9 tips for migrating between managed SOC providers

1. Assess the need for managed SOC migration

Before migrating between managed SOC providers, it's critical to assess the reasons behind the change. Common drivers include the following:

• Service dissatisfaction, such as slow response times or lack of transparency.
• A need for better integration with in-house tools and processes.
• Cost and pricing considerations or changes in business priorities.
• A provider's inability to scale with the organization's growth.

Understanding the why shapes the project scope and enables organizations to set clear objectives for the new SOC services relationship.

2. Develop a detailed SOC migration plan

A migration plan serves as the roadmap for the transition. Key components include the following:

• Timeline. Define realistic milestones and deadlines to avoid rushed decision-making or prolonged gaps in service.
• Roles and responsibilities. Clearly outline the roles of any internal teams and external support, if any, to ensure accountability.
• Budget. Account for migration costs, including possible overlap between old and new providers, third-party consultants and in-house resource allocation.

After developing plans internally, share them with the new SOC provider, with an eye toward sharing costs for any migration work. The prospect of new business should motivate the acquiring provider to eat some of these costs, but these provisions should be put in the contract upfront to avoid any misunderstanding midmigration.

3. Conduct a comprehensive data audit

Before transferring SOC functions, perform a detailed audit of an organization's security data. This audit should aim to do the following:

• Identify which logs, alerts and configurations are critical for maintaining continuity.
• Map data flows to ensure compatibility between the outgoing and incoming SOC provider's systems.
• Address any data retention policies or legal compliance requirements.

Check the old contract with the outgoing provider to determine how it is protecting, returning or disposing of existing enterprise data.

4. Engage both providers early in the migration process

Engage with the current and future managed SOC providers early in the process. Open communications can do the following:

• Ensure the outgoing provider assists with data transfer and decommissioning services.
• Help the incoming provider understand requirements, current pain points and expectations.
• Minimize any disruptions by aligning each company's migration timelines.

Prepare for several months of overlap to identify any omissions in coverage areas or expected KPIs. It is common to be accustomed to a level of service or reporting metric from the old provider that isn't a contractually written requirement.

5. Tap third-party expertise when necessary

Consider bringing in third-party consultants if the in-house team lacks the expertise or time to manage the migration. The consultants' experience can prove invaluable in validating the migration plan, identifying potential risks, facilitating technical integrations and data transfers, and providing a neutral perspective when managing provider relationships.

6. Ensure system compatibility and integration

Migrating between managed SOC providers often requires integrating new tools or platforms with the organization's existing infrastructure. Ensure system compatibility and integration with the new managed SOC to avoid setbacks. Start by assessing the compatibility of the new provider's tools with an organization's current systems. Conducting a proof of concept can help test integration workflows, ensuring everything functions smoothly. Plan for additional training to help internal teams and stakeholders adapt effectively to the changes.

7. Test the new SOC provider's capabilities

Before fully transitioning operations, rigorously test the new provider's services. This step should include the following:

• Preparing simulated incident response scenarios to evaluate vendor performance.
• Monitoring the accuracy and timeliness of alerts during a trial period.
• Ensuring adherence to the organization's policies and compliance requirements.

As mentioned earlier, not all the organization's expectations are likely to be accurately or adequately documented. Leave time in the transition plan to identify gaps in end-user, management and client expectations.

8. Document everything

Thorough documentation is crucial at every stage of the migration process. Document the following key areas:

• The migration plan and decision-making processes.
• Data transfer and system integration steps.
• Lessons learned and best practices for future reference.

Documentation should also include a sign-off from both incoming and outgoing SOC providers acknowledging the achievement of onboarding and offboarding milestones. Lessons learned should include suggestions for improving the transition process and ideas for future or improved KPIs.

9. Monitor and review postmigration

Once the migration is complete, the work isn't over. Establish a postmigration review process to monitor the new provider's performance against agreed-upon service-level agreements. In addition, gather feedback from internal stakeholders and the provider's team. Postmigration is a good time to identify any gaps or areas to improve the partnership over time.

Migrating between managed SOC providers is a complex endeavor, but with careful planning and execution, it can enhance an organization's security posture, reduce the chances of successful security incidents and improve service alignment with enterprise needs. An organization can ensure a smooth and successful transition by understanding goals, tapping into expertise and maintaining clear communications throughout the migration process.

Jerald Murphy is senior vice president of research and consulting with Nemertes Research. With more than three decades of technology experience, Murphy has worked on a range of technology topics, including neural networking research, integrated circuit design, computer programming and global data center design. He was also the CEO of a managed services company.