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organization tailors it to fit the roles and responsibilities used
within the organization. A matrix such as the one shown in Figure
16.1 provides a guide to help identify potential conflicts.
Ideally, personnel will never be assigned to two roles with a conflict of
interest. However, if extenuating circumstances require doing so, it’s
possible to implement compensating controls to mitigate the risks.
Two-Person Control
Two-person control (often called the two-man rule) requires the
approval of two individuals for critical tasks. For example, safe deposit
boxes in banks often require two keys. A bank employee controls one
key and the customer holds the second key. Both keys are required to
open the box, and bank employees allow a customer access to the box
only after verifying the customer’s identification.
Using two-person controls within an organization ensures peer review
and reduces the likelihood of collusion and fraud. For example, an
organization can require two individuals within the company (such as
the chief financial officer and the chief executive officer) to approve
key business decisions. Additionally, some privileged activities can be
configured so that they require two administrators to work together to
complete a task.
Split knowledge combines the concepts of separation of duties and
two-person control into a single solution. The basic idea is that the
information or privilege required to perform an operation be divided
among two or more users. This ensures that no single person has
sufficient privileges to compromise the security of the environment.
Job Rotation
Further control and restriction of privileged capabilities can be
implemented by using job rotation. Job rotation (sometimes called
rotation of duties) means simply that employees are rotated through
jobs, or at least some of the job responsibilities are rotated to different
employees. Using job rotation as a security control provides peer
review, reduces fraud, and enables cross-training. Cross-training helps

