Like cleaning the windows, IT security can be a thankless task because they only notice when you don't do it. But to get the job done in the era of virtualization, smartphones, and cloud computing, you've got to avoid technical and political mistakes.
In particular, here are five security mistakes to avoid:
[ Also on InfoWorld: How virtualization is shaking up security practices. | Find out how to block the viruses, worms, and other malware that threaten your business, with hands-on advice from InfoWorld's expert contributors in InfoWorld's "Malware Deep Dive" PDF guide. ]
1. Thinking that the business mindset of the organization is the same as five years ago.
It's not. Your power and influence are being whittled away as the organization you work for flings open the doors to allowing employees to use personal mobile devices at work, and pushes traditional computing resources and applications into the cloud -- sometimes without your knowledge. You have to be proactive in introducing reasonable security practices onto what are fast-moving technology choices which are sometimes made by those outside the IT department altogether. It's a "mission-impossible" assignment, but it's yours. It may involve developing new policy guidance to clearly spell out risk factors so there are no false assumptions.
VIRTUALIZATION SECURITY: Shift to virtualized environments shaking up security practices
2. Failing to build working relationships with IT and upper-level managers.
IT security divisions are typically small in relation to the rest of the IT department. IT security leans on IT staffers to get basic security jobs done. The security professional may have specialized knowledge and a pocketful of certifications like the CISSP, but that doesn't mean he or she is necessarily admired or liked because of that -- especially as security people are usually the ones saying "no" to other people's projects.
Moreover, don't think the power structure is always pointing toward the chief information officer as top decision maker. A fundamental shift is occurring in which the traditional role of the CIO as commander of IT projects is declining in favor of the rise of the chief financial officer having the final say on IT projects. Some evidence shows the CFO doesn't even like the IT department. The CFO's ideas about security may only go as far as the general legal idea of "compliance." The job for the security professional must be to communicate, communicate, communicate.