So far, there have been a number of areas that have been addressed in terms of preparing for an incident. From an initial understanding of the process involved in incident response, we moved through the creation of an incident response plan and associated playbooks. Once the capability has been created, it should be run through a tabletop exercise to flush out any gaps or deficiencies. This tabletop should include a high-level incident that involves the entire team and one of the associated playbooks. A report that details the results of the tabletop exercise and any gaps, corrections, or modifications should also be prepared and forwarded to the senior leadership. Once leadership has been informed and acknowledges that the CSIRT is ready to deploy, it is now operational.

Another critical component of the initial deployment is to socialize the CSIRT with the entire organization. This is done to remove any rumors or innuendo about the purpose of the team. Employees of the organization may hear words such as digital investigations or incident response team and believe the organization is preparing a secret police specifically designed to ferret out employee misconduct. To counter this, a short statement that includes the mission statement of the CSIRT can be made available to all employees. The CSIRT can also provide periodic updates to senior leadership on incidents handled to demonstrate the purpose of the team.

Regardless of the makeup of the team, another key component of CSIRT deployment is the inclusion of regular training. For CSIRT core members, specific training on emerging threats, forensic techniques, and tools should be ongoing. This can be facilitated through third-party training providers or, if available, in-house training. The technical support members of the CSIRT should receive regular training on techniques and tools available. This is especially important if these members may be called upon during an incident to assist with evidence collection or remediation activities. Finally, the other support members should be included in the annual test of the incident response plan. Just as with the inaugural test, the organization should pick a high-level incident and work through it using a tabletop exercise. Another option for the organization is to marry up the test of their incident response plan with a penetration test. If the organization is able to detect the presence of the penetration test, they have the ability to run through the first phases of the incident and craft a tabletop for the remaining portions.

One final component to the ongoing maintenance of the incident response plan is a complete annual review. This annual review is conducted to ensure that any changes in personnel, constituency, or mission that may impact other components of the plan are addressed. In addition to a review of the plan, a complete review of the playbooks is conducted as well. As threats change, it may be necessary to change existing playbooks or add new ones. The CSIRT personnel should also feel free to create a new playbook in the event that a new threat emerges. In this way, the CSIRT will be in a better position to address incidents that may impact their organization.