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Agile and Secure
The document discusses the challenges and methodologies of integrating agile development with software security, highlighting the evolution of software development from traditional models to agile practices. It emphasizes the need for a secure development process that incorporates security throughout the software lifecycle, balancing the demands for speed and flexibility with the necessity for robust security measures. Various practices and principles are proposed to ensure that agile teams can maintain security without sacrificing responsiveness or efficiency.
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Agile and Secure
- 1. Agile and Secure– Can We Be Both? San Antonio AITP August 15th, 2007
- 2. Agenda • Background • Evolution of traditional software development methodologies • Benefits of Agile development • Requirement for Secure development • Agile and Secure • Questions 1
- 3. Background • Programmer b b k P by background d – Both .NET and JEE: MCSD, Java 2 Certified Programmer – Developer focused on security, not a security professional looking at development • Denim Group – Software Development: .NET and JEE NET – Software / Application Security • Vulnerability Assessments, Penetration Tests, Training, Mentoring • Basis for this presentation: – Work with our customers doing SDLC security mentoring – Challenges facing our own agile development teams g g g p • Deliver projects in an economically-responsible manner • Uphold security goals 2
- 4. Evolution of TraditionalSoftware Development Methodologies p g • Ad Hoc • Waterfall 3
- 5. Ad Hoc SoftwareDevelopment • Early days of computing – Focus was on hardware – Software was secondary • No structure – “cowboy coding” • Became unacceptable as software systems became larger and more critical 4
- 6. Waterfall Software Development • Treat software engineering as any structure engineering process • House building metaphor 5
- 7. Waterfall Software Development Integration Requirements Architecture Design Coding Deployment Testing 6
- 8. Problems with WaterfallModel • Creating software is different than creating bridges or buildings – Creativity required throughout the process – not just at the outset • Very documentation heavy • Changes are expensive – Must go back up the waterfall for impact analysis • Business requirements change over time – By the time you finish a system, the target has moved 7
- 9. Enter Agile Methods Be more responsive to business concerns Increase the frequency of stable releases Decrease the time it takes to deploy new features Do not waste time on “superfluous” documentation and p planning g 8
- 10. Notable Agile Methods • eXtreme Programming (XP) • Feature Driven Development (FDD) • SCRUM • MSF for Agile Software Development • Agile Unified Process (AUP) • Crystal 9
- 11. Manifesto for AgileSoftware p Development Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Source: http://www.agilemanifesto.org/ 10
- 12. Agile’s Core Values • Communication C i ti • Simplicity • Feedback • Courage 11
- 13. Principles of AgileDevelopment • Rapid Feedback • The system is appropriate for the intended audience audience. • Simple Design • The code passes all the tests. • Incremental Change • Th code communicates everything The d i hi it needs to. • Embracing Change • The code has the smallest number of classes and methods. • Quality Work 12
- 14. Agile Practices • Customer: scope, priorities and release dates • The Planning Game • Developer: estimates estimates, consequences and detailed • The Driving Metaphor scheduling • Shared Vision • On-Site Customer • Development iterations or • Small Releases cycles that last 1-4 weeks. • Release iterations as soon as possible (weekly, monthly, quarterly). 13
- 15. More Agile Practices • Collective Ownership • Test Driven • Continuous Integration • Coding Standards g • Pair Programming 14
- 16. The Agile Practitioner’sDilemma Practitioner s Agile Forces: Secure Forces: Be more responsive to Comply with more business concerns aggressive regulatory Increase the frequency environment of stable releases Focus on need for Decrease the time it security takes to deploy new Traditional approaches features to security require Do not waste time on additional “superfluous” documentation and documentation and planning (D’Oh!) planning 15
- 17. Definition of Secure A secure product is one that protects the confidentiality, p p y, integrity, and availability of the customers’ information, and the integrity and availability of processing resources under control of the s stem’s o ner or administrator system’s owner administrator. -- Source: Writing Secure Code (Microsoft com) (Microsoft.com) 16
- 18. A Secure DevelopmentProcess… • Strives To Be A Repeatable Process • Requires Team Member Education • Tracks Metrics and Maintains Accountability Sources: “Writing Secure Code” 2nd Ed., Howard & LeBlanc “The Trustworthy Computing Security Development Lifecycle” by Lipner & Howard y p 17
- 19. Secure Development Principles • SD3: Secure by Design, Secure by Default, and in Deployment • Learn From Mistakes • Minimize Your Attack Surface • Assume External Systems Are Insecure • Plan On Failure • Never Depend on Security Through Obscurity Alone • Fix Security Issues Correctly 18
- 20. Secure Development Practices • Threat Modeling / Architectural Risk Assessment • Education, Education, Education • Secure Coding – Via standards and practitioner knowledge • Security Reviews – A hit t Architecture – Design – Code • Security Testing (Penetration Testing) 19
- 21. Microsoft s Microsoft’s SecureDevelopment Lifecycle (SDL) • Requirements • Design • Implementation • Verification • Release • (Waterfall!) 20
- 22. Dr. Dr Dobb’s saysAgile Methods Are Catching On 41% of organizations have adopted an agile methodology Of the 2,611 respondents doing agile… p g g • 37% using eXtreme Programming • 19% using Feature Driven Development (FDD) • 16% using SCRUM • 7% using MSF for Agile S ft i f A il Software DDevelopment l t Source: http://www.ddj.com/dept/architect/191800169 21
- 23. Agile Teams are“Quality Infected” • 60% reported increased productivity • 66% reported improved quality • 58% improved stakeholder satisfaction 22
- 24. Adoption Rate forAgile Practices Of the respondents using an agile method… • 36% have active customer participation • 61% have adopted common coding guidelines • 53% perform code regression testing • 37% utilize pair programming 23
- 25. An Integrated Process Making Agile Trustworthy 24
- 26. Project Roles • Product Manager / Customer • Program Manager / Coach • Architect • Developer • Tester • Security Adviser 25
- 27. Organization Setup • Education & Training (include Security) – Developers – Testers – Customers • User Stories / Use Case Driven Processes • Enterprise Architecture Decisions • Organizational adoption of Threat Modeling 26
- 28. Project / ReleasePlanning • User Stories / Use Cases Drive… – Acceptance Test Scenarios – Estimations may affect priorities and thus the composition of the release – Inputs for Threat Modeling p g – Security Testing Scenarios – Determine the qualitative “risk budget” • Keep the customer involved in making risk tradeoffs p g • Finalize Architecture & Development Guidelines – Common Coding Standards (include security) • Crucial for collective code ownership p – Data Classification standards – Conduct Initial Threat Modeling (assets & threats) • Agree on STRIDE and DREAD classifications – Designer’s Security Checklist 27
- 29. Iteration Planning • 1-4Weeks in Length (2 weeks is very common) • B i with an It ti Pl Begins ith Iteration Planning M ti i Meeting – User Stories are broken down into Development Tasks – Developers estimate their own tasks p – Document the Attack Surface (Story Level) – Model the threats alongside the user story documentation • Crucial in documentation-light processes documentation light • Capture these and keep them – Code will tell you what decision was made, threat models will tell you why decisions were made – Crucial for “refactoring” in the face of changing security priorities • Never Slip the Date – Add or Remove Stories As Necessary 28
- 30. Executing an Iteration • Daily Stand-ups • Continuous Integration – Code Scanning Tools – Security Testing Tools • Adherence to Common Coding Standards and Security Guidelines – Crucial for communal code ownership • Developer’s Checklist 29
- 31. Closing an Iteration • Automation of Customer Acceptance Tests – Include negative testing for identified threats • Security Code Review – Some may have happened informally during pair programming 30
- 32. Stabilizing a Release • Schedule Defects & Vulnerabilities – Prioritize vulnerabilities with client input based on agreed-upon STRIDE and DREAD standards t d d • Security Push – Include traditional penetration testing 31
- 33. Compromises We’ve Made • Security Compromises: – Short term, iterative focus removes “top down” control – Focus on individual features can blind process to cross-feature security issues • Agile Compromises: – More documentation than is required in pure Agile development • Security coding standards • Data classification standards • Project-specific STRIDE and DREAD standards • User story threat models – Additional tasks increase development time – Forces customers to accept security (isn’t this a good thing?) 32
- 34. Characteristics of anAgile and Secure Process • Customer-focused C t f d • Responsive • Iterative • Trustworthy 33
- 35. Questions Dan Cornell dan@denimgroup.com (210) 572-4400 Website:www denimgroup com www.denimgroup.com Blog 1: www.agileandsecure.com Blog 2: denimgroup.typepad.com 34