Incident Response Team Roles And Responsibilities – There are several key roles for our PagerDuty incident teams. Certain roles have only one person per incident (eg IC), while other roles may have multiple people (eg subject matter expert, SME). It’s about coming together as a team to solve problems and find solutions quickly.
Here is a rough outline of our role hierarchy with each role discussed in more detail on the rest of this page.
Incident Response Team Roles And Responsibilities
In larger complex events, the role structure can be adjusted to create sub-groups. Read on to learn more about how we handle complex incidents.
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It is not intended that each role be performed by a different person for each event. For example, if the incident is small enough, the Deputy may also assume the responsibility of the secretary and internal liaison for that particular incident. The structure should be flexible and scalable based on the size and scope of the event.
The incident commander serves as the single source of truth about what is happening now and what will happen during a major incident. They come in all shapes, sizes and colors.
As any software system grows in size and complexity, things break and cause incidents. An incident commander is needed to help resolve major incidents.
The Deputy is the role directly supporting the Incident Commander. It is not a shadow in which one merely observes. The agent is expected to perform essential duties during the incident.
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It is important for the IC to focus on the problem rather than worrying about documenting steps or tracking timers. The deputy helps support the IC and keep them on the scene.
Any incident commander may act as deputy. Deputies should be trained as incident commanders because they can assume leadership.
Check out our VP study guide. Deputies need to be trained as incident commanders.
A Scribe documents the development event timeline and ensures that all important decisions and information are captured for later review.
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The incident commander must focus on the problem at hand and the subject matter experts must focus on resolving the incident. It is important to record events as they happen so that they can be analyzed postmortem to determine how well we are doing and identify any side effects that we may not have noticed at the time. , let’s define exactly.
Anyone can act as a Script during an event and is chosen by the Event Commander at the start of the call. Usually the Deputy acts as a Script, but this is not necessarily the case, and may not be possible for larger events.
Follow our Scribe training guide and then let event commanders know you’d like to be considered for the next event scribe.
A Subject Matter Expert (SME), sometimes referred to as a “Problem Solver”, is a domain expert or designated owner of a component or service that is part of the PagerDuty software stack.
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IC and Deputy are not all super beings. When there is a problem with a service, a service expert is needed to help quickly identify and fix the problem.
Anyone who is considered a “domain expert” can act as an incident resolver. Usually the main service call acts as the SME for this service.
Check out our subject expert’s study guide. You should also discuss with your team and the service owner to determine what your specific service requirements are.
The person responsible for communicating with customers directly or through our social media channels. Typically a member of the Customer Support team.
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All other roles will work proactively in identifying the cause and solving the problem, we need a role that is solely focused on the customer interaction side to do it well, with the focus and attention it needs .
Follow our customer contact training guide and talk to our support team about converting your next customer contact.
Person responsible for communication with internal stakeholders. Whether that’s notifying an internal team of an incident or mobilizing additional responders within the organization.
For larger incidents, we may have multiple teams across the organization. Having dedicated communications to mobilize these teams and boost their speed frees up other responders to deal with the incident. The first and most important step in the incident response cycle is preparation. Being prepared ahead of time allows you to respond faster and more effectively in the midst of chaos. Readiness takes many forms because it affects different aspects of the cycle, so let’s use a common taxonomy – people, process and technology – of how they relate.
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In this post, we want to do our usual focus on all things Security, Automation, and Response (SOAR) should review.
, specifically on the role of rules and rationales in defining events. If your team can’t properly identify an incident, your organization is at serious risk.
Let’s start from the beginning. The first aspect of the preparation phase is defining and assigning roles and responsibilities. It depends on various factors such as the severity of the incident, the details of the environment and the tools you have.
After identifying the right people, the next question is “What do they do?” Or more specifically, “Once the team knows and practices what to do, how do they know when to do it?” The answer to this question will vary depending on your organization’s security maturity level.
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You can answer this question by determining which of the hundreds or even thousands of daily security incidents should be classified as incidents and deserve more attention. Most organizations have not addressed this question clearly and are ad hoc in their follow-up depending on available resources and expertise. While this approach may work for some time, it does not provide consistent information for evaluation and improvement, and is likely to result in a poor overall quality response. It is best to actively fight the devil in the details by creating a formal process for identifying incidents.
According to the National Institute of Standards and Technology (NIST), a security incident is “any observable event in a network or information system.” Obviously, the more closely you monitor your network and the more sensitive your tools are, the more incidents you will notice or discover. These can range in severity from firewall pings to phishing attempts to leak data. And depending on your experience and the presence or absence of payment controls, many events can be safely ignored. On the other hand, NIST defines a “cyber incident” as a disruptive event and an event that involves a “violation of security policies, security procedures, or acceptable use policies.”
NIST’s approach reflects a programmatic management focus. The event in question is a violation of norms, whether by an internal or external actor, and the response is determined by the norm violated. However, from the perspective of a security analyst, an incident or potential incident represents the observation of something unusual or unusual behavior on a network. Before you can classify something as an event, you need to start with basic performance metrics to know what is normal. From a preparedness perspective, you should have policies and procedures that define “normal” activity on your network.
Preparing to respond to an incident is difficult, but by formalizing the process of how to identify an incident, you will be better prepared to respond: contain, eradicate, and repair the incident.
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January 31, 2018 Improving Incident Response with NIST’s Cybersecurity Framework and Security Automation and Orchestration (SAO) Read More. The Computer Security Incident Response Team (CSIRT) is a high-level services framework that outlines the range of cyber security services and related functions that can be provided by the Computer Security Incident Response Team and other teams that provides incident management services. . The framework was developed by recognized community experts with strong support from the CSIRT Community Task Force (TF-CSIRT) and the International Telecommunication Union (ITU).
The aim and objective of the CSIRT Services Framework is to facilitate the establishment and improvement of CSIRT operations, particularly in supporting teams that are in the process of selecting, expanding or enhancing their service portfolio. The services described are the potential services that the CSIRT can provide. Any CSIRT is expected to provide all the services described. Each team must select services that support their mission and components as described in their mandate.
The framework tries to help the teams by identifying and defining the main categories of services and their sub-categories. It includes a title and description for each service, subservice, function, and optional subfunction. This document is the starting point for providing a consistent service framework that defines a common set of terms and definitions to be used.
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