Articles

Making best use of your remediation analysts

28/07/2020
The Problem
  • When trying to remediate multiple privileged accounts, which may run into the hundreds, your analyst may get off to a great start, but before too long they can becomes bogged down with trying to work through your BAU processes.
  • Even if you have a group of skilled and experienced analysts at your disposal, it is unlikely they will have significant, Privileged Access Management related experience, or at least at the depth you require
  • In large organisations, with many legacy applications, perhaps running on elderly operation systems, the effort required may be substantial.


Delivering complex and sometimes risky change
Even in cases where the number of accounts you need to remediate are relatively small, a single account can require a large effort in terms of time to get across the line. Even if you agree to a plan on the first meeting with the owner, it may be weeks or months before you complete it. You need to draft plans, get co-operation or sign off from other teams, go through the change approval process. Then there is testing; do you need to get a test environment setup (new test accounts and connection to your password vault).

So what can happen is your analyst spends the bulk of his time chasing and managing BAU processes and struggles to make a start on other accounts in his workstack. Over time the volume of work increases and before too long he has completely stalled in terms of progressing the rest of the scope.

Buddy up
In these scenarios where it looks like there is going to be relatively lengthy time to completion I would strongly consider having two colleagues work closely, together.

  • This approach works well when you're bringing together a group of individuals who have a mix of experience.
  • For example the more experienced analyst who has special knowledge of certain technologies and how to facilitate agreement on the solution takes ownership of the early stages of the engagement.
  • As the understanding of the challenges and the potential remediation plan start to crystallize, the second resource can pick up and manage the implementation or track any supporting work that needs done. The more experienced analysts can of course support the second analyst.
  • With this approach It means that your experienced stylist can make best use of their skill and can move through your scope much more quickly, rather than getting bogged down in sometimes quite time-consuming implementation work.
  • In addition by getting the intial analysis done sooner, you may uncover more problems than you anticipated and set expectations with your executives and adjust accordingly
  • The added advantage is that the less experienced analysts become more effective at a faster rate