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Indicators can sometimes take on an almost clairvoyant quality about them. The reason is that indicators provide a different insight and representation of the underlying price movement that is not visible by simply looking at the price chart. In Figure 5.22, the stock of the Chicago Mercantile Exchange (symbol CME) had been steady in July and August, drifting downward late in August. In spite of this anemic behavior, the MACD provided a crossover to the upside. This crossover preceded not just a very large up movement, but it speci cally preceded a single-day movement of 20 points. There is another way you can view MACD information, and that is by the use of a histogram. The MACD histogram is computed in the same way, but instead of providing two lines, it illustrates the difference between the two lines with positive bars (above the 0.00 line) or negative bars (below the 0.00 line). Figure 5.23 shows an example of a MACD histogram. Because the bars are different and the transition from positive to negative (or vice versa) is so obvious, this representation of MACD movement makes it much easier to spot crossovers. Figure 5.24 shows the analysis of a stock with a MACD histogram and a 2-line MACD stacked on top of one another. This makes it easier to understand how these two studies correlate. In the 2-line study, when the black line is beneath the dashed trigger line, there are negative bars

It requires an investment of resources to apply the pattern, including time to analyze enterprise assets and security approaches. In some cases the cost of applying the pattern may exceed its benefits. It requires the involvement of people who have intimate knowledge of assets, and basic knowledge of asset security needs and security approaches. These people typically have high positions in the enterprise and their time is valuable. On the other hand, the pattern allows more people to be aware of the issues, so that after the initial investment of time, other people can be in a position to maintain and evolve the service selection. It is possible for an organization to assign people to this task who have less than adequate knowledge of assets, approaches, or services, because they may have more available time or are less expensive. If the people applying the pattern do not have good knowledge of enterprise assets and their value, the pattern results may be inaccurate or not useful. Perception of security needs can differ throughout an organization. This may make it difficult to reach agreement on priorities of services. On the other hand, bringing such disagreements to the surface may be a benefit, because then they can be properly discussed and resolved.

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Enterprises often partner with third parties to support their business model. These third parties may include application and managed service providers, consulting firms, vendors, outsourcing development teams, and satellite offices. As part of this relationship, access must be granted to allow data to travel between the organizations. Without attention to the protection of that data and the methods by which they are transferred, one or both organizations may be at risk.

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The museum has received a sum of money and is expanding! It wants to expand its services in the following ways: 1. Publish an RSS news feed advertising all upcoming museum events and information. 2. Sell goods online from its Web site. The museum has created a merchant account with a popular payment processor and financial organization. The Web site application will use a programmatic API provided by the payment processor. 3. Outsource the development of a Web site to a third party. One component of the Web site will be a public, e-commerce site selling goods and promoting museum events and exhibits. The second component will be a private, intranet Web site containing an employee directory as well as confidential corporate funding and research and development data. The museum realizes that the third party will require some confidential database tables and documents in order to design and test the application. 4. Subscribe to the International Museum Consortium (IMC) service. This service will publish current and rolling exhibit information to other subscribers. Membership of this service will allow the museum to search and bid for rolling exhibits from any other subscribing museum around the world. They feel it would give them a competitive advantage over other regional and local museums, and will substantially increase their patron attendance. The IMC will provide the software application, centrally manage user accounts and facilitate a bidding and messaging process. The museum already has an infrastructure capable of operating and managing the software application, and simply needs to configure it to access the museum s inventory database. Each of these projects involves exchanging information with other parties, but vary in the degree of security requirements and in the method of data exchange. The

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FIGURE 5.22 This MACD not only preceded a big move up by the stock CME but also was a day in advance of the 20-point move made in a single day.

museum clearly recognizes the value of these projects, but is concerned that its personnel, customer, and confidential exhibit information will be at risk of unauthorized access, modification, or denial of service. It would like to implement these projects but needs to protect its data, systems, and reputation.

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