Thursday, December 31, 2015

Poor security decisions expose payment terminals to mass fraud

Cryptographic key reuse is rampart in European payment terminals, allowing attackers to compromise them en masse

Some payment terminals can be hijacked to commit mass fraud against customers and merchants, researchers have found.

The terminals, used predominantly in Germany but also elsewhere in Europe, were designed without following best security principles, leaving them vulnerable to a number of attacks.

Researchers from Berlin-based Security Research Labs (SRLabs) investigated the security of payment terminals in Germany and were able to use them to steal payment card details and PIN numbers, hijack transactions and compromise merchant accounts. They plan to present their findings at the 32nd Chaos Communication Congress (32C3) later this month.

INSIDER: 5 ways to prepare for Internet of Things security threats

According to Karsten Nohl, the founder and chief scientist of SRLabs, most terminals in Germany use two communication protocols, ZVT and Poseidon, to talk with cash registers and payment processing providers respectively.

Both of these protocols have features that can be abused by hackers, but the problem is further exacerbated by poor design decisions by payment terminal manufacturers, like the reuse of cryptographic keys across all devices.

The ZVT protocol is used by around 80 percent of payment terminals in Germany to communicate with cashier workstations, SRLabs estimates. It was originally designed for serial connections, but it's now used mostly on TCP/IP networks. This means that on local networks attackers can use techniques such as ARP spoofing to position themselves between terminals and cashier stations in order to intercept and send ZVT commands.

Some of the ZVT traffic is unencrypted, according to SRLabs. For example, a man-in-the-middle attacker can use the protocol without authentication to read the information stored on the magnetic stripes of payment cards inserted into payment terminals.

The protocol also has a mechanism that allows requesting and obtaining a card's PIN number as well, but such requests need to be signed with a message authentication code (MAC). The MAC is verified using a key that's typically stored inside the payment terminal's hardware security module (HSM), a special component designed for secure key storage and cryptographic operations.

The problem is that most terminals, regardless of manufacturer, share the same signature key, violating a basic principle of security design, Nohl said.

The HSM in some terminal models is vulnerable to so-called timing side channel attacks that can be used to extract the key within minutes after gaining access to the terminal through a JTAG debugging connection or a remote code execution flaw, he said.

Attackers can easily find and buy such vulnerable terminals on eBay. Once they extract the key from it, they can use it against most other devices, including newer models, because of the pervasive key reuse among payment terminal manufacturers in Germany.

Terminals used in other countries, especially in Europe, use a different communications protocol called OPI (Open Payment Initiative) that is similar to ZVT, but lacks the remote management functionality that attackers can abuse.

However, some terminal manufacturers added proprietary extensions to OPI to implement that functionality, because they like the comfort of remote management, Nohl said. "At least we've seen this in a few cases. We can't guarantee that it's widespread, but every implementation of OPI that we've looked at had extensions that brought back remote manageability, and like in ZVT, it wasn't secure."

With magnetic stripe data and associated PIN numbers attackers can clone payment cards and perform fraud, even in countries where chip-protected (EMV) cards are widely deployed.

EMV-capable terminals still support magstripe-based transactions for cards that don't have a chip, and verifying whether the card has a chip or not is usually done by checking a specific bit stored on the magnetic stripe. So an attacker can simply change that bit on his cloned card, Nohl said.

Another attack that the SRLabs team found possible through ZVT is to force a terminal to associate with a different merchant account, like one controlled by a hacker, and which would receive all the money from transactions performed through that terminal.

This can be done by a man-in-the-middle attack through a password-protected command that instructs the terminal to change its ID to one that the payment processor associates with a different merchant. The password is the same for all terminals tied to a specific processor, the SRLabs researchers found.

When the terminal ID changes, the processor will send a new configuration back to the terminal including the new merchant's transaction limits and banner -- the merchant identifying information that appears on the printed receipts. The attacker can actually intercept this information and change it so that receipts retain the old merchant's banner, while the money is funneled to the different account controlled by the attacker.

A third attack is possible through the Poseidon protocol that's also widely used in Germany and in some other countries like France, Luxembourg and Iceland. This protocol is used by terminals to communicate with the backend servers of payment processors and is a variation of an international standard called ISO 8583.

Payment terminals require a secret key to authenticate with payment processors over the Poseidon protocol. However, like with ZVT, payment terminal manufacturers implemented the same authentication key across all of their terminals, SRLabs found.

This error can be abused to steal money from merchant accounts. While most transactions add money to such accounts in exchange for goods or services, there are a few that can cost merchants money, for example transaction refunds or top-up vouchers like those used to recharge prepaid SIM cards.

In the worst case scenario, attackers could hijack terminals and use them to issue refunds to bank accounts under their control from thousands of merchants by simply iterating through terminal IDs, which are usually assigned incrementally.

Nohl said that SRLabs performed a demonstration of the attacks for payment terminal manufacturers. Their response was that they haven't seen this type of fraud outside of a laboratory setting, but that they're working to address the issue, he said.

The people who implemented these protocols, which were developed independently from each other, didn't understand how to do proper key management in both cases, Nohl said.

Fortunately, there is functionality in them that allows older keys to be replaced with new ones and which could be used to provide every terminal with its own unique key, as long as the backend servers are also modified to support such a deployment, the researcher said.

The terminals would still be vulnerable to remote code execution or timing side channel attacks, but at least extracting a key would restrict the abuse to a single terminal, not hundreds of thousands.

In the short term, it's paramount to change existing keys with unique ones for every terminal, but in the longer term better standards should be designed that rely less on the security of the terminals themselves. This could be done by implementing things like public-key cryptography instead of symmetric-key algorithms, Nohl said.
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Saturday, December 19, 2015

7 signs you're doing devops wrong

Misconceptions and flawed implementations may have you missing the true upsides of devops

Devops is a transformative ethos that many companies are putting to their advantage. As with anything that hinges on culture, however, it can be too easy to slap together a few tools, sprinkle in new processes, and call yourself a devops-fueled organization. After all, saying that your company embraces devops and regularly practices devops techniques is popular nowadays, and it can serve as great PR for bringing in great talent to your team. But in truth, many companies -- and technical recruiters -- that are proclaiming their devotion to devops from the hilltops aren’t really devops organizations.

Here we take a look at some of the most common misconceptions and flawed implementations of devops. Chances are, your company has fallen prey to at least one of them. That doesn’t necessarily mean you aren't practicing devops. It simply means you have a ways to go before your company can fulfill the promise. Devops isn't an award or title you can achieve. It's a philosophy, culture, and way of approaching the task of shipping code.
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Read on, take a step back, and assess your company’s commitment to its devops mission. Candor and honesty are essential to guiding your team in the right direction.

Sign No. 1: You need to buy "the devops"

IT departments need "stuff" to operate. They need hardware: computers, servers, server racks, network switches, routers, and load balancers. They also need software: operating systems, antivirus products, productivity software, project management solutions, various line-of-business applications, and software to monitor the health and performance of hardware and software alike.

IT departments have been buying "stuff" since their inception. When the first company decided to use computers as part of their business practices, purchasing as the lifeblood of IT was born. It's natural for IT higher-ups to think they can buy the next big thing that will help them help the business succeed. This is why some companies give themselves the false impression that they can buy "the devops."

But it’s not for the wrong intentions. Many CIOs who attend devops conferences or talk about devops with fellow CIOs begin to see what devops can do for their company. Some decide they want “the devops” -- and they want it now! What they don't understand is that devops is not a product or service to purchase. It is a mind-set or mode of operation.

That’s not to say you can’t purchase a block of hours from highly paid consultants to learn devops principles, but by doing so, ultimately you are purchasing knowledge that requires significant work on your part to implement. Your team must absorb what's being taught, and only then will devops practices begin to take root.

"Devops" cannot be obtained overnight with a simple check and a little training. It is a transformational approach to core processes, and it takes time, dedication, and especially a team that can implement devops practices, many of which will fly against your company's previous modes of operation.

If your company has a devops budget, you're doing devops wrong.

Sign No. 2: You equate software and tools to devops

This misapplication of devops runs in parallel to No. 1 above. IT shops acquire tools to do their jobs more effectively. It’s encoded in the job. IT shops have tools to manage clients and servers, as well as storage, compute, and networking resources. But when it comes to tools and devops, companies often get confused. To be sure, devops greatness cannot be achieved without tools. But when companies ignore other areas of devops and focus solely on the tools themselves, problems arise. Tools may be essential, but they are only part of what makes devops tick.

Various configuration management products associated with devops certainly help you build a devops culture. Without them, you undoubtedly are not practicing devops. You can code together your own tools to automate previously manual processes such as code testing, deployments, and server builds, or you can purchase tools geared to complete these tasks; either way automation is a huge part of devops. Without tools, you'd still be manually building test servers, running through runbooks, and checking off tick boxes on a checklist.

But devops consists of a number of facets that go beyond configuration management; don't focus in on only one simply because a solution exists and it's tangible. If you look for something tangible to latch onto in your journey to be a devops ninja, you will fail.

If your company bought Chef or Puppet as a cure-all for its devops needs, you're doing devops wrong.

Sign No. 3: You use checklists or runbooks to manage code deployments

To hammer the point home, automation is the crux of devops. Automation is of paramount importance in an organizational devops culture. Companies practicing devops have a strong desire to automate everything possible. Automation allows them to remove human error and standardize processes across the entire software development lifecycle.

Businesses know that automation is the seed that grows other devops principles such as establishing consistent, routine code deployments. Without automation, reliable code deployments, in particular, would not be possible. Automation is a crucial philosophy to adopt when driving toward a devops culture.

So if you find yourself having conversations with co-workers that include statements like, "We don't have time to automate," or "Let's just do it manually this time. It'll be faster," then you're not doing devops. When embarking on a new project, if automating everything possible isn't the first idea that comes to your head you're probably not at devops mastery yet.

Devops-heavy cultures realize that even though it may take more time to introduce automation up front it will pay off through more reliable and faster code deployments in the future. Your company must understand that everything is on the table for automation. This means deployments, testing, code check-in policies, servers builds -- everything.

If your company spends hours poring over checklists to ensure code is ready to be deployed, you're doing devops wrong.

Sign No. 4: You release code to production every few months (or years)

Now that we've addressed automation it's important to address deployment frequency. The sole purpose of devops is to fix bugs and release new features to production faster. That's not done by following a traditional waterfall model; that's done by being agile.

At its heart, the agile methodology consists of releasing small changes as often as possible. Its premise is to not plan every little detail ahead of time before releasing to production. It is about defining what is considered "production ready," representing that with a set of automated tests, and trusting that the tests written correctly define what it means for code to be "production ready."

Devops is synonymous with concepts like continuous integration and continuous deployment. Notice the key word in both terms: continuous. Devops is about consistently having developers check code in as often as possible, which kicks off automated tests.

For the true devops rock stars, it's also about taking that code and sending it directly to production through continuous deployment. If your company allows developers to check in code that goes through automated pre-check-in tests, gets handed over to another set of tests to ensure that the code is ready for production, then goes live on your production servers if deemed ready automatically, then you know you've achieved devops greatness.

If your company releases code changes less frequently than the harvest moon, you're doing devops wrong -- no matter how small the changes or how quickly you make them.

Sign No. 5: You consider failure unacceptable

Culture is often considered a "soft" aspect of IT, but it couldn’t be more essential to devops. This is where companies often fail to achieve the promise of devops. They might be automating with the optimal mix of tools. They might be continuously updating their code. But their inability to fully assimilate devops culture gets them every time.

For example, when the code you committed goes on to blow up a production database, what happens to you? Does your boss publicly scold you? Do you get immediately called into a manager’s office for a "closed door" meeting? Is losing your job or your ability to deploy code to production ever again a possible outcome of committing code? If so, then your company is not practicing devops.

Instead, picture this: The meltdown of the production database is treated as a learning opportunity. Your manager brings everyone into a postmortem meeting to provide candid feedback. Everyone exhibits a level of candor that might make you squirm, but it's never at a level that places blame. The root cause is determined, and new tests are built around your mistake so that it's caught next time and everyone acts like it's simply another day. This is when you know your company has adopted an important devops philosophy.

If you are no longer trusted with commit rights to production because you have made or might make a mistake, you're doing devops wrong.

Sign No. 6: You blame others for system problems

Devops philosophy has borrowed heavily from lean, and not blaming others for systemic errors is a key facet that has influenced the human aspect of devops. As with embracing failure, removing individual blame for problems associated with the system is essential to successful devops practices.

True devops practitioners believe that when something goes wrong the fault doesn't lie with the individual using the system but the system itself. For developers and systems ops to get along, a blameless culture must be supported. Suppose a developer creates an application, tests the application on his computer, and hands the code over to operations. If a problem occurs when ops puts the code into production, ops can’t blame the developer for writing shoddy code, nor can the developer blame operations for not managing servers correctly.

Devops resolves this issue by first figuring out the difference between the two testing environments. Once discovered, the fix is implemented, and preferably, an automated test is created to ensure that, in the future, any flawed code will fail the newly automated test, which will prevent that change from ever getting into production.

If your company is firing staff simply for bringing down production, you're doing devops wrong -- regardless of any presumed role or responsibilities you attribute to those involved.

Sign No. 7: The developers and operations groups look like two grain silos

Devops weds the word "developer" to the word "operations." If your developers and operations people still aren't on speaking terms, you don't have a chance at doing devops right. Devops is all about collaboration. It's about coming together as a team to help the company, as a whole, achieve its goal. If your operations people refuse to communicate to developers other than throwing work over the proverbial wall, your devops dreams are toast.

This is the most important part of the devops philosophy. All of the activities I've touched on previously move toward this end result. It doesn't mean developers should be forced to eat lunch with operations people or operations staff must invite developers to their weddings. It's not about liking one another; it's about looking past our human emotions to work as a professional team to build a product that propels the business forward.

If your company has developers on one floor and operations on another, with code commit messages as the only means of communication, you're doing devops wrong.
It’s all about the culture

Devops is not for every company. There are situations that warrant a more meticulous approach to code management. However, even if your company isn't fully committed to building a devops culture, there are many facets of the devops philosophy that can be applied to your practices successfully.

Above all, devops is a cultural philosophy. It takes patience, lots of hard work, an understanding of people, and a business that will support it to truly thrive.

Tuesday, December 1, 2015

70-246 Monitoring and Operating a Private Cloud with System Center 2012

QUESTION 1
Your company has a private cloud that is managed by using a System Center 2012 Operations Manager infrastructure.
The Operations Manager management server role is installed on a server named Server1.
You deploy a server named Server2, and then join Server2 to the domain.
You log on to Server2 and install the Operations Manager agent. You specify Server1 as the management server.
You notice that Server1 did not discover Server2.
You need to add Server2 as an agent-managed device.
What should you do from the Operations Manager console?

A. Modify the Global Management Server Settings - Security settings.
B. Create a new discovery rule.
C. Import the Windows Servers Base Operating System Management Pack.
D. Run the Discovery Wizard - Computer and Device Management Wizard.

Answer:


QUESTION 2
Your network contains an Active Directory domain named contoso.com that connects to a Windows Azure environment. You deploy System Center 2012 R2 Data Protection Manager (DPM) to the domain.
You need to ensure that you can use DPM to back up to the Windows Azure environment.
Which three actions should you perform? Each correct answer presents part of the solution.

A. From Windows Azure, create an endpoint.
B. On the DPM server, allow inbound traffic on TCP port 135.
C. Install the Windows Azure Backup agent.
D. Install a certificate on the DPM server and the upload the certificate to Windows Azure.
E. Create a backup vault.

Answer:


QUESTION 3
Your company has a private cloud that is managed by using a System Center 2012 infrastructure.
You deploy Data Protection Manager (DPM) to a server named DPM1.
A server named Server1 has the Hyper-V server role installed and hosts a virtual machine named VM1.
From DPM1, you perform a full backup of Server1.
You discover that you are unable to restore individual files from VM1.
You need to ensure that you can restore individual files from VM1 by using the DPM Administrator console.
What should you do first?

A. On VM1, install Windows Server Backup.
B. On DPM1, install the Hyper-V server role.
C. On VM1, install the integration features.
D. On DPM1, attach the VHD of VM1.

Answer: B

Explanation: The integration features are also required but the “first” step according to the link below is to install the Hyper-V role on the DPM server.
Ref: http://technet.microsoft.com/en-us/library/hh758184.aspx


QUESTION 4
Your company has a private cloud that is managed by using a System Center 2012 infrastructure.
The company defines the Service Level Agreement (SLA) for a web application as 99 percent uptime.
You need to create service level objectives (SLOs) that meet the SLA requirement.
Which object or objects should you create from the Service Manager Console? (Each correct answer presents part of the solution. Choose all that apply.)

A. a queue
B. a connector
C. a channel
D. a calendar
E. a metric
F. a subscription

Answer:


QUESTION 5
Your company has a private cloud that is managed by using a System Center 2012 infrastructure.
The network contains an Operations Manager infrastructure and a Service Manager infrastructure.
You need to configure Service Manager to create incidents automatically based on Operations Manager alerts.
Which object should you create from the Service Manager Console?

A. A subscription
B. A queue
C. An incident event workflow
D. A connector

Answer: