{"id":415,"date":"2011-06-29T08:03:26","date_gmt":"2011-06-29T07:03:26","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=415"},"modified":"2019-12-31T12:27:11","modified_gmt":"2019-12-31T11:27:11","slug":"rendre-la-norme-iso-27001-operationnelle-construire-efficacement-son-smsi","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2011\/06\/rendre-la-norme-iso-27001-operationnelle-construire-efficacement-son-smsi\/","title":{"rendered":"Rendre la norme ISO 27001 op\u00e9rationnelle : construire efficacement son SMSI"},"content":{"rendered":"<p>[Tribune r\u00e9dig\u00e9e en collaboration avec G\u00e9r\u00f4me Billois]<\/p>\n<p>La mise en place d\u2019un Syst\u00e8me de Management de la S\u00e9curit\u00e9 de l\u2019Information (SMSI) doit s\u2019appuyer sur une strat\u00e9gie solidement \u00e9tablie d\u00e9finie lors d\u2019une <a title=\"Rendre la norme ISO 27001 op\u00e9rationnelle : trouver le SMSI gagnant\" href=\"http:\/\/www.solucominsight.fr\/2011\/06\/rendre-la-norme-iso-27001-operationnelle-trouver-le-smsi-gagnant\/\">\u00e9tude d\u2019opportunit\u00e9 pr\u00e9alable<\/a>. \u00c0 l\u2019issue de cette \u00e9tude, p\u00e9rim\u00e8tre, cible d\u2019alignement, organisation et chantiers de mise en conformit\u00e9 ont \u00e9t\u00e9 cadr\u00e9s.\u00a0 D\u00e8s lors, il s\u2019agit de se lancer dans l\u2019impl\u00e9mentation \u00e0 proprement parler\u00a0: quels sont les facteurs cl\u00e9s de succ\u00e8s pour assurer une mise en \u0153uvre efficace\u00a0?<\/p>\n<h2><strong>Optimiser le planning de mise en \u0153uvre<\/strong><\/h2>\n<p>Tout en respectant les tr\u00e8s nombreuses d\u00e9pendances entre les processus du SMSI, il est tout \u00e0 fait possible d\u2019optimiser leur impl\u00e9mentation pour parall\u00e9liser les t\u00e2ches et ainsi raccourcir le planning de mise en \u0153uvre.<\/p>\n<p>La mise en place d\u2019un SMSI peut ainsi s\u2019organiser en deux grands chantiers principaux\u00a0:<\/p>\n<p>&#8211;\u00a0 D\u2019une part, la mise en place du syst\u00e8me de management\u00a0en lui-m\u00eame. Il faut d\u00e9finir les processus (pilotage, sensibilisation, contr\u00f4le et mesure de l\u2019efficacit\u00e9, etc.), et les impl\u00e9menter. Le processus de pilotage sera bien entendu le premier \u00e0 \u00eatre \u00e9tudi\u00e9.<\/p>\n<p>&#8211;\u00a0 D\u2019autre part, la mise en place de la gestion des risques, pilier de la d\u00e9marche ISO 27001. Elle d\u00e9bute par la d\u00e9finition du processus de gestion des risques et la r\u00e9alisation de l\u2019appr\u00e9ciation des risques. Une premi\u00e8re analyse rapide et macroscopique a d\u00e9j\u00e0 \u00e9t\u00e9 men\u00e9e lors de l\u2019\u00e9tude d\u2019opportunit\u00e9, afin d\u2019identifier les chantiers de s\u00e9curit\u00e9 \u00e0 d\u00e9marrer au plus vite (PCA, IAM, chiffrement, etc.). Lors de cette deuxi\u00e8me \u00e9tape,\u00a0 il s\u2019agit de r\u00e9aliser l\u2019analyse d\u00e9taill\u00e9e des risques de s\u00e9curit\u00e9 r\u00e9pondant aux exigences de l\u2019ISO 27001. Elle permettra d\u2019affiner et compl\u00e9ter les chantiers de s\u00e9curit\u00e9 qui auront \u00e9t\u00e9 lanc\u00e9s en parall\u00e8le avec leur documentation.<\/p>\n<p>Cette parall\u00e8lisation et les d\u00e9pendances fortes entre les diff\u00e9rents chantiers\u00a0 n\u00e9cessitent bien s\u00fbr un suivi de projet rigoureux afin d\u2019identifier au plus t\u00f4t les \u00e9ventuelles d\u00e9rives de planning\u00a0!<\/p>\n<h2><strong>Faire adh\u00e9rer les op\u00e9rationnels \u00e0 la d\u00e9marche<\/strong><\/h2>\n<p>Si le responsable SMSI \u2013 bien souvent le RSSI, m\u00eame s\u2019il peut \u00e9galement \u00eatre un acteur\u00a0 m\u00e9tier\u2013 et son \u00e9quipe sont les pilotes du projet, il ne faut pas n\u00e9gliger la contribution des op\u00e9rationnels avec lesquelles il est n\u00e9cessaire de mettre en place une coordination forte.<\/p>\n<p>Au-del\u00e0 de la sensibilisation et de la conduite du changement qui s\u2019adresse \u00e0 tous les collaborateurs du p\u00e9rim\u00e8tre cibl\u00e9, il est primordial de s\u2019assurer de la mobilisation des \u00e9quipes op\u00e9rationnelles en charge de la mise en \u0153uvre des projets de s\u00e9curit\u00e9. L\u2019enjeu va bien au-del\u00e0 de la r\u00e9alisation des projets s\u00e9curit\u00e9 selon le planning et les modalit\u00e9s pr\u00e9vues.\u00a0 En effet, pass\u00e9e la phase projet, ce sont eux qui maintiendront les mesures de s\u00e9curit\u00e9 impl\u00e9ment\u00e9es et la documentation\u00a0: leur appropriation garantira la p\u00e9rennit\u00e9 du niveau de s\u00e9curit\u00e9 cibl\u00e9.<\/p>\n<h2><strong>Construire pour le futur<\/strong><\/h2>\n<p>L\u2019am\u00e9lioration continue occupe une place cl\u00e9 dans les principes de l\u2019ISO 27001. D\u00e8s lors, il est tout \u00e0 fait acceptable de commencer par mettre en place une cible pragmatique dans la situation actuelle de l\u2019organisme, tout en se projetant dans une strat\u00e9gie d\u2019\u00e9volution du SMSI plus ambitieuse \u00e0 moyen terme.<\/p>\n<p>Bien que le premier cycle Plan-Do-Check-Act soit principalement celui de la mise en place et de la d\u00e9couverte, il est \u00e9galement celui o\u00f9 les fondations du SMSI sont pos\u00e9es.\u00a0 Il est donc important d\u2019avoir d\u00e8s ces premi\u00e8res phases les potentielles \u00e9volutions du SMSI en t\u00eate (une extension du p\u00e9rim\u00e8tre par exemple). C\u2019est particuli\u00e8rement vrai pour la d\u00e9finition et la mise en place des processus, qui doivent pouvoir survivre aux changements de p\u00e9rim\u00e8tre et d\u2019organisation sans devoir subir une refonte compl\u00e8te.<\/p>\n<p>La mise en place du SMSI doit ainsi \u00eatre consid\u00e9r\u00e9e comme un projet \u00e0 part enti\u00e8re, mais ce n\u2019est qu\u2019un d\u00e9but\u00a0: c\u2019est \u00e9galement un tremplin pour assurer la p\u00e9rennit\u00e9 de la d\u00e9marche et l\u2019adh\u00e9sion des acteurs dans le temps\u00a0!<\/p>\n","protected":false},"excerpt":{"rendered":"<p>[Tribune r\u00e9dig\u00e9e en collaboration avec G\u00e9r\u00f4me Billois] La mise en place d\u2019un Syst\u00e8me de Management de la S\u00e9curit\u00e9 de l\u2019Information (SMSI) doit s\u2019appuyer sur une strat\u00e9gie solidement \u00e9tablie d\u00e9finie lors d\u2019une \u00e9tude d\u2019opportunit\u00e9 pr\u00e9alable. \u00c0 l\u2019issue de cette \u00e9tude, p\u00e9rim\u00e8tre,&#8230;<\/p>\n","protected":false},"author":14,"featured_media":6343,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[3222,36],"tags":[62,3304,63],"coauthors":[782],"class_list":["post-415","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-cyberrisk-management-strategy","category-cybersecurity-digital-trust","tag-iso-27001","tag-risk-management-strategy-governance","tag-smsi"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - 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