Honeypot Design and Analysis

 

You have just secured your first job as a Forensic Investigator in the Cyber Security field with a tier-one management
and technology consultancy (hypothetical scenario). Your new firm has just onboarded a new corporate client
(customer), who is a fast-growing cloud provider; but they lack certain domain-specific expertise.
The firm and your supervisor, knowing how capable and motivated you are, have assigned you the first major task to
be completed for the new client.
They have asked you to investigate and write a report (3000 words) to inform them on what adversaries are
currently doing to attack networks (not the client’s network). Specifically, this means you are to use your own
Honeypot to capture attack attempts, etc; then relay back what you did and your findings in the report.
This is an independent piece of coursework. It is expected that you take responsibility for all of the design,
implementation (i.e., correct and error-free setup), analysis of results and writing of the report.
Your report should include at least both of the following:
1. The design of your Honeypot. Note, the design of it and how you implement it is open-ended (up to you);
you may use existing Honeypot technology. Also note a Honeypot is designed to be used to collect
intelligence on attacker behaviours. This means you want to collect as wide a dataset as possible (logs, etc),
but you also need to make your Honeypot “stealthy” to ensure that hackers do not leave too quickly.
2. The analysis of your results. You need to analyse, reason about, and discuss the results of your Honeypot.
Some suggestions of things that might be useful, but not an exhaustive list, are the following:
a. Who are the attackers and where are they located? What attacks are attackers deploying?
b. How did they get in? Any common patterns or methods?
c. What do attackers do once they are inside your Honeypot? What are their objectives?
d. What can we learn that could be used to defend networks and systems?

Sample Solution

Honeypots are dedicated machines with the goal of delaying and diverting attackers away from key resources so that attackers can research new methods and tools. However, the majority of current honeypot systems are configured and managed statically. There are two types of honeypots: minimal interaction and high interaction. We suggested a Dynamic Hybrid Virtual Honeypots Architecture in a single machine in this paper. It can adapt to a continually changing network environment by scanning both actively and passively. It also helps to overcome the disadvantages of low and high interaction honeypots. Low interaction honeypots are used as proxies to claim several IP addresses and filter out uninteresting traffic, whereas high interaction honeypots provide the best amount of realism.

essay I will discuss the connections between leadership, motivation and teamwork theories, how they connect to practice in organisations and their limitations, offering solutions where impracticalities arise. The essay aims to draw conclusions on the suitability of Fiedler’s Contingency Theory of Leadership, Tuckman’s Model of Group Development, Belbin’s Team Theory, and Herzberg’s Two Factor Theory in practice, and how complexities like power and influence shape how they can be applied to best suit the situation a leader faces.

Leadership Contingency based theories of leadership suggest that there is no correct or best way to lead a group, or organisation, due to the significant number of constraints on a situation (Flinsch-Rodriguez, 2019). Fiedler, in his Contingency Theory of Leadership (Fiedler, 1967), suggests that the effectiveness of a group is dependent on the leadership styles of the leader and their favourability to the situation. Much of the theory is established around the least preferred co-worker scale (LPC). The LPC aims to quantify a potential leaders approach to a task on a scale of relationship motivated to task motivated, where the leader fits on the scale allows their most favourable situation to be deduced, and thus allows the identification of suitable leaders for tasks. The favourableness of the situation depends on three characteristics: leader-member relations, the support and trust the leader as from the group; task structure, the clarity of the task to the leader; and positional power, the authority the leader has to assess a groups performance and give rewards and punishments (Fiedler, 1967). If the leaders approach matches what is required from the situation then success is predicted for the group. Fiedler’s contingency model offers a very austere categorisation of leadership, clearly defining which situations will and will not result in success for a potential leader. At the senior management level of a hierarchal structure within an organisation the theory can be applied freely, firstly due to the ease at which persons can be replaced if their LPC score does not match that required of the situation (Pettinger, 2007). Secondly, and most importantly, is to ensure that the senior management are best equipped to lead the organisation successfully. However, further down the hierarchy Fielder’s contingency theory begins to hold m

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