The Remediator Security Digest
interviews David Barnhill, Senior System Specialist of University of Kansas
Academic Computing Technical Services
In education, information security is
almost an oxymoron. Those in academia are in the business of sharing
information, an act that often endangers attempts to secure it. The challenge is
to both allow for the frequent exchange of information and to protect it.
A successful security model in the
academic arena has much to offer the corporate IT manager. What can businesses
learn from their example? Many businesses value information sharing, especially
in business-to-business relationships where companies have partnerships and must
keep communication lines open.
Recently, The Remediator Security
Digest
spoke with David Barnhill, Senior System Specialist of the University of Kansas
Academic Computing Technical Services, about some of the unique security issues
facing universities today.
Here we are in a new year, 2004. It’s a great opportunity to implement and follow through with new security policies. Need ideas? Readers provided a lot in response to last month's dilemma in how to handle the boss when he won’t lock up his computer. The readers’ answers provide great suggestions for motivating people to get serious about security.
David Barnhill, University of Kansas, has worked in educational institutions most of his career. He shares how colleges make security a priority without choking on the most important thing to education: information sharing.
As always, we love your feedback and questions. This reader survey is short and takes little time to do. To reward you for your time, we'll enter your name in a drawing where you could win a PAIR of Garmin Rino 110 GPS.
Best wishes, Meryl K. Evans Editor
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"He's done it again! Doing my usual rounds, I saw the boss' workstation wasn't locked down. It was tempting to teach him a lesson, but I like my job. I'm sure I'm not the only one seeing red in watching a manager or executive get sloppy about security. I'm not in the position to tell him off, so how should I get a handle on getting management straightened out and on board with following security standards?"
"Our company has a limited security practice embedded in the network operation group, but no security leadership. Our physical security group has the experience to provide guidance, but is purposely not included in information security discussions because they are not technical experts. How do you handle such a situation and get the two groups playing like a team instead of against each other?"
