1. 3 INFORMATION SECURITY
1.1. 10 INFO ASSET PROTECTION
1.1.1. Introduction
1.1.2. History of Espionage and Business Intelligence Collection
1.1.3. Risk Management Approach to IAP
1.1.3.1. Today’s Global Information Environment
1.1.3.2. Threat Categories and Examples
1.1.3.3. Risk Assessment and Due Diligence
1.1.3.4. Attaining Buy-In
1.1.4. Approaches to Risk Mitigation
1.1.4.1. Basic Protection Practices
1.1.4.2. Physical Security
1.1.4.3. Personnel Security
1.1.4.4. Privacy Protection
1.1.4.5. Business Practices
1.1.4.6. Operations Security or Information Risk Management
1.1.4.7. Travel and Meeting Security
1.1.4.8. Preventing and Detecting Counterfeiting and Illegal Copying
1.1.5. Legal Protections
1.1.5.1. Copyrights
1.1.5.2. Trademarks, Trade Dress, and Service Marks
1.1.5.3. Patents
1.1.5.4. Patents
1.1.5.5. International Concerns
1.1.5.6. Nondisclosure Agreements and Contracts
1.1.6. Technical Protective Measures
1.1.6.1. Technical Surveillance Countermeasures
1.1.6.2. Protection in an IT Environment
1.1.6.3. Protection in Special Environments
1.1.7. Response and Recovery After an Information Loss
1.1.8. Appendix
1.1.9. Figures
1.2. 11 INCREASING IMPORTANCE
1.3. 12 BODY OF KNOWLEDGE
1.4. 13 CONVERGENCE
1.5. 14 INFO ASSET PROTECTION GUIDELINE
2. 4 INVESTIGATIONS
2.1. 15 MANAGEMENT
2.2. 16 UNDER COVER
2.3. 17 DUE DILIGENCE
2.4. 18 BACKGROUND INVESTIGATIONS
2.5. 19 INTERVIEW AND INTERROGATION
2.6. 20 PBS
3. 5 PHYSICAL SECURITY
3.1. 21 PROBLEM DEFINITION
3.2. 22 DESIGN PRINCIPLES AND CONCEPTS
3.3. 23 CPTED
3.4. 24 SENSORS
3.5. 25 VIDEO SUB SYSTEMS
3.6. 26 LIGHTING
3.6.1. Lighting and Lighting Definitions
3.6.2. Lighting Systems
3.6.3. Lighting Economic
3.6.4. Starting and Restrike
3.6.5. Security Lighting Applications
3.6.6. Security Lighting and Closed-Circuit Video Systems - CRD
3.6.7. Standards for Security Lighting Levels
3.7. 27 ALARM
3.8. 28 ENTRY CONTROL
3.9. 29 DELAY
3.10. 30 RESPONSE
3.11. 31 ANALYSIS
3.12. 32 IMPLEMENTATION
3.13. 33 FPSM GUIDELINE
4. 6 SECURITY MANAGEMENT
4.1. 34 ADMIN PRINCIPLES
4.2. 35 FINANCIAL MANAGEMENT
4.3. 36 STANDARDS IN SECURITY
4.4. 37 ASSET PROTECTION
4.5. 38 COST EFFECTIVENESS
4.6. 39 THEFT/FRAUD PREVENTION
4.7. 40 PRIVATE POLICING
4.8. 41 CONSULTANTS
4.8.1. The Value of Consultants
4.8.1.1. professional expert advice or guidance
4.8.1.2. lack of time or in-house specialized knowledge
4.8.1.3. independent, objective assessment, fresh ideas, or the flexibility
4.8.1.4. stagnate from a lack of ideas
4.8.1.5. as susceptible to corporate politics or bureaucratic red tape
4.8.1.6. less expensive
4.8.1.7. Concerns
4.8.1.7.1. security staff is incompetent.
4.8.1.7.2. negative report from an outsider
4.8.1.7.3. compromised by an outsider
4.8.1.8. temporary talent to solve a host of problems
4.8.2. Types of Security Consultants - MPI
4.8.2.1. Security Management Consultant
4.8.2.1.1. in managing the protection strategies
4.8.2.1.2. scope of work.
4.8.2.1.3. are generalists within the security discipline
4.8.2.1.4. specialists in the detailed design of the system.
4.8.2.2. Technical Security Consultant
4.8.2.2.1. • physical security and system integration • IT security • personnel security • convergence • legal issues and other regulations • engineering • liability and due diligence • security personnel and protective force management
4.8.2.2.2. detailed blueprints and equipment specifications.
4.8.2.2.3. work with the architects and design engineers
4.8.2.2.4. recommend security hardware and software
4.8.2.3. Forensic Security Consultants
4.8.2.3.1. investigation, identification and collection of evidence, identification of vulnerabilities, mitigation strategies and litigation
4.8.2.3.2. called on to testify in a false arrest lawsuit
4.8.2.3.3. claim of negligence is warranted
4.8.2.4. Advisory Security Committee
4.8.2.4.1. internal resource that can be formed to assist corporate executives and chief security officers
4.8.3. How to Use a Consultant
4.8.3.1. specific problem, need, challenge, or goal
4.8.3.2. Crime analysis - grocery store example
4.8.3.2.1. what crimes have occurred
4.8.3.2.2. specific security measures
4.8.3.2.3. making recommendations
4.8.3.3. -independent consultant promotes only one product
4.8.3.4. Competition for resources
4.8.3.5. review the proposal and provide objective advice as to whether the proposed barriers a
4.8.3.6. on experience from other companies and can speak to industry norms
4.8.3.7. meetings among clients from several companies
4.8.3.8. should remain above company politics,
4.8.4. How to Find a Security Consultant
4.8.4.1. connections are a logical starting point
4.8.4.2. professional the consultant, the more restrictive he or she will be in accepting a particular assignment
4.8.4.3. referral from a colleague
4.8.4.4. Consulting associations with members
4.8.5. Selecting a Security Consultant
4.8.5.1. Steps - IAEIN
4.8.5.1.1. Step 1: Identify candidates. Step 2: Invite candidates to submit an application. Step 3: Evaluate the applications. Step 4: Interview the top two candidates. Step 5: Negotiate an agreement and finalize the selection.
4.8.5.2. .
4.8.5.2.1. submit letters outlining their services
4.8.5.3. useful information can come from prior clients
4.8.5.4. background investigation
4.8.5.5. interviewed personally by at least two representatives
4.8.5.6. given a brief tour of the facility
4.8.5.7. travel to the consultant’s location for a personal interview.
4.8.5.7.1. scope of work, the product to be delivered, the methodology, the timing, and related expenses
4.8.6. Consulting Fees and Expenses
4.8.6.1. no bargains in the consulting profession
4.8.6.2. own fee structure based on levels of expertise.
4.8.6.3. low fee might actually prove to be more costly in the long run
4.8.6.4. let the buyer beware!
4.8.6.5. often reflects a higher overhead
4.8.6.5.1. consultant’s daily rate does not equate to an annual income since consultants
4.8.6.6. software to track the time and expenses related to each client’s project.
4.8.6.7. choose the one that fits the company’s accounting scheme
4.8.6.8. Five options should be considered
4.8.6.8.1. hourly fees
4.8.6.8.2. daily fees
4.8.6.8.3. fixed
4.8.6.8.4. not to exceed
4.8.6.8.5. retainers
4.8.6.8.6. Miscellaneous arrangements
4.8.6.8.7. Expenses
4.8.7. Working with Consultant
4.8.7.1. mployees who may be affected by the consultant’s activities should be made aware of management’s decision
4.8.7.1.1. consulting project coordinator
4.8.7.1.2. scope of work
4.8.7.2. Coordinating the Project
4.8.7.2.1. designate a sole representative
4.8.7.2.2. temporary security project committee
4.8.7.2.3. respond to the consultant in a timely way so that the work is not delayed.
4.8.7.2.4. act as the project sponsor
4.8.7.2.5. liaison between the consultant and the company
4.8.7.2.6. collecting data or scheduling interviews
4.8.7.3. Organizational Orientation
4.8.7.3.1. briefed on the backgrounds and responsibilities of key personnel
4.8.7.3.2. organizational chart and background data about the company
4.8.7.3.3. copies of the latest annual report to shareholders
4.8.7.3.4. unique or unusual situations that might be encountered
4.8.7.3.5. objective and independent observers with the freedom
4.8.7.3.6. knowledge of the culture and customs of the country
4.8.7.4. Levels of Assistance
4.8.7.4.1. legal, industrial relations, public relations, and finance
4.8.7.4.2. qualified in-house talent
4.8.7.4.3. prepare letters, memorandums, and reports
4.8.7.4.4. nondisclosure agreements
4.8.7.4.5. identifying the proper custodian and location for reports
4.8.7.4.6. responsibility for making arrangements for external visits
4.8.7.5. Scope of Work
4.8.7.5.1. review the project’s objectives, goals, scope of work, and deliverables
4.8.7.5.2. central objective of the consulting task
4.8.7.5.3. initial project review
4.8.7.5.4. scope creep
4.8.7.6. Progress Reports
4.8.7.6.1. eduling periodic meetings and requiring written reports
4.8.7.6.2. record, publish, and distribute the results of the meeting or might assign another team member to take minutes
4.8.7.6.3. size and complexity of the project
4.8.7.7. Work Plans
4.8.7.7.1. Tasks and priorities can be determined, assignments made, and completion schedules established
4.8.7.7.2. project can be reviewed periodically
4.8.7.7.3. frequent progress meetings to ensure that the project is on schedule
4.8.7.7.4. earned value analysis
4.8.7.8. Final Reports
4.8.7.8.1. end product consists of recommendations and advice
4.8.7.8.2. executive summary, then address the results achieved, and conclude with the recommendations.
4.8.7.8.3. results section
4.8.7.8.4. final briefing for top management
4.8.7.8.5. recommendations, each should be numbered for future reference
4.8.7.8.6. additional assistance from the consultant will be required to implement the recommendations
4.8.7.8.7. enter into a contract with the company to search for and pre- qualify a security executive
4.8.8. The Future of Consulting
4.8.8.1. lose in-house specialists but add them when needed by hiring consultants.
4.8.8.2. project-based pricing
4.8.8.3. consulting alliances
4.8.9. Appedndix
4.8.9.1. Alphabetical Soup of Consulting
4.8.9.2. Application for Consulting Assignment
4.8.9.3. : Curriculum Vitae
4.8.9.4. Professional Consulting Services Agreement
4.8.9.5. Consulting Security Agreement—Joint Certification
4.8.9.6. Conflict of Interest Statement
4.8.9.7. : Professional Services Log
4.8.9.8. Statement of Professional Services
4.8.9.9. Policy on Consultant’s Expenses
4.8.9.10. Consultant Travel Policy
4.8.9.10.1. Mode of Travel
4.8.9.10.2. Use of Personal Vehicles
4.8.9.10.3. Automobile Rental
4.8.9.10.4. Reporting
4.8.9.10.5. Lodging
4.8.9.10.6. Meals
4.8.9.10.7. Personal Losses
4.8.9.10.8. Deviations
4.9. 42 EXECUTIVE PROTECTION
4.10. 43 SECURITY AWARENESS
4.11. 44 WORKPLACE VIOLENCE
4.12. 45 WVP - RISK ASSESMENT AND MANAGEMENT
4.13. 46 ORM GUIDELINE
5. 7 SECURITY OFFICER OPERATIONS
5.1. 47 SO OPERATIONS
5.2. 48 SCEDULING AND MANAGEMENT
5.3. 49 ENHANCING PERFORMANCE
5.4. 50 TRAINING
5.5. 51 SELECTING AGENCY
5.6. 52 CSO STANDARD
5.6.1. 1 SCOPE, SUMMARY, AND PURPOSE
5.6.2. MODEL FUNCTION - REC/COFS/GHIFPRBSCR/FBKWCDDOBH
5.6.3. KEY RESPONSIBILITIES AND ACCOUNTABILITIES -SSIOSI
5.6.3.1. KEY SUCCESS FACTORS 6 STRATEGY DEVELOPMENT 6 INFORMATION GATHERING AND RISK ASSESSMENT 6 ORGANIZATIONAL PREPAREDNESS 7 SECURING HUMAN CAPITAL, CORE ASSETS, INFORMATION, & REPUTATION 7 INCIDENT PREVENTION 7 INCIDENT RESPONSE, MANAGEMENT, AND RECOVERY 8 INVESTOR RELATIONS, PUBLIC AFFAIRS, AND GOVERNMENT RELATIONS 8
5.6.4. KEY COMPETENCIES EXPERIENCE EDUCATION COMPENSATION
5.6.5. APPENDIX
5.6.5.1. POSITION PURPOSE KEY RESPONSIBILITIES KEY SKILLS AND COMPETENCIES QUALIFICATION GUIDELINES
5.6.6. Figures
5.6.6.1. PROFILE OF THE FUNCTION’S EXECUTION - COFS, Reputation, Risk alement/ Comp
5.6.6.2. SUMMARY OF REQUIRED SKILLS
6. PREPARATION CYCLE
6.1. October
6.1.1. 0+1+7+30 technique
6.1.2. Acronyms/Imp words/Appendix and Read it all
6.1.3. Week wise
6.1.3.1. Week 1 - 26/5, 36/33, 38/39
6.1.3.2. Week 2 - 1/40 2/41 3/42 4/43 34/44 35/45
6.1.3.3. Week 3 - 11/6 13/7 47/8 48/9 49/10 50/12
6.1.3.4. Week 4 - 51/15 21/16 22/17 24/18 25/19 26/20
6.1.3.5. Week 5 - 27/33 28/32 29/14 30/37 31/34
6.2. November
6.2.1. Q framing
6.2.1.1. Week 1 - 26/5, 36/33, 38/39
6.2.1.2. Week 2 - 1/40 2/41 3/42 4/43 34/44 35/45
6.2.1.3. Week 3 - 11/6 13/7 47/8 48/9 49/10 50/12
6.2.1.4. Week 4 - 51/15 21/16 22/17 24/18 25/19 26/20
6.2.1.5. Week 5 - 27/33 28/32 29/14 30/37 31/34
6.3. December
6.3.1. Mock test/Final Revision
6.3.2. Final Exam