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Digital Value Management System (DVMS) Model

Digital Value Management System (DVMS)

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As Cloud Services revolutionized the creation and management of digital infrastructure, the DVMS-CPD Model will revolutionize how organizations leverage the NIST Cybersecurity Framework and other business systems to manage digital risk, resiliency, and client data privacy.

The landscape of digital outcomes has rapidly evolved, as have the accompanying threats and challenges. The DVMS Institute recognizes these challenges and is committed to reshaping how organizations perceive and manage digital risk, resiliency, and client data privacy.

The Institute’s Mission is to provide organizations of any size, scale, or complexity with an Affordable, Pragmatic, and Scalable approach to facilitate the secure, resilient, and auditable digital outcomes clients and regulators expect.

The Institute’s Vision is to create accredited publications, training programs, and advisory services that teach organizations how to build a Digital Value Management System capable of protecting its digital value while meeting its cybersecurity regulatory requirements.

DVMS – A Seven-Step Approach to Facilitating Secure, Resilient, and Auditable Digital Value

Step 1: Prioritize and Scope.

The organization identifies its business/mission objectives and high-level organizational priorities with risk tolerances expressed in a target Implementation Tier.

The DVMS-CPD Strategy/Governance Alignment Loop identifies and operationalizes business/mission objectives and high-level organizational priorities. The organization expresses its business objectives through strategic direction and integrated strategy-risk governance policies. Those policies are inclusive of current and future state risk tolerances.

Step 2: Orient.

The organization identifies related systems and assets, regulatory requirements, and overall risk approach and then consults sources to identify threats and vulnerabilities applicable to those systems and assets.

The DVMS-CPD Model Strategy-Risk policies identify related systems and assets, regulatory requirements, and the overall risk approach. Enterprise Risk Management (ERM) provides the relevant cyber risk input to develop the general strategic direction and strategy-risk policies. Identifying threats and vulnerabilities within the Governance/Innovation loop, guided by the strategy-risk policies.

Step 3: Create a Current Profile.

The organization develops its current profile by documenting which Category and Subcategory outcomes from the NIST Framework Core exist.

Assessing the current state enables organizations to establish their existing NIST Framework profile. This baseline assessment is the starting point for organizations to innovate incrementally to sustain within their context. Note that the “current profile” describes verifiable and quantitative outcomes.

Step 4: Conduct a Risk Assessment.

The overall risk management process or previous risk assessment activities guide this assessment.

The CPD Model applies the risk assessment of the target profile using previous risk assessments and changes to organizational internal, external, and threat landscape needs. The CPD Model embodies two feedback loops that enable the organization to realign strategies or policies to improve or sustain cybersecurity operational capabilities.

Step 5: Create a Target Profile.

The organization created a Target Profile that assesses the NIST Framework Categories and Subcategories that describe the desired organizational cybersecurity outcomes.

The CPD Model supports the planning, design, change, and execution of the target state. In doing so, it considers all interactions and dependencies for existing capabilities.

Step 6: Determine, Analyze, and Prioritize Gaps.

The organization compares the Current Profile and the Target Profile to determine gaps. Next, it creates a prioritized action plan to address gaps that reflect mission drivers, costs and benefits, and risks to achieve the outcomes in the Target Profile.

In the CPD Model, this step occurs in the Governance/Execution & Innovation Loop. The detailed planning and design consider the scope of change to any dependent organizational capability and the modifications required to close cybersecurity performance gaps. In addition, planning and design include the instrumentation of the modified capabilities to gather appropriate metrics to ensure it is fit for use and auditable for purpose.

Step 7: Implement Action Plan.

The organization determines which actions to take to address the gaps identified in the previous step and then adjusts its current cybersecurity practices to achieve the Target Profile consistent with the requirements of the selected cybersecurity Informative References.

The CPD Model operationalizes gap mitigation through its change, execution, and innovation capabilities. The Governance/Execute & Innovation Loop adapts the new capabilities as identified, planned, designed, and built.


The DVMS Overlay Model enables organizations of any size, scale, and complexity to leverage existing business capabilities and well-known frameworks, standards, and business systems to facilitate the delivery of secure, resilient, and auditable digital outcomes.

The following explainer videos will guide you through the specific facets of our comprehensive digital value management system (DVMS™) approach.

Institute Introduction

The Institute’s introduction video encapsulates the Institute’s core philosophy. It’s not just about technology; it’s about culture. We advocate for a culture where digital business value creation, protection, and delivery are paramount.

The DVMS Overlay Model

This video is a deep dive into how we operationalize universally recognized frameworks like NIST and ISO. We believe that a one-size-fits-all solution is often not the answer. Tailoring frameworks to specific needs ensure both security and auditability.

How an Overlay Model Works

The overlay model provides organizations with a scalable and cost-effective way to leverage existing business capabilities and resources to facilitate secure, resilient, and auditable digital business outcomes.

The DVMS CPD™ Model:

Layer upon layer, the digital enterprise is a complex web of operations. The CPD Model breaks down this complexity, ensuring each layer remains secure, resilient, and audit ready.

The DVMS Z-X™ Model

The ZX Model is the embodiment of comprehensive planning. From inception to execution, every stage is designed to innovate and support the delivery of secure digital outcomes. It’s a roadmap for organizations to follow.

The DVMS 3D Knowledge™ Model:

Digital outcomes aren’t achieved in isolation. The 3D Knowledge Model fosters communication and collaboration, ensuring that every cog in the organizational machinery works harmoniously by understanding everyone’s role and dependencies in delivering secure digital outcomes.

The DVMS FastTrack™ Model:

Our Fast-Track Model serves as a guide for those keen on a phased, systematic adoption of these frameworks. It emphasizes pace, ensuring digital security and resilience without overwhelming adaptation.

Rick is the co-founder and Chief Product Officer for the DVMS Institute and itSM Solutions. The DVMS Institute’s mission is to provide organizations of any size, scale, and complexity with an affordable, pragmatic, and scalable approach to facilitating secure, resilient, and auditable digital outcomes. Its vision is to deliver accredited publications and training programs that teach organizations HOW to build an auditable overlay model that facilitates the digital risk, resiliency, and privacy outcomes government regulators expect.

Rick has 40+ years of passion and experience creating and delivering solutions designed to deliver the digital outcomes expected by executive management, government regulators, and operational stakeholders. In 2015, Rick was identified as one of the top five IT Entrepreneurs in the State of Rhode Island by the TECH 10 awards for developing innovative training and mentoring solutions for boards, senior executives, and operational stakeholders.

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Disclaimer: The ideas, views, and opinions expressed in this article are those of the author and do not necessarily reflect the views of International Institute for Learning or any entities they represent.

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