Isaca CISM Dumps

Performing frequent backups and storing them offline is the best way to reduce the impact of a successful ransomware attack, as this allows the organization to restore its data and systems without paying the ransom or losing valuable information. Purchasing or renewing cyber insurance policies may help cover some of the costs and losses associated with a ransomware attack, but it does not prevent or mitigate the attack itself. Including provisions to pay ransoms in the information security budget may encourage more attacks and does not guarantee the recovery of the data or the removal of the malware. Monitoring the network and providing alerts on intrusions may help detect and respond to a ransomware attack, but it does not reduce the impact of a successful attack that has already encrypted or exfiltrated the data. References = CISM Review Manual 2023, page 1661; CISM Review Questions, Answers & Explanations Manual 2023, page 312; CISM Exam Overview - Vinsys3

The primary role of an information security manager in a software development project is to assess and approve the security application architecture. The security application architecture is the design and structure of the software application that defines how the application components interact with each other and with external systems, and how the application implements the security requirements, principles, and best practices. The information security manager is responsible for ensuring that the security application architecture is aligned with the organization’s information security policies, standards, and guidelines, and that it meets the business objectives, functional specifications, and user expectations. The information security manager is also responsible for reviewing and evaluating the security application architecture for its completeness, correctness, consistency, and compliance, and for identifying and resolving any security issues, risks, or gaps. The information security manager is also responsible for approving the security application architecture before the software development project proceeds to the next phase, such as coding, testing, or deployment.

References = CISM Review Manual, 16th Edition, Chapter 3: Information Security Program Development and Management, Section: Information Security Program Development, page 1581; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 80, page 742.

Business agility is a desired outcome of information security governance, as it enables the organization to respond quickly and effectively to changing business needs and opportunities, while maintaining a high level of security and risk management. Information security governance provides the strategic direction, policies, standards, and oversight for the information security program, ensuring that it aligns with the organization’s business objectives and stakeholder expectations. Information security governance also facilitates the integration of security into the business processes and systems, enhancing the organization’s ability to adapt to the dynamic and complex environment. By implementing information security governance, the organization can achieve business agility, as well as other benefits such as improved risk management, compliance, reputation, and value creation. References = CISM Review Manual 15th Edition, page 25.

The best way to ensure that relevant controls are applied to a project is to involve information security at each stage of project management. This will help to identify and address the security risks and requirements of the project from the beginning, and to integrate security controls into the project design, development, testing, and implementation. This will also help to avoid adding unnecessary or ineffective controls post-production, which can increase the project cost and complexity, and reduce the project performance and quality. By involving information security at each stage of project management, the information security manager can ensure that the project delivers the expected security value and aligns with the organization’s security strategy and objectives. References = CISM Review Manual 15th Edition, page 41.

 = The information security manager should contact the information owner after the incident has been confirmed, as this is the first step of the incident response process. The information owner is the person who has the authority and responsibility for the information asset that is affected by the incident. The information owner needs to be informed of the incident as soon as possible, as they may have to make decisions or take actions regarding the protection, recovery, or restoration of the information asset. The information owner may also have to communicate with other stakeholders, such as the business units, customers, regulators, or media, depending on the nature and impact of the incident.

The other options are not the correct time to contact the information owner, as they occur later in the incident response process. Contacting the information owner after the incident has been contained, mitigated, or logged may delay the notification and escalation of the incident, as well as the involvement and collaboration of the information owner. Moreover, contacting the information owner after the incident has been contained or mitigated may imply that the incident response team has already taken actions that may affect the information asset without the consent or approval of the information owner. Contacting the information owner after a potential incident has been logged may cause unnecessary alarm or confusion, as the potential incident may not be a real or significant incident, or it may not affect the information owner’s asset. References =

CISM Review Manual, 16th Edition, ISACA, 2022, pp. 219-220, 226-227.

CISM Questions, Answers & Explanations Database, ISACA, 2022, QID 1009.

 Strengthening endpoint security is the most immediate focus when shifting to a work-from-home model with an increased need for remote access security, as this reduces the risk of unauthorized access, data leakage, malware infection, and other threats that may compromise the confidentiality, integrity, and availability of the organization’s information assets. Moving to a zero trust access model, enabling network-level authentication, and enhancing cyber response capability are also important, but not as urgent as strengthening endpoint security, as they require more time, resources, and planning to implement effectively. References = CISM Review Manual 2023, page 1561; CISM Review Questions, Answers & Explanations Manual 2023, page 302; ISACA CISM - iSecPrep, page 153

= The contact list is the most important element of the escalation procedures for an incident response plan, as it ensures that the appropriate stakeholders are notified and involved in the incident management process. A contact list should include the names, roles, responsibilities, phone numbers, email addresses, and backup contacts of the key personnel involved in the incident response, such as the incident response team, senior management, legal counsel, public relations, law enforcement, and external service providers. The contact list should be regularly updated and tested to ensure its accuracy and availability123. References =

1: Information Security Incident Response Escalation Guideline2, page 4

2: A Practical Approach to Incident Management Escalation1, section “Step 2: Log the escalation and record the related incident problems that occurred”

3: Computer Security Incident Handling Guide4, page 18

 When a new information security manager is developing an information security strategy for a non-regulated organization, reviewing the management’s business goals and objectives would be the most helpful. This is because the information security strategy should be aligned with and support the organization’s vision, mission, values, and strategic direction. The information security strategy should also enable the organization to achieve its desired outcomes, such as increasing revenue, reducing costs, enhancing customer satisfaction, or improving operational efficiency. By reviewing the management’s business goals and objectives, the information security manager can understand the business context, needs, and expectations of the organization, and design the information security strategy accordingly. The information security manager can also communicate the value proposition and benefits of the information security strategy to the management and other stakeholders, and gain their support and commitment.

References = CISM Review Manual, 16th Edition, Chapter 1: Information Security Governance, Section: Information Security Strategy, page 211; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 48, page 452.

= Establishing metrics for each milestone is the best way to communicate the program’s effectiveness to stakeholders, as it provides a clear and measurable way to track the progress, performance, and outcomes of the information security governance framework. Metrics are quantifiable indicators that can be used to evaluate the achievement of specific objectives, goals, or standards. Metrics can also help to demonstrate the value, benefits, and return on investment of the information security program, as well as to identify and address the gaps, issues, or risks. Metrics for each milestone should be aligned with the organization’s strategy, vision, and mission, as well as with the expectations and needs of the stakeholders. Metrics for each milestone should also be SMART (specific, measurable, achievable, relevant, and time-bound), as well as consistent, reliable, and transparent.

The other options are not as important as establishing metrics for each milestone, as they do not provide a comprehensive and holistic way to communicate the program’s effectiveness to stakeholders. A control self-assessment (CSA) process is a technique to involve the staff in assessing the design, implementation, and effectiveness of the information security controls. It can help to increase the awareness, ownership, and accountability of the staff, as well as to identify and mitigate the risks. However, a CSA process alone is not enough to communicate the program’s effectiveness to stakeholders, as it does not measure the overall performance or maturity of the information security program. Automated reporting to stakeholders is a method to provide timely, accurate, and consistent information to the stakeholders about the status, results, and issues of the information security program. It can help to facilitate the communication, collaboration, and decision making among the stakeholders, as well as to ensure the compliance and transparency of the information security program. However, automated reporting alone is not enough to communicate the program’s effectiveness to stakeholders, as it does not evaluate the achievement or impact of the information security program. A monitoring process for the security policy is a process to ensure that the security policy is implemented, enforced, and reviewed in accordance with the organization’s objectives, standards, and regulations. It can help to maintain the relevance, adequacy, and effectiveness of the security policy, as well as to incorporate the feedback, changes, and improvements. However, a monitoring process alone is not enough to communicate the program’s effectiveness to stakeholders, as it does not cover the other aspects of the information security program, such as governance, risk management, incident management, or business continuity. References =

CISM Review Manual, 16th Edition, ISACA, 2022, pp. 211-212, 215-216, 233-234, 237-238.

CISM Questions, Answers & Explanations Database, ISACA, 2022, QID 1018.

CISM domain 1: Information security governance [Updated 2022], Infosec, 1.

Key Performance Indicators for Security Governance, Part 1, ISACA Journal, Volume 6, 2020, 2.

 The most important reason to conduct interviews as part of the business impact analysis (BIA) process is to obtain input from as many relevant stakeholders as possible. A BIA is a process of identifying and analyzing the potential effects of disruptive events on the organization’s critical business functions, processes, and resources. A BIA helps to determine the recovery priorities, objectives, and strategies for the organization’s continuity planning. Interviews are one of the methods to collect data and information for the BIA, and they involve direct and interactive communication with the stakeholders who are involved in or affected by the business functions, processes, and resources. By conducting interviews, the information security manager can obtain input from as many relevant stakeholders as possible, such as business owners, managers, users, customers, suppliers, regulators, and partners. This can help to ensure that the BIA covers the full scope and complexity of the organization’s business activities, and that the BIA reflects the accurate, current, and comprehensive views and expectations of the stakeholders. Interviews can also help to validate, clarify, and supplement the data and information obtained from other sources, such as surveys, questionnaires, documents, or systems. Interviews can also help to build rapport, trust, and collaboration among the stakeholders, and to increase their awareness, involvement, and commitment to the information security and continuity planning.

References = CISM Review Manual, 16th Edition, Chapter 3: Information Security Program Development and Management, Section: Business Impact Analysis (BIA), pages 178-1801; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 65, page 602.

The information security manager should first determine the risk related to noncompliance with the policy, as this will help to understand the impact and likelihood of the policy violation and the potential consequences for the organization. The information security manager can then use the risk assessment results to communicate the importance of the policy to the IT personnel, propose any necessary changes to the policy or the processes, or request an audit of the policy development process, depending on the situation. Conducting user awareness training, updating policies and procedures, or requesting an audit are possible actions that the information security manager can take after determining the risk, but they are not the first step. References = CISM Review Manual, 16th Edition, Chapter 2: Information Risk Management, Section: Risk Assessment, page 86; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 59, page 60.

Assigning a risk owner is the best way to ensure a risk response plan will be developed and executed in a timely manner, because a risk owner is responsible for monitoring, controlling, and reporting on the risk, as well as implementing the appropriate risk response actions. A risk owner should have the authority, accountability, and resources to manage the risk effectively. Establishing risk metrics, training on risk management procedures, and reporting on documented deficiencies are all important aspects of risk management, but they do not guarantee that a risk response plan will be executed promptly and properly. Risk metrics help to measure and communicate the risk level and performance, but they do not assign any responsibility or action. Training on risk management procedures helps to increase the awareness and competence of the staff involved in risk management, but it does not ensure that they will follow the procedures or have the authority to do so. Reporting on documented deficiencies helps to identify and communicate the gaps and weaknesses in the risk management process, but it does not provide any solutions or corrective actions. References = CISM Review Manual, 16th Edition, ISACA, 2021, pages 125-126, 136-137.

 A recovery point objective (RPO) is required in a disaster recovery plan (DRP), because it indicates the earliest point in time to which it is acceptable to recover data after a disaster. It effectively quantifies the permissible amount of data loss in case of interruption. It is determined based on the acceptable data loss in case of disruption of operations1. A DRP is a document that defines the procedures, resources, and actions to restore the critical IT systems and data in the event of a disaster that affects the normal operations of the organization2. A DRP should include the RPO for each critical system and data, as well as the backup and restoration methods, frequency, and location to achieve the RPO3.

A RPO is not required in an information security plan, an incident response plan, or a business continuity plan (BCP), because these plans have different purposes and scopes. An information security plan is a document that defines the objectives, policies, standards, and guidelines for information security management in the organization4. An incident response plan is a document that defines the procedures, roles, and responsibilities for identifying, analyzing, responding to, and learning from security incidents that may compromise the confidentiality, integrity, or availability of information assets. A BCP is a document that defines the procedures, resources, and actions to ensure the continuity of the essential business functions and processes in the event of a disruption that affects the normal operations of the organization. These plans may include other metrics, such as recovery time objective (RTO), which is the amount of time after a disaster in which business operation is resumed, or resources are again available for use, but they do not require a RPO.

References = 1: IS Disaster Recovery Objectives – RunModule 2: Information System Contingency Planning Guidance - ISACA 3: CISM Certified Information Security Manager – Question1411 4: CISM Review Manual, 16th Edition, ISACA, 2021, page 23. : CISM Review Manual, 16th Edition, ISACA, 2021, page 223. : CISM Review Manual, 16th Edition, ISACA, 2021, page 199. : RTO vs. RPO – What is the difference? - Advisera

 A snapshot is a point-in-time copy of the state of a virtual machine (VM) that can be used to restore the VM to a previous state in case of a security incident or a disaster. A snapshot can capture the VM’s disk, memory, and device configuration, allowing for a quick and easy recovery of the VM’s data and functionality. Snapshots can also be used to create backups, clones, or replicas of VMs for testing, analysis, or migration purposes. Snapshots are a common service offering in Infrastructure as a Service (IaaS) models, where customers can provision and manage VMs on demand from a cloud service provider (CSP). A CSP that offers the capability to take snapshots of VMs can assist customers when recovering from a security incident by providing them with the following benefits12:

Faster recovery time: Snapshots can reduce the downtime and data loss caused by a security incident by allowing customers to quickly revert their VMs to a known good state. Snapshots can also help customers avoid the need to reinstall or reconfigure their VMs after an incident, saving time and resources.

Easier incident analysis: Snapshots can enable customers to perform online or offline analysis of their VMs after an incident, without affecting the production environment. Customers can use snapshots to examine the VM’s disk, memory, and logs for evidence of compromise, root cause analysis, or forensic investigation. Customers can also use snapshots to test and validate their incident response plans or remediation actions before applying them to the production VMs.

Enhanced security posture: Snapshots can improve the security posture of customers by enabling them to implement best practices such as backup and restore, disaster recovery, and business continuity. Snapshots can help customers protect their VMs from accidental or malicious deletion, corruption, or modification, as well as from environmental or technical disruptions. Snapshots can also help customers comply with regulatory or contractual requirements for data retention, availability, or integrity. References = What is Disaster Recovery as a Service? | CSA - Cloud Security Alliance, What Is Cloud Incident Response (IR)? CrowdStrike

Measuring the percentage of controls integrated into business processes is the most accurate way to determine the alignment of an information security strategy with organizational goals, as this reflects the extent to which the information security program supports and enables the business objectives and activities, and reduces the friction and resistance from the business stakeholders. The percentage of controls integrated into business processes also indicates the maturity and effectiveness of the information security program, and the level of awareness and acceptance of the information security policies and standards among the business users. Number of blocked intrusion attempts, number of business cases reviewed by senior management, and trends in the number of identified threats to the business are not the most accurate ways to determine the alignment of an information security strategy with organizational goals, as they do not measure the impact and value of the information security program on the business performance and outcomes, and may not reflect the business priorities and expectations. References = CISM Review Manual 2023, page 291; CISM Review Questions, Answers & Explanations Manual 2023, page 372; ISACA CISM - iSecPrep, page 223; CISM Exam Overview - Vinsys4

= A supply chain attack is a type of cyberattack that targets the suppliers or service providers of an organization, rather than the organization itself. The attackers exploit the vulnerabilities or weaknesses in the supply chain to gain access to the organization’s network, systems, or data. The attackers may then use the compromised third-party resources to launch further attacks, steal sensitive information, disrupt operations, or damage reputation. Therefore, the most likely risk scenario that emerges from a supply chain attack is the compromise of critical assets via third-party resources. This scenario poses a high threat to the confidentiality, integrity, and availability of the organization’s assets, as well as its compliance and trustworthiness. Unavailability of services provided by a supplier, loss of customers due to unavailability of products, and unreliable delivery of hardware and software resources by a supplier are all possible consequences of a supply chain attack, but they are not the most likely risk scenarios. These scenarios may affect the organization’s productivity, profitability, and customer satisfaction, but they do not directly compromise the organization’s critical assets. Moreover, these scenarios may be caused by other factors besides a supply chain attack, such as natural disasters, human errors, or market fluctuations. References = CISM Review Manual 2023, page 189 1; CISM Practice Quiz 2

Asset classification is the process of assigning a value to information assets based on their importance to the organization and the potential impact of their compromise, loss or damage1. Asset classification helps to determine the level of protection required for assets, which is proportional to their value and sensitivity2. Asset classification also facilitates risk assessment and management, as well as compliance with legal, regulatory and contractual requirements3. Asset classification does not primarily determine the insurance coverage, priority for replacement, or replacement cost of assets, as these factors depend on other criteria such as risk appetite, business impact, availability and market value4. References = 1: CISM - Information Asset Classification Flashcards | Quizlet 2: CISM Exam Content Outline | CISM Certification | ISACA 3: CIS Control 1: Inventory and Control of Enterprise Assets 4: CISSP versus the CISM Certification | ISC2

Potential business loss is the most important factor to consider when determining asset valuation, as it reflects the impact of losing or compromising the asset on the organization’s objectives and operations. Asset recovery cost, asset classification level, and cost of insurance premiums are also relevant, but not as important as potential business loss, as they do not capture the full value of the asset to the organization. References = CISM Review Manual 2023, page 461; CISM Review Questions, Answers & Explanations Manual 2023, page 292

= The first step that the information security manager should recommend when learning of a new standard related to an emerging technology is to determine whether the organization can benefit from adopting the new standard. This involves evaluating the business objectives, needs, and requirements of the organization, as well as the potential advantages, disadvantages, and challenges of implementing the new technology and the new standard. The information security manager should also consider the alignment of the new standard with the organization’s existing policies, procedures, and standards, as well as the impact of the new standard on the organization’s information security governance, risk management, program, and incident management. By conducting a preliminary analysis of the feasibility, suitability, and desirability of the new standard, the information security manager can provide a sound basis for further decision making and planning.

References = CISM Review Manual, 16th Edition, Chapter 1: Information Security Governance, Section: Information Security Standards, page 391; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 43, page 412.

 Introducing security requirements during the initiation phase would BEST ensure that security is integrated during application development because it would allow the security objectives and controls to be defined and aligned with the business needs and risk appetite before any design or coding is done. This would also facilitate the security by design approach, which is the most effective method to enhance the security of applications and application development activities1. Introducing security requirements early would also enable the collaboration between security professionals and developers, the identification and specification of security architectures, and the integration and testing of security controls throughout the development life cycle2. Employing global security standards during development processes (A) would help to ensure the consistency and quality of security practices, but it would not necessarily ensure that security is integrated during application development. Providing training on secure development practices to programmers (B) would help to raise the awareness and skills of developers, but it would not ensure that security is integrated during application development. Performing application security testing during acceptance testing © would help to verify the security of the application before deployment, but it would not ensure that security is integrated during application development. It would also be too late to identify and remediate any security issues that could have been prevented or mitigated earlier in the development process. References = 1: Five Key Components of an Application Security Program - ISACA1; 2: CISM Domain – Information Security Program Development | Infosec2

= The application owner is primarily accountable for the associated task because they are responsible for ensuring that the application meets the business requirements and objectives, as well as the security and compliance standards. The application owner is also the one who defines the roles and responsibilities of the application team, including the security engineer, and oversees the development, testing, deployment, and maintenance of the application. The application owner should work with the cloud provider to address the security vulnerability and mitigate the risk. The information security manager, the data owner, and the security engineer are not primarily accountable for the associated task, although they may have some roles and responsibilities in supporting the application owner. The information security manager is responsible for establishing and maintaining the information security program and aligning it with the business objectives and strategy. The data owner is responsible for defining the classification, usage, and protection requirements of the data. The security engineer is responsible for implementing and testing the security controls and features of the application. References = CISM Review Manual 2023, Chapter 1, Section 1.2.2, page 18; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, Question ID: 115.

 The best way to test for the existence of backdoors in a mission-critical business application that was outsourced to a third-party developer is to perform security code reviews on the entire application. A backdoor is a hidden or undocumented feature or function in a software application that allows unauthorized or remote access, control, or manipulation of the application or the system it runs on. Backdoors can be intentionally or unintentionally introduced by the developers, or maliciously inserted by the attackers, and they can pose serious security risks and threats to the organization and its data. Security code reviews are the process of examining and analyzing the source code of a software application to identify and eliminate any security vulnerabilities, flaws, or weaknesses, such as backdoors, that may compromise the functionality, performance, or integrity of the application or the system. Security code reviews can be performed manually by the security experts, or automatically by the security tools, or both, and they can be done at different stages of the software development life cycle, such as design, coding, testing, or deployment. Security code reviews can help to detect and remove any backdoors in the application before they can be exploited by the attackers, and they can also help to improve the quality, reliability, and security of the application.

References = CISM Review Manual, 16th Edition, Chapter 3: Information Security Program Development and Management, Section: Information Security Program Development, page 1581; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 87, page 812; CISM ITEM DEVELOPMENT GUIDE, page 63.

 Management support is the primary consideration when developing an incident response plan, as it is essential for obtaining the necessary resources, authority, and commitment for the plan. Management support also helps to ensure that the plan is aligned with the organization’s business objectives, risk appetite, and security strategy, and that it is communicated and enforced across the organization. Management support also facilitates the coordination and collaboration among different stakeholders, such as business units, IT functions, legal, public relations, and external parties, during an incident response.

The definition of an incident (A) is an important component of the incident response plan, as it provides the criteria and thresholds for identifying, classifying, and reporting security incidents. However, the definition of an incident is not the primary consideration, as it is derived from the organization’s security policies, standards, and procedures, and may vary depending on the context and impact of the incident.

Compliance with regulations (B) is also an important factor for the incident response plan, as it helps to ensure that the organization meets its legal and contractual obligations, such as notifying the authorities, customers, or partners of a security breach, preserving the evidence, and reporting the incident outcomes. However, compliance with regulations is not the primary consideration, as it is influenced by the nature and scope of the incident, and the applicable laws and regulations in different jurisdictions.

Previously reported incidents (D) are a valuable source of information and lessons learned for the incident response plan, as they help to identify the common types, causes, and impacts of security incidents, as well as the strengths and weaknesses of the current incident response processes and capabilities. However, previously reported incidents are not the primary consideration, as they are not predictive or comprehensive of the future incidents, and may not reflect the changing threat landscape and business environment.

References = CISM Review Manual, 16th Edition, Chapter 4: Information Security Incident Management, Section: Incident Response Plan, page 181-1821

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= Annual loss expectancy (ALE) is the most important criterion when deciding whether to accept residual risk, because it represents the expected monetary loss for an asset due to a risk over a one-year period. ALE is calculated by multiplying the annual rate of occurrence (ARO) of a risk event by the single loss expectancy (SLE) of the asset. ARO is the estimated frequency of a risk event occurring within a one-year period, and SLE is the estimated cost of a single occurrence of a risk event. ALE helps to compare the cost and benefit of different risk responses, such as avoidance, mitigation, transfer, or acceptance. Risk acceptance is appropriate when the ALE is lower than the cost of other risk responses, or when the risk is unavoidable or acceptable within the organization’s risk appetite and tolerance. ALE also helps to prioritize the risks that need more attention and resources.

References = CISM Review Manual, 16th Edition, Chapter 2: Information Risk Management, Section: Risk Assessment, page 831; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 22, page 242

 According to the CISM Review Manual, the first step to establishing an effective information security program is to create a business case that aligns the program objectives with the organization’s goals and strategies. A business case provides the rationale and justification for the information security program and helps to secure the necessary resources and support from senior management and other stakeholders. A business case should include the following elements:

The scope and objectives of the information security program

The current state of information security in the organization and the gap analysis

The benefits and value proposition of the information security program

The risks and challenges of the information security program

The estimated costs and resources of the information security program

The expected outcomes and performance indicators of the information security program

The implementation plan and timeline of the information security program

References = CISM Review Manual, 16th Edition, Chapter 3, Section 2, pages 97-99.

The best way to identify the risk associated with a social engineering attack is to test user knowledge of information security practices. Social engineering is a type of attack that exploits human psychology and behavior to manipulate, deceive, or influence users into divulging sensitive information, granting unauthorized access, or performing malicious actions. Therefore, user knowledge of information security practices is a key factor that affects the likelihood and impact of a social engineering attack. By testing user knowledge of information security practices, such as through quizzes, surveys, or simulated attacks, the information security manager can measure the level of awareness, understanding, and compliance of the users, and identify the gaps, weaknesses, or vulnerabilities that need to be addressed.

Monitoring the intrusion detection system (IDS) (A) is a possible way to detect a social engineering attack, but not to identify the risk associated with it. An IDS is a system that monitors network or system activities and alerts or responds to any suspicious or malicious events. However, an IDS may not be able to prevent or recognize all types of social engineering attacks, especially those that rely on human interaction, such as phishing, vishing, or baiting. Moreover, monitoring the IDS is a reactive rather than proactive approach, as it only reveals the occurrence or consequences of a social engineering attack, not the potential or likelihood of it.

Reviewing single sign-on (SSO) authentication lags (B) is not a relevant way to identify the risk associated with a social engineering attack. SSO is a method of authentication that allows users to access multiple applications or systems with one set of credentials. Authentication lags are delays or failures in the authentication process that may affect the user experience or performance. However, authentication lags are not directly related to social engineering attacks, as they do not indicate the user’s knowledge of information security practices, nor the attacker’s attempts or success in compromising the user’s credentials or access.

Performing a business risk assessment of the email filtering system (D) is also not a relevant way to identify the risk associated with a social engineering attack. An email filtering system is a system that scans, filters, and blocks incoming or outgoing emails based on predefined rules or criteria, such as spam, viruses, or phishing. A business risk assessment is a process that evaluates the potential threats, vulnerabilities, and impacts to the organization’s business objectives, processes, and assets. However, performing a business risk assessment of the email filtering system does not address the risk associated with a social engineering attack, as it only focuses on the technical aspects and performance of the system, not the human factors and behavior of the users.

References = CISM Review Manual, 16th Edition, Chapter 2: Information Risk Management, Section: Risk Identification, Subsection: Threat Identification, page 87-881

 Before implementing any changes to the security incident response plan, the information security manager should first conduct a gap analysis to identify the current state of the plan and compare it with the new requirements. A gap analysis is a systematic process of evaluating the differences between the current and desired state of a system, process, or program. A gap analysis can help to identify the strengths and weaknesses of the existing plan, the gaps that need to be addressed, the priorities and dependencies of the actions, and the resources and costs involved. A gap analysis can also help to create a business case for the changes and justify the investment. A gap analysis can be conducted using various methods and tools, such as frameworks, standards, benchmarks, questionnaires, interviews, audits, or tests1234.

References =

CISM Review Manual 15th Edition, page 1631

CISM certified information security manager study guide, page 452

How To Conduct An Information Security Gap Analysis3

PROACTIVE DETECTION - GOOD PRACTICES GAP ANALYSIS RECOMMENDATIONS4

 = Risk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. It is a key factor that influences the information security strategy and objectives, as well as the selection and implementation of security controls. Risk appetite must be defined in order for an information security manager to evaluate the appropriateness of controls currently in place, as it provides the basis for determining whether the controls are sufficient, excessive, or inadequate to address the risks faced by the organization. The information security manager should align the controls with the risk appetite of the organization, ensuring that the controls are effective, efficient, and economical. References = CISM Review Manual 15th Edition, page 29, page 31.

 The message that security supports and protects the business is the most effective in obtaining senior management’s commitment to information security management. This message emphasizes the value and benefits of security for the organization’s strategic goals, mission, and vision. It also aligns security with the business needs and expectations, and demonstrates how security can enable and facilitate the business processes and functions. The other messages are not as effective because they either overstate the role of security (A), focus on technical aspects rather than business outcomes (B), or confuse the nature and purpose of security ©. References = CISM Review Manual 2022, page 23; CISM Item Development Guide 2022, page 9; CISM Information Security Governance Certified Practice Exam - CherCherTech

= Documenting incident notification and escalation processes is the most critical step when creating an incident response plan, as this ensures that the appropriate stakeholders are informed and involved in the response process. Identifying vulnerable data assets, what constitutes an incident, and aligning with the risk assessment process are important, but not as critical as documenting the communication and escalation procedures. References = CISM Review Manual 2023, page 1631; CISM Review Questions, Answers & Explanations Manual 2023, page 282

 Role-based access control (RBAC) is a policy-neutral access control mechanism that assigns access privileges to defined roles in the organization and then makes each user a member of the appropriate roles. RBAC reduces security administration efforts by simplifying the management of access rights across different users and resources. RBAC also enables consistent and efficient enforcement of the principle of least privilege, which grants users only the minimum rights required to perform their assigned tasks. RBAC can also facilitate the implementation of separation of duties, which prevents users from having conflicting or incompatible responsibilities. RBAC is among the most widely used methods in the information security tool kit1. References = CIS Control 6: Access Control Management - Netwrix, CISSP certification: RBAC (Role based access control), What is RBAC? (Role Based Access Control) - IONOS

Secure transmission protocols are network protocols that ensure the integrity and security of data transmitted across network connections. The specific network security protocol used depends on the type of protected data and network connection. Each protocol defines the techniques and procedures required to protect the network data from unauthorized or malicious attempts to read or exfiltrate information1. One of the most common threats to network data is eavesdropping, which is the interception and analysis of network traffic by an unauthorized third party. Eavesdropping can compromise the confidentiality, integrity, and availability of network data, and can lead to data breaches, identity theft, fraud, espionage, and sabotage2. Therefore, secure transmission protocols protect transactions from eavesdropping by using encryption, authentication, and integrity mechanisms to prevent unauthorized access and modification of network data. Encryption is the process of transforming data into an unreadable format using a secret key, so that only authorized parties can decrypt and access the data. Authentication is the process of verifying the identity and legitimacy of the parties involved in a network communication, using methods such as passwords, certificates, tokens, or biometrics. Integrity is the process of ensuring that the data has not been altered or corrupted during transmission, using methods such as checksums, hashes, or digital signatures3. Some examples of secure transmission protocols are:

Secure Sockets Layer (SSL) and Transport Layer Security (TLS), which are widely used protocols for securing web, email, and other application layer communications over the Internet. SSL and TLS use symmetric encryption, asymmetric encryption, and digital certificates to establish secure sessions between clients and servers, and to encrypt and authenticate the data exchanged.

Internet Protocol Security (IPsec), which is a protocol and algorithm suite that secures data transferred over public networks like the Internet. IPsec operates at the network layer and provides end-to-end security for IP packets. IPsec uses two main protocols: Authentication Header (AH), which provides data integrity and authentication, and Encapsulating Security Payload (ESP), which provides data confidentiality, integrity, and authentication. IPsec also uses two modes: transport mode, which protects the payload of IP packets, and tunnel mode, which protects the entire IP packet.

Secure Shell (SSH), which is a protocol that allows secure remote login and command execution over insecure networks. SSH uses encryption, authentication, and integrity to protect the data transmitted between a client and a server. SSH also supports port forwarding, which allows secure tunneling of other network services through SSH connections.

References = 1: 6 Network Security Protocols You Should Know | Cato Networks 2: Eavesdropping Attacks - an overview | ScienceDirect Topics 3: Network Security Protocols - an overview | ScienceDirect Topics : SSL/TLS (Secure Sockets Layer/Transport Layer Security) - Definition : IPsec - Wikipedia : Secure Shell - Wikipedia

 The best way to ensure information security governance is aligned with corporate governance is to integrate security reporting into corporate reporting. This will enable the board and senior management to oversee and monitor the performance and effectiveness of the information security program, as well as the alignment of information security objectives and strategies with business goals and risk appetite. Security reporting should provide relevant, timely, accurate, and actionable information to support decision making and accountability. The other options are important components of information security governance, but they do not ensure alignment with corporate governance by themselves. References = CISM Review Manual 15th Edition, page 411; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, Question ID: 1027

The information security steering committee is composed of business leaders is the best indicator that information security governance and corporate governance are integrated, as this shows that the information security program is aligned with the business objectives and strategies, and that the information security manager has the support and involvement of the senior management. The information security steering committee is responsible for overseeing the information security program, setting the direction and scope, approving policies and standards, allocating resources, and monitoring performance and compliance. The information security steering committee also ensures that the information security risks are communicated and addressed at the board level, and that the information security program is consistent with the corporate governance framework and culture. The information security team is aware of business goals, the board is regularly informed of information security key performance indicators (KPIs), and a cost-benefit analysis is conducted on all information security initiatives are also important, but not as important as the information security steering committee is composed of business leaders, as they do not necessarily imply that the information security governance and corporate governance are integrated, and that the information security program has the authority and accountability to achieve its goals. References = CISM Review Manual 2023, page 271; CISM Review Questions, Answers & Explanations Manual 2023, page 342; ISACA CISM - iSecPrep, page 193

 Information security controls should be designed primarily based on business risk scenarios, because they help to identify and prioritize the most relevant and significant threats and vulnerabilities that may affect the organization’s information assets and business objectives. Business risk scenarios are hypothetical situations that describe the possible sources, events, and consequences of a security breach, as well as the likelihood and impact of the occurrence. Business risk scenarios can help to:

Align the information security controls with the business needs and requirements, and ensure that they support the achievement of the strategic goals and the mission and vision of the organization

Assess the effectiveness and efficiency of the existing information security controls, and identify the gaps and weaknesses that need to be addressed or improved

Select and implement the appropriate information security controls that can prevent, detect, or mitigate the risks, and that can provide the optimal level of protection and performance for the information assets

Evaluate and measure the return on investment and the value proposition of the information security controls, and communicate and justify the rationale and benefits of the controls to the stakeholders and management

Information security controls should not be designed primarily based on a business impact analysis (BIA), regulatory requirements, or a vulnerability assessment, because these are secondary or complementary factors that influence the design of the controls, but they do not provide the main basis or criteria for the design. A BIA is a method of estimating and comparing the potential effects of a disruption or a disaster on the critical business functions and processes, in terms of financial, operational, and reputational aspects. A BIA can help to determine the recovery objectives and priorities for the information assets, but it does not identify or address the specific risks and threats that may cause the disruption or the disaster. Regulatory requirements are the legal, contractual, or industry standards and obligations that the organization must comply with regarding information security. Regulatory requirements can help to establish the minimum or baseline level of information security controls that the organization must implement, but they do not reflect the specific or unique needs and challenges of the organization. A vulnerability assessment is a method of identifying and analyzing the weaknesses and flaws in the information systems and assets that may expose them to exploitation or compromise. A vulnerability assessment can help to discover and remediate the existing or potential security issues, but it does not consider the business context or impact of the issues.

References = CISM Review Manual, 16th Edition, ISACA, 2021, pages 119-120, 122-123, 125-126, 129-130.

 The best indicator that information assets are classified accurately is appropriate prioritization of information risk treatment. Information asset classification is the process of assigning a level of sensitivity or criticality to information assets based on their value, impact, and legal or regulatory requirements. The purpose of information asset classification is to facilitate the identification and protection of information assets according to their importance and risk exposure. Therefore, if information assets are classified accurately, the organization can prioritize the information risk treatment activities and allocate the resources accordingly. The other options are not direct indicators of information asset classification accuracy, although they may be influenced by it. References = CISM Review Manual 15th Edition, page 671; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, Question ID: 1031

The best indication of a successful information security culture is that end users know how to identify and report incidents. This shows that the end users are aware of the information security policies, procedures, and practices of the organization, and that they understand their roles and responsibilities in protecting the information assets and resources. It also shows that the end users are engaged and committed to the information security goals and objectives of the organization, and that they are willing to cooperate and collaborate with the information security team and other stakeholders in preventing, detecting, and responding to information security incidents. A successful information security culture is one that fosters a positive attitude and behavior toward information security among all members of the organization, and that aligns the information security strategy with the business strategy and the organizational culture1.

References = CISM Review Manual, 16th Edition, Chapter 1: Information Security Governance, Section: Information Security Culture, page 281.

A data loss prevention (DLP) solution is a type of detective control that monitors and prevents unauthorized transmission or leakage of sensitive data from the organization. A DLP solution can enhance the organization’s antivirus controls by detecting and blocking malicious code that attempts to exfiltrate data, but this is not its main benefit. A DLP solution cannot eliminate the risk of data loss, as there may be other sources of data loss that are not covered by the DLP solution, such as physical theft, accidental deletion, or natural disasters. A DLP solution also does not reduce the need for a security awareness program, as human factors are often the root cause of data loss incidents. A security awareness program can educate and motivate employees to follow security policies and best practices, and to report any suspicious or anomalous activities. References =

ISACA, CISM Review Manual, 16th Edition, 2020, page 79.

ISACA, CISM Review Questions, Answers & Explanations Database, 12th Edition, 2020, question ID 1003.

 Before relying on a vendor’s certification for international security standards, such as ISO/IEC 27001, it is most important that the information security manager confirms that the certification scope is relevant to the service being offered. The certification scope defines the boundaries and applicability of the information security management system (ISMS) that the vendor has implemented and audited. The scope should cover the processes, activities, assets, and locations that are involved in delivering the service to the client. If the scope is too narrow, too broad, or not aligned with the service, the certification may not provide sufficient assurance of the vendor’s security capability and performance.

The current international standard was used to assess security processes (A) is an important factor, but not the most important one. The information security manager should verify that the vendor’s certification is based on the latest version of the standard, which reflects the current best practices and requirements for information security. However, the standard itself is generic and adaptable, and does not prescribe specific security controls or solutions. Therefore, the certification does not guarantee that the vendor has implemented the most appropriate or effective security processes for the service being offered.

The certification will remain current through the life of the contract (B) is also an important factor, but not the most important one. The information security manager should ensure that the vendor’s certification is valid and up to date, and that the vendor maintains its compliance with the standard throughout the contract period. However, the certification is not a one-time event, but a continuous process that requires periodic surveillance audits and recertification every three years. Therefore, the certification does not ensure that the vendor’s security capability and performance will remain consistent or satisfactory for the duration of the contract.

The certification can be extended to cover the client’s business (D) is not a relevant factor, as the certification is specific to the vendor’s ISMS and does not apply to the client’s business. The information security manager should not rely on the vendor’s certification to substitute or supplement the client’s own security policies, standards, or controls. The information security manager should conduct a due diligence and risk assessment of the vendor, and establish a clear and comprehensive service level agreement (SLA) that defines the security roles, responsibilities, expectations, and metrics for both parties.

References = CISM Review Manual, 16th Edition, Chapter 3: Information Security Program Development and Management, Section: Information Security Program Management, Subsection: Procurement and Vendor Management, page 142-1431

= The information security manager’s first course of action in this situation should be to conduct a risk assessment, which is a process of identifying, analyzing, and evaluating the information security risks that arise from the violation of the policy prohibiting the use of cameras at the office. The risk assessment can help to determine the likelihood and impact of the unauthorized or inappropriate use of the cameras on the smartphones and tablet computers, such as capturing, transmitting, or disclosing sensitive or confidential information, compromising the privacy or security of the employees, customers, or partners, or violating the legal or regulatory requirements. The risk assessment can also help to identify and prioritize the appropriate risk treatment options, such as implementing technical, administrative, or physical controls to disable, restrict, or monitor the camera usage, enforcing the policy compliance and awareness, or revising the policy to reflect the current business needs and environment. The risk assessment can also help to communicate and report the risk level and status to the senior management and the relevant stakeholders, and to provide feedback and recommendations for improvement and optimization of the policy and the risk management process.

Revising the policy, performing a root cause analysis, and communicating the acceptable use policy are all possible courses of action that the information security manager can take after conducting the risk assessment, but they are not the first ones. Revising the policy is a process of updating and modifying the policy to align with the business objectives and strategy, to address the changes and challenges in the business and threat environment, and to incorporate the feedback and suggestions from the risk assessment and the stakeholders. Performing a root cause analysis is a process of investigating and identifying the underlying causes and factors that led to the violation of the policy, such as the lack of awareness, training, or enforcement, the inconsistency or ambiguity of the policy, or the conflict or gap between the policy and the business requirements or expectations. Communicating the acceptable use policy is a process of informing and educating the employees and the other users of the smartphones and tablet computers about the purpose, scope, and content of the policy, the roles and responsibilities of the users, the benefits and consequences of complying or violating the policy, and the methods and channels of reporting or resolving any policy issues or incidents. References = CISM Review Manual 15th Edition, pages 51-531; CISM Practice Quiz, question 1482

The best way to support the incident management process for attacks on an organization’s supply chain is to establish communication paths with vendors. This means that the organization and its vendors have clear and agreed-upon channels, methods, and protocols for exchanging information and coordinating actions in the event of an incident that affects the supply chain. Communication paths with vendors can help to identify the source, scope, and impact of the incident, as well as to share best practices, lessons learned, and recovery strategies. Communication paths with vendors can also facilitate the escalation and resolution of the incident, as well as the reporting and documentation of the incident. Communication paths with vendors are part of the incident response plan (IRP), which is a component of the information security program (ISP) 12345.

The other options are not the best ways to support the incident management process for attacks on the organization’s supply chain. Including service level agreements (SLAs) in vendor contracts can help to define the expectations and obligations of the parties involved in the supply chain, as well as the penalties for non-compliance. However, SLAs do not necessarily address the specific procedures and requirements for incident management, nor do they ensure effective communication and collaboration among the parties. Requiring security awareness training for vendor staff can help to reduce the likelihood and severity of incidents by enhancing the knowledge and skills of the vendor personnel who handle the organization’s data and systems. However, security awareness training does not guarantee that the vendor staff will follow the appropriate incident management processes, nor does it address the communication and coordination issues that may arise during an incident. Performing integration testing with vendor systems can help to ensure the compatibility and functionality of the systems that are part of the supply chain, as well as to identify and mitigate any vulnerabilities or errors that could lead to incidents. However, integration testing does not cover all the possible scenarios and risks that could affect the supply chain, nor does it provide the necessary communication and response mechanisms for incident management. References = 1, 2, 3, 4, 5

ccs.cisa.gov/education-training/catalog/skillsoft/cism-information-security-incident-management-part-1

 When investigating an information security incident, details of the incident should be shared only as needed, according to the principle of least privilege and the need-to-know basis. This means that only the authorized and relevant parties who have a legitimate purpose and role in the incident response process should have access to the incident information, and only to the extent that is necessary for them to perform their duties. Sharing incident details only as needed helps to protect the confidentiality, integrity, and availability of the incident information, as well as the privacy and reputation of the affected individuals and the organization. Sharing incident details only as needed also helps to prevent unauthorized disclosure, modification, deletion, or misuse of the incident information, which could compromise the investigation, evidence, remediation, or legal actions.

References = CISM Review Manual, 16th Edition, Chapter 4: Information Security Incident Management, Section: Incident Response Process, page 2311; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 49, page 462.

 Unannounced testing is the most accurate way to assess the effectiveness of controls, as it simulates a real-world scenario and does not allow the staff to prepare or modify their behavior in advance. Mature change management processes, senior management support, and well-defined security policies are all important factors for establishing and maintaining a strong security posture, but they do not directly measure the performance of controls. References = CISM Review Manual, 16th Edition, page 149. CISM Questions, Answers & Explanations Database, question ID 1003.

Security hardening is the process of applying security configuration settings to systems and software to reduce their attack surface and improve their resistance to threats1. Security hardening settings are based on industry standards and best practices, such as the CIS Benchmarks2, which provide recommended security configurations for various software applications, operating systems, and network devices. However, security hardening settings may not always be compatible with the business requirements and objectives of an organization, and may negatively impact the functionality, performance, or usability of the systems and software3. Therefore, before applying any security hardening settings, an information security manager should perform a risk assessment to evaluate the potential benefits and drawbacks of the settings, and to identify and prioritize the risks associated with them. A risk assessment is a systematic process of identifying, analyzing, and evaluating the risks that an organization faces, and determining the appropriate risk responses. A risk assessment helps the information security manager to balance the security and business needs of the organization, and to communicate the risk level and impact to the relevant stakeholders. A risk assessment should be performed first, before taking any other actions, such as reducing security hardening settings, informing business management of the risk, or documenting a security exception, because it provides the necessary information and justification for making informed and rational decisions. References = 1: Basics of the CIS Hardening Guidelines | RSI Security 2: CIS Baseline Hardening and Security Configuration Guide | CalCom 3: CISM Review Manual 15th Edition, page 121 : CISM Review Manual 15th Edition, page 122 : CISM Review Manual 15th Edition, page 145 : CISM Review Manual 15th Edition, page 146 : CISM Review Manual 15th Edition, page 147

= Developing the test plan is the task that should be performed once a disaster recovery plan (DRP) has been developed. The test plan is a document that describes the objectives, scope, methods, and procedures for testing the DRP. The test plan should also define the roles and responsibilities of the test team, the test scenarios and criteria, the test schedule and resources, and the test reporting and evaluation. The purpose of testing the DRP is to verify its effectiveness, identify any gaps or weaknesses, and improve its reliability and usability. Testing the DRP also helps to increase the awareness and readiness of the staff and stakeholders involved in the disaster recovery process. Analyzing the business impact, defining response team roles, and identifying recovery time objectives (RTOs) are all tasks that should be performed before developing the DRP, not after. These tasks are part of the business continuity planning (BCP) process, which aims to identify the critical business functions and assets, assess the potential threats and impacts, and determine the recovery strategies and requirements. The DRP is a subset of the BCP that focuses on restoring the IT systems and services after a disaster. Therefore, the DRP should be based on the results of the BCP process, and tested after it has been developed. References = CISM Review Manual 2023, page 218 1; CISM Practice Quiz 2

When responding to a major security incident that could disrupt the business, the information security manager’s most important course of action is to follow the escalation process. The escalation process is a predefined set of steps and procedures that define who should be notified, when, how, and with what information in the event of a security incident. The escalation process helps to ensure that the appropriate stakeholders, such as senior management, business units, legal counsel, public relations, and external parties, are informed and involved in the incident response process. The escalation process also helps to coordinate the actions and decisions of the incident response team and the business continuity team, and to align the incident response objectives with the business priorities and goals. The escalation process should be documented and communicated as part of the incident response plan, and should be reviewed and updated regularly to reflect the changes in the organization’s structure, roles, and responsibilities.

References =

CISM Review Manual 15th Edition, page 1631

CISM 2020: Incident Management and Response, video 32

Incident Response Models3

 Organizational culture is the set of shared values, beliefs, and norms that influence the way employees think, feel, and behave in the workplace. It affects how employees perceive the importance of information security, how they comply with security policies and procedures, and how they support security initiatives and goals. A strong security culture can foster a sense of ownership, responsibility, and accountability among employees, as well as a positive attitude toward security awareness and training. A weak security culture can lead to resistance, indifference, or hostility toward security efforts, as well as increased risks of human errors, negligence, or malicious actions. Therefore, organizational culture has the greatest influence on the successful adoption of an information security governance program, which requires the commitment and involvement of all levels of the organization. References = CISM Review Manual 15th Edition, page 30-31.

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 The business client should be responsible for determining access levels to an application that processes client information, because the business client is the owner of the data and the primary stakeholder of the application. The business client has the best knowledge and understanding of the business requirements, objectives, and expectations of the application, and the sensitivity, value, and criticality of the data. The business client can also define the roles and responsibilities of the users and the access rights and privileges of the users based on the principle of least privilege and the principle of separation of duties. The business client can also monitor and review the access levels and the usage of the application, and ensure that the access levels are aligned with the organization’s information security policies and standards.

The information security team, the identity and access management team, and the business unit management are all involved in the process of determining access levels to an application that processes client information, but they are not the primary responsible party. The information security team provides guidance, support, and oversight to the business client on the information security best practices, controls, and standards for the application, and ensures that the access levels are consistent with the organization’s information security strategy and governance. The identity and access management team implements, maintains, and audits the access levels and the access control mechanisms for the application, and ensures that the access levels are compliant with the organization’s identity and access management policies and procedures. The business unit management approves, authorizes, and sponsors the access levels and the access requests for the application, and ensures that the access levels are aligned with the business unit’s goals and strategies. References =

ISACA, CISM Review Manual, 16th Edition, 2020, pages 125-126, 129-130, 133-134, 137-138.

ISACA, CISM Review Questions, Answers & Explanations Database, 12th Edition, 2020, question ID 1037.

 Threat intelligence is the most helpful method for protecting an enterprise from advanced persistent threats (APTs), as it provides relevant and actionable information about the sources, methods, and intentions of the adversaries who conduct APTs. Threat intelligence can help to identify and anticipate the APTs that target the enterprise, as well as to enhance the detection, prevention, and response capabilities of the information security program. Threat intelligence can also help to reduce the impact and duration of the APTs, as well as to improve the resilience and recovery of the enterprise. Threat intelligence can be obtained from various sources, such as internal data, external feeds, industry peers, government agencies, or security vendors.

The other options are not as helpful as threat intelligence, as they do not provide a specific and timely way to protect the enterprise from APTs. Updated security policies are important to establish the rules, roles, and responsibilities for information security within the enterprise, as well as to align the information security program with the business objectives, standards, and regulations. However, updated security policies alone are not enough to protect the enterprise from APTs, as they do not address the dynamic and sophisticated nature of the APTs, nor do they provide the technical or operational measures to counter the APTs. Defined security standards are important to specify the minimum requirements and best practices for information security within the enterprise, as well as to ensure the consistency, quality, and compliance of the information security program. However, defined security standards alone are not enough to protect the enterprise from APTs, as they do not account for the customized and targeted nature of the APTs, nor do they provide the situational or contextual awareness to deal with the APTs. Regular antivirus updates are important to keep the antivirus software up to date with the latest signatures and definitions of the known malware, viruses, and other malicious code. However, regular antivirus updates alone are not enough to protect the enterprise from APTs, as they do not detect or prevent the unknown or zero-day malware, viruses, or other malicious code that are often used by the APTs, nor do they provide the behavioral or heuristic analysis to identify the APTs. References =

CISM Review Manual, 16th Edition, ISACA, 2022, pp. 211-212, 215-216, 233-234, 237-238.

CISM Questions, Answers & Explanations Database, ISACA, 2022, QID 1021.

Advanced Persistent Threats and Nation-State Actors 1

Book Review: Advanced Persistent Threats 2

Advanced Persistent Threat (APT) Protection 3

Establishing Advanced Persistent Security to Combat Long-Term Threats 4

What is the difference between Anti - APT (Advanced Persistent Threat) and ATP (Advanced Threat Protection)5

The most important information to communicate with regard to the open items from the risk register to senior management is the potential business impact of these risks. The potential business impact is the estimated consequence or loss that the organization may suffer if the risk materializes or occurs. The potential business impact can be expressed in quantitative or qualitative terms, such as financial, operational, reputational, legal, or strategic impact. Communicating the potential business impact of the open items from the risk register helps senior management to understand the severity and urgency of these risks, and to prioritize the risk response actions and resources accordingly. Communicating the potential business impact also helps senior management to align the risk management objectives and activities with the business objectives and strategies, and to ensure that the risk appetite and tolerance of the organization are respected and maintained.

References = CISM Review Manual, 16th Edition, Chapter 2: Information Risk Management, Section: Risk Assessment, page 831; CISM Review Manual, 16th Edition, Chapter 2: Information Risk Management, Section: Risk Reporting, page 1012.

 According to the CISM Review Manual, the information security manager’s best course of action when security controls may no longer be adequate due to changes in the organization’s environment is to perform a new risk assessment. A risk assessment is a process of identifying, analyzing, and evaluating the risks that affect the organization’s information assets and business processes. A risk assessment should be performed periodically or whenever there are significant changes in the organization’s environment, such as new threats, vulnerabilities, technologies, regulations, or business objectives. A risk assessment helps to determine the current level of risk exposure and the adequacy of existing security controls. A risk assessment also provides the basis for developing or updating the risk treatment plan, which defines the appropriate risk responses, such as implementing new or enhanced security controls, transferring the risk to a third party, accepting the risk, or avoiding the risk.

The other options are not the best course of action in this scenario. Reviewing the previous risk assessment and countermeasures may not reflect the current state of the organization’s environment and may not identify new or emerging risks. Evaluating countermeasures to mitigate new risks may be premature without performing a new risk assessment to identify and prioritize the risks. Transferring the new risk to a third party may not be feasible or cost-effective without performing a new risk assessment to evaluate the risk level and the available risk transfer options.

References = CISM Review Manual, 16th Edition, Chapter 2, Section 1, pages 43-45.

The greatest benefit of conducting an organization-wide security awareness program is to improve the security behavior of the employees, contractors, partners, and other stakeholders who interact with the organization’s information assets. Security behavior refers to the actions and decisions that affect the confidentiality, integrity, and availability of information, such as following the security policies and procedures, reporting security incidents, avoiding risky practices, and applying security controls. By improving the security behavior, the organization can reduce the human-related risks and vulnerabilities, enhance the security culture and awareness, and support the security strategy and objectives.

The other options are not as beneficial as improving the security behavior, although they may also be outcomes or objectives of a security awareness program. Promoting the security strategy is important to communicate the vision, mission, and goals of the security function, as well as to align the security activities with the business needs and expectations. However, promoting the security strategy alone is not enough to ensure its implementation and effectiveness, as it also requires the involvement and commitment of the stakeholders, especially the senior management. Reporting fewer security incidents may indicate a lower level of security breaches or threats, but it may also reflect a lack of detection, reporting, or awareness mechanisms. Moreover, reporting fewer security incidents is not a reliable measure of the security performance or maturity, as it does not account for the impact, severity, or root causes of the incidents. Detecting more security incidents may indicate a higher level of security monitoring, alerting, or awareness capabilities, but it may also reflect a higher level of security exposures or attacks. Moreover, detecting more security incidents is not a desirable goal of a security awareness program, as it also implies a higher level of security incidents that need to be responded to and resolved. References =

CISM Review Manual, 16th Edition, ISACA, 2022, pp. 201-202, 207-208.

CISM Questions, Answers & Explanations Database, ISACA, 2022, QID 1006.

The Benefits of Information Security and Privacy Awareness Training Programs, ISACA Journal, Volume 1, 2019, 1.

 Effective incident response testing is a process of verifying and validating the incident response plan, procedures, roles, and resources that are designed to respond to and recover from information security incidents. The purpose of testing is to ensure that the incident response team and the organization are prepared, capable, and confident to handle any potential or actual incidents that could affect the business continuity, reputation, and value. The best way to facilitate effective testing is to simulate realistic test scenarios that reflect the most likely or critical threats and vulnerabilities that could cause an incident, and the most relevant or significant impacts and consequences that could result from an incident. Simulating realistic test scenarios can help to evaluate the adequacy, accuracy, and applicability of the incident response plan, procedures, roles, and resources, as well as to identify and address any gaps, weaknesses, or errors that could hinder or compromise the incident response process. Simulating realistic test scenarios can also help to enhance the skills, knowledge, and experience of the incident response team and the organization, as well as to improve the communication, coordination, and collaboration among the stakeholders involved in the incident response process. Simulating realistic test scenarios can also help to measure and report the effectiveness and efficiency of the incident response process, and to provide feedback and recommendations for improvement and optimization. References = CISM Review Manual 15th Edition, page 2401; CISM Practice Quiz, question 1362

 Alignment between corporate and information security governance means that the information security program supports the organizational goals and objectives, and is integrated into the enterprise governance structure. The best evidence of alignment is the senior management sponsorship, which demonstrates the commitment and support of the top-level executives and board members for the information security program. Senior management sponsorship also ensures that the information security program has adequate resources, authority, and accountability to achieve its objectives and address the risks and issues that affect the organization. Senior management sponsorship also helps to establish a culture of security awareness and compliance throughout the organization, and to communicate the value and benefits of the information security program to the stakeholders.

References =

CISM Review Manual 15th Edition, page 1631

CISM 2020: Information Security & Business Process Alignment, video 22

Certified Information Security Manager (CISM), page 33

 = Identification of risk is the first and most important step in the IT risk management process, especially when the organization is undergoing a digital transformation that introduces new technologies, processes, and business models. Identification of risk involves determining the sources, causes, and potential consequences of IT-related risks that may affect the organization’s objectives, assets, and stakeholders. Identification of risk also helps to establish the risk context, scope, and criteria for the subsequent risk analysis, evaluation, and treatment. Without identifying the risks, the information security manager cannot effectively assess the risk exposure, prioritize the risks, implement appropriate controls, monitor the risk performance, or communicate the risk information to the relevant parties.

References = CISM Review Manual, 16th Edition, Chapter 2: Information Risk Management, Section: Risk Identification, page 841; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 34, page 352.

 The information security manager should present a business case for additional controls to senior management, as this is the most effective way to communicate the risk and the need for mitigation. The information security manager should not instruct IT to deploy controls based on urgent business needs, as this may not align with the business objectives and may cause unnecessary costs and delays. The information security manager should not solicit bids for compensating control products, as this may not address the root cause of the risk and may not be the best solution. The information security manager should not recommend a different application, as this may not be feasible or desirable for the business. References = CISM Review Manual 2023, page 711; CISM Review Questions, Answers & Explanations Manual 2023, page 252

 Risk acceptance is the decision to accept the level of residual risk after applying security controls, and to tolerate the potential impact and consequences of a security incident. Approval of risk acceptance should be provided by business senior management, as they are the owners and accountable parties of the business processes, activities, and assets that are exposed to the risk. Business senior management should also have the authority and responsibility to allocate the resources, personnel, and budget to implement and monitor the risk acceptance decision, and to report and escalate the risk acceptance status to the board of directors or the executive management.

The chief risk officer (CRO) (A) is a senior executive who oversees the organization’s risk management function, and provides guidance, direction, and support for the identification, assessment, treatment, and monitoring of risks across the organization. The CRO may be involved in the risk acceptance process, such as by reviewing, endorsing, or advising the risk acceptance decision, but the CRO is not the ultimate approver of risk acceptance, as the CRO is not the owner or accountable party of the business processes, activities, and assets that are exposed to the risk.

The information security manager © is the manager who leads and coordinates the information security function, and provides guidance, direction, and support for the development, implementation, and maintenance of the information security program and activities. The information security manager may be involved in the risk acceptance process, such as by conducting the risk assessment, recommending the risk treatment options, or documenting the risk acceptance decision, but the information security manager is not the ultimate approver of risk acceptance, as the information security manager is not the owner or accountable party of the business processes, activities, and assets that are exposed to the risk.

The compliance officer (D) is the officer who oversees the organization’s compliance function, and provides guidance, direction, and support for the identification, assessment, implementation, and monitoring of the compliance requirements and obligations across the organization. The compliance officer may be involved in the risk acceptance process, such as by verifying, validating, or advising the risk acceptance decision, but the compliance officer is not the ultimate approver of risk acceptance, as the compliance officer is not the owner or accountable party of the business processes, activities, and assets that are exposed to the risk.

References = CISM Review Manual, 16th Edition, Chapter 2: Information Risk Management, Section: Risk Treatment, Subsection: Risk Acceptance, page 95-961

Management decisions concerning information security investments will be most effective when they are based on the reporting of consistent and periodic assessments of risks. This will help management to understand the current and emerging threats, vulnerabilities, and impacts that affect the organization’s information assets and business processes. It will also help management to prioritize the allocation of resources and funding for the most critical and cost-effective security controls and solutions. The reporting of consistent and periodic assessments of risks will also enable management to monitor the performance and effectiveness of the information security program, and to adjust the security strategy and objectives as needed. References = CISM Review Manual 15th Edition, page 28.

= The primary area of focus when mitigating security risks associated with emerging technologies is unknown vulnerabilities. Emerging technologies are new and complex, and often involve multiple parties, interdependencies, and uncertainties. Therefore, they may have unknown vulnerabilities that could expose the organization to threats that are difficult to predict, detect, or prevent1. Unknown vulnerabilities could also result from the lack of experience, knowledge, or best practices in implementing, operating, or securing emerging technologies2. Unknown vulnerabilities could lead to serious consequences, such as data breaches, system failures, reputational damage, legal liabilities, or regulatory sanctions3. Therefore, it is important to focus on identifying, assessing, and addressing unknown vulnerabilities when mitigating security risks associated with emerging technologies.

The other options are not as important as unknown vulnerabilities, because they are either more predictable, manageable, or specific. Compatibility with legacy systems is a technical issue that could affect the performance, functionality, or reliability of emerging technologies, but it is not a security risk per se. It could be resolved by testing, upgrading, or replacing legacy systems4. Application of corporate hardening standards is a security measure that could reduce the attack surface and improve the resilience of emerging technologies, but it is not a sufficient or comprehensive solution. It could be limited by the availability, applicability, or effectiveness of the standards. Integration with existing access controls is a security requirement that could prevent unauthorized or inappropriate access to emerging technologies, but it is not a guarantee of security. It could be challenged by the complexity, diversity, or dynamism of the access scenarios. References = 1: Performing Risk Assessments of Emerging Technologies - ISACA 2: Assessing the Risk of Emerging Technology - ISACA 3: Factors Influencing Public Risk Perception of Emerging Technologies: A … 4: CISM Review Manual 15th Edition, Chapter 3, Section 3.3 : CISM Review Manual 15th Edition, Chapter 3, Section 3.4 : CISM Review Manual 15th Edition, Chapter 3, Section 3.5

The best way to ensure the organization’s security objectives are embedded in business operations is to implement an information security governance framework. An information security governance framework is a set of policies, procedures, standards, guidelines, roles, and responsibilities that define and direct how the organization manages and measures its information security activities. An information security governance framework helps to align the information security strategy with the business strategy and the organizational culture, and to ensure that the information security objectives are consistent with the business objectives and the stakeholder expectations. An information security governance framework also helps to establish the authority, accountability, and communication channels for the information security function, and to provide the necessary resources, tools, and controls to implement and monitor the information security program. By implementing an information security governance framework, the organization can embed the information security objectives in business operations, and ensure that the information security function supports and enables the business processes and functions, rather than hinders or restricts them.

References = CISM Review Manual, 16th Edition, Chapter 1: Information Security Governance, Section: Information Security Governance Framework, page 181; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 75, page 702.

= Residual risk is the risk that remains after applying security controls. It reflects the actual exposure of the organization to noncompliance issues. Therefore, basing mandatory review and exception approvals on residual risk is the best approach for governing noncompliance with security requirements. It ensures that the organization is aware of the potential impact and likelihood of noncompliance and can make informed decisions about accepting, mitigating, or transferring the risk. References = CISM Review Manual 15th Edition, page 78.

The first step to gain approval for outsourcing to address a security gap is to perform a cost-benefit analysis, because it helps to evaluate the feasibility and viability of the outsourcing option and compare it with other alternatives. A cost-benefit analysis is a method of estimating and comparing the costs and benefits of a project or a decision, in terms of financial, operational, and strategic aspects. A cost-benefit analysis can help to:

Identify and quantify the expected costs and benefits of outsourcing, such as the initial and ongoing expenses, the potential savings and revenues, the quality and efficiency of the service, the risks and opportunities, and the alignment with the business objectives and requirements

Assess and prioritize the criticality and urgency of the security gap, and the impact and likelihood of the related threats and vulnerabilities

Determine the optimal level and scope of outsourcing, such as the type, duration, and frequency of the service, the roles and responsibilities of the parties involved, and the performance and security standards and metrics

Justify and communicate the rationale and value proposition of outsourcing, and provide evidence and support for the decision making process

Establish and document the criteria and process for selecting and evaluating the outsourcing provider, and the contractual and legal terms and conditions

A cost-benefit analysis should be performed before submitting a funding request to senior management, because it can help to demonstrate the need and the return on investment of the outsourcing project, and to secure the budget and the resources. A cost-benefit analysis should also be performed before beginning due diligence on the outsourcing company, because it can help to narrow down the list of potential candidates and to focus on the most relevant and suitable ones. Collecting additional metrics may be a part of the cost-benefit analysis, but it is not the first step, because it requires a clear definition and understanding of the objectives and scope of the outsourcing project.

References = CISM Review Manual, 16th Edition, ISACA, 2021, pages 173-174, 177-178.

 When granting remote access to confidential information to a vendor, the most important security consideration is to ensure that the vendor complies with the organization’s information security policy. The information security policy defines the roles, responsibilities, rules, and standards for accessing, handling, and protecting the organization’s information assets. The vendor must agree to the policy and sign a contract that specifies the terms and conditions of the access, the security controls to be implemented, the monitoring and auditing mechanisms, the incident reporting and response procedures, and the penalties for non-compliance or breach. The policy also establishes the organization’s right to revoke the access at any time if the vendor violates the policy or poses a risk to the organization.

References = CISM Review Manual, 16th Edition, Chapter 1: Information Security Governance, Section: Information Security Policies, page 34; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 44, page 45.

The process manager is the person who is responsible for overseeing and managing the business processes and functions that are essential for the organization’s operations and objectives. The process manager has the most direct and detailed knowledge of the inputs, outputs, dependencies, resources, and performance indicators of the business processes and functions. Therefore, the process manager is in the best position to evaluate the business impacts of a disruption or an incident that affects the availability, integrity, or confidentiality of the information assets and systems that support the business processes and functions. The process manager can identify and quantify the potential losses, damages, or consequences that could result from the disruption or incident, such as revenue loss, customer dissatisfaction, regulatory non-compliance, reputational harm, or legal liability. The process manager can also provide input and feedback to the information security manager and the senior management on the business continuity and disaster recovery plans, the risk assessment and treatment, and the security controls and measures that are needed to protect and recover the business processes and functions. References = CISM Review Manual 15th Edition, page 2301; CISM Practice Quiz, question 1302

The best way to ensure that information security concerns are considered during the procurement of SaaS solutions is to integrate information security risk assessments into the procurement process. This will allow the organization to identify and evaluate the potential security risks and impacts of using a SaaS provider, and to select the most appropriate solution based on the risk appetite and tolerance of the organization. Information security risk assessments should be conducted at the early stages of the procurement process, before selecting a vendor or signing a contract, and should be updated periodically throughout the contract lifecycle.

Providing regular information security training to the procurement team (B) is a good practice, but it may not be sufficient to address the specific security issues and challenges of SaaS solutions. The procurement team may not have the expertise or the authority to conduct information security risk assessments or to negotiate security requirements with the vendors.

Inviting IT members into regular procurement team meetings to influence best practice © is also a good practice, but it may not be effective if the IT members are not involved in the actual procurement process or decision making. The IT members may not have the opportunity or the influence to conduct information security risk assessments or to ensure that security concerns are adequately addressed in the procurement contracts.

Enforcing the right to audit in procurement contracts with SaaS vendors (D) is an important control, but it is not the most effective way to ensure that information security concerns are considered during the procurement process. The right to audit is a post-contractual measure that allows the organization to verify the security controls and compliance of the SaaS provider, but it does not prevent or mitigate the security risks that may arise from using a SaaS solution. The right to audit should be complemented by information security risk assessments and other security requirements in the procurement contracts.

References = CISM Review Manual (Digital Version), Chapter 3: Information Security Program Development and Management, Section: Information Security Program Management, Subsection: Procurement and Vendor Management, Page 141-1421

A red team exercise is a simulated cyber attack conducted by a group of ethical hackers or security experts (the red team) against an organization’s network, systems, and staff (the blue team) to test the organization’s ability to detect, respond, and recover from a real cyber attack. A red team exercise provides an information security manager with the most accurate indication of the organization’s ability to respond to a cyber attack, because it mimics the tactics, techniques, and procedures of real threat actors, and challenges the organization’s security posture, incident response plan, and security awareness in a realistic and adversarial scenario12. A red team exercise can measure the following aspects of the organization’s cyber attack response capability3:

The effectiveness and efficiency of the security controls and processes in preventing, detecting, and mitigating cyber attacks

The readiness and performance of the incident response team and other stakeholders in following the incident response plan and procedures

The communication and coordination among the internal and external parties involved in the incident response process

The resilience and recovery of the critical assets and functions affected by the cyber attack

The lessons learned and improvement opportunities identified from the cyber attack simulation

The other options, such as a walk-through of the incident response plan, a black box penetration test, or a simulated phishing exercise, are not as accurate as a red team exercise in indicating the organization’s ability to respond to a cyber attack, because they have the following limitations4 :

A walk-through of the incident response plan is a theoretical and hypothetical exercise that involves reviewing and discussing the incident response plan and procedures with the relevant stakeholders, without actually testing them in a live environment. A walk-through can help to familiarize the participants with the incident response roles and responsibilities, and to identify any gaps or inconsistencies in the plan, but it cannot measure the actual performance and effectiveness of the incident response process under a real cyber attack scenario.

A black box penetration test is a technical and targeted exercise that involves testing the security of a specific system or application, without any prior knowledge or access to its internal details or configuration. A black box penetration test can help to identify the vulnerabilities and weaknesses of the system or application, and to simulate the perspective and behavior of an external attacker, but it cannot test the security of the entire network or organization, or the response of the incident response team and other stakeholders to a cyber attack.

A simulated phishing exercise is a social engineering and awareness exercise that involves sending fake emails or messages to the organization’s staff, to test their ability to recognize and report phishing attempts. A simulated phishing exercise can help to measure the level of security awareness and training of the staff, and to simulate one of the most common cyber attack vectors, but it cannot test the security of the network or systems, or the response of the incident response team and other stakeholders to a cyber attack.

References = 1: What is a Red Team Exercise? | Redscan 2: Red Team vs Blue Team: How They Differ and Why You Need Both | CISA 3: Red Team Exercises: What They Are and How to Run Them | Rapid7 4: What is a Walkthrough Test? | Definition and Examples | ISACA : Penetration Testing Types: Black Box, White Box, and Gray Box | CISA

 The best way to proceed when an independent penetration test results show a high-rated vulnerability in a cloud-based application that is close to going live is to assess whether the vulnerability is within the organization’s risk tolerance levels. This is because the organization should not implement the application without understanding the potential impact and likelihood of the vulnerability being exploited, and the cost and benefit of fixing or mitigating the vulnerability. The organization should also consider the contractual and legal obligations, service level agreements, and performance expectations of the cloud service provider and the application users. By assessing the risk tolerance levels, the organization can make an informed and rational decision on whether to accept, transfer, avoid, or reduce the risk, and how to allocate the resources and responsibilities for managing the risk.

Implementing the application and requesting the cloud service provider to fix the vulnerability is not the best way to proceed, because it exposes the organization to unnecessary and unacceptable risk, and it may violate the terms and conditions of the cloud service contract. The organization should not rely on the cloud service provider to fix the vulnerability, as the provider may not have the same level of urgency, accountability, or capability as the organization. The organization should also not assume that the vulnerability will not be exploited, as cyberattackers may target the cloud-based application due to its high visibility, accessibility, and value.

Commissioning further penetration tests to validate initial test results is not the best way to proceed, because it may delay the implementation of the application, and it may not provide any additional or useful information. The organization should trust the results of the independent penetration test, as it is conducted by a qualified and objective third party. The organization should also not waste time and resources on conducting redundant or unnecessary tests, as it may affect the budget, schedule, and quality of the project.

Postponing the implementation until the vulnerability has been fixed is not the best way to proceed, because it may not be feasible or desirable for the organization. The organization should consider the business impact and opportunity cost of postponing the implementation, as it may affect the organization’s reputation, revenue, and customer satisfaction. The organization should also consider the technical feasibility and complexity of fixing the vulnerability, as it may require significant changes or modifications to the application or the cloud environment. The organization should not adopt a zero-risk or risk-averse approach, as it may hinder the organization’s innovation and competitiveness. References =

ISACA, CISM Review Manual, 16th Edition, 2020, pages 97-98, 101-102, 105-106, 109-110.

ISACA, CISM Review Questions, Answers & Explanations Database, 12th Edition, 2020, question ID 1025.

 The information security manager’s best course of action is to present the risk to senior management, because this is a case of conflicting objectives and priorities between the information security team and the business management. The information security manager should explain the potential impact and likelihood of a security breach due to the violation of the access policy, as well as the possible legal, regulatory, and reputational consequences. The information security manager should also provide alternative solutions that can achieve both operational efficiency and security compliance, such as implementing single sign-on, role-based access control, or multi-factor authentication. The information security manager should not enforce the policy without senior management’s approval, because this could cause operational disruption and business dissatisfaction. The information security manager should not modify the policy without a proper risk assessment and approval process, because this could weaken the security posture and expose the organization to more threats. The information security manager should not create an exception for the deviation without a formal risk acceptance and documentation process, because this could create inconsistency and ambiguity in the policy enforcement and accountability. References = CISM Review Manual, 16th Edition, ISACA, 2021, pages 127-128, 138-139, 143-144.

 A controls audit is the best indicator of an organization’s information security status, as it provides an independent and objective assessment of the design, implementation, and effectiveness of the information security controls. A controls audit can also identify the strengths and weaknesses of the information security program, as well as the compliance with the policies, standards, and regulations. A controls audit can cover various aspects of information security, such as governance, risk management, incident management, business continuity, and technical security. A controls audit can be conducted by internal or external auditors, depending on the scope, purpose, and frequency of the audit.

The other options are not as good as a controls audit, as they do not provide a comprehensive and holistic view of the information security status. Intrusion detection log analysis is a technique to monitor and analyze the network or system activities for signs of unauthorized or malicious access or attacks. It can help to detect and respond to security incidents, but it does not measure the overall performance or maturity of the information security program. Threat analysis is a process to identify and evaluate the potential sources, methods, and impacts of threats to the information assets. It can help to prioritize and mitigate the risks, but it does not verify the adequacy or functionality of the information security controls. Penetration test is a simulated attack on the network or system to evaluate the vulnerability and exploitability of the information security defenses. It can help to validate and improve the technical security, but it does not assess the non-technical aspects of information security, such as governance, policies, or awareness. References =

CISM Review Manual, 16th Edition, ISACA, 2022, pp. 211-212, 215-216, 233-234, 237-238.

CISM Questions, Answers & Explanations Database, ISACA, 2022, QID 1012.

The underlying reason for the user error is the most important factor to determine during the post-incident review, as this helps the information security manager to understand the root cause of the breach, and to implement corrective and preventive actions to avoid similar incidents in the future. The underlying reason for the user error may be related to the lack of training, awareness, guidance, or motivation of the user, or to the complexity, usability, or design of the system or process that the user was using. By identifying the underlying reason for the user error, the information security manager can address the human factor of the information security program, and improve the security culture and behavior of the organization. The time and location that the breach occurred, evidence of previous incidents caused by the user, and appropriate disciplinary procedures for user error are not the most important factors to determine during the post-incident review, as they do not provide a comprehensive and holistic understanding of the breach, and may not help to prevent or reduce the likelihood or impact of future incidents. References = CISM Review Manual 2023, page 1671; CISM Review Questions, Answers & Explanations Manual 2023, page 382; ISACA CISM - iSecPrep, page 233

Creating an inventory is the FIRST step in developing an asset classification program because it helps to identify and list all the information systems assets of the organization that need to be protected and classified. An inventory should include the asset name, description, owner, custodian, location, type, value, and other relevant attributes. Creating an inventory also enables the establishment of the ownership and custody of the assets, which are essential for defining the roles and responsibilities for asset protection and classification12. Categorizing each asset (A) is a subsequent step in developing an asset classification program, after creating an inventory. Categorizing each asset involves assigning a security level or category to each asset based on its value, sensitivity, and criticality to the organization. The security level or category determines the protection level and controls required for each asset12. Creating a business case for a digital rights management tool © is not a step in developing an asset classification program, but rather a possible outcome or recommendation based on the asset classification results. A digital rights management tool is a type of control that can help to enforce the security policies and objectives for the classified assets, such as preventing unauthorized access, copying, or distribution of the assets3. Implementing a data loss prevention (DLP) system (D) is also not a step in developing an asset classification program, but rather a possible outcome or recommendation based on the asset classification results. A DLP system is a type of control that can help to monitor, detect, and prevent the loss or leakage of the classified assets, such as through email, web, or removable media4. References = 1: CISM Review Manual 15th Edition, page 77-781; 2: IT Asset Valuation, Risk Assessment and Control Implementation Model - ISACA2; 3: What is Digital Rights Management? - Definition from Techopedia3; 4: What is Data Loss Prevention (DLP)? - Definition from Techopedia4

 The most important reason for having an information security manager serve on the change management committee is to advise on change-related risk. Change management is the process of planning, implementing, and controlling changes to the organization’s IT systems, processes, or services, in order to achieve the desired outcomes and minimize the negative impacts1. Change-related risk is the possibility of adverse consequences or events resulting from the changes, such as security breaches, system failures, data loss, compliance violations, or customer dissatisfaction2.

The information security manager is responsible for ensuring that the organization’s information assets are protected from internal and external threats, and that the information security objectives and requirements are aligned with the business goals and strategies3. Therefore, the information security manager should serve on the change management committee to advise on change-related risk, and to ensure that the changes are consistent with the information security policy, standards, and best practices. The information security manager can also help to identify and assess the potential security risks and impacts of the changes, and to recommend and implement appropriate security controls and measures to mitigate them. The information security manager can also help to monitor and evaluate the effectiveness and performance of the changes, and to identify and resolve any security issues or incidents that may arise from the changes4.

The other options are not as important as advising on change-related risk, because they are either more specific, limited, or dependent on the information security manager’s role. Identifying changes to the information security policy is a task that the information security manager may perform as part of the change management process, but it is not the primary reason for serving on the change management committee. The information security policy is the document that defines the organization’s information security principles, objectives, roles, and responsibilities, and it should be reviewed and updated regularly to reflect the changes in the organization’s environment, needs, and risks5. However, identifying changes to the information security policy is not as important as advising on change-related risk, because the policy is a high-level document that does not provide specific guidance or details on how to implement or manage the changes. Ensuring that changes are tested is a quality assurance activity that the change management committee may perform or oversee as part of the change management process, but it is not the primary reason for having an information security manager on the committee. Testing is the process of verifying and validating that the changes meet the expected requirements, specifications, and outcomes, and that they do not introduce any errors, defects, or vulnerabilities. However, ensuring that changes are tested is not as important as advising on change-related risk, because testing is a technical or operational activity that does not address the strategic or holistic aspects of change-related risk. Ensuring changes are properly documented is a governance activity that the change management committee may perform or oversee as part of the change management process, but it is not the primary reason for having an information security manager on the committee. Documentation is the process of recording and maintaining the information and evidence related to the changes, such as the change requests, approvals, plans, procedures, results, reports, and lessons learned. However, ensuring changes are properly documented is not as important as advising on change-related risk, because documentation is a procedural or administrative activity that does not provide any analysis or evaluation of change-related risk. References = 1: CISM Review Manual 15th Edition, Chapter 2, Section 2.5 2: CISM Review Manual 15th Edition, Chapter 2, Section 2.5 3: CISM Review Manual 15th Edition, Chapter 1, Section 1.1 4: CISM Review Manual 15th Edition, Chapter 2, Section 2.5 5: CISM Review Manual 15th Edition, Chapter 1, Section 1.3 : CISM Review Manual 15th Edition, Chapter 2, Section 2.5 : CISM Review Manual 15th Edition, Chapter 2, Section 2.5

 Replacing key controls with weaker compensating controls may introduce new vulnerabilities or increase the likelihood or impact of existing threats, thus raising the risk levels beyond the acceptable limits defined by the risk appetite and tolerance of the organization. This may expose the organization to unacceptable losses or damages, such as financial, reputational, legal, or operational. Therefore, the information security manager should be most concerned about the potential elevation of risk levels and ensure that the risk owner is aware of the consequences and accountable for the decision.

References = CISM Review Manual, 16th Edition, Chapter 2: Information Risk Management, Section: Risk Treatment, page 941.

= The most important reason to ensure information security is aligned with the organization’s strategy is to optimize security risk management. Information security is not an isolated function, but rather an integral part of the organization’s overall objectives, processes, and governance. By aligning information security with the organization’s strategy, the information security manager can ensure that security risks are identified, assessed, treated, and monitored in a consistent, effective, and efficient manner1. Alignment also enables the information security manager to communicate the value and benefits of information security to senior management and other stakeholders, and to justify the allocation of resources and investments for security initiatives2. Alignment also helps to establish clear roles and responsibilities for information security across the organization, and to foster a culture of security awareness and accountability3. Therefore, alignment is essential for optimizing security risk management, which is the process of balancing the protection of information assets with the business objectives and risk appetite of the organization4. References = 1: CISM Exam Content Outline | CISM Certification | ISACA 2: CISM_Review_Manual Pages 1-30 - Flip PDF Download | FlipHTML5 3: CISM 2020: Information Security & Business Process Alignment 4: CISM Review Manual 15th Edition, Chapter 2, Section 2.1

 The information security manager should first evaluate the information security laws that apply to the acquired company, as they may differ from the laws of the parent organization. This will help the information security manager to understand the legal and regulatory requirements, risks, and challenges that the acquired company faces in its operating environment. The information security manager can then determine the best approach to align the information security programs of the two entities, taking into account the different laws and regulations, as well as the business objectives and strategies of the acquisition. References = : CISM Review Manual 15th Edition, page 32.

 A security awareness program is a set of activities designed to educate and motivate employees to adopt secure behaviors and practices. A security awareness program should be aligned with the organization’s business strategy, which defines the vision, mission, goals and objectives of the organization. The most important factor to consider when aligning a security awareness program with the business strategy is the people and culture of the organization, because they are the primary target audience and the key enablers of the program. The people and culture of the organization influence the level of awareness, the attitude and the behavior of the employees towards information security. Therefore, a security awareness program should be tailored to the specific needs, preferences, values and expectations of the people and culture of the organization, and should use appropriate methods, channels, messages and incentives to engage and influence them. A security awareness program that is aligned with the people and culture of the organization will have a higher chance of achieving its objectives and improving the overall security posture of the organization.

References =

CISM Review Manual 15th Edition, page 1631

CISM 2020: Information Security & Business Process Alignment, video 22

= Initiating the organization’s incident response process is the best course of action for the information security manager when a cloud application used by the organization is found to have a serious vulnerability. The incident response process is a set of predefined steps and procedures that aim to contain, analyze, resolve, and learn from security incidents. The information security manager should follow the incident response process to ensure that the vulnerability is properly reported, assessed, mitigated, and communicated to the relevant stakeholders. The incident response process should also involve the cloud service provider (CSP) and the business owner of the application, as they are responsible for the security and functionality of the cloud application. Instructing the vendor to conduct penetration testing, suspending the connection to the application in the firewall, and reporting the situation to the business owner of the application are all possible actions that may be taken as part of the incident response process, but they are not the best initial course of action. Penetration testing may help to identify the root cause and the impact of the vulnerability, but it may also cause further damage or disruption to the cloud application. Suspending the connection to the application in the firewall may prevent unauthorized access or exploitation of the vulnerability, but it may also affect the availability and continuity of the cloud application. Reporting the situation to the business owner of the application is an important step to inform them of the risk and the potential business impact, but it is not sufficient to address the vulnerability and its consequences. Therefore, the information security manager should initiate the incident response process as the best course of action, and then perform the other actions as appropriate based on the incident response plan and the risk assessment. References = CISM Review Manual 2023, page 211 1; CISM Practice Quiz 2

= Data owner is the best suited to determine how the information in a database should be classified, because data owner is the person who has the authority and responsibility for the data and its protection. Data owner is accountable for the business value, quality, integrity, and security of the data. Data owner also defines the data classification criteria and levels based on the data sensitivity, criticality, and regulatory requirements. Data owner assigns the data custodian and grants the data access rights to the data users. Data owner reviews and approves the data classification policies and procedures, and ensures the compliance with them.

References = CISM Review Manual, 16th Edition, Chapter 1: Information Security Governance, Section: Data Classification, page 331

Requiring the provider to follow stringent data classification procedures is the BEST way to ensure data is not co-mingled or exposed when using a cloud service provider, because it helps to define the sensitivity and confidentiality levels of the data and the corresponding security controls and access policies that should be applied. Data classification procedures can help to prevent unauthorized access, disclosure, modification, or deletion of the data, as well as to segregate the data from other customers’ data.

References =

CISM Review Manual, 16th Edition, ISACA, 2020, p. 72: “Data classification is the process of assigning a level of sensitivity to data that reflects its importance and the impact of its disclosure, alteration, or destruction.”

CISM Review Manual, 16th Edition, ISACA, 2020, p. 73: “Data classification should be based on the business requirements for confidentiality, integrity, and availability of the data, and should consider the legal, regulatory, and contractual obligations of the enterprise.”

Best Practices to Manage Risks in the Cloud - ISACA: “Commingling of data: A big concern many enterprises have with public cloud services is the commingling of data with that of the cloud provider’s other customers. One of your first questions should be: “How do you ensure that my data is not commingled with others?” How does the cloud provider ensure that only your team has access to your data?”

Assigning ownership is the best way to enable an effective information asset classification process, as it establishes the authority and responsibility for the information asset and its protection. The owner of the information asset should be involved in the classification process, as they have the best knowledge of the value, sensitivity, and criticality of the asset, as well as the impact of its loss or compromise. The owner should also ensure that the asset is properly labeled, handled, and secured according to its classification level. (From CISM Review Manual 15th Edition)

References: CISM Review Manual 15th Edition, page 64, section 2.2.1.2; Information Asset and Security Classification Procedure1, section 3.1.

The primary focus of a lessons learned exercise following a successful response to a cybersecurity incident is to evaluate how the incident management processes were executed, and to identify the strengths, weaknesses, best practices, and improvement opportunities for future incidents. A lessons learned exercise is not meant to determine the root cause, the attack vectors, or the recovery time of the incident, but rather to assess the performance and effectiveness of the incident response team and the incident response plan.

References: The CISM Review Manual 2023 states that “post-incident reviews are an essential part of the incident response process” and that “they provide an opportunity to assess the performance of the incident response team, identify areas for improvement, and document lessons learned and best practices” (p. 191). The CISM Review Questions, Answers & Explanations Manual 2023 also provides the following rationale for this answer: “How incident management processes were executed is the correct answer because it is the primary focus of a lessons learned exercise, which aims to evaluate the incident response capability and to implement corrective actions and improvement plans” (p. 97). Additionally, the Cybersecurity Incident Response Exercise Guidance article from the ISACA Journal 2022 states that “The AAR [after-action review] should include the date and time of the exercise, a list of participants, scenario descriptions, findings (generic and specific), observations with recommendations, lessons learned and an evaluation of the exercise (strengths, weaknesses, lessons learned)” (p. 3)1

Performing a bit-by-bit backup of the hard disk using a write-blocking device is the first step to do when a forensic examination of a PC is required, but the PC has been switched off because it helps to create a forensically sound copy of the original evidence without altering or damaging it. A bit-by-bit backup, also known as a physical or raw image, is a complete copy of every bit on the hard disk, including the unallocated or deleted data. A write-blocking device is a hardware or software tool that prevents any write operations to the hard disk, such as updating timestamps or changing file attributes. Performing a bit-by-bit backup of the hard disk using a write-blocking device ensures the integrity and authenticity of the evidence and allows the forensic analysis to be conducted on the duplicate image rather than the original source. Therefore, performing a bit-by-bit backup of the hard disk using a write-blocking device is the correct answer.

References:

 Cost-benefit analysis results are the best way to support the business case for an increase in the information security budget because they help to demonstrate the value and return on investment of the proposed security initiatives or projects. A cost-benefit analysis is a method of comparing the costs and benefits of different alternatives or options, taking into account both quantitative and qualitative factors. A cost-benefit analysis helps to justify the need and feasibility of the security budget, as well as to prioritize the security spending based on the expected outcomes and impacts. Therefore, cost-benefit analysis results are the correct answer.

References:

The best course of action when an information security manager identifies that systems are vulnerable to emerging threats is to frequently update systems and monitor the threat landscape, as this will help to reduce the exposure and impact of the threats, and enable timely detection and response. Updating systems involves applying patches, fixing vulnerabilities, and implementing security controls. Monitoring the threat landscape involves collecting and analyzing threat intelligence, identifying new attack vectors and techniques, and assessing the risk and impact of the threats.

References = CISM Review Manual, 27th Edition, Chapter 4, Section 4.2.1, page 2211; State of Cybersecurity 2023: Navigating Current and Emerging Threats2; CISM Online Review Course, Module 4, Lesson 2, Topic 13

Communicating the changes to stakeholders is the next step after updating and publishing the information security policy and standards, as it ensures that the stakeholders are aware of the new or revised requirements, expectations and responsibilities, and can provide feedback or raise concerns if needed. Communication also helps to promote the acceptance and adoption of the policy and standards, and to reinforce the security culture and awareness within the organization. (From CISM Review Manual 15th Edition)

References: CISM Review Manual 15th Edition, page 183, section 4.3.3.1.

Continuous monitoring is the most effective way to identify changes in an information security environment, as it provides ongoing awareness of the security status, vulnerabilities, and threats that may affect the organization’s information assets and risk posture. Continuous monitoring also helps to evaluate the performance and effectiveness of the security controls and processes, and to detect and respond to any deviations or incidents in a timely manner. (From CISM Review Manual 15th Edition and NIST Special Publication 800-1371)

References: CISM Review Manual 15th Edition, page 181, section 4.3.2.4; NIST Special Publication 800-1371, page 1, section 1.1.

This approach is the best because it ensures that users have the minimum level of access required to perform their job functions, which reduces the risk of unauthorized access or misuse of data. User roles are defined based on the business needs and responsibilities of the users, and they can be easily managed and audited.

References: The CISM Review Manual 2023 states that “the data owner is responsible for defining the access privileges for each user role” and that “the data owner should ensure that the principle of least privilege is applied to all users” (p. 82). The CISM Review Questions, Answers & Explanations Manual 2023 also provides the following rationale for this answer: “Defining access privileges based on user roles is the best approach because it allows the data owner to assign the minimum level of access required for each role and to review and update the roles periodically” (p. 23).

The first course of action when the information security manager becomes aware that a third-party provider is not in compliance with the SOW is to assess the extent of the issue, which means determining the nature, scope, and impact of the non-compliance on the security of the enterprise’s data and systems. The assessment should also identify the root cause of the non-compliance and the possible remediation actions. The assessment will help the information security manager to decide the next steps, such as notifying senior management, reporting the issue to legal personnel, initiating contract renegotiation, or terminating the contract.

References = Ensuring Vendor Compliance and Third-Party Risk Mitigation, A Risk-Based Management Approach to Third-Party Data Security, Risk and Compliance

Conducting periodic testing is the best way to ensure the BCP is current because it can validate the effectiveness and efficiency of the BCP, identify any gaps or weaknesses, and provide feedback and recommendations for improvement. Testing can also verify that the BCP reflects the current business environment, processes, and requirements, and that the BCP team members are familiar with their roles and responsibilities.

References: The CISM Review Manual 2023 states that “testing is a critical component of the BCP process” and that “testing can help ensure that the BCP is current, effective, and efficient, and that it meets the business objectives and expectations” (p. 195). The CISM Review Questions, Answers & Explanations Manual 2023 also provides the following rationale for this answer: “Conducting periodic testing is the correct answer because it is the best way to ensure the BCP is current, as it can evaluate the BCP against the current business environment, processes, and requirements, and identify any areas for improvement or update” (p. 98). Additionally, the article Business Continuity Planning: Testing an Organization’s Plan from the ISACA Journal 2019 states that “testing is essential to ensure that the BCP is current and effective” and that “testing can provide assurance that the BCP is aligned with the business needs and expectations, and that the BCP team members are competent and confident in executing their tasks” (p. 1)

Obtaining senior management buy-in is the best way to enable the assignment of risk and control ownership because it helps to establish the authority and accountability of the risk and control owners, as well as to provide them with the necessary resources and support to perform their roles. Risk and control ownership refers to the assignment of specific responsibilities and accountabilities for managing risks and controls to individuals or groups within the organization. Obtaining senior management buy-in helps to ensure that risk and control ownership is aligned with the organizational objectives, structure, and culture, as well as to communicate the expectations and benefits of risk and control ownership to all stakeholders. Therefore, obtaining senior management buy-in is the correct answer.

References:

This outcome indicates that the employees are more aware of the signs and techniques of social engineering and are able to report them to the appropriate authorities. This also helps to prevent successful attacks and reduce the impact of potential breaches.

References: The CISM Review Manual 2023 states that “security awareness training should include information on how to identify and report social engineering attempts” and that “the effectiveness of security awareness training can be measured by the number and quality of reported incidents” (p. 121). The CISM Review Questions, Answers & Explanations Manual 2023 also provides the following rationale for this answer: “An increase in reported social engineering attempts is the best indicator that the security awareness training program has been effective, as it shows that the employees are more vigilant and proactive in detecting and reporting such attempts” (p. 45).

An intrusion detection system (IDS) is a software or hardware device that monitors network traffic and detects unauthorized or malicious activities, such as attacks, intrusions, or breaches. An IDS can provide valuable evidence for an information security team to investigate an alleged breach of an organization’s network, as it can capture and analyze the network traffic in real time or after the fact. An IDS can help to identify the source, type, scope, and impact of the breach, as well as to generate alerts and reports for further investigation.

File integrity monitoring software (FIM), security information and event management (SIEM) tool, and antivirus software are not single sources of evidence for an information security team to review. FIM software monitors files and directories on a network or system and detects changes or modifications that may indicate unauthorized access or tampering. SIEM tool collects and correlates data from various sources, such as logs, events, alerts, incidents, and threats, and provides a unified view of the security posture of an organization. Antivirus software scans files and programs on a network or system and detects malware infections that may compromise the security or functionality of the system.

However, these tools are not sufficient by themselves to provide conclusive evidence for an information security team to investigate an alleged breach of an organization’s network. They may provide some clues or indicators of compromise (IOCs), but they may also generate false positives or negatives due to various factors, such as configuration errors, user behavior, benign activities, or evasion techniques. Therefore, an information security team should use multiple sources of evidence from different tools and methods to verify the validity and reliability of the findings.

References = CISM Manual, Chapter 6: Incident Response Planning (IRP), Section 6.2: Evidence Collection1

1:

Prevention of authorized access is the greatest threat posed by a distributed denial of service (DDoS) attack on a public-facing web server because it prevents legitimate users or customers from accessing the web services or resources, causing disruption, dissatisfaction, and potential loss of revenue or reputation. Execution of unauthorized commands is not a threat posed by a DDoS attack, but rather by a remote code execution (RCE) attack. Defacement of website content is not a threat posed by a DDoS attack, but rather by a web application attack. Unauthorized access to resources is not a threat posed by a DDoS attack, but rather by a brute force attack or an authentication bypass attack. References: rg/resources/isaca-journal/issues/2016/volume-5/security-scanning-versus-penetration-testing

 A service provider is a third-party supplier that provides IT services or products to an organization. A service provider should comply with the organization’s information security requirements, such as policies, standards, procedures, and controls, to ensure the confidentiality, integrity, and availability of the organization’s data and systems. The best way to provide an information security manager with sufficient assurance that a service provider complies with the organization’s information security requirements is to have the ability to audit the third-party supplier’s IT systems and processes. An audit is a systematic and independent examination of evidence to determine the degree of conformity to predetermined criteria. An audit can verify the effectiveness and efficiency of the service provider’s security controls, identify any gaps or weaknesses, and provide recommendations for improvement. An audit can also ensure that the service provider adheres to the contractual obligations and service level agreements (SLAs) with the organization. Therefore, option B is the most appropriate answer.

Option A is not the best answer because a live demonstration of the third-party supplier’s security capabilities may not be comprehensive, objective, or reliable. A live demonstration may only show the positive aspects of the service provider’s security, but not reveal any hidden or potential issues. A live demonstration may also be subject to manipulation or deception by the service provider.

Option C is not the best answer because third-party security control self-assessment (CSA) results may not be accurate, complete, or consistent. A self-assessment is a process where the service provider evaluates its own security controls against a set of criteria or standards. A self-assessment may be biased, subjective, or incomplete, as the service provider may not disclose or report all the relevant information or issues. A self-assessment may also vary in quality and scope depending on the service provider’s expertise, resources, and methodology.

Option D is not the best answer because an independent review report indicating compliance with industry standards may not be sufficient or specific for the organization’s information security requirements. An independent review is a process where an external party evaluates the service provider’s security controls against a set of industry standards or best practices, such as ISO/IEC 27001, NIST CSF, PCI DSS, etc. An independent review report may provide a general overview of the service provider’s security posture, but not address the organization’s unique or specific security needs, risks, or expectations. An independent review report may also be outdated, limited, or generic, as the industry standards or best practices may not reflect the current or emerging security threats or trends. References = CISM Review Manual 15th Edition1, pages 257-258; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, QID 301.

An independent review report indicating compliance with industry standards BEST provides an information security manager with sufficient assurance that a service provider complies with the organization’s information security requirements. This is because an independent review report is an objective and reliable source of evidence that the service provider has implemented and maintained effective security controls that meet the industry standards and best practices. An independent review report can also provide assurance that the service provider has addressed any gaps or weaknesses identified in previous audits or assessments.

An information security steering committee is a group of senior executives and managers from different business units and functions who provide strategic direction, oversight, and support for the information security program. The most important function of the committee is to obtain multiple perspectives from the business, as this helps to ensure that the information security program aligns with the business goals, needs, and culture, and that the security decisions reflect the interests and expectations of the stakeholders.

References = CISM Review Manual 2022, page 331; CISM Exam Content Outline, Domain 1, Knowledge Statement 1.22; Improve Security Governance With a Security Steering Committee2; The Role of the Corporate Information Security Steering Committee3

Conducting a meeting to capture lessons learned is the next step after an incident management team leader sends out a notification that the organization has successfully recovered from a cyberattack because it helps to identify the strengths and weaknesses of the current incident response plan, capture the feedback and recommendations from the incident responders and stakeholders, and implement the necessary improvements and corrective actions for future incidents. Preparing an executive summary for senior management is not the next step, but rather a subsequent step that involves reporting the incident details, impact, and resolution to the senior management. Gathering feedback on business impact is not the next step, but rather a concurrent step that involves assessing the extent and severity of the damage or disruption caused by the incident. Securing and preserving digital evidence for analysis is not the next step, but rather a previous step that involves collecting and documenting the relevant data or artifacts related to the incident. References: ns-learned

 An information security manager is assisting in the development of the request for proposal (RFP) for a new outsourced service. This will require the third party to have access to critical business information. The security manager should focus primarily on defining security requirements for the process being outsourced. Security requirements are the specifications of what needs to be done to protect the information assets from unauthorized access, use, disclosure, modification, or destruction. Security requirements should be aligned with the organization’s risk appetite and business objectives, and should cover both technical and organizational aspects of the service delivery. Security requirements should also be clear, concise, measurable, achievable, realistic, and testable. References = CISM Review Manual (Digital Version), Chapter 3: Information Security Risk Management, Section 3.1: Risk Identification, p. 115-1161. CISM Review Manual (Print Version), Chapter 3: Information Security Risk Management, Section 3.1: Risk Identification, p. 115-1162. CISM ITEM DEVELOPMENT GUIDE, Domain 3: Information Security Program Development and Management, Task Statement 3.1, p. 193.

Security requirements for the process being outsourced are the specifications and standards that the third party must comply with to ensure the confidentiality, integrity and availability of the critical business information. They define the roles and responsi-bilities of both parties, the security controls and measures to be implemented, the se-curity objectives and expectations, the security risks and mitigation strategies, and the security monitoring and reporting mechanisms. Security requirements are essential to protect the information assets of the organization and to establish a clear and en-forceable contractual relationship with the third party.

References:

•1 Outsourcing Strategies for Information Security: Correlated Losses and Security Exter-nalities - SpringerLink

•2 What requirements must outsourcing services comply with for the European market? - CBI

•3 Outsourcing cybersecurity: What services to outsource, what to keep in house - Infosec Institute

•4 BCFSA outsourcing and information security guidelines - BLG

A risk analysis is the next step to identify and evaluate the potential security risks associated with a third-party service provider and determine the appropriate risk response strategies. References = CISM Review Manual, 16th Edition, Domain 2: Information Risk Management, Chapter 2: Risk Identification, p. 97-981; Chapter 3: Risk Assessment, p. 109-1101; Chapter 4: Risk Response, p. 123-1241

Senior management support is the most important factor to have in place for an organization’s information security program to be effective because it helps to establish the vision, direction, and goals of the program, as well as to allocate the necessary resources and authority to implement and maintain it. Senior management support also helps to foster a security culture within the organization, where security is seen as a shared responsibility and a business enabler. Senior management support also helps to ensure compliance with internal and external security policies and standards, as well as to communicate the value and impact of security to stakeholders. Therefore, senior management support is the correct answer.

References:

Laws and regulations provide the most useful input to determine the organization’s information security strategy because they define the legal and compliance requirements and obligations that the organization must adhere to, and guide the development and implementation of the security policies and controls that support them. Security budget is not a useful input to determine the organization’s information security strategy because it does not reflect the organization’s security needs or goals, but rather a resource to enable the security activities and initiatives. Risk register is not a useful input to determine the organization’s information security strategy because it does not reflect the organization’s security vision or mission, but rather a tool to identify and manage the security risks. Risk score is not a useful input to determine the organization’s information security strategy because it does not reflect the organization’s security priorities or objectives, but rather a measure of the level of risk exposure or performance. References: -and-objectives

Verified Answer: According to the CISM Review Manual, 15th Edition, Chapter 3, Section 3.2.1.1, "Recommendations for enterprise investment in security technology should be primarily based on the organization’s risk tolerance."1

Comprehensive and Detailed Explanation: The organization’s risk tolerance is the degree of uncertainty that the organization is willing to accept in order to pursue its objectives. It reflects the organization’s appetite for risk and its ability to cope with potential losses or disruptions. The higher the risk tolerance, the more aggressive and innovative the security investments can be, as they can help achieve faster growth or competitive advantage. The lower the risk tolerance, the more conservative and defensive the security investments should be, as they can help protect the organization’s assets and reputation from potential threats.

References: 1: CISM Review Manual, 15th Edition, Chapter 3, Section 3.2.1.1

Isolating the impacted endpoints is the best course of action for the information security manager after an employee clicked on a link in a phishing email, triggering a ransomware attack because it prevents the ransomware from spreading to other systems or devices on the network, and minimizes the damage or disruption caused by the attack. Wiping the affected system is not a good course of action because it may destroy any evidence or data that could be used for investigation or recovery. Notifying internal legal counsel is not a good course of action because it does not address the immediate threat or impact of the ransomware attack. Notifying senior management is not a good course of action because it does not address the immediate threat or impact of the ransomware attack. References: ca-journal/issues/2017/volume-5/incident-response-lessons-learned ent-response-lessons-learned

Risk assessment is the BEST input to a business case for a technical solution to address potential system vulnerabilities, because it helps to identify and prioritize the most critical risks that the solution should mitigate or reduce. Risk assessment also helps to evaluate the costs and benefits of the solution in terms of reducing the likelihood and impact of potential threats and incidents.

References =

CISM Review Manual, 16th Edition, ISACA, 2020, p. 47: “Risk assessment is the process of identifying and analyzing information security risks and determining their potential impact on the enterprise’s business objectives.”

CISM Review Manual, 16th Edition, ISACA, 2020, p. 48: “Risk assessment provides input to the business case for information security investments by identifying and prioritizing the most critical risks that need to be addressed and evaluating the costs and benefits of the proposed solutions.”

Business continuity is the primary objective of a cyber resilience strategy, as it aims to ensure that the organization can continue to deliver its essential products and services in the face of cyber disruptions, and recover to normal operations as quickly and effectively as possible. A cyber resilience strategy should align with the business continuity plan and support the organization’s mission, vision, and values. (From CISM Review Manual 15th Edition)

References: CISM Review Manual 15th Edition, page 178, section 4.3.2.1.

The primary reason for creating a business case when proposing an information security project is to establish the value of the project in relation to the business objectives and to justify the investment required. A business case should demonstrate how the project aligns with the organization’s strategy, goals, and mission, and how it supports the business processes and functions. A business case should also include the expected benefits, costs, risks, and alternatives of the project, and provide a clear rationale for choosing the preferred option.

References = CISM Review Manual, 16th Edition eBook1, Chapter 1: Information Security Governance, Section: Information Security Strategy, Subsection: Business Case Development, Page 33.

Documenting information security responsibilities within job descriptions is the most effective way to convey information security responsibilities across an organization because it clearly defines the roles, expectations, and accountabilities of each employee regarding information security. It also helps to align the information security objectives with the business goals and performance indicators, and to ensure compliance with the security policies and standards.

References = CISM Review Manual 15th Edition, What is CISM? - Digital Guardian

Confidentiality is the security objective that best ensures that information is protected against unauthorized disclosure. Confidentiality means that only authorized parties can access or view sensitive or classified information. Integrity means that information is accurate and consistent and has not been tampered with or modified by unauthorized parties. Authenticity means that information is genuine and trustworthy and has not been forged or misrepresented by unauthorized parties. Nonrepudiation means that information can be verified and proven to be sent or received by a specific party without any possibility of denial. References: ht

Consulting with the business owner is the FIRST course of action that the information security manager should take to address the risk associated with a new third-party cloud application that will not meet organizational security requirements, because it helps to understand the business needs and expectations for using the application, and to communicate the security risks and implications. The information security manager and the business owner should work together to evaluate the trade-offs between the benefits and the risks of the application, and to determine the best course of action, such as modifying the requirements, finding an alternative solution, or accepting the risk.

References =

CISM Review Manual, 16th Edition, ISACA, 2020, p. 41: “The information security manager should consult with the business owners to understand their needs and expectations for using third-party services, and to communicate the security risks and implications.”

CISM Review Manual, 16th Edition, ISACA, 2020, p. 42: “The information security manager and the business owners should collaborate to evaluate the trade-offs between the benefits and the risks of using third-party services, and to determine the best course of action, such as modifying the requirements, finding an alternative solution, or accepting the risk.”

Best Practices to Manage Risks in the Cloud - ISACA: “The information security manager should work with the business owner to define the security requirements for the cloud service, such as data protection, access control, incident response, and compliance.”

 = A new regulatory requirement affecting an organization’s information security program is released. The information security manager’s first course of action should be to notify the legal department, as they are responsible for ensuring compliance with the relevant laws and regulations. The legal department can advise the information security manager on how to interpret and implement the new requirement, as well as what are the potential implications and risks for the organization12.

References = 1: CISM Review Manual (Digital Version), page 271 2: CISM Review Manual (Print Version), page 271

Learn more:

1. isaca.org2. csoonline.com

The data custodian is the person or role who is responsible for enforcing authorized and controlled access to the CRM data, according to the security policies and standards defined by the data owner. The data custodian implements and maintains the technical and operational controls, such as authentication, authorization, encryption, backup, and recovery, to protect the data from unauthorized access, modification, disclosure, or destruction. The data custodian also monitors and reports on the data access activities and incidents.

References = Setting Up Access Controls and Permissions in Your CRM, Accountability for Information Security Roles and Responsibilities, Part 1, How to Meet the Shared Responsibility Model with CIS

Security requirements are included in the vendor contract is the primary focus of the information security manager when outsourcing IT operations because it ensures that the vendor is legally bound to comply with the client’s security policies and standards, as well as any external regulations or laws. This also helps to define the roles and responsibilities of both parties, the security metrics and controls to be used, and the penalties for non-compliance or breach. Therefore, security requirements are included in the vendor contract is the correct answer.

References:

78720616302166

Enforcing technical security standards is the most effective way to ensure that a new server is appropriately secured because it ensures that the server complies with the organization’s security policies and best practices, such as encryption, authentication, patching, and hardening. Performing secure code reviews is not relevant for securing a new server, unless it is running custom applications that need to be verified for security flaws. Conducting penetration testing is not sufficient for securing a new server, because it only identifies vulnerabilities that can be exploited by attackers, but does not fix them. Initiating security scanning is not sufficient for securing a new server, because it only detects known vulnerabilities or misconfigurations, but does not enforce security standards or remediate issues. References: https

An information security governance framework is a set of principles, policies, standards, and processes that guide the development, implementation, and management of an effective information security program that supports the organization’s objectives and strategy. The framework provides direction to meet business goals while balancing risks and controls, as it helps to align the information security activities with the business needs, priorities, and risk appetite, and to ensure that the security resources and investments are optimized and justified.

References = CISM Review Manual 2022, page 321; CISM Exam Content Outline, Domain 1, Knowledge Statement 1.22; CISM domain 1: Information security governance Updated 2022

Positioning security as a business enabler is the BEST way to obtain organization-wide support for an information security program, because it helps to demonstrate the value and benefits of security to the organization’s strategic objectives, performance, and reputation. By aligning security with the business goals and needs, the information security manager can gain the buy-in and commitment of senior management and other stakeholders, and foster a positive security culture across the organization.

References =

CISM Review Manual, 16th Edition, ISACA, 2020, p. 37: “The information security manager should position information security as a business enabler that supports the achievement of the enterprise’s business objectives and adds value to the enterprise.”

CISM Review Manual, 16th Edition, ISACA, 2020, p. 39: “The information security manager should communicate the value and benefits of information security to senior management and other stakeholders to obtain their support and commitment for the information security program.”

CISM Review Manual, 16th Edition, ISACA, 2020, p. 40: “The information security manager should promote a positive security culture within the enterprise by influencing the behavior and attitude of employees and other parties toward information security.”

The best way to obtain organizational support for the implementation of security controls is to establish effective stakeholder relationships. Stakeholders are the individuals or groups that have an interest or influence in the organization’s information security objectives, activities, and outcomes. They may include senior management, business owners, users, customers, regulators, auditors, vendors, and others. By establishing effective stakeholder relationships, the information security manager can communicate the value and benefits of security controls to the organization’s performance, reputation, and competitiveness. The information security manager can also solicit feedback and input from stakeholders to ensure that the security controls are aligned with the organization’s needs and expectations. The information security manager can also foster collaboration and cooperation among stakeholders to facilitate the implementation and operation of security controls. The other options are not the best way to obtain organizational support for the implementation of security controls, although they may be some steps or outcomes of the process. Conducting periodic vulnerability assessments is a technical activity that can help identify and prioritize the security weaknesses and gaps in the organization’s information assets and systems. However, it does not necessarily obtain organizational support for the implementation of security controls unless the results are communicated and justified to the stakeholders. Communicating business impact analysis (BIA) results is a reporting activity that can help demonstrate the potential consequences of disruptions or incidents on the organization’s critical business processes and functions. However, it does not necessarily obtain organizational support for the implementation of security controls unless the results are linked to the organization’s risk appetite and tolerance. Defining the organization’s risk management framework is a strategic activity that can help establish the policies, procedures, roles, and responsibilities for managing information security risks in a consistent and effective manner. However, it does not necessarily obtain organizational support for the implementation of security controls unless the framework is endorsed and enforced by the stakeholders

When a new cybersecurity regulation has been introduced, an information security manager should first consult corporate legal counsel to understand the scope, applicability, and implications of the regulation for the organization. Legal counsel can also advise on the compliance obligations and deadlines, as well as the potential penalties or sanctions for non-compliance. Based on this information, the information security manager can then perform a gap analysis to assess the current state of compliance and identify any areas that need improvement. The information security policy can then be updated accordingly to reflect the new regulatory requirements. References: Study+Guide-p-9781119801948

The business owner is the most appropriate person to own the risk associated with the failure of a privileged access control because they are ultimately responsible for the protection and use of the information in their business unit1. The data owner is responsible for determining the access rights for specific data sets, but not for the access control mechanisms2. The information security manager is responsible for implementing and enforcing the security policies and standards, but not for owning the risk3. The compliance manager is responsible for ensuring that the organization meets the regulatory requirements, but not for owning the risk3. References: 1 -do-you-prioritize-risk-for-privileged-access-management 3 work-for-privileged-access-management 2

Capacity planning is the process of estimating and allocating the required resources (such as CPU, memory, disk space, bandwidth, etc.) to meet the current and future demands of the information systems and applications. Capacity planning would prevent application failures arising from insufficient hardware resources, as it would ensure that the applications have enough resources to function properly and efficiently, and avoid performance degradation, errors, or crashes.

References = CISM Review Manual 2022, page 3081; CISM Exam Content Outline, Domain 4, Knowledge Statement 4.92; What is Capacity Planning? Definition and Examples

According to the CISM Review Manual, performing a risk assessment is the most important course of action for an information security manager during the due diligence phase of an acquisition, as it helps to identify and evaluate the potential threats, vulnerabilities and impacts that may affect the information assets of the target organization. A risk assessment also provides the basis for performing a gap analysis, reviewing the information security policies and awareness, and developing a remediation plan.

References = CISM Review Manual, 27th Edition, Chapter 3, Section 3.4.1, page 1411.

A privacy statement should inform the users of the website how their personal information will be collected, used, shared, and protected by the organization. References = CISM Review Manual, 16th Edition, Chapter 4, Section 4.2.1.11

he greatest concern for an information security manager of a large multinational organization when outsourcing data processing to a cloud service provider is the local laws and regulations that may apply to the data and the cloud service provider. Local laws and regulations may vary significantly across different jurisdictions and may impose different requirements or restrictions on the data protection, privacy, security, sovereignty, retention, disclosure, transfer, or access. These laws and regulations may also create potential conflicts or inconsistencies with the organization’s own policies, standards, or contractual obligations. Therefore, an information security manager should conduct a thorough legal and regulatory analysis before outsourcing data processing to a cloud service provider and ensure that the cloud service provider complies with all the applicable laws and regulations in the relevant jurisdictions.

References = CISM Manual1, Chapter 3: Information Security Program Development (ISPD), Section 3.1: Outsourcing2

1: 1

Outsourcing data processing to a cloud service provider may expose the organization to different legal and regulatory requirements depending on the location of the data and the vendor. This could affect the organization’s compliance and liability in case of a breach or dispute. Therefore, the information security manager should be most concerned about the local laws and regulations that apply to the outsourcing arrangement.

Updating details within the risk register is the next step for the information security manager to do after senior management has accepted the risk of noncompliance with a new regulation because it records and communicates the risk status, impact, and response strategy to the relevant stakeholders. Reporting the decision to the compliance officer is not the next step, but rather a possible subsequent step that involves informing and consulting with the compliance officer about the risk acceptance and its implications. Reassessing the organization’s risk tolerance is not the next step, but rather a possible subsequent step that involves reviewing and adjusting the organization’s risk appetite and thresholds based on the risk acceptance and its implications. Assessing the impact of the regulation is not the next step, but rather a previous step that involves analyzing and evaluating the potential consequences and likelihood of noncompliance with the regulation. References: ess-of-your-information-security-management-system

Review of security metrics trends is the best evidence to senior management that security control performance has improved because it helps to measure and demonstrate the effectiveness and efficiency of the security controls over time. Security metrics are quantitative or qualitative indicators that provide information about the security status or performance of an organization, system, process, or activity. Security metrics can be used to evaluate the implementation, operation, and outcome of security controls, such as the number of vulnerabilities detected and remediated, the time to respond and recover from incidents, the compliance level with security policies and standards, or the return on security investment. Review of security metrics trends helps to identify and communicate the progress, achievements, and challenges of the security program, as well as to support decision making and continuous improvement. Therefore, review of security metrics trends is the correct answer.

References:

According to the CISM Manual, the organization’s risk appetite is the amount and type of risk that the organization is willing to accept in order to achieve its objectives1. The organization’s risk appetite should guide the development and maintenance of an information security program, as it determines the level of security controls, resources, and activities that are needed to protect the organization’s assets and operations1.

The CISM Manual states that “the information security program should be aligned with the organization’s risk appetite, which reflects its tolerance for risk and its strategic objectives” (IR 8288A)1. The information security program should also consider other factors that influence the organization’s risk appetite, such as its mission, vision, values, culture, stakeholders, regulations, standards, guidelines, and best practices1.

The CISM Manual also provides guidance on how to develop and maintain an information security program based on the organization’s risk appetite. It recommends using a process that involves identifying, analyzing, evaluating, treating, monitoring, and reviewing risks that affect the organization’s information assets1. It also suggests using a framework or model that supports the development of an information security program based on the organization’s risk appetite (e.g., ISO/IEC 27001)1.

References: 1: IR 8288A - Information Security Program Development | CSRC NIST

The program goals are communicated and understood by the organization is the most important factor for the effective implementation of an information security governance program because it ensures that the program is aligned with the business objectives and supported by the stakeholders. Employees receive customized information security training is not the most important factor, but rather a means to achieve the program goals and raise awareness among the staff. The program budget is approved and monitored by senior management is not the most important factor, but rather a resource to enable the program activities and measure its performance. Information security roles and responsibilities are documented is not the most important factor, but rather a way to define and assign the program tasks and accountabilities. References: -business-goals-and-objectives

The most effective way to determine the alignment of an information security program with the business strategy is D. Engage business process owners. This is because business process owners are the key stakeholders who are responsible for defining, executing, and monitoring the business processes that support the organization’s mission, vision, and goals. By engaging them, the information security manager can understand their needs, expectations, and challenges, and ensure that the information security program is aligned with their requirements and objectives. Engaging business process owners can also help to establish trust, collaboration, and communication between the information security function and the business units, and foster a culture of security awareness and accountability.

Business process owners are the key stakeholders who are responsible for defining, executing, and monitoring the business processes that support the organization’s mission, vision, and goals. By engaging them, the information security manager can understand their needs, expectations, and challenges, and ensure that the information security program is aligned with their requirements and objectives. (From CISM Manual or related resources)

References = CISM Review Manual 15th Edition, Chapter 1, Section 1.2.2, page 201; CISM Review Questions, Answers & Explanations Manual 9th Edition, Question 78, page 20

Key risk indicators (KRIs) are the most useful to include in an information security status report for management because they measure and report the level of risk exposure or performance against predefined risk thresholds or targets, and alert management of any deviations or issues that may require attention or action. List of recent security events is not very useful to include in an information security status report for management because it does not provide any analysis or evaluation of the events or their impact on the organization’s objectives or performance. Review of information security policies is not very useful to include in an information security status report for management because it does not reflect any progress or results of implementing or enforcing the policies. Information security budget requests are not very useful to include in an information security status report for management because they do not indicate any value or benefit of investing in information security initiatives or controls. References: ues/2016/volume-6/how-to-measure-the-effectiveness-of-information-security-using-iso-27004

According to the CISM Manual, the information security manager should first assess the risk to business operations before taking any other action. This will help to prioritize the issues and determine the appropriate response. Performing a vulnerability assessment, a gap analysis, or creating a security exception are possible actions, but they should be based on the risk assessment results. References = CISM Manual, 5th Edition, page 1211; CISM Practice Quiz, question 32

Chain of custody forms with points of contact are the best way to enable an organization to maintain legally admissible evidence because they document the sequence of control, transfer, and analysis of the evidence, and every person who handled it, the dates and times, and the purpose for each action1. They also ensure the authenticity and integrity of the evidence, and prevent tampering or loss1. Documented processes around forensic records retention are not sufficient to maintain legally admissible evidence because they do not track or verify the handling of the evidence. Robust legal framework with notes of legal actions are not sufficient to maintain legally admissible evidence because they do not record or validate the preservation of the evidence. Forensic personnel training that includes technical actions are not sufficient to maintain legally admissible evidence because they do not account or certify the custody of the evidence. References: 1 in_of_Custody

The primary advantage of performing black-box control tests as opposed to white-box control tests is that they simulate real-world attacks. Black-box control tests are a software testing methodology in which the tester analyzes the functionality of an application without a thorough knowledge of its internal design. Conversely, in white-box control tests, the tester is knowledgeable of the internal design of the application and analyzes it during testing. By performing black-box control tests, the tester can mimic the perspective and behavior of an external attacker who does not have access to the source code or the implementation details of the application. This way, the tester can evaluate how the application responds to different inputs and scenarios, and identify any vulnerabilities or errors that may affect its functionality or security. The other options are not the primary advantage of performing black-box control tests, although they may be some benefits or drawbacks depending on the context. Causing fewer potential production issues is not necessarily true, as black-box control tests may still introduce errors or disruptions to the application if not performed carefully. Requiring less IT staff preparation is not always true, as black-box control tests may still require a lot of planning and documentation to ensure adequate test coverage and quality. Identifying more threats is not necessarily true, as black-box control tests may miss some threats that are hidden in the internal logic or structure of the application.

The most important consideration when establishing metrics for reporting to the information security strategy committee is D. Aligning the metrics with the organizational culture. This is because the metrics should reflect the values, beliefs, and behaviors of the organization and its stakeholders, and support the achievement of the strategic objectives and goals. The metrics should also be relevant, meaningful, and understandable for the intended audience, and provide clear and actionable information for decision making. The metrics should not be too technical, complex, or ambiguous, but rather focus on the key aspects of information security performance, such as risk, compliance, maturity, value, and effectiveness.

References = CISM Review Manual 15th Edition, Chapter 1, Section 1.3.2, page 281; CISM Review Questions, Answers & Explanations Manual 9th Edition, Question 5, page 3

Mitigate is the risk treatment option that has been applied by implementing a firewall in front of the legacy application because it helps to reduce the impact or probability of a risk. Mitigate is a process of taking actions to lessen the negative effects of a risk, such as implementing security controls, policies, or procedures. A firewall is a security device that monitors and filters the network traffic between the legacy application and the external network, blocking or allowing packets based on predefined rules. A firewall helps to mitigate the risk of unauthorized access, exploitation, or attack on the legacy application that cannot be patched. Therefore, mitigate is the correct answer.

References:

The best course of action for the information security manager to support the initiative of leveraging popular social network platforms to promote the organization’s products and services is to assess the security risk associated with the use of social networks. Security risk assessment is a process of identifying, analyzing, and evaluating the potential threats and vulnerabilities that may affect the confidentiality, integrity, and availability of information assets and systems. By conducting a security risk assessment, the information security manager can provide valuable input to the decision-making process regarding the benefits and costs of using social networks, as well as the appropriate security controls and mitigation strategies to reduce the risk to an acceptable level. The other options are not the best course of action, although they may be part of the security risk management process. Establishing processes to publish content on social networks is an operational task that should be performed after assessing the security risk and implementing the necessary controls. Conducting vulnerability assessments on social network platforms is a technical activity that may not be feasible or effective, as the organization does not have control over the platforms’ infrastructure and configuration. Developing security controls for the use of social networks is a preventive measure that should be based on the results of the security risk assessment and aligned with the organization’s risk appetite and tolerance

The severity hierarchy for information security incident classification should be based on the potential or actual impact of the incident on the business objectives, operations, reputation, and stakeholders. The adverse effects on the business can be measured by criteria such as financial loss, operational disruption, legal liability, regulatory compliance, customer satisfaction, and public confidence. The other options are not the primary basis for a severity hierarchy, although they may be considered as secondary factors or consequences of an incident

Restoring the system from a known good backup is the most appropriate eradication method when responding to an incident resulting in malware on an application server, as it ensures that the system is free of any malicious code and that the data and applications are consistent with the expected state. Disconnecting the system from the network may prevent further spread of the malware, but it does not eradicate it from the system. Changing passwords on the compromised system may reduce the risk of unauthorized access, but it does not remove the malware from the system. Performing operation system hardening may improve the security configuration of the system, but it does not guarantee that the malware is eliminated from the system.

References = CISM Review Manual 2022, page 3131; CISM Exam Content Outline, Domain 4, Task 4.4

The information security manager’s best course of action is to report the findings of the risk assessment to the key stakeholders, such as senior management, business owners, and regulators. This will ensure that the stakeholders are aware of the potential impact of the risk and can make informed decisions on how to address it. The other options are possible actions to take after reporting the findings, but they are not the best course of action in this scenario.

References = CISM Domain 2: Information Risk Management (IRM) [2022 update] (section: Information Risk Response) and CISM ITEM DEVELOPMENT GUIDE - ISACA (page 6, item example 2)

 A technical vulnerability assessment is a process of identifying and evaluating the weaknesses and risks associated with a specific system, component, or network. A technical vulnerability assessment can help to determine the potential impact and likelihood of a security breach, as well as the appropriate measures to prevent or mitigate it. A technical vulnerability assessment should be performed on a personnel information management server whenever there is an increase in the number of unauthorized access attempts to the server, as this indicates that the server may have been compromised or targeted by an attacker12. Therefore, option C is the correct answer. References =

CISM Review Manual (Digital Version), Chapter 5: Information Security Program Management

CISM Review Manual (Print Version), Chapter 5: Information Security Program Management

The best way to help ensure alignment of the information security program with organizational objectives is A. Establish an information security steering committee. This is because an information security steering committee is a cross-functional group of senior executives and managers who provide strategic direction, oversight, and support for the information security program. An information security steering committee can help to ensure that the information security program is aligned with the organizational objectives by:

Communicating and promoting the vision, mission, and value of information security to the organization and its stakeholders

Defining and approving the information security policies, standards, and procedures

Establishing and monitoring the information security goals, metrics, and performance indicators

Allocating and prioritizing the resources and budget for information security initiatives and projects

Resolving any conflicts or issues that may arise between the information security function and the business units

Reviewing and endorsing the information security risk assessment and treatment plans

Ensuring compliance with the legal, regulatory, and contractual obligations regarding information security

An information security steering committee is a cross-functional group of senior executives and managers who provide strategic direction, oversight, and support for the information security program. (From CISM Manual or related resources)

References = CISM Review Manual 15th Edition, Chapter 1, Section 1.2.2, page 20; CISM Review Questions, Answers & Explanations Manual 9th Edition, Question 9, page 3; Information Security Governance: Guidance for Boards of Directors and Executive Management, 2nd Edition

 Before transferring personal data across borders, an organization should first assess the local or regional regulations that apply to the data protection and privacy of the data subjects. This will help the organization to identify the legal requirements and risks involved in the data transfer, and to choose the appropriate tools and safeguards to ensure compliance and protection. For example, the organization may need to obtain consent from the data subjects, use adequacy decisions, standard contractual clauses, or other mechanisms to ensure an adequate level of protection in the third country, or rely on specific derogations for certain situations. The other options are not the first steps to take, although they may be relevant at later stages of the data transfer process. References =

Guide to the cross-border transfer of personal data in the GDPR

New guidance issued by the EDPB on international transfers of personal data

Requirements for transferring personal information across borders

The expected duration of outage is the primary factor that should trigger the BCP because it indicates how long the organization can tolerate the disruption of its critical business processes and functions before it causes unacceptable consequences. The expected duration of outage is determined by the recovery time objectives (RTOs) that are defined for each critical business process and function based on the business impact analysis (BIA). The BCP should be triggered when the expected duration of outage exceeds or is likely to exceed the RTOs.

References: The CISM Review Manual 2023 defines RTO as “the maximum acceptable time that a service can be unavailable or disrupted before it causes unacceptable consequences” and states that “the RTO is determined based on the impact of service interruption on the enterprise’s business processes, reputation, customers, and stakeholders” (p. 189). The CISM Review Questions, Answers & Explanations Manual 2023 also provides the following rationale for this answer: “Expected duration of outage is the correct answer because it is the primary factor that should trigger the BCP, as it reflects the maximum time that the organization can afford to lose its critical business processes and functions without causing unacceptable consequences” (p. 96). Additionally, the article Invoking your business continuity plan: five triggers, six decision points from the ITWeb website states that “the expected duration of outage is the most important consideration when deciding to invoke the BCP, as it indicates how long the organization can sustain the disruption before it impacts its business objectives, operations, reputation, and legal obligations” (p. 2)

Security metrics are the most important to include in a report to key stakeholders regarding the effectiveness of an information security program because they provide objective and measurable evidence of security performance and progress. Security metrics can include measures such as the number and severity of security incidents, the level of compliance with security policies and standards, the effectiveness of security controls, and the return on investment (ROI) of security initiatives. The other choices may also be included in a security report, but security metrics are the most important.

An information security program is a set of policies, procedures, standards, guidelines, and tools that aim to protect an organization’s information assets from threats and ensure compliance with laws and regulations. The effectiveness of an information security program depends on various factors, such as the organization’s risk appetite, business objectives, resources, culture, and external environment. Regular reporting to key stakeholders, such as senior management, the board of directors, and business partners, is critical to maintaining their support and buy-in for the program. The report should provide clear and concise information on the program’s status, achievements, challenges, and future plans, and it should be tailored to the audience’s needs and expectations.

The fundamental purpose of establishing security metrics is to provide feedback on the effectiveness of the information security controls and processes. Security metrics are quantitative or qualitative measures that indicate how well the organization is achieving its security objectives and goals. Security metrics can help the information security manager to monitor, evaluate, and improve the performance of the information security program, as well as to identify gaps, weaknesses, and areas for improvement. Security metrics can also help the organization to demonstrate compliance with internal and external standards, regulations, and best practices. Increasing return on investment (ROI), adopting security best practices, and establishing security benchmarks are possible outcomes or benefits of using security metrics, but they are not the fundamental purpose of establishing them. References = CISM Review Manual, 16th Edition, pages 46-471; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 642

Learn more:

1. isaca.org2. amazon.com3. gov.uk

Security metrics are used to measure the effectiveness of controls and evaluate the overall security posture of an organization. This feedback provides an understanding of the progress made towards achieving security objectives and allows organizations to make necessary adjustments.

= The PRIMARY objective of performing a post-incident review is to identify the root cause of the incident, which is the underlying factor or condition that enabled the incident to occur. Identifying the root cause helps to prevent or mitigate future incidents, as well as to improve the incident response process. Re-evaluating the impact of incidents, identifying vulnerabilities, and identifying control improvements are secondary objectives of a post-incident review, which are derived from the root cause analysis. References = CISM Review Manual, 16th Edition, page 3061; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 1512

The primary objective of performing a post-incident review is to identify the root cause of the incident. After an incident has occurred, the post-incident review process involves gathering and analyzing evidence to determine the cause of the incident. This analysis will help to identify both the underlying vulnerability that allowed the incident to occur, as well as any control improvements that should be implemented to prevent similar incidents from occurring in the future. Additionally, the post-incident review process can also be used to re-evaluate the impact of the incident, as well as any potential implications for the organization.

= A multinational organization is required to follow governmental regulations with different security requirements at each of its operating locations. This means that the CISO has to deal with multiple and diverse legal, regulatory, and compliance issues across different jurisdictions and markets. The CISO should be most concerned with developing a security program that meets global and regional requirements, such as ISO/IEC 27001, NIST CSF, PCI DSS, GDPR, etc. These standards provide a framework for establishing, implementing, maintaining, and improving an information security management system (ISMS) that aligns with the organization’s business objectives and risk appetite. The CISO should also ensure that the security program is consistent and coherent across all operating locations, and that it complies with the specific regulations of each location. Therefore, option A is the most appropriate answer. References = CISM Review Manual 15th Edition, page 255; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, QID 234.In this scenario, the chief information security officer (CISO) should be most concerned with developing a security program that meets the global and regional requirements of the organization. This includes considering the different legal and regulatory requirements of each operating location, and designing a security program that meets all of these requirements. The CISO should also ensure effective communication with local regulatory bodies to ensure compliance and understanding of the security program. Additionally, the CISO should use industry best practices and defined security policies and standards to ensure the program meets all applicable requirements.

Threat and vulnerability assessments are important primarily because they are the basis for setting control objectives. Control objectives are the desired outcomes of implementing security controls, and they should be aligned with the organization’s risk appetite and business objectives. Threat and vulnerability assessments help to identify the potential sources and impacts of security incidents, and to prioritize the mitigation actions based on the likelihood and severity of the risks. By conducting threat and vulnerability assessments, the organization can establish the appropriate level and type of security controls to protect its information assets and reduce the residual risk to an acceptable level. References = CISM Review Manual (Digital Version), Chapter 3: Information Security Risk Management, Section 3.1: Risk Identification, p. 115-1161. CISM Review Manual (Print Version), Chapter 3: Information Security Risk Management, Section 3.1: Risk Identification, p. 115-1162. CISM ITEM DEVELOPMENT GUIDE, Domain 3: Information Security Program Development and Management, Task Statement 3.1, p. 193.

Threat and vulnerability assessments are important PRIMARILY because they are the basis for setting control objectives. Control objectives are the desired outcomes or goals of implementing security controls in an information system. They are derived from the risk assessment process, which identifies and evaluates the threats and vulnerabilities that could affect the system’s confidentiality, integrity and availability. By conducting threat and vulnerability assessments, an organization can determine the level of risk it faces and establish the appropriate control objectives to mitigate those risks.

 An information security post-incident review is a process that aims to identify the root causes, impacts, lessons learned, and improvement actions of a security incident. The highest priority during a post-incident review should be evaluating the effectiveness of the incident response, which means assessing how well the incident response plan, procedures, roles, resources, and communication were executed and aligned with the business objectives and requirements. Evaluating the incident response effectiveness can help to identify the gaps, weaknesses, strengths, and opportunities for improvement in the incident response process and capabilities. Documenting actions taken in sufficient detail, updating key risk indicators (KRIs), and evaluating the performance of incident response team members are also important activities during a post-incident review, but they are not as critical as evaluating the incident response effectiveness, which can provide a holistic and strategic view of the incident response maturity and value.

References =

ISACA, CISM Review Manual, 16th Edition, 2020, page 2411

ISACA, CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, 2020, question ID 2192

During post-incident reviews, the highest priority should be given to evaluating the effectiveness of the incident response effort. This includes assessing the accuracy of the response to the incident, the timeliness of the response, and the efficiency of the response. It is important to assess the effectiveness of the response in order to identify areas for improvement and ensure that future responses can be more effective. Documenting the actions taken in sufficient detail, updating key risk indicators (KRIs), and evaluating the performance of incident response team members are all important components of a post-incident review, but evaluating incident response effectiveness should be given the highest priority.

 Increasing accountability is the primary reason for ensuring clearly defined roles and responsibilities are communicated to users who have been granted administrative privileges due to specific application requirements. Administrative privileges grant users the ability to perform actions that can affect the security, availability and integrity of the application or system, such as installing software, modifying configurations, accessing sensitive data or granting access to other users. Therefore, users who have administrative privileges must be aware of their roles and responsibilities and the consequences of their actions. Communicating clearly defined roles and responsibilities to these users helps to establish accountability by setting expectations, defining boundaries, assigning ownership and enabling monitoring and reporting. Accountability also helps to deter misuse or abuse of privileges, ensure compliance with policies and standards, and facilitate incident response and investigation.

Clearer segregation of duties is a benefit of ensuring clearly defined roles and responsibilities, but it is not the primary reason. Segregation of duties is a control that aims to prevent or detect conflicts of interest, errors, fraud or unauthorized activities by separating different functions or tasks among different users or groups. For example, a user who can create a purchase order should not be able to approve it. Segregation of duties helps to reduce the risk of unauthorized or inappropriate actions by requiring more than one person to complete a critical or sensitive process. However, segregation of duties alone does not ensure accountability, as users may still act in collusion or circumvent the control.

Increased user productivity is a possible outcome of ensuring clearly defined roles and responsibilities, but it is not the primary reason. User productivity refers to the efficiency and effectiveness of users in performing their tasks and achieving their goals. By communicating clearly defined roles and responsibilities, users may have a better understanding of their tasks, expectations and performance indicators, which may help them to work faster, smarter and better. However, user productivity is not directly related to the security risk of granting administrative privileges, and it may also depend on other factors, such as user skills, motivation, tools and resources.

Fewer security incidents is a desired result of ensuring clearly defined roles and responsibilities, but it is not the primary reason. Security incidents are events or situations that compromise the confidentiality, integrity or availability of information assets or systems. By communicating clearly defined roles and responsibilities, users may be more aware of the security implications of their actions and the potential threats and vulnerabilities they may face, which may help them to avoid or prevent security incidents. However, fewer security incidents is not a guarantee or a measure of accountability, as users may still cause or experience security incidents due to human error, negligence, malicious intent or external factors. References =

CISM Review Manual 15th Edition, page 144

Effective User Access Reviews - ISACA1

CISM ITEM DEVELOPMENT GUIDE - ISACA2

A walk-through of the disaster recovery plan (DRP) is a method of testing the plan by simulating a disaster scenario and having the participants review their roles and responsibilities, as well as the procedures and resources required to execute the plan. A walk-through has the greatest positive impact on the ability to execute the DRP, as it helps to identify and resolve any gaps, errors, or inconsistencies in the plan, as well as to enhance the awareness and readiness of the stakeholders involved in the recovery process. References = CISM Review Manual, 16th Edition, Chapter 5, Section 5.3.2.21

A disaster recovery plan (DRP) test is a simulation of a disaster scenario to evaluate the effectiveness and readiness of the DRP. The greatest inherent risk when performing a DRP test is the disruption to the production environment, which could cause operational issues, data loss, or system damage. Therefore, it is essential to plan and execute the DRP test carefully, with proper backup, isolation, and rollback procedures. Poor documentation, lack of communication, and lack of coordination are also potential risks, but they are not as severe as disrupting the production environment. References = CISM Review Manual 15th Edition, page 253; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, QID 224.

The greatest inherent risk when performing a disaster recovery plan (DRP) test is disruption to the production environment. A DRP test involves simulating a disaster scenario to ensure that the organization's plans are effective and that it is able to recover from an incident. However, this involves running tests on the production environment, which has the potential to disrupt the normal operations of the organization. This inherent risk can be mitigated by running tests on a non-production environment or by running tests at times when disruption will be minimized.

The most important information to include in monthly information security reports to the board is the trend analysis of security metrics. Security metrics are quantitative and qualitative measures that indicate the performance and effectiveness of the information security program and the alignment with the business objectives. Trend analysis is the process of comparing and evaluating the changes and patterns of security metrics over time. Trend analysis can help to identify the strengths and weaknesses of the information security program, the progress and achievements of the security goals and initiatives, the gaps and opportunities for improvement, and the impact and value of the information security investments. Trend analysis can also help to communicate the current and future security risks and challenges, and the recommended actions and strategies to address them. Trend analysis can provide the board with a clear and concise overview of the information security status and direction, and enable informed and timely decision making.

References =

CISM Review Manual 15th Edition, page 1631

The CISO’s Guide to Reporting Cybersecurity to the Board2

CISM 2020: Information Security Metrics and Reporting, video 13

 A preventive control is a type of control that aims to prevent or reduce the occurrence or impact of potential adverse events that can affect the organization’s objectives and performance. Preventive controls are proactive measures that are implemented before an incident happens, and they are designed to address the root causes or sources of risk. Preventive controls can also help the organization to comply with the relevant laws, regulations, standards, and best practices regarding information security1.

An example of a preventive control is a redundant power supply, which is a backup or alternative source of power that can be used in case of a power outage or failure. A redundant power supply can reduce the business risk associated with critical system outages, which can result from power disruptions caused by natural disasters, technical faults, human errors, or malicious attacks. A redundant power supply can provide the following benefits for information security2:

Maintain the availability and continuity of the critical systems and services that depend on power, such as servers, databases, networks, or applications. A redundant power supply can ensure that the critical systems and services can operate normally or resume quickly after a power outage or failure, minimizing the downtime and data loss that can affect the organization’s operations, customers, or reputation.

Protect the integrity and reliability of the critical systems and data that are stored or processed by the power-dependent devices, such as computers, hard drives, or memory cards. A redundant power supply can prevent or reduce the damage or corruption of the critical systems and data that can be caused by sudden or unexpected power fluctuations, surges, or interruptions, which can compromise the accuracy, completeness, or consistency of the information.

Enhance the resilience and redundancy of the power infrastructure and network that supports the critical systems and services. A redundant power supply can provide an alternative or backup route for power delivery and distribution, which can increase the flexibility and adaptability of the power infrastructure and network to cope with different scenarios or conditions of power supply or demand.

The other options are not the type of control that is being considered by the organization. A corrective control is a type of control that aims to restore or recover the normal state or function of the affected systems or processes after an incident has occurred. A corrective control is a reactive measure that is implemented during or after an incident, and it is designed to address the consequences or impacts of risk. A corrective control can also help the organization to learn from the incident and improve its information security practices1. An example of a corrective control is a backup or restore system, which is a method of creating and restoring copies of the system or data that have been lost or damaged due to an incident.

A detective control is a type of control that aims to identify or discover the occurrence or existence of an incident or a deviation from the expected or desired state or behavior of the systems or processes. A detective control is a monitoring or auditing measure that is implemented during or after an incident, and it is designed to provide information or evidence of risk. A detective control can also help the organization to analyze or investigate the incident and determine the root cause or source of risk1. An example of a detective control is a log or alert system, which is a tool of recording or reporting the activities or events that have occurred or are occurring within the systems or processes.

A deterrent control is a type of control that aims to discourage or dissuade the potential perpetrators or sources of risk from initiating or continuing an incident or an attack. A deterrent control is a psychological or behavioral measure that is implemented before or during an incident, and it is designed to influence or manipulate the motivation or intention of risk. A deterrent control can also help the organization to reduce the likelihood or frequency of incidents or attacks1. An example of a deterrent control is a warning or notification system, which is a method of communicating or displaying the consequences or penalties of violating the information security policies or rules. References = Risk Control Techniques: Preventive, Corrective, Directive, And …, Learn Different types of Security Controls in CISSP - Eduonix Blog

Identify and assess the risk in the context of business objectives. Before making any changes to the security policy or introducing any new controls, the information security manager should first identify and assess the risk that the new privacy regulation poses to the business. This should be done in the context of the overall business objectives so that the security measures introduced are tailored to meet the specific needs of the organization.

Reviewing the vendor contract should be the information security manager’s first course of action when discovering an HVAC vendor has remote access to the stores to enable real-time monitoring and equipment diagnostics. The vendor contract should specify the terms and conditions of the vendor’s access to the retailer’s network, such as the scope, purpose, duration, frequency, and method of access. The vendor contract should also define the roles and responsibilities of both parties regarding security, privacy, compliance, liability, and incident response. Reviewing the vendor contract will help the information security manager to understand the contractual obligations and expectations of both parties, and to identify any gaps or issues that need to be addressed or resolved1. The other options are not the first course of action for the information security manager when discovering an HVAC vendor has remote access to the stores. Conducting a penetration test of the vendor may be a useful way to assess the vendor’s security posture and potential vulnerabilities, but it should be done with the vendor’s consent and cooperation, and after reviewing the vendor contract2. Reviewing the vendor’s technical security controls may be a necessary step to verify the vendor’s compliance with security standards and best practices, but it should be done after reviewing the vendor contract and in accordance with the agreed-upon audit procedures3. Disconnecting the real-time access may be a drastic measure that could disrupt the vendor’s service delivery and violate the vendor contract, unless there is a clear and imminent threat or breach that warrants such action. References: 1: Vendor Access: Addressing the Security Challenge with Urgency - BeyondTrust 2: Penetration Testing - NIST 3: Reduce Risk from Third Party Access | BeyondTrust : Third-Party Vendor Security Risk Management & Prevention

= Information classification is the process of assigning appropriate labels to information assets based on their sensitivity and value to the organization. Information classification should be aligned with the business objectives and risk appetite of the organization, and should be reviewed periodically to ensure its accuracy and relevance. The information security manager is responsible for establishing and maintaining the information classification policy and procedures, as well as providing guidance and oversight to the data owners and custodians. Data owners are the individuals who have the authority and accountability for the information assets within their business unit or function. Data owners are responsible for determining the appropriate classification level and security controls for their information assets, as well as ensuring compliance with the information classification policy and procedures. Data custodians are the individuals who have the operational responsibility for implementing and maintaining the security controls for the information assets assigned to them by the data owners.

If the information security manager believes that information has been classified inappropriately, increasing the risk of a breach, the best action is to complete a risk assessment and refer the results to the data owners. A risk assessment is a systematic process of identifying, analyzing, and evaluating the risks associated with the information assets, and recommending appropriate risk treatment options. By conducting a risk assessment, the information security manager can provide objective and evidence-based information to the data owners, highlighting the potential impact and likelihood of a breach, as well as the cost and benefit of implementing additional security controls. This will enable the data owners to make informed decisions about the appropriate classification level and security controls for their information assets, and to justify and document any deviations from the information classification policy and procedures.

The other options are not the best actions for the information security manager. Refering the issue to internal audit for a recommendation is not the best action, because internal audit is an independent and objective assurance function that provides assurance on the effectiveness of governance, risk management, and control processes. Internal audit is not responsible for providing recommendations on information classification, which is a management responsibility. Re-classifying the data and increasing the security level to meet business risk is not the best action, because the information security manager does not have the authority or accountability for the information assets, and may not have the full understanding of the business context and objectives of the data owners. Instructing the relevant system owners to reclassify the data is not the best action, because system owners are not the same as data owners, and may not have the authority or accountability for the information assets either. System owners are the individuals who have the authority and accountability for the information systems that process, store, or transmit the information assets. System owners are responsible for ensuring that the information systems comply with the security requirements and controls defined by the data owners and the information security manager. References = CISM Review Manual, 16th Edition, ISACA, 2020, pp. 49-51, 63-64, 69-701; CISM Online Review Course, Domain 3: Information Security Program Development and Management, Module 2: Information Security Program Framework, ISACA2

The first step when a new vulnerability is identified is to re-evaluate the risk associated with the vulnerability. This may require an update to the risk assessment and the implementation of additional controls. Informing senior management of the vulnerability is important, but should not be the first step. Implementing compensating controls may also be necessary, but again, should not be the first step. Asking the business owner for a remediation plan may be useful, but only after the risk has been re-evaluated.

The information security manager should first re-evaluate the risk posed by the new vulnerability to determine its impact and likelihood. Based on this assessment, appropriate actions can be taken such as informing senior management, implementing compensating controls, or requesting a remediation plan from the business owner. The other choices are possible actions but not necessarily the first one.

A vulnerability is a weakness that can be exploited by an attacker to compromise a system or network2. A vulnerability can affect key data processing systems within an organization if it exposes sensitive information, disrupts business operations, or damages assets2. A vulnerability assessment is a process of identifying and evaluating vulnerabilities and their potential consequences2

According to the Certified Information Security Manager (CISM) Study Manual, a mature information security culture is one in which staff members regularly consider risk in their decisions. This means that they are aware of the risks associated with their actions and take preventative steps to reduce the likelihood of negative outcomes. Other indicators of a mature information security culture include mandatory information security training for all staff, documented and communicated information security policies, and regular interaction between the CISO and the board.

Maintaining an information security governance framework enables an organization to identify, assess, and manage its information security risks. By establishing policies, procedures, and controls that are aligned with the organization's objectives and risk tolerance, an information security governance framework helps ensure that information security risks are managed to an acceptable level.

According to the Certified Information Security Manager (CISM) Study Manual, "Information security governance provides a framework for managing and controlling information security practices and technologies at an enterprise level. Its primary objective is to manage and reduce risk through a process of identification, assessment, and management of those risks."

While the other options listed (prioritizing resources, communicating guidelines, and remaining compliant with regulations) are also important benefits of maintaining an information security governance framework, they are all secondary to the primary benefit of managing business risks to an acceptable level.

 Wiping the device remotely is the best option to minimize the risk of data exposure from a stolen personal mobile device. This action will erase all the data stored on the device, including the sensitive corporate data, and prevent unauthorized access or misuse. Wiping the device remotely can be done using enterprise mobility management (EMM) or mobile device management (MDM) tools that allow administrators to remotely manage and secure mobile devices. Alternatively, some mobile devices have built-in features that allow users to wipe their own devices remotely using another device or a web portal.

Preventing the user from using personal mobile devices is not a feasible option, as it may affect the user’s productivity and convenience. Moreover, this option does not address the immediate risk of data exposure from the stolen device.

Reporting the incident to the police is a good practice, but it does not guarantee that the device will be recovered or that the data will be protected. The police may not have the resources or the authority to track down the device or access it.

Removing the user’s access to corporate data is a preventive measure that can limit the damage caused by a stolen device, but it does not eliminate the risk of data exposure from the data already stored on the device. The user may have cached or downloaded data that can still be accessed by an attacker even if the user’s access is revoked. References =

Guidelines for Managing the Security of Mobile Devices in the Enterprise NIST Special Publication, Section 3.1.11, page 3-8

CISM Review Manual, Chapter 3, page 121

Mobile device security - CISM Certification Domain 2: Information Risk Management Video Boot Camp 2019, Section 3.3, 00:03:10

The first step in developing an information security strategy is to identify key stakeholders who can provide support, guidance and resources for information security initiatives. These stakeholders may include senior management, business unit leaders, legal counsel, audit and compliance officers and other relevant parties. By engaging these stakeholders early on, an information security manager can ensure that the strategy aligns with business objectives and expectations, as well as gain buy-in and commitment from them. Determining acceptable levels of risk, creating a roadmap and performing a gap analysis are all important steps in developing an information security strategy, but they should follow after identifying key stakeholders.

 The CEO is the best able to influence the security culture within an organization because the CEO sets the tone and direction for the organization and has the authority and responsibility to ensure that the organization’s objectives are aligned with its strategy. The CEO can also communicate the importance and value of information security to all stakeholders and foster a culture of security awareness and accountability. The CISO, CIO and COO are important roles in information security management, but they do not have the same level of influence and authority as the CEO. References = CISM Review Manual, 16th Edition, page 221; CISM Exam Content Outline, Domain 1, Task 12

The Chief Information Security Officer (CISO) is responsible for leading and coordinating an organization's information security program, and as such, is in a prime position to influence the security culture within the organization. The CISO is responsible for setting policies and standards, educating employees about security risks and best practices, and ensuring that the organization is taking appropriate measures to mitigate security risks. By demonstrating a strong commitment to information security, the CISO can help to create a security-aware culture within the organization.

A balanced scorecard is a tool that can be used to demonstrate the added value of an information security program by measuring and reporting on key performance indicators (KPIs) and key risk indicators (KRIs) aligned with strategic objectives. Security baselines, a gap analysis and a SWOT analysis are all useful for assessing and improving security posture, but they do not necessarily show how security contributes to business value.

Results from a gap analysis would provide the most useful information for planning purposes when preparing an action plan to achieve compliance with local regulatory requirements by an established deadline. A gap analysis is an assessment of the difference between an organization’s current state of compliance and its desired level or standard. It is a process used to identify potential areas for improvement by comparing actual performance with expected performance. A gap analysis can help to prioritize the actions needed to close the gaps and comply with the regulatory requirements, as well as to estimate the resources and time required for each action1. The other options are not as useful as results from a gap analysis for planning purposes when preparing an action plan to achieve compliance with local regulatory requirements by an established deadline. Deadlines and penalties for noncompliance are important factors to consider, but they do not provide information on how to achieve compliance or what actions are needed2. Results from a business impact analysis (BIA) are useful for identifying the critical processes and assets that need to be protected, but they do not provide information on how to comply with the regulatory requirements or what actions are needed3. An inventory of security controls currently in place is useful for assessing the current state of compliance, but it does not provide information on how to comply with the regulatory requirements or what actions are needed4. References: 3: Business impact analysis (BIA) - Wikipedia 2: Compliance Gap Analysis & Effectiveness Evaluation | SMS 1: What is Gap Analysis in Compliance | Scytale 4: Gap Analysis & Risk Assessment — Riddle Compliance

The results of a risk assessment would best enable an informed decision by senior management when developing a business case to justify an information security investment. A risk assessment will help to identify and prioritize the threats and vulnerabilities that affect the organization’s assets and processes, as well as the potential impact and likelihood of occurrence. A risk assessment will also provide a basis for selecting and evaluating the effectiveness of controls to mitigate the risks. According to CISA, developing a business case for security will be based on an in-depth understanding of organizational vulnerabilities, operational priorities, and return on investment1. The information security strategy, losses due to security incidents, and security investment trends in the industry are possible inputs or outputs of a risk assessment, but they are not sufficient to enable an informed decision by senior management. References: 1: The Business Case for Security - CISA 2: The Business Case for Security | CISA 3: #HowTo: Build a Business Case for Cybersecurity Investment 4: Making the Business Case for Information Security

 A detailed incident notification process is most important to include in an incident response plan to ensure incidents are responded to by the appropriate individuals. The incident notification process defines the roles and responsibilities of the incident response team members, the escalation procedures, the communication channels, the reporting requirements, and the stakeholders to be informed. The incident notification process helps to ensure that the right people are involved in the incident response, that the incident is handled in a timely and efficient manner, and that the relevant information is shared with the appropriate parties. Skills required for the incident response team, a list of external resources to assist with incidents, and service level agreements (SLAs) are also important elements of an incident response plan, but they are not as critical as the incident notification process. Skills required for the incident response team describe the competencies and qualifications of the team members, but they do not specify who should be notified or involved in the incident response. A list of external resources to assist with incidents provides a directory of external parties that can provide support or expertise in the incident response, but it does not define the criteria or process for engaging them. Service level agreements (SLAs) define the expectations and obligations of the service providers and the service recipients in the incident response, but they do not detail the steps or procedures for notifying or escalating incidents. References = CISM Review Manual, 16th Edition, pages 191-1921; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 662

 Single sign-on (SSO) is a technology that allows users to access multiple applications or services with one set of credentials, such as a username and password. The primary advantage of SSO is that it increases the efficiency of access management, as it reduces the need for users to remember and enter multiple passwords for different applications or services. SSO also simplifies the user experience, as they can log in once and access multiple resources without having to switch between different windows or tabs. SSO can also improve the security of related applications, as it reduces the risk of password compromise or phishing attacks. However, SSO does not strengthen user passwords or support multiple authentication mechanisms by itself. It is a complementary technology that enhances the security and convenience of access management. References = CISM Review Manual, 16th Edition, page 991

The primary advantage of single sign-on (SSO) is that it increases the efficiency of access management. With SSO, users only need to remember one set of credentials to access all of their applications, rather than having to remember multiple usernames and passwords for each application. This simplifies the user experience and helps to reduce the amount of time spent managing access to multiple applications. Additionally, SSO can also increase the security of related applications, as users are not sharing the same credentials across multiple applications, and it can also support multiple authentication mechanisms, such as biometric authentication.

 The primary basis for determining the value of assets should be the business cost when assets are not available. This is because the value of assets is not only determined by their acquisition or replacement cost, but also by their contribution to the organization’s business objectives and processes. The business cost when assets are not available reflects the potential impact of losing or compromising the assets on the organization’s operations, performance, reputation, and compliance. The business cost when assets are not available can be estimated by conducting a business impact analysis (BIA), which identifies the criticality, dependencies, and recovery requirements of the assets. By using the business cost when assets are not available as the primary basis for determining the value of assets, the organization can prioritize the protection and management of the assets according to their importance and risk level. References = CISM Review Manual 15th Edition, page 64, page 65.

The best security control for an organization that permits the storage and use of its critical and sensitive information on employee-owned smartphones is establishing the authority to remote wipe. Remote wipe is a feature that allows an authorized administrator or user to remotely erase the data on a device in case of loss, theft, or compromise1. Remote wipe can help prevent unauthorized access or disclosure of the organization’s information on employee-owned smartphones, as well as protect the privacy of the employee’s personal data. Remote wipe can be implemented through various methods, such as mobile device management (MDM) software, native device features, or third-party applications2. However, remote wipe requires the consent and cooperation of the employee, as well as a clear policy that defines the conditions and procedures for its use. The other options are not the best security controls for an organization that permits the storage and use of its critical and sensitive information on employee-owned smartphones. Developing security awareness training is an important measure to educate employees about the security risks and responsibilities associated with using their own smartphones for work purposes, but it does not provide a technical or physical protection for the data on the devices3. Requiring the backup of the organization’s data by the user is a good practice to ensure data availability and recovery in case of device failure or loss, but it does not prevent unauthorized access or disclosure of the data on the devices4. Monitoring how often the smartphone is used is a possible way to detect abnormal or suspicious activities on the devices, but it does not prevent or mitigate the impact of a data breach on the devices. References: 4: Mobile Device Backup - NIST 3: Security Awareness Training - NIST 1: Remote Wipe - Lifewire 2: How Businesses with a BYOD Policy Can Secure Employee Devices - IBM : Mobile Device Security Policy – SANS

The most effective way to prevent information security incidents is to implement a security awareness training program for employees. Security awareness training provides employees with the knowledge and skills they need to identify potential security threats and protect their systems from unauthorized access and malicious activity. Security awareness training also helps to ensure that employees understand their roles and responsibilities when it comes to information security, and can help to reduce the risk of information security incidents by making employees more aware of potential risks. Additionally, implementing a security information and event management (SIEM) tool, deploying a consistent incident response approach, and deploying intrusion detection tools in the network environment can also help to reduce the risk of security incidents

 Reviewing the results of the vendor’s independent control reports is the best way to assess the risk associated with using a SaaS vendor because it provides an objective and reliable evaluation of the vendor’s security controls and practices. Independent control reports, such as SOC 2 or ISO 27001, are conducted by third-party auditors who verify the vendor’s compliance with industry standards and best practices. These reports can help the customer identify any gaps or weaknesses in the vendor’s security posture and determine the level of assurance and trust they can place on the vendor.

Verifying that information security requirements are included in the contract is a good practice, but it does not provide sufficient assurance that the vendor is actually meeting those requirements. The contract may also have limitations or exclusions that reduce the customer’s rights or remedies in case of a breach or incident.

Requesting customer references from the vendor is not a reliable way to assess the risk associated with using a SaaS vendor because the vendor may only provide positive or biased references that do not reflect the true experience or satisfaction of the customers. Customer references may also not have the same security needs or expectations as the customer who is conducting the assessment.

Requiring vendors to complete information security questionnaires is a useful way to gather information about the vendor’s security policies and procedures, but it does not provide enough evidence or verification that the vendor is actually implementing and maintaining those policies and procedures. Information security questionnaires are also subject to the vendor’s self-reporting and interpretation, which may not be accurate or consistent. References =

CISM Review Manual 15th Edition, page 144

SaaS Security Risk and Challenges - ISACA1

SaaS Security Checklist & Assessment Questionnaire | LeanIX2

Risk Assessment Guide for Microsoft Cloud3

 The number of business objectives directly supported by information security initiatives is the best indication of information security strategy alignment with the organizational goals and objectives. This metric shows how well the information security strategy is aligned with the business strategy, and how effectively the information security program is delivering value to the organization. The more business objectives that are supported by information security initiatives, the more aligned the information security strategy is with the organizational goals and objectives.

The other options are not the best indicators of information security strategy alignment, as they do not directly measure the impact or contribution of information security initiatives to the business objectives. The percentage of information security incidents resolved within defined SLAs is a measure of the efficiency and effectiveness of the incident management process, but it does not reflect how well the information security strategy is aligned with the business strategy. The percentage of corporate budget allocated to information security initiatives is a measure of the investment and commitment of the organization to information security, but it does not indicate how well the information security initiatives are aligned with the business objectives or how they are prioritized. The number of business executives who have attended information security awareness sessions is a measure of the awareness and involvement of the senior management in information security, but it does not show how well the information security strategy is aligned with the business strategy or how it supports the business objectives. References =

CISM Exam Content Outline | CISM Certification | ISACA, Domain 1, Task 1.1

CISM MASTER CHEAT SHEET - SkillCertPro, Chapter 1, page 2

Certified Information Security Manager (CISM), page 1

Certified Information Security Manager Exam Prep Guide: Aligned with …, page 1

CISM: Certified Information Security SKILLS COVERED Manager, page 1

After an intrusion has been detected and contained, the system should be recovered to a known and trusted state. The best practice for ensuring the integrity of the recovered system is to install the OS, patches, and application from the original source, such as the vendor’s website or media. This way, any malicious code or backdoors that may have been inserted by the intruder can be eliminated. Restoring the OS, patches, and application from a backup may not guarantee the integrity of the system, as the backup may have been compromised or outdated. Restoring the application and data from a forensic copy may preserve the evidence of the intrusion, but it may also reintroduce the vulnerability or malware that allowed the intrusion in the first place. Removing all signs of the intrusion from the OS and application may not be sufficient or feasible, as the intruder may have made subtle or hidden changes that are difficult to detect or undo.

References =

ISACA, CISM Review Manual, 16th Edition, 2020, page 2401

ISACA, CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, 2020, question ID 2132

The BEST practice for ensuring the integrity of the recovered system after an intrusion is to restore the OS, patches, and application from a backup. This will ensure that the system is in a known good state, without any potential residual malicious code or changes from the intrusion. Restoring from a backup also enables the organization to revert to a previous configuration that has been tested and known to be secure. This step should be taken prior to conducting a thorough investigation and forensic analysis to determine the cause and extent of the intrusion.

The strongest justification for granting an exception to the security policy that disables access to USB storage devices on laptops and desktops is that the benefit is greater than the potential risk. A security policy is a document that defines the goals, objec-tives, principles, roles, responsibilities, and requirements for protecting information and systems in an organization. A security policy should be based on a risk assessment that identifies and evaluates the threats and vulnerabilities that affect the organiza-tion’s assets, as well as the potential impact and likelihood of incidents. A security pol-icy should also be aligned with the organization’s business objectives and risk appe-tite1. However, there may be situations where a security policy cannot be fully enforced or complied with due to technical, operational, or business reasons. In such cases, an exception to the policy may be requested and granted by an authorized person or body, such as a security manager or a policy committee. An exception to a security policy should be justified by a clear and compelling reason that outweighs the risk of non-compliance. An exception to a security policy should also be documented, approved, monitored, reviewed, and revoked as necessary2. The strongest justification for grant-ing an exception to the security policy that disables access to USB storage devices on laptops and desktops is that the benefit is greater than the potential risk. USB storage devices are portable devices that can store large amounts of data and can be easily connected to laptops and desktops via USB ports. They can provide several benefits for users and organizations, such as:

•Enhancing data mobility and accessibility

•Improving data backup and recovery

•Supporting data sharing and collaboration

•Enabling data encryption and authentication

However, USB storage devices also pose significant security risks for users and organi-zations, such as:

•Introducing malware or viruses to laptops and desktops

•Exposing sensitive data to unauthorized access or disclosure

•Losing or stealing data due to device loss or theft

•Violating security policies or regulations

Therefore, an exception to the security policy that disables access to USB storage de-vices on laptops and desktops should only be granted if the benefit of using them is greater than the potential risk of compromising them. For example, if a user needs to transfer a large amount of data from one laptop to another in a remote location where there is no network connection available, and the data is encrypted and protected by a strong password on the USB device, then the benefit of using the USB device may be greater than the risk of losing or exposing it. The other options are not the strongest justifications for granting an exception to the security policy that disables access to USB storage devices on laptops and desktops. Enabling USB storage devices based on user roles is not a justification, but rather a possible way of implementing a more gran-ular or flexible security policy that allows different levels of access for different types of users3. Users accepting the risk of noncompliance is not a justification, but rather a requirement for requesting an exception to a security policy that acknowledges their responsibility and accountability for any consequences of noncompliance4. Accessing being restricted to read-only is not a justification, but rather a possible control that can reduce the risk of introducing malware or viruses from USB devices to laptops and desktops5. References: 1: Information Security Policy - NIST 2: Policy Exception Man-agement - ISACA 3: Deploy and manage Removable Storage Access Control using In-tune - Microsoft Learn 4: Policy Exception Request Form - University of California 5: Re-movable Media Policy Writing Tips - CurrentWare

The most effective way to gain senior management approval of security investments in network infrastructure is by demonstrating that targeted security controls tie to business objectives.

Security investments should be tied to business objectives and should support the overall goals of the organization. By demonstrating that the security controls will directly support the organization's business objectives, senior management will be more likely to approve the investment.

According to the Certified Information Security Manager (CISM) Study Manual, "To gain senior management's approval for investments in security, it is essential to show how the security controls tie to business objectives and are in support of the overall goals of the organization."

While performing penetration tests against the network, highlighting competitor performance, and presenting comparable security implementation estimates from vendors are all useful in presenting the value of security investments, they are not as effective as demonstrating how the security controls will support the organization's business objectives.

Implementing the principle of least privilege primarily requires the identification of job duties. Job duties are the specific tasks and responsibilities that an individual performs as part of their role in the organization. By identifying the job duties, the organization can determine the minimum access privileges necessary for each individual to perform their assigned function, and nothing more. This helps to reduce the risk of unauthorized access, misuse, or compromise of information and resources. The principle of least privilege is a key security principle that states that every module (such as a user, a process, or a program) must be able to access only the information and resources that are necessary for its legitimate purpose12.

The other options are not the primary factors that require identification for implementing the principle of least privilege. Data owners are the individuals or entities that have the authority and responsibility to define the classification, usage, and protection of data. Data owners may be involved in granting or revoking access privileges to data, but they are not the ones who identify the job duties of the data users. Primary risk factors are the sources or causes of potential harm or loss to the organization. Primary risk factors may influence the level of access privileges granted to users, but they are not the ones who define the job duties of the users. Authentication controls are the mechanisms that verify the identity of users or systems before granting access to resources. Authentication controls may enforce the principle of least privilege, but they are not the ones who determine the job duties of the users. References =

Principle of least privilege

What Is the Principle of Least Privilege and Why is it Important? - F5 1

4

Risk ownership is the most important detail to capture in an organization's risk register. Risk ownership is the responsibility for managing a risk, including taking corrective action, and should be assigned to a specific individual or team. It is important to note that the risk owner is not necessarily the same as the risk acceptor, who is the individual or team who makes the final decision to accept a risk. Capturing risk ownership in the risk register is important to ensure that risks are actively managed and that the responsible parties are held accountable.

= To confirm that a third-party provider complies with an organization’s information security requirements, it is most important to ensure that the right to audit is included in the service level agreement (SLA), which is a contract that defines the scope, quality, and terms of the services that the third-party provider delivers to the organization. The right to audit is a clause that grants the organization the authority and opportunity to inspect and verify the third-party provider’s security policies, procedures, controls, and performance, either by itself or by an independent auditor, at any time during the contract period or after a security incident. The right to audit can help to ensure that the third-party provider adheres to the organization’s information security requirements, as well as to the legal and regulatory standards and obligations, and that the organization can monitor and measure the security risks and issues that arise from the outsourcing relationship. The right to audit can also help to identify and address any gaps, weaknesses, or errors that could compromise the security of the information assets and systems that are shared, stored, or processed by the third-party provider, and to provide feedback and recommendations for improvement and optimization of the security posture and performance.

Security metrics, contract clauses, and the information security policy of the third-party provider are all important elements of ensuring the compliance of the third-party provider with the organization’s information security requirements, but they are not the most important ones. Security metrics are quantitative and qualitative measures that indicate the effectiveness and efficiency of the security controls and processes that the third-party provider implements and reports to the organization, such as the number of security incidents, the time to resolve them, the level of customer satisfaction, or the compliance rate. Security metrics can help to evaluate and compare the security performance and outcomes of the third-party provider, as well as to identify and address any deviations or discrepancies from the expected or agreed levels. Contract clauses are legal and contractual terms and conditions that bind the third-party provider to the organization’s information security requirements, such as the confidentiality, integrity, and availability of the information assets and systems, the roles and responsibilities of the parties, the liabilities and penalties for breach or violation, or the dispute resolution mechanisms. Contract clauses can help to enforce and protect the organization’s information security interests and rights, as well as to prevent or resolve any conflicts or issues that arise from the outsourcing relationship. The information security policy of the third-party provider is a document that defines and communicates the third-party provider’s security vision, mission, objectives, and principles, as well as the security roles, responsibilities, and rules that apply to the third-party provider’s staff, customers, and partners. The information security policy of the third-party provider can help to ensure that the third-party provider has a clear and consistent security direction and guidance, as well as to align and integrate the third-party provider’s security practices and culture with the organization’s security expectations and requirements. References = CISM Review Manual 15th Edition, pages 57-581; CISM Practice Quiz, question 1662

A ransomware incident is a type of cyberattack that encrypts the victim’s data and demands a ransom for its decryption. Ransomware can cause significant disruption and damage to critical systems and data, as well as financial losses and reputational harm. To recover from a ransomware incident, the organization needs to have reliable and accessible backups of its data, preferably in an encrypted format. However, if the backups are unavailable or corrupt, the organization will face a major challenge in restoring its data and operations. Therefore, option D is the most challenging factor for the recovery of critical systems and data following a ransomware incident. References = CISA MS-ISAC Ransomware Guide1, page 9; How to Write an Incident Response Plan for Ransomware Recovery2.

 A compromised endpoint device is a potential threat to the security of the network and the data stored on it. The best course of action to prevent further damage is to isolate the endpoint device from the network and other devices, so that the attacker cannot access or spread to other systems. Isolating the endpoint device also allows the information security manager to investigate the incident and determine the root cause, the extent of the compromise, and the appropriate remediation steps. Wiping and resetting the endpoint device may not be feasible or desirable, as it may result in data loss or evidence destruction. Powering off the endpoint device may not stop the attack, as the attacker may have installed persistent malware or backdoors that can resume once the device is powered on again. Running a virus scan on the endpoint device may not be effective, as the attacker may have used sophisticated techniques to evade detection or disable the antivirus software. References = CISM Review Manual, 15th Edition, page 1741; CISM Review Questions, Answers & Explanations Database, question ID 2112; Using EDR to Address Unmanaged Devices - ISACA3; Boosting Cyberresilience for Critical Enterprise IT Systems With COBIT and NIST Cybersecurity Frameworks - ISACA; Endpoint Security: On the Frontline of Cyber Risk.

The best way to reduce the risk associated with a bring your own device (BYOD) program is to implement a mobile device policy and standard. This policy should include guidelines and rules regarding the use of mobile devices, such as acceptable use guidelines and restrictions on the types of data that can be stored or accessed on the device. Additionally, it should also include requirements for secure mobile device practices, such as the use of strong passwords, encryption, and regular patching. A mobile device management (MDM) solution can also be implemented to help ensure mobile devices meet the organizational security requirements. However, it is not enough to simply implement the policy and MDM solution; employees must also be trained on the secure mobile device practices to ensure the policy is followed.

Information owners are responsible for determining the initial recovery time objective (RTO) for their information assets and processes, as they are the ones who understand the business requirements and impact of a disruption. An external consultant may assist in conducting the business impact analysis (BIA), but does not have the authority to decide the RTO. An information security manager may provide input on the security aspects of the RTO, but does not have the business perspective to determine the RTO. A business continuity coordinator may facilitate the BIA process and ensure the alignment of the RTO with the business continuity plan, but does not have the ownership of the information assets and processes. References = CISM Review Manual 15th Edition, page 202.

When performing a business impact analysis (BIA), it is the responsibility of the business continuity coordinator to determine the initial recovery time objective (RTO). The RTO is a critical component of the BIA and should be determined in cooperation with the information owners. The RTO should reflect the maximum tolerable period of disruption (MTPD) and should be used to guide the development of the recovery strategy.

The explanation given in the manual is:

Incident classification criteria enable an organization to prioritize incidents based on their impact and urgency. This allows for an optimized allocation of recovery resources to minimize business disruption and ensure timely restoration of normal operations. The other choices are benefits of incident management but not directly related to incident classification criteria.

 An information security policy is the MOST helpful for aligning security operations with the IT governance framework because it defines the security objectives, principles, standards, and guidelines that guide the security operations activities and processes. An information security policy also establishes the roles and responsibilities, authorities and accountabilities, and reporting and communication mechanisms for security operations. An information security policy should be aligned with the IT governance framework, which provides the direction, structure, and oversight for the effective management and delivery of IT services and resources. An information security policy should also be consistent with the enterprise governance framework, which sets the vision, mission, values, and goals of the organization12. A security risk assessment (A) is helpful for identifying and evaluating the security risks that may affect the security operations and the IT governance framework, but it is not the MOST helpful for aligning them. A security risk assessment should be based on the information security policy, which defines the risk appetite, tolerance, and criteria for the organization12. A security operations program (B) is helpful for implementing and executing the security operations activities and processes that support the IT governance framework, but it is not the MOST helpful for aligning them. A security operations program should be derived from the information security policy, which provides the strategic direction and guidance for the security operations12. A business impact analysis (BIA) (D) is helpful for determining the criticality and priority of the business processes and functions that depend on the security operations and the IT governance framework, but it is not the MOST helpful for aligning them. A BIA should be conducted in accordance with the information security policy, which specifies the business continuity and disaster recovery requirements and objectives for the organization12. References = 1: CISM Review Manual 15th Edition, page 75-76, 81-82, 88-89, 93-941; 2: CISM Domain 1: Information Security Governance (ISG) [2022 update]2

Labeling information according to its security classification enhances the likelihood of people handling information securely. Security classification is a process of categoriz-ing information based on its level of sensitivity and importance, and applying appropri-ate security controls based on the level of risk associated with that infor-mation1. Labeling is a process of marking the information with the appropriate classifi-cation level, such as public, internal, confidential, secret, or top secret2. The purpose of labeling is to inform the users of the information about its value and protection re-quirements, and to guide them on how to handle it securely. Labeling can help users to:

•Identify the information they are dealing with and its classification level

•Understand their roles and responsibilities regarding the information

•Follow the security policies and procedures for the information

•Avoid unauthorized access, disclosure, modification, or destruction of the information

•Report any security incidents or breaches involving the information

Labeling can also help organizations to:

•Track and monitor the information and its usage

•Enforce access controls and encryption for the information

•Audit and review the compliance with security standards and regulations for the infor-mation

•Educate and train employees and stakeholders on information security awareness and best practices

Therefore, labeling information according to its security classification enhances the likelihood of people handling information securely, as it increases their awareness and accountability, and supports the implementation of security measures. The other op-tions are not the primary benefits of labeling information according to its security clas-sification. Reducing the number and type of countermeasures required is not a benefit, but rather a consequence of applying security controls based on the classification lev-el. Reducing the need to identify baseline controls for each classification is not a bene-fit, but rather a prerequisite for labeling information according to its security classifica-tion. Affecting the consequences if information is handled insecurely is not a benefit, but rather a risk that needs to be managed by implementing appropriate security con-trols and incident response procedures. References: 1: Information Classification - Ad-visera 2: Information Classification in Information Security - GeeksforGeeks : Infor-mation Security Policy - NIST : Information Security Classification Framework - Queensland Government

 Residual risk is the risk that remains after implementing controls to mitigate the inherent risk. A reduction in residual risk indicates that the information security program is effective in managing the risks to an acceptable level. This would best justify the continued investment in the program, as it demonstrates the value and benefits of the security activities. Security framework alignment, speed of implementation, and industry peer benchmarking are not direct measures of the effectiveness or value of the information security program. They may be useful for comparison or compliance purposes, but they do not necessarily reflect the impact of the program on the risk profile of the organization. References = CISM Review Manual, 16th Edition, page 431; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 622Residual risk is the remaining risk after all security controls have been implemented. It is important to measure the residual risk of an organization in order to determine the effectiveness of the security program and to justify continued investment in the program. A reduction in residual risk is an indication that the security program is effective and that continued investment is warranted.

The primary responsibility of an information security manager in an organization that is implementing the use of company-owned mobile devices in its operations is to review and update existing security policies. Security policies are the foundation of an organi-zation’s security program, as they define the goals, objectives, principles, roles, respon-sibilities, and requirements for protecting information and systems. Security policies should be reviewed and updated regularly to reflect changes in the organization’s envi-ronment, needs, risks, and technologies1. Implementing the use of company-owned mobile devices in its operations is a significant change that may introduce new threats and vulnerabilities, as well as new opportunities and benefits, for the organiza-tion. Therefore, the information security manager should review and update existing security policies to address the following aspects2:

•The scope, purpose, and ownership of company-owned mobile devices

•The acceptable and unacceptable use of company-owned mobile devices

•The security standards and best practices for company-owned mobile devices

•The roles and responsibilities of users, managers, IT staff, and vendors regarding compa-ny-owned mobile devices

•The procedures for provisioning, managing, monitoring, and decommissioning company-owned mobile devices

•The incident response and reporting process for company-owned mobile devices

By reviewing and updating existing security policies, the information security manager can ensure that the organization’s security program is aligned with its business objec-tives and risk appetite, as well as compliant with applicable laws and regulations. The other options are not the primary responsibility of an information security manager in an organization that is implementing the use of company-owned mobile devices in its operations. They are possible actions or controls that may be derived from or support-ed by the updated security policies. Requiring remote wipe capabilities for devices is a technical control that can help prevent data loss or theft in case of device loss or com-promise3. Conducting security awareness training is an administrative control that can help educate users about the security risks and responsibilities associated with using company-owned mobile devices. Enforcing passwords and data encryption on the de-vices is a technical control that can help protect data confidentiality and integrity on company-owned mobile devices. References: 1: Information Security Policy - NIST 2: Mobile Device Security Policy - SANS 3: Remote Wipe: What It Is & How It Works - Lifewire : Security Awareness Training - NIST : Mobile Device Encryption - NIST

Before conducting full-functional continuity testing, an information security manager should verify that teams and individuals responsible for recovery have been identified and trained on their roles and responsibilities. This will ensure that the testing can be executed effectively and efficiently, as well as identify any gaps or issues in the recovery process. Risk acceptance by the business, copies of plans kept offsite and plans documented in simple language are all good practices for continuity management, but they are not as important as having clear roles and responsibilities defined before testing.

Management support is the factor that has the greatest influence on the successful implementation of information security strategy goals. Management support refers to the commitment and involvement of senior executives and other key stakeholders in defining, approving, funding, and overseeing the information security strategy. Management support is essential for aligning the information security strategy with the business objectives, ensuring adequate resources and budget, fostering a security-aware culture, and enforcing accountability and compliance. According to ISACA, management support is one of the critical success factors for information security governance1. The other options are not factors that influence the successful implementation of information security strategy goals, but rather outcomes or components of the information security strategy. Regulatory requirements are external obligations that the information security strategy must comply with2. Compliance acceptance is the degree to which the organization adheres to the information security policies and standards3. Budgetary approval is the process of allocating financial resources for the information security activities and initiatives4. References: 2: Information Security: Goals, Types and Applications - Exabeam 3: How to develop a cybersecurity strategy: Step-by-step guide 4: Information Security Goals And Objectives 1: The Importance of Building an Information Security Strategic Plan

Social engineering is a technique used by attackers to manipulate individuals into divulging sensitive information or performing actions that can compromise the security of an organization. Multi-factor authentication (MFA) is a security mechanism that requires users to provide at least two forms of authentication to verify their identity. By requiring MFA, even if an attacker successfully obtains a user's credentials through social engineering, they will not be able to access the network without the additional form of authentication.

Digital encryption is the process of transforming data into an unreadable form using a secret key or algorithm. Digital encryption will ensure the confidentiality of content when accessing an email system over the Internet, as it prevents unauthorized parties from intercepting, viewing, or modifying the email messages. Digital encryption can be applied to both the email content and the email transmission, using different methods such as symmetric encryption, asymmetric encryption, or hybrid encryption. Digital encryption can also provide other benefits such as authentication, integrity, and non-repudiation, depending on the encryption scheme and the use of digital signatures or certificates. References = CISM Review Manual 15th Edition, page 101, page 102.

 A business-aligned information security program is one that supports the organization’s business objectives and aligns the information security strategy with the business functions. A business impact analysis (BIA) is a process that identifies the critical business processes, assets, and functions of an organization, and assesses their potential impact in the event of a disruption or loss. A BIA helps to prioritize the information security requirements and controls that are needed to protect the organization’s critical assets and functions from various threats and risks. Therefore, a BIA is one of the most useful sources when planning a business-aligned information security program. References = CISM Review Manual 15th Edition, page 254; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, QID 229.The most useful source when planning a business-aligned information security program is a Business Impact Analysis (BIA). A BIA is a process of identifying and evaluating the potential effects of disruptions to an organization's operations, and helps to identify the security controls and measures that should be implemented to reduce the impact of those disruptions. The BIA should include an assessment of the organization's information security posture, including its security policies, risk register, and enterprise architecture. With this information, organizations can develop an information security program that is aligned to the organization's business objectives.

Escalate to senior management, because this could help the information security manager to inform the decision-makers of the situation, explain the implications and trade-offs, and seek their guidance and approval for the next steps2. However, this answer is not certain, and you might need to consider other factors as well.

 According to the CISM Review Manual (Digital Version), page 5, information security culture is the set of values, attitudes, and behaviors that shape how an organization and its employees view and practice information security. Transforming the information security culture requires a change management process that involves the following steps: creating a sense of urgency, forming a powerful coalition, developing a vision and strategy, communicating the vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture1. Among the four options, strong management support is the best enabler for transforming the information security culture, as it can provide the necessary leadership, resources, sponsorship, and alignment for the change management process. Periodic compliance audits, robust technical security controls, and incentives for security incident reporting are important elements of information security, but they are not sufficient to change the culture without strong management support. References = 1: CISM Review Manual (Digital Version), page 5

A risk owner is a person or entity that is responsible for ensuring that risk is managed effectively. One of the primary responsibilities of a risk owner is to implement controls that will help mitigate or manage the risk. While risk assessments, determining the organization's risk appetite, and monitoring control effectiveness are all important aspects of managing risk, it is the responsibility of the risk owner to take the necessary actions to manage the risk.

= The best way to ensure that the disaster recovery plan (DRP) can be carried out in an emergency is to provide annual disaster recovery training to the appropriate staff, such as the disaster recovery team, the business process owners, and the IT staff. Disaster recovery training is a process of educating and preparing the staff for their roles, responsibilities, and actions in the event of a disaster that affects the availability, integrity, or confidentiality of the information assets and systems that support the business processes and functions. Disaster recovery training can help to ensure that the staff are aware, capable, and confident to execute the DRP, as well as to minimize the impact and damage to the business continuity, reputation, and value. Disaster recovery training can also help to evaluate the adequacy, accuracy, and applicability of the DRP, as well as to identify and address any gaps, weaknesses, or errors that could hinder or compromise the disaster recovery process. Disaster recovery training can also help to document and report the training details, activities, and outcomes, and to provide feedback and recommendations for improvement and optimization of the DRP and the training process.

Storing disaster recovery documentation in a public cloud, maintaining an outsourced contact center in another country, and requiring disaster recovery documentation be stored with all key decision makers are all possible ways to ensure the availability and accessibility of the DRP in an emergency, but they are not the best ones. Storing disaster recovery documentation in a public cloud is a process of using a third-party service provider to store and manage the DRP documents online, which can offer benefits such as scalability, flexibility, and cost-efficiency, but also risks such as data breach, data loss, or service disruption. Maintaining an outsourced contact center in another country is a process of using a third-party service provider to handle the communication and coordination of the disaster recovery process with the internal and external stakeholders, such as the customers, partners, or regulators, which can offer benefits such as redundancy, reliability, and expertise, but also risks such as cultural, legal, or contractual issues. Requiring disaster recovery documentation be stored with all key decision makers is a process of ensuring that the senior management and the business process owners have a copy of the DRP documents, which can offer benefits such as accountability, authority, and visibility, but also risks such as inconsistency, duplication, or unauthorized access. References = CISM Review Manual 15th Edition, pages 233-2341; CISM Practice Quiz, question 1602

The BEST course of action when an online company discovers a network attack in progress is to isolate the affected network segment. This prevents the attacker from gaining further access to the network and limits the scope of the attack. Dumping event logs to removable media and enabling trace logging may be useful for forensic purposes, but should not be the first course of action in the midst of an active attack. Shutting off all network access points would be too drastic and would prevent legitimate traffic from accessing the network.

The disk hash value is a unique identifier that is calculated from the binary data of the disk. It is used to verify that the disk image is an exact copy of the original disk and that no changes have occurred during the acquisition or analysis process. The disk hash value is stored externally, such as on a CD-ROM or a USB drive, to prevent tampering or corruption. The disk hash value can also be used as evidence in court to prove the authenticity and reliability of the digital evidence123 References = 1: CISM Review Manual 15th Edition, ISACA, 2017, page 2532: Guide to Computer Forensics and Investigations Fourth Edition, page 4-103: Forensic disk acquisition over the network, Andrea Fortuna, 2018.The main purpose of creating and storing an external disk hash value when performing forensic data acquisition from a hard disk is to validate the integrity of the data during the analysis. This is done by comparing the original hash value of the disk to the hash value created during the acquisition process, which can be used to ensure that the data has not been tampered with or corrupted in any way. Additionally, by creating a hash value of the disk, it can be used to quickly verify the integrity of any data that is accessed from the disk in the future.

 When an organization is aligning its incident response capability with a public cloud service provider, the information security manager’s first course of action should be to review the provider’s incident definitions and notification criteria. This is because the provider’s incident definitions and notification criteria may differ from the organization’s own, and may affect the scope, severity, and urgency of the incidents that need to be reported and handled. By reviewing the provider’s incident definitions and notification criteria, the information security manager can ensure that there is a common understanding and agreement on what constitutes an incident, how it is classified, and when and how it is communicated. This will help to avoid confusion, delays, or conflicts in the incident response process, and to establish clear roles and responsibilities between the organization and the provider. References = CISM Review Manual, 16th Edition, page 1021

Reviewing the provider’s incident definitions and notification criteria is the FIRST course of action when aligning the organization’s incident response capability with a public cloud service provider. This is because the organization needs to understand how the provider defines and classifies incidents, what their roles and responsibilities are, and how they will communicate with the organization in case of an incident. This will help the organization align its own incident response processes and expectations with the provider’s and ensure a coordinated and effective response.

A balanced scorecard most effectively enables information security govern-ance. Information security governance is the process of establishing and maintaining a framework to provide assurance that information security strategies are aligned with and support business objectives, are consistent with applicable laws and regulations, and are managed effectively and efficiently1. A balanced scorecard is a tool for meas-uring and communicating the performance and progress of an organization toward its strategic goals. It typically includes four perspectives: financial, customer, internal pro-cess, and learning and growth2. A balanced scorecard can help information security managers to:

•Align information security objectives with business objectives and communicate them to senior management and other stakeholders

•Monitor and report on the effectiveness and efficiency of information security processes and controls

•Identify and prioritize improvement opportunities and corrective actions

•Demonstrate the value and benefits of information security investments

•Foster a culture of security awareness and continuous learning

Several sources have proposed models or frameworks for applying the balanced scorecard approach to information security governance34 . The other options are not the most effective applications of a balanced scorecard for information security. Pro-ject management is the process of planning, executing, monitoring, and closing pro-jects to achieve specific objectives within constraints such as time, budget, scope, and quality. A balanced scorecard can be used to measure the performance of individual projects or project portfolios, but it is not specific to information security projects. Per-formance is the degree to which an organization or a process achieves its objectives or meets its standards. A balanced scorecard can be used to measure the performance of information security processes or functions, but it is not limited to performance measurement. Risk management is the process of identifying, analyzing, evaluating, treating, monitoring, and communicating risks that affect an organization’s objec-tives. A balanced scorecard can be used to measure the risk exposure and risk appetite of an organization, but it is not a tool for risk assessment or treatment. References: 1: Information Security Governance - ISACA 2: Balanced scorecard - Wikipedia 3: Key Per-formance Indicators for Security Governance Part 1 - ISACA 4: A Strategy Map for Se-curity Leaders: Applying the Balanced Scorecard Framework to Information Security - Security Intelligence : How to Measure Security From a Governance Perspective - ISA-CA : Project management - Wikipedia : Performance measurement - Wikipedia : Risk management - Wikipedia

The primary objective of incident triage is to categorize events based on their severity, impact, urgency, and priority. Incident triage helps the security operations center (SOC) to allocate the appropriate resources, assign the relevant roles and responsibilities, and determine the best course of action for each event. Incident triage also helps to filter out false positives, reduce noise, and focus on the most critical events that pose a threat to the organization’s information security.

Coordination of communications, mitigation of vulnerabilities, and containment of threats are important tasks that are performed during the incident response process, but they are not the primary objective of incident triage. Coordination of communications ensures that the relevant stakeholders are informed and updated about the incident status, roles, actions, and outcomes. Mitigation of vulnerabilities addresses the root causes of the incident and prevents or reduces the likelihood of recurrence. Containment of threats isolates and stops the spread of the incident and minimizes the damage to the organization’s assets and operations. These tasks are dependent on the outcome of the incident triage, which determines the scope, severity, and priority of the incident. References = CISM Certified Information Security Manager Study Guide, Chapter 8: Security Operations and Incident Management, page 2691; CISM Foundations: Module 4 Course, Part One: Security Operations and Incident Management2; Critical Incident Stress Management - National Interagency Fire Center3; Critical Incident Stress Management - US Forest Service4

Performing a risk assessment of the access rights is the best way to address the concern of conflicting access rights during the integration of two companies. A risk assessment will help to identify and prioritize the threats and vulnerabilities that affect the access rights of both companies, as well as the potential impact and likelihood of information exposure. A risk assessment will also provide a basis for selecting and evaluating the controls to mitigate the risks. According to NIST, a risk assessment is an essential component of risk management and should be performed before implementing any security controls1. The other options are not the best ways to address the concern of conflicting access rights during the integration of two companies, but rather possible subsequent actions based on the risk assessment. Reviewing access rights as the acquisition integration occurs may be too late or too slow to prevent information exposure. Escalating concerns for conflicting access rights to management may not be effective without evidence or recommendations from a risk assessment. Implementing consistent access control standards may not be feasible or desirable for different systems or business units. References: 1: NIST SP 800-30 Rev. 1 Guide for Conducting Risk Assessments 2: M&A integration strategy is crucial for deal success but remains difficult: PwC 3: The 10 steps to successful M&A integration | Bain & Company : Cracking the code to successful post-merger integration

The BEST way for an organization to ensure that incident response teams are properly prepared is by conducting tabletop exercises appropriate for the organization.

Tabletop exercises are an effective way to test and validate an organization's incident response plan (IRP) and the readiness of the incident response team. These exercises simulate different scenarios in a controlled environment and allow the team to practice their response procedures, identify gaps, and make improvements to the plan. By conducting regular tabletop exercises, the incident response team can stay current with changes in the threat landscape and ensure that they are prepared to respond to incidents effectively.

According to the Certified Information Security Manager (CISM) Study Manual, "Tabletop exercises are a valuable tool for testing and validating the effectiveness of the IRP and the readiness of the incident response team. These exercises simulate different scenarios in a controlled environment and allow the team to practice their response procedures, identify gaps, and make improvements to the plan."

While providing training from third-party forensics firms, obtaining industry certifications, and documenting multiple scenarios for the organization and response steps can all be useful in preparing incident response teams, they are not as effective as conducting tabletop exercises appropriate for the organization.

The best way to ensure that frequently encountered incidents are reflected in the user security awareness training program is to include examples of help desk requests. Help desk requests are requests for assistance or support from users who encounter problems or issues related to information security, such as password resets, malware infections, phishing emails, unauthorized access, data loss, or system errors. Help desk requests can provide valuable insights into the types, frequencies, and impacts of the incidents that affect the users, as well as the users’ knowledge, skills, and behaviors regarding information security. By including examples of help desk requests in the user security awareness training program, the information security manager can achieve the following benefits12:

Increase the relevance and effectiveness of the training content: By using real-life scenarios and cases that the users have experienced or witnessed, the information security manager can make the training content more relevant, engaging, and applicable to the users’ needs and situations. The information security manager can also use the examples of help desk requests to illustrate the consequences and costs of the incidents, and to highlight the best practices and solutions to prevent or resolve them. This can help the users to understand the importance and value of information security, and to improve their knowledge, skills, and attitudes accordingly.

Identify and address the gaps and weaknesses in the training program: By analyzing the patterns and trends of the help desk requests, the information security manager can identify and address the gaps and weaknesses in the existing training program, such as outdated or inaccurate information, insufficient or ineffective coverage of topics, or lack of feedback or evaluation. The information security manager can also use the examples of help desk requests to measure and monitor the impact and outcomes of the training program, such as changes in the number, type, or severity of the incidents, or changes in the users’ satisfaction, performance, or behavior.

Enhance the communication and collaboration with the users and the help desk staff: By including examples of help desk requests in the user security awareness training program, the information security manager can enhance the communication and collaboration with the users and the help desk staff, who are the key stakeholders and partners in information security. The information security manager can use the examples of help desk requests to solicit feedback, suggestions, or questions from the users and the help desk staff, and to provide them with timely and relevant information, guidance, or support. The information security manager can also use the examples of help desk requests to recognize and appreciate the efforts and contributions of the users and the help desk staff in reporting, responding, or resolving the incidents, and to encourage and motivate them to continue their involvement and participation in information security.

The other options are not the best way to ensure that frequently encountered incidents are reflected in the user security awareness training program, as they are less reliable, relevant, or effective sources of information. Results of exit interviews are feedback from employees who are leaving the organization, and they may not reflect the current or future incidents that the remaining or new employees may face. Previous training sessions are records of the past training activities, and they may not capture the changes or updates in the information security environment, threats, or requirements. Responses to security questionnaires are answers to predefined questions or surveys, and they may not cover all the possible or emerging incidents that the users may encounter or experience12. References = Information Security Awareness Training: Best Practices - Infosec Resources, How to Create an Effective Security Awareness Training Program - Infosec Resources, Security Awareness Training: How to Build a Successful Program - ISACA, Security Awareness Training: How to Educate Your Employees - ISACA

Embedding compliance requirements within operational processes ensures that they are consistently followed and monitored as part of normal business activities. This provides ongoing assurance that legal and regulatory compliance requirements can be met. The other choices are not as effective as embedding compliance requirements within operational processes.

Regulatory compliance involves following external legal mandates set forth by state, federal, or international government2. Compliance requirements may vary depending on the industry, location, and nature of the organization2. Compliance helps organizations avoid legal penalties, protect their reputation, and ensure ethical conduct2.

 To support effective risk decision making, it is most important to have risk reporting procedures in place. Risk reporting procedures define how, when, and to whom risk information is communicated within the organization. Risk reporting procedures ensure that risk information is timely, accurate, consistent, and relevant for the decision makers. Risk reporting procedures also facilitate the monitoring and review of risk management activities and outcomes. Risk reporting procedures enable the organization to align its risk appetite and tolerance with its business objectives and strategies. Established risk domains are not the most important factor for effective risk decision making. Risk domains are categories or areas of risk that reflect the organization’s structure, objectives, and operations. Risk domains help to organize and prioritize risk information, but they do not necessarily support the communication and analysis of risk information for decision making. An audit committee consisting of mid-level management is not the most important factor for effective risk decision making. An audit committee is a subcommittee of the board of directors that oversees the internal and external audit functions of the organization. An audit committee should consist of independent and qualified members, preferably from the board of directors or senior management, not mid-level management. An audit committee provides assurance and oversight on the effectiveness of risk management, but it does not directly support risk decision making. Well-defined and approved controls are not the most important factor for effective risk decision making. Controls are measures or actions that reduce the likelihood or impact of risk events. Well-defined and approved controls are essential for implementing risk responses and mitigating risks, but they do not directly support the identification, analysis, and evaluation of risks for decision making. References = CISM Review Manual 15th Edition, page 207-208.

Established risk domains are important for effective risk decision making because they provide a basis for categorizing risks and assessing their impact on the organization. Risk domains are also used to assign risk ownership and prioritize risk management activities. Having established risk domains in place helps ensure that risks are properly identified and addressed, and enables organizations to make informed and effective decisions about risk. Risk reporting procedures, an audit committee consisting of mid-level management, and well-defined and approved controls are all important components of an effective risk management program, but established risk domains are the most important for effective risk decision making.

 The needs of the organization define the triggers within a business continuity plan (BCP). Triggers are the events or conditions that initiate the activation of the BCP. The triggers should be based on the organization’s business objectives, risk appetite, recovery time objectives, and recovery point objectives. The triggers should also be aligned with the organization’s information security policy, disaster recovery plan, and gap analysis. However, these are not the primary factors that define the triggers, but rather the supporting elements that help implement the BCP. The needs of the organization are the main drivers for determining the triggers, as they reflect the organization’s priorities, expectations, and requirements for business continuity. References =

CISM Review Manual (Digital Version) 1, Chapter 4: Information Security Incident Management, pages 191-192, 195-196, 199-200.

Business Continuity Management Guideline 2, page 5, Section 4.2.1: Triggers

Business Continuity Plan - Open Risk Manual 3, page 1, Section 1: Introduction

The primary benefit of establishing a clear definition of a security incident is that it helps to develop effective escalation and response procedures. A security incident is an event or an attempt that disrupts or threatens the normal operations, security, or privacy of an organization’s information or systems1. A clear definition of a security in-cident helps to:

•Distinguish between normal and abnormal events, and between security-relevant and non-security-relevant events

•Determine the severity and impact of an incident, and the appropriate level of response

•Assign roles and responsibilities for incident detection, reporting, analysis, containment, eradication, recovery, and post-incident activities

•Establish criteria and thresholds for escalating incidents to higher authorities or external parties

•Define the communication channels and protocols for incident notification and coordina-tion

•Document the incident response process and procedures in a formal plan

According to NIST, a clear definition of a security incident is one of the key compo-nents of an effective incident response capability2. The other options are not the prima-ry benefits of establishing a clear definition of a security incident. Communicating the incident response process to stakeholders is important, but it is not the main purpose of defining a security incident. Adequately staffing and training incident response teams is essential, but it depends on other factors besides defining a security inci-dent. Making tabletop testing more effective is a possible outcome, but not a direct benefit of defining a security incident. References: 2: NIST SP 800-61 Rev. 2 Computer Security Incident Handling Guide 1: NIST Glossary - Security Incident : What is a securi-ty incident? - TechTarget : 10 types of security incidents and how to handle them - TechTarget : 45 CFR § 164.304 - Definitions - Electronic Code of Federal Regulations

 Information security governance (ISG) is the process of establishing and maintaining a framework to provide assurance that information security strategies are aligned with and support business objectives, are consistent with applicable laws and regulations through adherence to policies and internal controls, and provide assignment of responsibility, all in an effort to manage risk1. Effective ISG ensures that information security is integrated into corporate governance and is considered an essential component of enterprise governance2. Information security is not just the responsibility of the information security team, but of all stakeholders in the organization3. Information security controls are not assigned to risk owners, but to control owners who are accountable for implementing and maintaining the controls4. Information security governance is not based on an external security framework, but on the organization’s own objectives, risk appetite, and compliance requirements. References = 1: CISM Review Manual (Digital Version), page 3 2: CISM Review Manual (Digital Version), page 4 3: CISM Review Manual (Digital Version), page 5 4: CISM Review Manual (Digital Version), page 14 : CISM Review Manual (Digital Version), page 16

 The best approach to incident response for an organization migrating to a cloud-based solution is to revise the existing incident response procedures to encompass the cloud environment. This is because the cloud environment introduces new challenges and risks that may not be adequately addressed by the current procedures. For example, the cloud provider may have different roles and responsibilities, service level agreements, notification and escalation processes, data protection and privacy requirements, and legal and regulatory obligations than the organization. Therefore, the organization should review and update its incident response procedures to align with the cloud provider’s policies and practices, as well as the organization’s business objectives and risk appetite. The organization should also ensure that the incident response team members are trained and aware of the changes in the procedures and the cloud environment.

The other options are not the best approaches because they do not consider the specific characteristics and implications of the cloud environment. Adopting the cloud provider’s incident response procedures may not be feasible or desirable, as the organization may have different needs and expectations than the cloud provider. Transferring responsibility for incident response to the cloud provider may not be possible or advisable, as the organization may still retain some accountability and liability for the security and availability of its data and services in the cloud. Continuing to use the existing incident response procedures may not be effective or efficient, as the procedures may not cover the scenarios and issues that may arise in the cloud environment. References =

CISM Review Manual (Digital Version) 1, Chapter 4: Information Security Incident Management, pages 191-192, 195-196, 199-200.

Cloud Incident Response Framework – A Quick Guide 2, pages 3-4, 6-7, 9-10.

CISM ITEM DEVELOPMENT GUIDE 3, page 18, Question 1.

= According to the CISM Review Manual (Digital Version), page 9, an information security steering committee is a group of senior managers from different business units and functions who provide guidance and oversight for the information security program. An information security steering committee is the best approach to make strategic information security decisions because it can:

Ensure alignment of information security strategy with business objectives and risk appetite1

Facilitate communication and collaboration among different stakeholders and promote information security awareness and culture2

Provide direction and support for information security initiatives and projects3

Monitor and review the performance and effectiveness of the information security program4

Resolve conflicts and issues related to information security policies and practices5

Establishing regular information security status reporting, business unit security working groups, and periodic senior management meetings are useful activities for information security management, but they are not sufficient to make strategic information security decisions without the involvement and guidance of an information security steering committee. References = 1: CISM Review Manual (Digital Version), page 9 2: 1 3: 2 4: 3 5: 4

An Information Security Steering Committee is a group of stakeholders responsible for providing governance and guidance to the organization on all matters related to information security. The committee provides oversight and guidance on security policies, strategies, and technology implementation. It also ensures that the organization is in compliance with relevant laws and regulations. Additionally, it serves as a forum for discussing security-related issues and ensures that security is taken into account when making strategic decisions.

 The best indicator of the effectiveness of a recent information security awareness campaign delivered across the organization is the increase in the number of reported security incidents. This means that the employees have become more aware of the security threats and issues, and have learned how to recognize and report them to the appropriate authorities. Reporting security incidents is a vital part of the incident response process, as it helps to identify and contain the incidents, prevent further damage, and initiate the recovery actions. Reporting security incidents also helps to collect and analyze the incident data, which can be used to improve the security controls and policies, and to prevent or mitigate similar incidents in the future. An increase in the number of reported security incidents shows that the awareness campaign has successfully raised the level of security knowledge, attitude, and behavior among the employees, and has encouraged them to take an active role in protecting the organization’s information assets.

References =

CISM Review Manual 15th Edition, page 1631

Measuring and Evaluating the Effectiveness of Security Awareness Improvement Methods2

Developing metrics to assess the effectiveness of cybersecurity awareness program3

How to build a successful information security awareness programme - BCS4

How to Increase Cybersecurity Awareness - ISACA5

An anomaly-based intrusion detection system (IDS) operates by gathering data on normal network behavior and using it as a baseline for measuring abnormal activity. This is important because it allows the IDS to detect any activity that is outside of the normal range of usage for the network, which can help to identify potential malicious activity or security threats. Additionally, the IDS will monitor for any changes in the baseline behavior and alert the administrator if any irregularities are detected. By contrast, signature-based IDSs operate by gathering attack pattern signatures from historical data and comparing them against incoming traffic in order to identify malicious activity.

= Change management controls are the most effective in preventing the introduction of vulnerabilities that may disrupt the availability of a critical business application. Change management controls are the policies, procedures, and practices that govern the initiation, approval, implementation, testing, and documentation of changes to the information systems and infrastructure. Change management controls help to ensure that changes are authorized, planned, controlled, and monitored, and that they do not introduce any unintended or adverse effects on the security, functionality, performance, or reliability of the system or application. Change management controls also help to identify and mitigate any potential risks or issues that may arise from the changes, and to ensure that the changes are aligned with the business objectives and requirements. By implementing change management controls, the organization can prevent the introduction of vulnerabilities that may disrupt the availability of a critical business application, as well as enhance the quality and efficiency of the change process. References = CISM Review Manual 15th Edition, page 105, page 106.

= Business continuity management (BCM) is the process of planning and implementing measures to ensure the continuity of critical business processes in the event of a disruption. The most important consideration of BCM is ensuring human safety, as this is the primary responsibility of any organization and the basis of ethical conduct. Human safety includes protecting the health and well-being of employees, customers, suppliers, and other stakeholders who may be affected by a disruption. Identifying critical business processes, ensuring the reliability of backup data, and securing critical information assets are also important aspects of BCM, but they are secondary to human safety. References = CISM Review Manual, 16th Edition, ISACA, 2020, p. 2111; CISM Online Review Course, Domain 4: Information Security Incident Management, Module 4: Business Continuity and Disaster Recovery, ISACA2

Communicating the residual risk is the best way to facilitate an information security manager’s efforts to obtain senior management commitment for an information security program. The residual risk is the level of risk that remains after applying the security controls and mitigation measures. The residual risk reflects the effectiveness and efficiency of the information security program, as well as the potential impact and exposure of the organization. The information security manager should communicate the residual risk to the senior management in a clear, concise, and relevant manner, using quantitative or qualitative methods, such as risk matrices, heat maps, dashboards, or reports. The communication of the residual risk should also include the comparison with the inherent risk, which is the level of risk before applying any security controls, and the risk appetite, which is the level of risk that the organization is willing to accept. The communication of the residual risk should help the senior management to understand the value and performance of the information security program, as well as the need and justification for further investment or improvement. Presenting evidence of inherent risk, reporting the security maturity level, and presenting compliance requirements are all important aspects of the information security program, but they are not the best ways to obtain senior management commitment. These aspects may not directly demonstrate the benefits or outcomes of the information security program, or they may not align with the business objectives or priorities of the organization. For example, presenting evidence of inherent risk may show the potential threats and vulnerabilities that the organization faces, but it may not indicate how the information security program addresses or reduces them. Reporting the security maturity level may show the progress and status of the information security program, but it may not relate to the risk level or the business impact. Presenting compliance requirements may show the legal or regulatory obligations that the organization must fulfill, but it may not reflect the actual security needs or goals of the organization. Therefore, communicating the residual risk is the best way to obtain senior management commitment for an information security program, as it shows the results and value of the information security program for the organization. References = CISM Review Manual 2023, page 41 1; CISM Practice Quiz 2

The most effective way to demonstrate alignment of information security strategy with business objectives is to use a balanced scorecard. A balanced scorecard is a strategic management tool that translates the vision and mission of an organization into a set of performance indicators that measure its progress towards its goals. A balanced scorecard typically includes four perspectives: financial, customer, internal process, and learning and growth. Each perspective has a set of objectives, measures, targets, and initiatives that are aligned with the organization’s strategy. A balanced scorecard helps to communicate, monitor, and evaluate the performance of the organization and its information security program in relation to its business objectives. A balanced scorecard also helps to identify and prioritize improvement opportunities, as well as to align the activities and resources of the organization with its strategy12.

The other options are not the most effective ways to demonstrate alignment of information security strategy with business objectives. A risk matrix is a tool that displays the likelihood and impact of various risks on a two-dimensional grid. A risk matrix helps to assess and prioritize risks, as well as to determine the appropriate risk response strategies. However, a risk matrix does not show how the information security strategy supports the business objectives, nor does it measure the performance or the value of the information security program3. Benchmarking is a process of comparing the performance, practices, or processes of an organization with those of other organizations or industry standards. Benchmarking helps to identify best practices, gaps, and areas for improvement, as well as to set realistic and achievable goals. However, benchmarking does not show how the information security strategy aligns with the business objectives, nor does it reflect the unique characteristics and needs of the organization4. A heat map is a graphical representation of data using colors to indicate the intensity or frequency of a variable. A heat map can be used to visualize the distribution, concentration, or variation of risks, controls, or incidents across different dimensions, such as business units, processes, or assets. A heat map helps to highlight the areas of high risk or low control effectiveness, as well as to facilitate decision making and resource allocation. However, a heat map does not show how the information security strategy contributes to the business objectives, nor does it measure the outcomes or the benefits of the information security program5. References =

CISM Review Manual, 16th Edition | Print | English 2, Chapter 1: Information Security Governance, pages 28-29, 31-32, 34-35.

Balanced Scorecard - Wikipedia 1

Risk Matrix - Wikipedia 3

Benchmarking - Wikipedia 4

Heat map - Wikipedia 5

“A successful security program requires management support and involvement. One of the key aspects of management support is to decide on the value of assets and the acceptable level of risk for them. This will help define the security objectives and priorities for the program. The other options are possible activities within a security program, but they are not as important as management decision on asset value.”

Process owners are the people who are responsible for the design, execution, and improvement of the business processes that support the organization’s objectives and operations. Process owners have the greatest importance in the development of an information security strategy, as they provide the input and feedback on the business requirements, expectations, and priorities that the information security strategy should address and support. Process owners also help to identify and assess the risks and impacts that the business processes face, and to define and implement the security controls and measures that can mitigate or reduce them. Process owners also facilitate the alignment and integration of the information security strategy with the business strategy, as well as the communication and collaboration among the various stakeholders and functions involved in the information security program. End users, security architects, and corporate auditors are all important stakeholders in the information security program, but they do not have the greatest importance in the development of an information security strategy. End users are the people who use the information systems and services that the information security program protects and enables. End users provide the input and feedback on the usability, functionality, and performance of the information systems and services, as well as the security awareness and behavior that they exhibit. Security architects are the people who design and implement the security architecture that supports the information security strategy. Security architects provide the input and feedback on the technical requirements, capabilities, and solutions that the information security strategy should leverage and optimize. Corporate auditors are the people who evaluate and verify the compliance and effectiveness of the information security program. Corporate auditors provide the input and feedback on the standards, regulations, and best practices that the information security strategy should follow and adhere to. Therefore, process owners have the greatest importance in the development of an information security strategy, as they provide the input and feedback on the business requirements, expectations, and priorities that the information security strategy should address and support. References = CISM Review Manual 2023, page 31 1; CISM Practice Quiz 2

A balanced scorecard enables information security governance by providing a framework for aligning security objectives with business goals and measuring performance against them. The other choices are not directly related to governance but may be supported by it.

A balanced scorecard is a strategic management tool that describes the cause-and-effect linkages between four high-level perspectives of strategy and execution: financial, customer, internal process, and learning and growth2. It helps organizations communicate and monitor their vision and strategy across different levels and functions2.

The technical capabilities of the provider are the MOST important thing for an information security manager to verify when selecting a third-party forensics provider because they determine the quality, reliability, and validity of the forensic services and results that the provider can deliver. The technical capabilities of the provider include the skills, experience, and qualifications of the forensic staff, the methods, tools, and standards that the forensic staff use, and the facilities, equipment, and resources that the forensic staff have. The information security manager should verify that the technical capabilities of the provider match the forensic needs and expectations of the organization, such as the type, scope, and complexity of the forensic investigation, the legal and regulatory requirements, and the time and cost constraints12. The existence of a right-to-audit clause (A) is an important thing for an information security manager to verify when selecting a third-party forensics provider, but it is not the MOST important thing. A right-to-audit clause is a contractual provision that grants the organization the right to audit or review the performance, compliance, and security of the provider. A right-to-audit clause can help to ensure the accountability, transparency, and quality of the provider, as well as to identify and resolve any issues or disputes that may arise during or after the forensic service. However, a right-to-audit clause does not guarantee that the provider has the technical capabilities to conduct the forensic service effectively and efficiently12. The results of the provider’s business continuity tests (B) are an important thing for an information security manager to verify when selecting a third-party forensics provider, but they are not the MOST important thing. The results of the provider’s business continuity tests can indicate the ability and readiness of the provider to continue or resume the forensic service in the event of a disruption, disaster, or emergency. The results of the provider’s business continuity tests can help to assess the availability, resilience, and recovery of the provider, as well as to mitigate the risks of losing or compromising the forensic evidence or data. However, the results of the provider’s business continuity tests do not ensure that the provider has the technical capabilities to perform the forensic service accurately and professionally12. The existence of the provider’s incident response plan (D) is an important thing for an information security manager to verify when selecting a third-party forensics provider, but it is not the MOST important thing. The existence of the provider’s incident response plan can demonstrate the preparedness and capability of the provider to detect, report, and respond to any security incidents that may affect the forensic service or the organization. The existence of the provider’s incident response plan can help to protect the confidentiality, integrity, and availability of the forensic evidence or data, as well as to comply with the legal and contractual obligations. However, the existence of the provider’s incident response plan does not confirm that the provider has the technical capabilities to execute the forensic service competently and ethically12. References = 1: CISM Review Manual 15th Edition, page 310-3111; 2: A Risk-Based Management Approach to Third-Party Data Security, Risk and Compliance - ISACA2

A business impact analysis (BIA) is the document that should contain the initial priori-tization of recovery of services. A BIA is a process of identifying and analyzing the po-tential effects of disruptions to critical business functions and processes. A BIA typi-cally includes the following steps1:

•Identifying the critical business functions and processes that support the organization’s mission and objectives.

•Estimating the maximum tolerable downtime (MTD) for each function or process, which is the longest time that the organization can afford to be without that function or process before suffering unacceptable consequences.

•Assessing the potential impacts of disruptions to each function or process, such as finan-cial losses, reputational damage, legal liabilities, regulatory penalties, customer dissatis-faction, etc.

•Prioritizing the recovery of functions or processes based on their MTDs and impacts, and assigning recovery time objectives (RTOs) and recovery point objectives (RPOs) for each function or process. RTOs are the target times for restoring functions or processes after a disruption, while RPOs are the acceptable amounts of data loss in case of a disruption.

•Identifying the resources and dependencies required for each function or process, such as staff, equipment, software, data, suppliers, customers, etc.

A BIA provides the basis for developing a business continuity plan (BCP), which is a document that outlines the strategies and procedures for ensuring the continuity or re-covery of critical business functions and processes in the event of a disruption2. The other options are not documents that should contain the initial prioritization of recov-ery of services. An IT risk analysis is a process of identifying and evaluating the threats and vulnerabilities that affect the IT systems and assets of an organization. It helps to determine the likelihood and impact of potential IT incidents, and to select and imple-ment appropriate controls to mitigate the risks3. A threat assessment is a process of identifying and analyzing the sources and capabilities of adversaries that may pose a threat to an organization’s security. It helps to determine the level of threat posed by different actors, and to develop countermeasures to prevent or respond to attacks. A business process map is a visual representation of the activities, inputs, outputs, roles, and resources involved in a business process. It helps to understand how a process works, how it can be improved, and how it relates to other processes. References: 1: Business impact analysis (BIA) - Wikipedia 2: Business continuity plan - Wikipedia 3: IT risk management - Wikipedia : Threat assessment - Wikipedia : Business process map-ping - Wikipedia