability scanning and penetration testing reports
Security reviews
12.6 Improvement as part of ISMS formalisation

Where an organisations ISMS is not yet ISO/IEC 27001 compliant, and the organisation wishes to reach this
level of maturity, it should treat the process as a standard project or programme.
Following the ITIL continual service improvement approach, organisations can create an improvement plan by
considering the following:
What is the vision?

Where are we now?
Where do we want to be?
How do we get there?
Did we get there?
In order to consider the

vision for improvement
it is important to
understand the level of
resources available and
achieve the support of top
management.
12.6.1 Vision for improvement

Organisations may wish to consider:
Who will provide ownership and direction for information security improvement?
Where does information security report within the organisation (i.e. level of seniority)?
How quickly does the organisation wish/need to change?
How much resource can be made available?
What is the scope and remit of the improvement programme?
How can goals be made specific, in order to provide clear directing and measurable targets?
12.6.2 Where are we now?
To measure its current level of maturity of information security, the organisation can carry out benchmarking
and comparisons with similar organisations. This can give an indication of relative maturity and help to
prioritise certain work areas.
Assessment may also be carried out via self-assessment, internal or external audit. Self-assessment can
be a useful tool, but involves time and effort from internal staff, and the level or assurance may not be as
great as that provided by a more formal audit. However, this will often be an appropriate starting point
for an improvement process. External audits may provide more assurance and act as a greater catalyst for
improvement, but can be more costly.
12.6.3 Planning and implementing (where do you want to be and how to get there)
Once the organisation has analysed its current state and compared it to its desired state, the results should be
documented and compared in a gap analysis, which will form the basis of the improvement programme.
The gap analysis will provide the objectives for the improvement programme, which should be prioritised
according to business requirements and an assessment of how much effort is required. Certain objectives
might provide the opportunity for quick-wins, which can be useful to improve buy-in and demonstrate
progress, whereas other activities may need long-term projects to achieve. Benchmarking against similar
organisations can also prove to be useful during the prioritisation process.
Improvement plans for identified activities can then be planned in an incremental manner to increase the
overall level of maturity in a measurable way. For example, in planning to improve awareness of individuals
across the organisation, where the organisation has identified that it needs to train everyone annually, the
following stages might provide observable milestones:
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Table 9 - Simple maturity model for awareness activities

Level of maturity
Milestone
Low
Information security awareness training is available to all users within the

organisation.
Medium
Information security awareness training is compulsory for all users within the
organisation and is repeated on an annual basis
High
Information security awareness training is compulsory for all users within the
organisation, is repeated on an annual basis, and awareness is tested and measured by
such means as spot checks, incident simulations, tests etc.
12.7 Measurement
In order to determine whether or not goals have been achieved, appropriate measurements should be used
(see Chapter 10, Measurement, for further information).
Summary
The goal of continual improvement is to iteratively identify and implement ways to make an established
ISMS more cost effective and appropriate
Improvement activities are also necessary during the creation of an ISMS

Continual improvement can include adapting to the current environment, or improving the efficiency of
controls and/or processes
Continual improvement should be an objective from the outset when implementing any ISMS
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12

This chapter outlines what is meant by continual

12.1 What is continual improvement?

maintaining suitability of controls to maintain an appropriate level of residual risk in a changing

12.2 Processes for improvement

ITIL Seven Step Process

1. Define what you should

Identify technical, operational and

2. Define what you can

3. Gather the data

Implement improvement plans

4. Process the data

Implement controls, services

5. Analyse the data

Analyse gathered data (e.g. from

6. Present and use the

Implement corrective actions and

7. Implement corrective action

Record lessons learned

12.3 Types of improvement

improvements in strategy (i.e. why things are done)

UCISA Information Security Management Toolkit Edition 1.0

Table 7 - Types of improvement

Adjusting strategy and/or security requirements

Training and information gathering

Reacting to new opportunistic for bonus

Ceasing unnecessary actions

Identify opportunity for improvement.

12.5 Sources of information and opportunities for improvement

Table 8 - Sources of improvement opportunities

Change in security requirements

Meetings with top management

Contact with Special Interest

Information security incidents

Internal security forums

12.6 Improvement as part of ISMS formalisation

What is the vision?

In order to consider the

12.6.1 Vision for improvement

Table 9 - Simple maturity model for awareness activities

Information security awareness training is available to all users within the

Improvement activities are also necessary during the creation of an ISMS

UCISA Information Security Management Toolkit Edition 1.0

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