{"id":6734,"date":"2014-12-08T09:07:20","date_gmt":"2014-12-08T08:07:20","guid":{"rendered":"http:\/\/www.solucom-insight.fr\/?p=6734"},"modified":"2019-12-31T11:06:34","modified_gmt":"2019-12-31T10:06:34","slug":"identity-acces-governance-tour-dhorizon-des-approches-projet-2","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2014\/12\/identity-acces-governance-tour-dhorizon-des-approches-projet-2\/","title":{"rendered":"Identity and Acces Governance : tour d’horizon des approches projet"},"content":{"rendered":"

Pour tirer le meilleur parti de l\u2019IAG, il convient d\u2019adapter l\u2019approche projet au contexte. Pour simplifier, nous pouvons d\u00e9finir 4 approches-types, selon l\u2019objectif vis\u00e9 (ma\u00eetrise des risques ou efficacit\u00e9 op\u00e9rationnelle) et le r\u00e9f\u00e9rentiel de comparaison retenu (r\u00e8gles pr\u00e9d\u00e9finies ou pratiques constat\u00e9es). Bien \u00e9videmment, les projets d\u2019IAG m\u00e9langent souvent plusieurs de ces approches-types. Encore faut-il ne pas perdre de vue les objectifs initiaux. R\u00e9alisons un tour d\u2019horizon de ces diff\u00e9rentes approches.<\/em><\/p>\n

L\u2019approche \u00ab mise sous contr\u00f4le de l\u2019existant \u00bb<\/h2>\n

Cette approche vise \u00e0 v\u00e9rifier l\u2019efficacit\u00e9 op\u00e9rationnelle de l\u2019IAM par rapport aux r\u00e8gles pr\u00e9d\u00e9finies (format des identifiants, nomenclatures des comptes, droits r\u00e9els…).<\/p>\n

C\u2019est une d\u00e9marche de mise en qualit\u00e9 des donn\u00e9es. Elle consiste \u00e0 comparer les donn\u00e9es r\u00e9elles d\u2019une part (comptes dans les applications…) et les r\u00e9f\u00e9rentiels qui r\u00e9gissent l\u2019IAM (liste des demandes d\u2019habilitations…).<\/p>\n

Pour les organisations ne disposant pas de service IAM, cette approche permet de s\u2019assurer de la bonne r\u00e9alisation des op\u00e9rations manuelles. Elle permet de d\u00e9tecter et de corriger les \u00e9ventuels biais survenus au cours du temps : erreur de saisie dans le nom d\u2019un utilisateur, erreur dans l\u2019attribution d\u2019un droit, non-suppression d\u2019un compte en cas de d\u00e9part…<\/p>\n

Pour les organisations poss\u00e9dant des outils IAM, elle permet de s\u2019assurer du bon fonctionnement de ce dernier. Elle sera notamment d\u2019une aide pr\u00e9cieuse lors des investigations en cas de dysfonctionnement ou de plainte d\u2019un utilisateur. En effet, l\u2019IAG conserve l\u2019historique des identit\u00e9s et des droits. Elle permet donc d\u2019identifier imm\u00e9diatement si une identit\u00e9 a \u00e9t\u00e9 modifi\u00e9e, pour quelles raisons et quelles en sont les cons\u00e9quences.<\/p>\n

Enfin, cette approche de l\u2019IAG permettra de s\u2019assurer de la bonne prise en compte des\u00a0 \u00e9v\u00e9nements non-standard (rachat de soci\u00e9t\u00e9 et fusion des bases d\u2019identit\u00e9s…) trait\u00e9s dans l\u2019IAM via batch technique et souvent d\u00e9pourvus de contr\u00f4les.<\/p>\n

L\u2019approche par les risques<\/h2>\n

Cette approche vise \u00e0 donner de la visibilit\u00e9 sur les droits sensibles et \u00e0 s\u2019assurer du respect des r\u00e8gles de ma\u00eetrise des risques li\u00e9es aux habilitations.<\/p>\n

C\u2019est une approche qui peut \u00eatre conduite que l\u2019on dispose ou non d\u2019une solution d\u2019IAM conventionnelle.Elle consiste \u00e0 consolider les droits r\u00e9els des applications sensibles pour pouvoir les comparer aux r\u00e8gles de l\u2019entreprise.<\/p>\n

Plusieurs actions sont ensuite envisageables : suppression des droits suspects, demande de d\u00e9rogation temporaire, re-certification des droits \u00e0 risques. Ou encore, si la r\u00e8gle s\u2019av\u00e8re inapplicable, adaptation de celle-ci et des moyens de mitigation associ\u00e9s.<\/p>\n

Un point remarquable est que l\u2019IAG s\u2019inscrit dans une d\u00e9marche d\u2019audit, a posteriori de la demande d\u2019habilitation. Cela permet de grandement simplifier les processus d\u2019approbation et de certification ainsi que les workflows de gestion des demandes ; les cas d\u2019exception pourront alors \u00eatre d\u00e9tect\u00e9s et instruits dans une d\u00e9marche d\u2019audit et de r\u00e9vision de droits.<\/p>\n

Enfin, selon son contexte, une organisation devra choisir o\u00f9 porter son effort. Sur le\u00a0 stock, c\u2019est \u00e0 dire sur la mise en conformit\u00e9 des droits d\u00e9j\u00e0 attribu\u00e9s. Ou sur le flux, c\u2019est \u00e0 dire sur les nouvelles attributions de droits sensibles. En effet, l\u2019IAG conservant les historiques des droits, elle pourra quotidiennement identifier les nouvelles attributions de droits et d\u00e9clencher les processus ad hoc.<\/p>\n

Une approche par le flux, si elle ne permet pas de traiter l\u2019existant d\u00e9j\u00e0 attribu\u00e9, s\u2019av\u00e8re beaucoup plus simple \u00e0 conduire : les demandes sont r\u00e9centes, les approbateurs pr\u00e9sents… Il est donc ais\u00e9 de comprendre le contexte et les raisons ayant conduit \u00e0 la demande. Elle pourra \u00e9galement constituer un premier palier quick-win du projet IAG.<\/p>\n

L\u2019approche par la justification et la prise de conscience<\/h2>\n

Si cette approche vise \u00e9galement \u00e0 am\u00e9liorer la ma\u00eetrise des risques, elle adopte une d\u00e9marche plus douce.<\/p>\n

En effet, parfois, l\u2019application stricte des r\u00e8gles de contr\u00f4le et de s\u00e9paration des t\u00e2ches s\u2019av\u00e8re d\u00e9licate : parce qu\u2019il est convenu d\u2019une application \u00ab souple \u00bb, ou simplement parce que de telles r\u00e8gles ne sont pas suffisamment formalis\u00e9es.<\/p>\n

Dans ce cas, il est possible d\u2019agir par r\u00e9action\u00a0 par rapport aux demandes d\u2019habilitations formul\u00e9es. Ainsi, l\u2019IAG va mettre en lumi\u00e8re des incoh\u00e9rences potentielles et permettre de les instruire unitairement.<\/p>\n

\u00c0 titre d\u2019illustration, quelques exemples d\u2019incoh\u00e9rences potentielles : personne du service RH qui re\u00e7oit un droit sur une application de gestion des stocks, personne qui re\u00e7oit un droit poss\u00e9d\u00e9 par moins de 1% des personnes de son entit\u00e9, personne recevant un droit administrateur sur une application, personne qui change de fonction mais qui conserve ses habilitations pr\u00e9c\u00e9dentes…<\/p>\n

Ainsi, cette approche permet de challenger les demandes d\u2019habilitation soumises et t de s\u2019assurer que le principe du \u00ab juste droit \u00bb (les habilitations dont j\u2019ai besoin et pas plus) est bien respect\u00e9.<\/p>\n

\u00c0 mesure de la prise de conscience et de la maturit\u00e9 de l\u2019organisation, elle pourra se transformer en une approche plus coercitive.<\/p>\n

L\u2019approche en am\u00e9lioration douce<\/h2>\n

L\u2019approche en am\u00e9lioration douce fait le choix de l\u2019am\u00e9lioration continue pour offrir une meilleure efficacit\u00e9 op\u00e9rationnelle. Pour cela, elle analyse et compare les pratiques IAM constat\u00e9es au quotidien dans l\u2019entreprise. Elle vise ainsi \u00e0 am\u00e9liorer l\u2019IAM en am\u00e9liorant ses processus et la mod\u00e9lisation des habilitations.<\/p>\n

\u00c0 titre d\u2019illustration, quelques exemples d\u2019analyse de pratiques constat\u00e9es : deux profils d\u2019acc\u00e8s toujours poss\u00e9d\u00e9s simultan\u00e9ment et qui pourraient constituer un profil m\u00e9tier, profils poss\u00e9d\u00e9s par moins de 0,1% des personnes et qui pourraient \u00eatre supprim\u00e9s ou masqu\u00e9s, profils m\u00e9tiers redondants en termes de profils d\u2019acc\u00e8s, profils poss\u00e9d\u00e9s par plus de 80% des personnes d\u2019une \u00e9quipe et qui pourraient \u00eatre recommand\u00e9s en cas d\u2019embauche…<\/p>\n

Cette approche peut para\u00eetre plus avanc\u00e9e, et donc requ\u00e9rir un niveau de maturit\u00e9 important. Dans la pratique, les solutions d\u2019IAG sont suffisamment souples pour permettre des d\u00e9marches empiriques, en \u00e9change constant avec les M\u00e9tiers.
\nEt le premier objectif n\u2019est pas de tout analyser et comparer. Mais bien de se concentrer sur les cas les plus courants, les plus visibles, les plus significatifs pour les utilisateurs au quotidien.<\/p>\n","protected":false},"excerpt":{"rendered":"

Pour tirer le meilleur parti de l\u2019IAG, il convient d\u2019adapter l\u2019approche projet au contexte. Pour simplifier, nous pouvons d\u00e9finir 4 approches-types, selon l\u2019objectif vis\u00e9 (ma\u00eetrise des risques ou efficacit\u00e9 op\u00e9rationnelle) et le r\u00e9f\u00e9rentiel de comparaison retenu (r\u00e8gles pr\u00e9d\u00e9finies ou pratiques…<\/p>\n","protected":false},"author":82,"featured_media":5026,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[36,3224],"tags":[789,1727,145,3311],"coauthors":[906],"class_list":["post-6734","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-cybersecurity-digital-trust","category-digital-identity","tag-gestion-des-identites","tag-iag","tag-iam","tag-identity-access-governance"],"acf":[],"yoast_head":"\nIdentity and Acces Governance : tour d'horizon des approches projet - RiskInsight<\/title>\n<meta name=\"description\" content=\"Pour tirer le meilleur parti de l\u2019IAG, il convient d\u2019adapter l\u2019approche projet au contexte. 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