Jailbreaking device paves way for malware

By Liau Yun Qing

Summary

Mobile users root devices to gain better control over their gadgets and have platform choice, but doing so increases security vulnerabilities, note security experts.
Jailbreaking a device is similar to implanting malevolent code into the device, thereby increasing its vulnerability to malware, warns a security researcher, while another notes that ultimately, such efforts boil down to "personal choice".
In an e-mail interview with ZDNet Asia, Kwee Anping, senior technical consultant at Symantec Singapore, likened jailbreaking a device to exploiting vulnerabilities in an operating platform. "It is how malicious codes are typically installed on a gadget and it increases the risk of the device being infected with malware," Kwee said.
He pointed to the Ikee worm and a hacktool, which exploited third-party Secure Shell (SSH) utilities installed on jailbroken Apple iPhones. "While Ikee simply changed the infected device's wallpaper to a photo of singer Rick Astley, the hacktool could reportedly steal data on the device and connect back to the attacker, giving him control over the phone including the ability to download and install other malware onto it," he said.
He added that attackers are also able to change the root password of the affected device and prevent the owner from accessing the phone.
However, that does not mean non-jailbroken devices are not vulnerable to security risks, he noted.
The growth in smartphone and tablets and their increasing connectivity and capability means there is a corresponding increase in attention, targeting mobile platforms, from both threat developers and security researchers, he said.
Axelle Apvrille, senior mobile antivirus analyst and researcher at Fortinet FortiGuard Labs, added that even the closely-guarded Apple App Store is not immune to malware such as the Adware/LBTM app, which poses as a free application.
Other than viruses, both jailbroken and non-jailbroken phones are vulnerable to security holes in the device's browser, she added in an e-mail.
Jailbreaking to more choice
Despite the security risks, Apvrille said it boils down to "personal choice" in which users decide if jailbreaking their gadgets is worth the trouble. "People who are not at ease with technology won't jailbreak their device, and they are probably better off that way," she said.
"[On the other hand], those who are more familiar with computing devices can feel too limited in Apple's business model and wish to 'escape the jail'," she said. "Sometimes, it's also [about subscribing to] a philosophy, [such as] not being tied to a single vendor or having the possibility to use open source software."
Apvrille said: "In any case, by jailbreaking your device, you may be able to give more power over your device.
"But of course, with greater power comes greater responsibility."
She urged users who are looking to jailbreak their device to go through the manuals carefully. "It is critical to read README [files], release notes and installation notes to install [the jailbreak] properly," she said.
Apvrille cited the case of the iPhone/Eeki.A worm, which infected jailbroken devices of users who did not read an important recommendation to change their root password. Users who jailbroke their device but changed the password were not susceptible to the worm, she said.
Symantec's Kwee, though, is adamant that users should not modify their device.
"Consumers jailbreak their mobile devices believing that it expands the functional or customization capabilities. What they are unaware of, however, is that the process of jailbreaking a device through exploits is not very different from using exploits to install malicious code," he said.
Similar to desktop computers, the exploitation of vulnerabilities can bring more inconveniences than benefits as initially thought, and users of jailbroken devices would leave themselves open to malicious attacks, he cautioned.
Despite the security risks, some mobile users have not refrained from tweaking their devices. In fact, the jailbreak software for Apple's iOS 4.3.1 release was available less than two weeks after the update was launched.
One self-proclaimed "loyal" Apple fan, who jailbroke her iPhone two months ago, said she was not fully aware of the security risks but did hear from friends that such phones were more vulnerable to viruses and system crashes. The 22-year old allied healthcare worker, who declined to be named, said she jailbroke her phone mainly to access free apps and "themes" which are only available on jailbroken devices. Themes provide more icons, skins and wallpapers for the iPhone.
She said she decided to jailbreak her phone only after the warranty ended.
"With the warranty, if my phone crashes I can still get it replaced. But after the warranty expires, it doesn't matter," she said.
Manufacturers warn against jailbreaks
Hardware makers and software developers have made efforts to combat jailbreaks by limiting the warranty of jailbroken products or pursuing the legal route to stop jailbreakers.
"Users should be advised that the loading of unapproved software on a Motorola device can void the warranty," said a Motorola Mobility spokesperson in an e-mail interview.
"Motorola's primary focus is the security of our end-users and protection of their data, while also meeting carrier, partner and legal requirements," he said. "A majority of Motorola's Android-based consumer devices in the market today have a secured bootloader in order to meet these security needs."
Microsoft also implemented similar initiatives for its mobile OS. "Microsoft does not support Windows Phones that have been altered from manufacturer- and carrier-specifications, and we caution that such alterations can dramatically impact reliability, performance, compatibility and security," said a company spokesperson in an e-mail.
Asked what the company is doing to prevent jailbreaking, he pointed to a whitepaper on anti-piracy in the Windows Phone Marketplace.
"Developers fuel Microsoft platforms, and we understand the importance of intellectual property in these ecosystems. We have a long history of developing protection strategies for our software and services and those of third-party developers, Windows Phone 7 and Windows Phone Marketplace are no exceptions," he said.
When contacted, Korean consumer electronics giant Samsung declined to reveal specifics on how it is preventing users from jailbreaking its Android handsets. Winston Goh, the company's product marketing manager of telecommunications, told ZDNet Asia in an e-mail that such information is "highly confidential" and cannot be revealed to the public.
Goh did stress, though, that consumers who root their Android devices will have their warranty "rendered null and void".
"If we allow users to root our devices and, subsequently, those users [make tweaks to] their Samsung Android device that cause it to fail, then brings it back to our customer service centers for repair--it would be very difficult for us to diagnose and pinpoint the exact issue since we may not have any evidence of what the user actually did," said Goh.
"This could potentially tie up our customer service resources, resulting in less time and resources available for other customers with valid issues.
"While we appreciate the fact that Android devices are inherently very flexible devices, we do need to maintain a certain level of control for the sake of [delivering] more efficient product management and customer service process," he said.
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A tale of two PMOs

By Patrick Gray
Summary
The actual benefits and most effective way to set up your project management office are difficult to identify. Here's a look at two different PMOs–one an administrative service, the other involving portfolio management.
If you've spent any amount of time in IT management circles, you've likely heard of a program/project management office or perhaps been asked to set one up for your organization.
Like many ideas in IT management, the actual benefits and most effective way to set up your PMO are difficult to identify and, in the worst case, quickly descend into a sales pitch for tools and services that do little to build an effective PMO.
Rather than focus on the minutiae of establishing a PMO, let's examine two different PMOs, one of which is unfortunately far rarer than the other.
The "Italian Job" PMO
I spent about four months living in Italy, and perhaps some of the best advice I received during our first visit to look for an apartment was to expect that few services would work correctly, which would make our stay far less stressful rather than lamenting every little thing that went wrong or every minor administrative hurdle thrown in the way of daily life.
The Italians had a zeal for administrative formality that was impressive, with the lowest level bureaucrat sporting a color-coordinated uniform, to the police whose impeccable uniforms, shined boots, and myriad badges, patches and epaulets made other police forces look downright slovenly.
Many PMOs are analogous to this system, with form trumping function. In the best case, this PMO serves as an administrative clearinghouse, managing the various people and projects occurring within the organization and ensuring they don't step on each other's toes.
In the worst case, these groups place their "traffic control" duties to the side and focus on formalities. While these efforts are certainly well-intentioned, this PMO gradually accumulates reams of standards, policies, and out-of-control knowledge repositories that become overwhelming to anyone actually trying to get real work done.
A struggling project manager likely hears from this group only when issuing new pronouncements about which forms must be completed or threatening an "audit" to make sure documentation is complete rather than providing assistance or insight into how to right a struggling project.
For the CIO, this PMO tracks projects and presumably provides standard reporting about their status, but does little to deliver insight into how the projects relate to the company's overall business. While there is nothing wrong with an organization that provides this consolidated view, it has little impact on the organization other than an administrative function.
The Investment Management PMO
For the rare organization that takes its PMO beyond its administrative role, the most effective function is managing the company's portfolio of projects like an investment portfolio. Traditional project management is tightly focused on tracking objectives and costs, but misses the mark on tying those objectives back to a business result with an expected return, risk level, and time frame to achieve that return.
Much as one might sit with their financial adviser and discuss their goals, the CIO can sit with this type of PMO and discuss where he or she sees the business going in the coming months and years. Someone nearing retirement might focus on bonds and low-risk investments, just as a CIO in a stagnant industry or facing a severe economic downturn might focus on short-term, low-right projects. Like the financial adviser, this PMO can quickly point to which projects are more strategic and likely more risky and which are "bread-and-butter" maintenance and infrastructure projects.
When considering new projects, the Investment Management PMO can look at where they fit among the existing portfolio and suggest changes before the organization takes on too many high-risk projects or encourage bolder efforts when the competitive landscape demands it. Effectively, this PMO becomes the key means for the CIO to deliver business results and convey the value that IT brings to the larger organization beyond just keeping the infrastructure up and running.
The latter PMO is obviously the preferred option for most organizations, but the price of admission is perfecting the former. No one would want a disorganized investment manager who could not instantly identify which stocks and bonds you were holding, just as no PMO can move into portfolio management without being able to track and manage projects from an administrative perspective.
Building an investment management PMO requires careful care and nurturing from the CIO and a variety of talents beyond raw technical skill or project management techniques. A project portfolio requires what is effectively P&L responsibility, since projects frequently are a big slice of the IT budget and the only area where true business returns can be demonstrated, short of selling IT services as a product to external customers. If your PMO cannot brief you on the key business objectives of each project and the likelihood of delivering those business results, you are simply not getting the maximum value from your PMO.
Patrick Gray is the founder and president of Prevoyance Group, and author of "Breakthrough IT: Supercharging Organizational Value through Technology". Prevoyance Group provides strategic IT consulting services to Fortune 500 and 1000 companies.
Source: http://www.zdnetasia.com/a-tale-of-two-pmos-62208252.htm?scid=nl_z_tgtm
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Agile reporting methods for project managers

By Rick Freedman, Special to ZDNet Asia

Rick Freedman describes the four reports that PMs typically create at the end of each iteration of Scrum agile projects.
Before we explore specific agile reporting methods, it's important to return to fundamental principles and refresh our motivations for project status reporting.
No project manager (PM), agile or traditional, denies that stakeholders deserve visibility into the project for which they are paying and on which they are relying for added business value. Any disagreement is one of degree and focus.
In traditional project management, we often spend a significant amount of our development time either trying to predict our development path or trying to track our path against these predictions. We frequently find ourselves pitted against our own predictions as we report to our customers ("You said you'd be 56 percent complete, but you're only 42 percent complete...what went wrong?").
One of the unspoken misfortunes of traditional project methods is that the PM and the team typically start out behind and in trouble and get progressively deeper and deeper into "task debt", destroying the team morale and diverting the PM from productive leadership activities to justification and detail obsession.
Read more »
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The new world of risk management for PMs

By Rick Freedman, Special to ZDNet Asia
Wednesday, May 12, 2010 12:22 PM

Read suggestions about how IT PMs should change their approach to risk in this new environment where everyone is more conscious of risk management.
After a long risk management session, in which the project manager (PM) tries to get the team to consider all reasonable risks and opportunities, the PM will ask the wrap-up question, "Are there any other risks we haven't captured?"
Some sarcastic wag will inevitably respond with what he considers to be an out-there scenario: "The building could blow up!" or "The next great depression might start!" The point of these remarks is usually to chide the PM to stop taking everyone's time spinning improbable scenarios of disaster and just let the engineers get on with their work.
If the twenty-first century has taught us anything, it's that these out-there predictions have a nasty habit of occurring. In fact, the incidence of these improbable events, and their obvious impact, has inspired a theory that is described in the best-selling book "The Black Swan" by Nassim Taleb.
The author's proposition, in short, is that the human brain is wired for pattern recognition and so it sees patterns and narratives where none exist. This gives rise to the fallacy that we can accurately predict the future from the past and that events will follow the patterns that we have recently observed.
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