Isaca CISM Certified Information Security Manager Exam Practice Test

The ultimate responsibility for ensuring the objectives of an information security framework are being met belongs to the board of directors, as they are accountable for the governance of the organization and the oversight of the information security strategy. The board of directors should ensure that the information security framework aligns with the business objectives, supports the business processes, and complies with the legal and regulatory requirements. The board of directors should also monitor the performance and effectiveness of the information security framework and provide guidance and direction for its improvement.

References = CISM Review Manual, 16th Edition eBook1, Chapter 1: Information Security Governance, Section: Enterprise Governance, Subsection: Board of Directors, Page 18.

A security metrics dashboard is a graphical representation of key performance indicators (KPIs) and key risk indicators (KRIs) that provide useful information about the effectiveness of the information security program. A security metrics dashboard can help communicate the value and performance of the information security program to senior management and other stakeholders, as well as identify areas for improvement and alignment with business objectives. A security metrics dashboard should be concise, relevant, timely, accurate, and actionable.

References = CISM Review Manual 16th Edition, page 163; CISM Review Questions, Answers & Explanations Manual 9th Edition, page 419.

The document that should be triggered first when unknown malware has infected an organization’s critical system is the incident response plan because it defines the roles and responsibilities, procedures and protocols, tools and techniques for responding to and managing a security incident effectively and efficiently. Disaster recovery plan (DRP) is not a good document for this purpose because it focuses on restoring the organization’s critical systems and operations after a major disruption or disaster, which may not be necessary or appropriate at this stage. Business continuity plan (BCP) is not a good document for this purpose because it focuses on restoring the organization’s critical business functions and operations after a major disruption or disaster, which may not be necessary or appropriate at this stage. Vulnerability management plan is not a good document for this purpose because it focuses on identifying and evaluating the security weaknesses or exposures of the organization’s systems and assets, which may not be relevant or helpful at this stage. References: https://www.isaca.org/resources/isaca-journal/issues/2017/volume-5/incident-response-lessons-learned https://www.isaca.org/resou rces/isaca-journal/issues/2018/volume-3/incident-response-lessons-learned

Consistent security is the primary reason for integrating the various assurance functions of an organization for the information security manager because it ensures that the security policies and standards are applied uniformly and effectively across different domains, processes, and systems of the organization. Comprehensive audits are not the primary reason for integrating the various assurance functions, but rather a possible outcome or benefit of doing so. A security-aware culture is not the primary reason for integrating the various assurance functions, but rather a desirable state or goal of the organization. Compliance with policy is not the primary reason for integrating the various assurance functions, but rather a basic requirement or expectation of the organization. References: https://www.isaca.org/resources/isaca-journal/issues/2016/volume-4/integrating-assurance-functions https://www.isaca.org/resources/isaca-journal/issues/2017/volume-3/how-to-measure-the-effectiveness-of-your-information-security-management-syst em

Comprehensive and Detailed Explanation: Employee accountability is the degree to which employees are responsible for their actions and outcomes related to information security. It reflects the extent to which employees understand their roles and responsibilities, follow the policies and procedures, report incidents and breaches, and comply with legal and regulatory requirements. Embedding security responsibilities into job descriptions helps to clarify the expectations and obligations of employees, as well as the consequences of non-compliance or negligence. It also helps to align the security objectives with the business goals and strategies, and to foster a culture of security awareness and responsibility.

References: 1: CISM Review Manual, 15th Edition, Chapter 3, Section 3.2.1.2

According to the NIST SP 800-61 Computer Security Incident Handling Guide1, the first step in responding to a cybersecurity incident is to invoke the incident response plan (IRP), which is a written document that defines the roles, responsibilities, and procedures for dealing with a confirmed or suspected security breach1. The IRP helps the organization to prepare for, detect, analyze, contain, eradicate, recover from, and learn from incidents1. Invoking the IRP ensures that the right personnel and resources are mobilized to effectively deal with the threat and minimize the impact.

References = 1: NIST SP 800-61: 1. Introduction1

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).

The next thing that an information security manager should do after creating a roadmap to execute the strategy for an information security program is D. Develop a project plan to implement the strategy. This is because a project plan is a detailed document that outlines the scope, objectives, deliverables, milestones, tasks, resources, roles, responsibilities, risks, and dependencies of the implementation process. A project plan can help the information security manager to organize, coordinate, monitor, and control the activities and resources required to execute the strategy and achieve the desired outcomes. A project plan can also facilitate communication, collaboration, and reporting among the project team, stakeholders, and sponsors.

A project plan is a detailed document that outlines the scope, objectives, deliverables, milestones, tasks, resources, roles, responsibilities, risks, and dependencies of the implementation process. (From CISM Manual or related resources)

References = CISM Review Manual 15th Edition, Chapter 3, Section 3.1.2, page 1281; CISM Review Questions, Answers & Explanations Manual 9th Edition, Question 74, page 19

The business value of an information asset is derived from its criticality, which is the degree of importance or dependency of the asset to the organization’s objectives, operations, and stakeholders. The criticality of an information asset can be determined by assessing its impact on the confidentiality, integrity, and availability (CIA) of the information, as well as its sensitivity, classification, and regulatory requirements. The higher the criticality of an information asset, the higher its business value, and the more resources and controls are needed to protect it.

References = CISM Review Manual 2022, page 371; CISM Exam Content Outline, Domain 1, Task 1.32; IT Asset Valuation, Risk Assessment and Control Implementation Model1; Managing Data as an Asset3

Ensuring security requirements are defined at the request-for-proposal (RFP) stage is the most effective security outcome in an organization’s contract management process because it establishes and communicates the security expectations and obligations for both parties, and enables the organization to evaluate and select the most suitable and secure vendor or service provider. Performing vendor security benchmark analyses at the RFP stage is not an effective security outcome, but rather a possible security activity that involves comparing and ranking different vendors or service providers based on their security capabilities or performance. Extending security assessment to cover asset disposal on contract termination is not an effective security outcome, but rather a possible security activity that involves verifying and validating that any assets or data belonging to the organization are securely disposed of by the vendor or service provider at the end of the contract. Extending security assessment to include random penetration testing is not an effective security outcome, but rather a possible security activity that involves testing and auditing the vendor’s or service provider’s security controls or systems at random intervals during the contract. References: https://www.isaca.org/resources/isaca-journal/issues/2017/volume-1/data- ownership-and-custodianship-in-the-cloud https://www .isaca.org/resources/isaca-journal/issues/2016/volume-4/integrating-assurance-functions

= After a ransomware incident, the most important concern for the information security manager is to identify the root cause of the incident and prevent it from happening again. The root cause analysis (RCA) is a systematic process of finding and eliminating the underlying factors that led to the incident, such as vulnerabilities, misconfigurations, human errors, or malicious actions. Without performing a RCA, the organization may not be able to address the root cause and may face the same or similar incidents in the future, which could result in more damage, costs, and reputational loss. Therefore, the information security manager should prioritize the RCA over other concerns, such as meeting the SLA, RTO, or notification requirements, which are important but secondary to the RCA.

References = CISM Review Manual 15th Edition, page 254-2551; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, QID 4202

 The board of directors is ultimately responsible for the governance of the organization, including the approval of the information security governance framework and the oversight of its implementation and performance. References = CISM Review Manual, 16th Edition, Domain 1: Information Security Governance, Chapter 2: Establish and Maintain an Information Security Governance Framework, Section: Roles and Responsibilities of Senior Management and the Board of Directors1

Transport Layer Security (TLS) is a protocol that provides encryption, authentication, and integrity for data transmitted over the Internet. TLS protects the confidentiality of data by encrypting it before sending it and decrypting it after receiving it. TLS also verifies the identity of the communicating parties by using certificates and prevents data tampering by using message authentication codes. References = CISM Review Manual, 16th Edition, Chapter 4, Section 4.3.2.11

The information security manager’s first course of action when one of the organization’s critical third-party providers experiences a data breach should be to invoke the incident response plan that has been established for such scenarios. The incident response plan should define the roles and responsibilities, communication channels, escalation procedures, and recovery actions for dealing with a third-party data breach. Invoking the incident response plan will help to contain the impact, assess the damage, coordinate the response, and restore the normal operations as soon as possible.

References = CISM Review Manual, 16th Edition, page 290

According to the CISM Review Manual (Digital Version), Chapter 3, Section 3.2.2, change management is the process of identifying, assessing, approving, implementing, and monitoring changes to information systems and information security controls1. Change management is essential for ensuring that changes are aligned with the organization’s business strategy and objectives, as well as complying with applicable laws and regulations1.

The CISM Review Manual (Digital Version) also states that change management should be performed in conjunction with other processes, such as configuration management, access control management, and risk management1. Configuration management is the process of identifying, documenting, controlling, and verifying the configuration items (CIs) of an information system1. Access control management is the process of granting or denying access to information systems and information assets based on predefined policies and procedures1. Risk management is the process of identifying, analyzing, evaluating, treating, monitoring, and communicating risks to information systems and information assets1.

The CISM Exam Content Outline also covers the topic of change management in Domain 3 — Information Security Program Development and Management (27% exam weight)2. The subtopics include:

3.2.2 Change Management

3.2.3 Change Control

3.2.4 Change Implementation

3.2.5 Change Monitoring

I hope this answer helps you prepare for your CISM exam. Good luck! ????

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

The organization’s risk tolerance is the most important factor to consider when choosing a shared alternate location for computing facilities, because it determines the acceptable level of risk exposure and the required recovery time objectives (RTOs) and recovery point objectives (RPOs) for the organization’s critical business processes and information assets. Resource availability, the organization’s mission, and incident response team training are also important considerations, but they are secondary to the risk tolerance.

References = CISM Review Manual, 16th Edition, page 290

Organizational units contribute to and agree on priorities is the best way to facilitate effective strategic alignment of security initiatives because it ensures that the security initiatives are aligned with the business goals and objectives, supported by relevant stakeholders, and prioritized based on risk and value. The business strategy is periodically updated is not sufficient to facilitate effective strategic alignment of security initiatives because it does not involve collaboration or communication between different organizational units. Procedures and standards are approved by department heads is not sufficient to facilitate effective strategic alignment of security initiatives because it does not reflect the strategic direction or vision of the organization. Periodic security audits are conducted by a third-party is not sufficient to facilitate effective strategic alignment of security initiatives because it does not address the planning or implementation of security initiatives. References: https://www .isaca.org/resources/isaca-journal/issues/2016/volume-2/how-to-align-security-initiatives-with-business-goals-and-objectives https://www.isaca.org/resources/isaca-journal/issues/2015/volume-1/how-to-measure-the-effectiveness-of-information-security-gover nance

According to the CISM Review Manual, a business impact analysis (BIA) is the most useful tool when determining the business continuity strategy for a large organization’s data center, as it helps to identify and prioritize the critical business processes and resources that depend on the data center, and the impact of their disruption or loss. A BIA also provides the basis for defining the recovery time objectives (RTOs) and recovery point objectives (RPOs) for the data center, which guide the selection of the appropriate business continuity strategy.

References = CISM Review Manual, 27th Edition, Chapter 3, Section 3.5.2, page 1511.

The business data owner is accountable for data loss in the event of an information security incident at a third-party provider because they are ultimately responsible for the protection and use of their data, regardless of where it is stored or processed. The information security manager is not accountable for data loss at a third-party provider, but rather responsible for implementing and enforcing the security policies and standards that govern the relationship with the provider. The service provider that hosts the data is not accountable for data loss at their site, but rather liable for any breach of contract or service level agreement that may result from such an incident. The incident response team is not accountable for data loss at a third-party provider, but rather responsible for responding to and managing the incident according to the incident response plan. References: https://www.isaca.org/resources/isaca-journal/issues/2017/volume-1/data-ownership-and-custodianship-in-the-cloud https://www.isaca.org/resources/isaca-journal/issues/2018/volume-3/incident-response-les sons-learned

The ultimate goal of an anti-phishing campaign is to reduce the risk and impact of phishing attacks on the organization. Therefore, the most relevant and reliable indicator of the effectiveness of an anti-phishing campaign is the decreased number of incidents that have occurred as a result of phishing. This metric shows how well the employees have learned to recognize and report phishing emails, and how well the security controls have prevented or mitigated the damage caused by phishing.

References = Five Ways to Achieve a Successful Anti-Phishing Campaign; Don’t click: towards an effective anti-phishing training. A comparative literature review; CISA, NSA, FBI, MS-ISAC Publish Guide on Preventing Phishing Intrusions

The next thing an incident response team should do after establishing that an application has been breached is to isolate the impacted systems from the rest of the network, which means disconnecting them from the internet or other network connections to prevent further spread of the attack or data exfiltration. Isolating the impacted systems can help to contain the breach and limit its impact on the organization. The other options, such as maintaining the affected systems in a forensically acceptable state, conducting a risk assessment, or informing senior management, may be done later in the incident response process, after isolating the impacted systems. References:

https://www.crowdstrike.com/cybersecurity-101/incident-response/

https://learn.microsoft.com/en-us/security/operations/incident-response-playbooks

https://www.invicti.com/blog/web-security/incident-response-steps-web-application-security/

Local regulations are the main concern for the information security manager when implementing a corporate security policy for managing PII, as different countries or regions may have different legal, regulatory or contractual requirements for the protection, processing, storage and transfer of PII. The information security manager should ensure that the policy complies with the applicable local regulations and respects the rights and preferences of the data subjects. The policy should also address the risks and challenges of cross-border data transfers and the use of cloud services.

References = CISM Review Manual, 27th Edition, Chapter 4, Section 4.2.1, page 2191; CISM Online Review Course, Module 4, Lesson 2, Topic 12; Comparitech, PII Compliance: What is it and How to Implement it3

Communication is a key factor for the effectiveness of cybersecurity incident response, as it ensures that all relevant parties are informed, coordinated, and aligned on the incident status, impact, actions, and responsibilities. Communication also helps to maintain trust, confidence, and transparency among the stakeholders, such as senior management, business units, customers, regulators, law enforcement, and media. References = CISM Review Manual, 16th Edition, Chapter 5, Section 5.4.2.11

 This is the most urgent and effective action to prevent further damage or compromise of the organization’s network and data. The other options are less important or irrelevant in this situation.

According to How to identify suspicious insider activity using Active Directory, one of the steps to detect and respond to suspicious activity is to isolate the affected device from the network. This can be done by disabling the network adapter, unplugging the network cable, or blocking the device’s IP address on the firewall1. This will prevent the device from communicating with any malicious actors or spreading malware to other devices on the network.

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= An information security manager should contact the information owner after the incident has been confirmed, as this is the point when the impact and severity of the incident can be assessed and communicated. The information owner is responsible for the business value and use of the information and should be involved in the decision making process regarding the incident response. Contacting the information owner after the incident has been mitigated or contained may be too late, as the information owner may have different priorities or expectations than the security team. Contacting the information owner after the potential incident has been logged may be premature, as the incident may turn out to be a false positive or a minor issue that does not require the information owner’s attention. References = 1: CISM Review Manual, 16th Edition by Isaca (Author), page 292.

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: https://www.isaca.org/resources/isaca-journal/issues/2017/volume-6/the-value-of-penetration-testing https://www.isaca.o rg/resources/isaca-journal/issues/2016/volume-5/security-scanning-versus-penetration-testing

To effectively manage an organization’s information security risk, it is most important to establish and communicate risk tolerance, which is the level of risk that the organization is willing to accept or bear. By establishing and communicating risk tolerance, the organization can align its risk management strategy and objectives with its business goals and values, and ensure that the risk management activities and decisions are consistent and appropriate across the organization.

References: The CISM Review Manual 2023 defines risk tolerance as “the acceptable level of variation that management is willing to allow for any particular risk as the enterprise pursues its objectives” and states that “the information security manager should assist the enterprise in establishing and communicating its risk tolerance, and ensure that the risk management process is aligned with the enterprise’s risk tolerance” (p. 94). The CISM Review Questions, Answers & Explanations Manual 2023 also provides the following rationale for this answer: “Establish and communicate risk tolerance is the correct answer because it is the most important factor to effectively manage an organization’s information security risk, as it helps to define the scope, direction, and priorities of the risk management process, and to ensure that the risk management activities and decisions are consistent and appropriate across the organization” (p. 29). Additionally, the article Risk Tolerance: The Forgotten Factor from the ISACA Journal 2019 states that “risk tolerance is the key factor that influences the risk management process and outcomes” and that “risk tolerance should be established and communicated by the organization’s senior management and board of directors, and should reflect the organization’s strategy, culture, and governance” (p. 1)1

Information security governance is the process of establishing and maintaining a framework to provide assurance that information security strategies are aligned with business objectives and consistent with applicable laws and regulations. In addition to executive sponsorship and business alignment, a critical factor for effective information security governance is ownership of security, which means that the roles and responsibilities for information security are clearly defined and assigned to the appropriate stakeholders, such as business owners, information owners, information custodians, and users. Ownership of security also implies accountability for the protection of information assets and the management of security risks. References: https://www.isaca.org/credentialing/cism https://www.nist.gov/publications/information-security-handbook-guide-managers

The greatest benefit of incorporating information security governance into the corporate governance framework is D. Management accountability for information security. This is because management accountability for information security means that the senior management and the board of directors are responsible for defining, overseeing, and supporting the information security strategy, policies, and objectives of the organization, and ensuring that they are aligned with the business goals, stakeholder expectations, and regulatory requirements. Management accountability for information security also means that the senior management and the board of directors are accountable for the performance, value, and effectiveness of the information security program, and for the management and mitigation of the information security risks and incidents. Management accountability for information security can help to foster a culture of security awareness and responsibility, and to enhance the trust and confidence of the customers, partners, and regulators in the organization’s information security capabilities.

Management accountability for information security means that the senior management and the board of directors are responsible for defining, overseeing, and supporting the information security strategy, policies, and objectives of the organization, and ensuring that they are aligned with the business goals, stakeholder expectations, and regulatory requirements. (From CISM Manual or related resources)

References = CISM Review Manual 15th Edition, Chapter 1, Section 1.2.1, page 181; CISM domain 1: Information security governance [Updated 2022] | Infosec2; Information Security Governance: Guidance for Boards of Directors and Executive Management, 2nd Edition3

Conducting awareness training across the organization is the best way to reduce the risk of security incidents from targeted email attacks because it helps to educate and empower the employees to recognize and avoid falling for such attacks. Targeted email attacks, such as phishing, spear phishing, or business email compromise, rely on social engineering techniques to deceive and manipulate the recipients into clicking on malicious links, opening malicious attachments, or disclosing sensitive information. Awareness training can help to raise the level of security culture and behavior among the employees, as well as to provide them with practical tips and best practices to protect themselves and the organization from targeted email attacks. Therefore, conducting awareness training across the organization is the correct answer.

References:

https://almanac.upenn.edu/articles/one-step-ahead-dont-get-caught-by-targeted-email-attacks

https://www.microsoft.com/en-us/security/business/security-101/what-is-business-email-compromise-bec

https://www.csoonline.com/article/3334617/what-is-spear-phishing-examples-tactics-and-techniques.html

 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 effectively managed. By aligning information security governance with corporate governance, the organization can ensure that information security is integrated into the business processes and decision making, and that the information security risks and opportunities are properly identified, assessed, and addressed. References = CISM Review Manual, 16th Edition, Chapter 1, Section 1.1

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)

The greatest concern with the situation of privileged employee access requests to production servers being approved but not logged is the lack of accountability, which means the inability to trace or verify the actions and decisions of the privileged users. Lack of accountability can lead to security risks such as unauthorized changes, data breaches, fraud, or misuse of privileges. Logging user actions is a key component of privileged access management (PAM), which helps to monitor, detect, and prevent unauthorized privileged access to critical resources. The other options, such as lack of availability, improper authorization, or inadequate authentication, are not directly related to the situation of not logging user actions. References:

https://www.microsoft.com/en-us/security/business/security-101/what-is-privileged-access-management-pam

https://www.ekransystem.com/en/blog/privileged-user-monitoring-best-practices

https://www.beyondtrust.com/resources/glossary/privileged-access-management-pam

 A tabletop exercise is a simulation of a potential incident scenario that involves the key stakeholders and tests the roles, responsibilities, and procedures of the incident response plan. It is the best way to determine the effectiveness of the plan because it allows the participants to identify and address any gaps, weaknesses, or ambiguities in the plan, as well as to evaluate the communication, coordination, and decision-making processes. A tabletop exercise can also help to raise awareness, enhance skills, and improve teamwork among the incident response team members and other relevant parties.

The best reason to conduct a social engineering test in a call center is to identify candidates for additional security training because it helps to assess the level of awareness and skills of the call center staff in recognizing and resisting social engineering attacks, and provide them with the necessary training or education to improve their security posture. Minimizing the likelihood of successful attacks is not a reason to conduct a social engineering test, but rather a possible outcome or benefit of conducting such a test. Gaining funding for information security initiatives is not a reason to conduct a social engineering test, but rather a possible outcome or benefit of conducting such a test. Improving password policy is not a reason to conduct a social engineering test, but rather a possible outcome or benefit of conducting such a test. References: https://www.isaca.org/resou rces/isaca-journal/issues/2017/volume-6/the-value-of-penetration-testing https://www.isaca.org/resources/isaca-journal/issues/2 016/volume-5/security-scanning-versus-penetration-testing

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

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

During post-incident review is the best time to update the incident response plan after observing several deficiencies in the current plan while responding to a high-profile security incident. A post-incident review is a process of analyzing and evaluating the incident response activities, identifying the lessons learned, and documenting the recommendations and action items for improvement. Updating the incident response plan during post-incident review helps to ensure that the plan reflects the current best practices, addresses the gaps and weaknesses, and incorporates the feedback and suggestions from the incident response team and other stakeholders. Therefore, during post-incident review is the correct answer.

References:

https://www.cisa.gov/sites/default/files/publications/Incident-Response-Plan-Basics_508c.pdf

https://www.techtarget.com/searchsecurity/feature/5-critical-steps-to-creating-an-effective-incident-response-plan

https://www.integrify.com/blog/posts/incident-response-plan-need-an-update/

A SIEM system is the best tool for providing an incident response team with the greatest insight into insider threat activity across multiple systems because it can collect, correlate, analyze, and report on security events and logs from various sources, such as network devices, servers, applications, and user activities. A SIEM system can also detect and alert on anomalous or suspicious behaviors, such as unauthorized access, data exfiltration, privilege escalation, or policy violations, that may indicate an insider threat. A SIEM system can also support forensic investigations and incident response actions by providing a centralized and comprehensive view of the security posture and incidents.

References: The CISM Review Manual 2023 defines SIEM as “a technology that provides real-time analysis of security alerts generated by network hardware and applications” and states that “SIEM systems can help identify insider threats by correlating user activity logs with other security events and detecting deviations from normal patterns” (p. 184). The CISM Review Questions, Answers & Explanations Manual 2023 also provides the following rationale for this answer: “A security information and event management (SIEM) system is the correct answer because it can provide the most insight into insider threat activity across multiple systems by collecting, correlating, analyzing, and reporting on security events and logs from various sources” (p. 95). Additionally, the Detecting and Identifying Insider Threats article from the CISA website states that “threat detection and identification is the process by which persons who might present an insider threat risk due to their observable, concerning behaviors come to the attention of an organization or insider threat team. Detecting and identifying potential insider threats requires both human and technological elements” and that “technological elements include tools such as security information and event management (SIEM) systems, user and entity behavior analytics (UEBA) systems, and data loss prevention (DLP) systems, which can monitor, analyze, and alert on user activities and network events” (p. 1)1.

Initiating incident response is the best course of action after a server has been attacked because it activates the incident response plan or process, which defines the roles and responsibilities, procedures and protocols, tools and techniques for responding to and managing a security incident effectively and efficiently. Reviewing vulnerability assessment is not a good course of action because it does not address the current attack or its impact, but rather evaluates the potential weaknesses or exposures of the server. Conducting a security audit is not a good course of action because it does not address the current attack or its impact, but rather verifies and validates the compliance or performance of the server’s security controls or systems. Isolating the system is not a good course of action because it does not address the current attack or its impact, but rather stops or limits any communication or interaction with the server. References: https://www.isaca.org/resources/isaca-journal/issues/20 17/volume-5/incident-response-lessons-learned https://www.isaca.org/resources/isaca-journal/issues/2018/volume-3/incident-response-lessons -learned

 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.

Cost-benefit analysis of mitigating controls is the BEST way to assist in determining whether to accept residual risk of a critical security system, because it helps to compare the costs of implementing and maintaining the controls with the benefits of reducing the risk and the potential losses. Cost-benefit analysis can help to justify the investment in security controls and to optimize the level of residual risk that is acceptable for the organization.

References =

CISM Review Manual, 16th Edition, ISACA, 2020, p. 50: “Cost-benefit analysis is the process of comparing the costs of risk treatment options with the benefits of risk reduction and the potential losses from risk events.”

CISM Review Manual, 16th Edition, ISACA, 2020, p. 51: “Cost-benefit analysis can help to justify the investment in information security controls and to optimize the level of residual risk that is acceptable for the enterprise.”

CISM Domain 2: Information Risk Management (IRM) [2022 update]: “Cost-benefit analysis: This is a comparison of the costs of implementing and maintaining security controls with the benefits of reducing risk and potential losses. It helps to justify the investment in security controls and optimize the level of residual risk.”

Requiring regular reporting from the IT service provider is the best way to ensure compliance with the organization’s information security requirements, as it allows the organization to monitor the performance, security incidents, service levels, and compliance status of the IT service provider. Reporting also helps to identify any gaps or issues that need to be addressed or resolved. (From CISM Review Manual 15th Edition)

References: CISM Review Manual 15th Edition, page 184, section 4.3.3.2.

The information security manager should compare the level of residual risk with the organization’s risk appetite to inform a risk treatment decision. Residual risk is the risk that remains after applying the risk treatment options, such as avoiding, transferring, mitigating, or accepting the risk. Risk appetite is the amount of risk that the organization is willing to accept to achieve its objectives. The information security manager should ensure that the residual risk is within the risk appetite, and if not, apply additional risk treatment measures or escalate the risk to the senior management for approval.

References = CISM Review Manual, 16th Edition eBook1, Chapter 2: Information Risk Management, Section: Risk Management, Subsection: Risk Treatment, Page 102.

A business impact analysis (BIA) is a process that helps identify and evaluate the potential effects of disruptions or incidents on the organization’s mission, objectives, and operations. A BIA should be periodically executed to verify the effectiveness of the controls that are implemented to prevent, mitigate, or recover from such disruptions or incidents12.

According to the CISM Manual, a BIA should be performed at least annually for critical systems and processes, and more frequently for non-critical ones3. A BIA should also be updated whenever there are significant changes in the organization’s environment, such as new regulations, technologies, business models, or stakeholder expectations3. A BIA should not be used to validate vulnerabilities on environmental changes (A), analyze the importance of assets (B), or check compliance with regulations ©, as these are not the primary purposes of a BIA.

References: 1: IR 8286D, Using Business Impact Analysis to Inform Risk Prioritization and Response | CSRC NIST 2: CISM Domain 4 Preview | BCP - Business Impact Analysis (BIA) - YouTube 3: CISM ITEM DEVELOPMENT GUIDE - ISACA

Legal and regulatory requirements are the most important constraint to be considered when developing an information security strategy, as they define the minimum level of security that the organization must comply with to avoid legal sanctions, fines, or reputational damage. Legal and regulatory requirements may vary depending on the jurisdiction, industry, and type of data that the organization handles, and they may impose specific security controls, standards, or frameworks that the organization must follow. References = CISM Review Manual, 16th Edition, Chapter 1, Section 1.2.1.11

The primary focus of a status report on the information security program to senior management is to demonstrate that the risk to the organization’s information assets is managed at the desired level, in alignment with the business objectives and risk appetite. This can be achieved by providing relevant and meaningful metrics, indicators, and trends that show the performance, effectiveness, and value of the information security program, as well as the current and emerging risks and the corresponding mitigation strategies. (From CISM Review Manual 15th Edition)

References: CISM Review Manual 15th Edition, page 37, section 1.3.2.2.

The best starting point for a newly hired information security manager who has been tasked with identifying and addressing network vulnerabilities is C. Penetration testing. This is because penetration testing is a method of simulating real-world attacks on a network to evaluate its security posture and identify any weaknesses or gaps that could be exploited by malicious actors. Penetration testing can help the information security manager to assess the effectiveness of the existing controls, prioritize the remediation efforts, and demonstrate compliance with the relevant standards and regulations. Penetration testing can also provide valuable insights into the network architecture, configuration, and behavior, as well as the potential impact and likelihood of different types of attacks.

References = CISM Review Manual 15th Edition, Chapter 4, Section 4.2.1, page 2091; CISM Review Questions, Answers & Explanations Manual 9th Edition, Question 50, page 14

Recovery time objectives (RTOs) are the maximum acceptable time that an organization can be offline or unavailable after a disruption. RTOs are important to maintain integration among the incident response plan, business continuity plan (BCP), and disaster recovery plan (DRP) because they help align the recovery goals and strategies of each plan. By defining clear and realistic RTOs, an organization can ensure that its IT infrastructure and systems are restored as quickly as possible after a disaster, minimizing the impact on business operations and customer satisfaction.

References = CISM Manual, Chapter 6: Incident Response Planning, Section 6.2: Recovery Time Objectives (RTOs), page 971

1: https://store.isaca.org/s/store#/store/browse/cat/a2D4w00000Ac6NNEAZ/tiles

The best action for the system admin manager to address the issue of negligent handling of incident alerts by system admins is to provide incident response training to data custodians because it helps to improve their awareness and skills in recognizing and reporting security incidents, and following the incident response procedures and protocols. Conducting a risk assessment and sharing the result with senior management is not a good action because it does not address the root cause of the issue or provide any solutions or improvements. Revising the incident response plan to align with business processes is not a good action because it does not address the root cause of the issue or provide any solutions or improvements. Providing incident response training to data owners is not a good action because data owners are not responsible for handling incident alerts or performing incident response tasks. References: https://www.isaca.org/resources/isaca-journal/issues/2017/volume-5/incident-response-lessons-learned https://www.isaca.org/resources/isaca-journal/issues/2018/volume-3/incident-response-lessons-learned

A single point of contact within the organization is the most important element to include when incorporating media communication procedures into the security incident communication plan because it helps to ensure a consistent and accurate message to the public and avoid confusion or misinformation. A single point of contact is a designated person who is authorized and trained to communicate with the media on behalf of the organization during a security incident. The single point of contact should coordinate with the incident response team, senior management, legal counsel, and public relations to prepare and deliver timely and appropriate statements to the media, as well as to respond to any inquiries or requests. A single point of contact also helps to prevent unauthorized or conflicting disclosures from other employees or stakeholders that may harm the organization’s reputation or legal position. Therefore, a single point of contact within the organization is the correct answer.

References:

https://www.lifars.com/2020/09/communication-during-incident-response/

https://ifpo.org/resource-links/articles-and-reports/public-and-media-relations/planning-for-effective-media-relations-during-a-critical-incident/

https://www.techtarget.com/searchsecurity/tip/Incident-response-How-to-implement-a-communication-plan.

 An information security program is best positioned for success when it is closely aligned with the information security strategy, which defines the organization’s vision, mission, goals, objectives, and risk appetite for information security. The information security strategy provides the direction and guidance for developing and implementing the information security program, ensuring that it supports the organization’s business processes and objectives. The information security strategy also helps to establish the scope, boundaries, roles, responsibilities, and resources for the information security program.

References = CISM Manual, Chapter 3: Information Security Program Development (ISPD), Section 3.1: Information Security Strategy1

1: https://store.isaca.org/s/store#/store/browse/cat/a2D4w00000Ac6NNEAZ/tiles

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.

The data owner is the person who has the authority and responsibility to classify, grant access, and monitor the use of the CRM data. The data owner should ensure that the data is protected according to its classification and business requirements. The data custodian is the person who implements the controls and procedures to protect the data as directed by the data owner. The information security manager is the person who advises the data owner on the best practices and standards for data security. The internal IT audit is the function that evaluates the effectiveness and compliance of the data security controls and procedures.

References = CISM Review Manual, 16th Edition eBook1, Chapter 1: Information Security Governance, Section: Information Security Roles and Responsibilities, Subsection: Data Owner, Page 23.

According to the CISM Review Manual, the security architecture of an organization defines the security principles, standards, guidelines and procedures that support the information security strategy and align with the business objectives. When acquiring another company, the information security manager of the acquiring company should focus on ensuring that the security architecture of the acquired company is compatible with its own, or that any gaps or conflicts are identified and resolved.

References = CISM Review Manual, 27th Edition, Chapter 2, Section 2.1.2, page 751.

= 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

 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.

Learn more:

= 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

= Testing response scenarios is the most important factor in increasing the effectiveness of incident responders, as it allows them to practice their skills, identify gaps and weaknesses, evaluate the adequacy and feasibility of the incident response plan, and improve their coordination and communication. Testing response scenarios can also help to enhance the confidence and readiness of the incident responders, as well as to measure their performance and compliance with the policies and procedures. Testing response scenarios can be done through various methods, such as tabletop exercises, simulations, drills, or full-scale exercises, depending on the scope, objectives, and complexity of the scenarios.

The other options are not as important as testing response scenarios, although they may also contribute to the effectiveness of incident responders. Communicating with the management team is important to ensure that the incident responders have the necessary support, resources, and authority to carry out their tasks, as well as to report the status and outcomes of the incident response. However, communication alone is not sufficient to increase the effectiveness of incident responders, as they also need to have the relevant knowledge, skills, and experience to handle the incidents. Integrating staff with the IT department may help to facilitate the collaboration and information sharing between the incident responders and the IT staff, who may have the technical expertise and access to the systems and data involved in the incidents. However, integration alone is not enough to increase the effectiveness of incident responders, as they also need to have the appropriate roles, responsibilities, and processes to manage the incidents. Reviewing the incident response plan annually is important to ensure that the plan is updated and aligned with the current risks, threats, and business requirements, as well as to incorporate the lessons learned and best practices from previous incidents. However, reviewing the plan alone is not enough to increase the effectiveness of incident responders, as they also need to test and validate the plan in realistic scenarios and conditions. References =

CISM Review Manual, 16th Edition, ISACA, 2022, pp. 223-225, 230-231.

CISM Questions, Answers & Explanations Database, ISACA, 2022, QID 1004.

 Ensuring current documentation of security processes is the best way to support information security management in the event of organizational changes in security personnel. Documentation of security processes provides a clear and consistent reference for the roles, responsibilities, procedures, and standards of the information security program. It helps to maintain the continuity and effectiveness of the security operations, as well as the compliance with the security policies and regulations. Documentation of security processes also facilitates the knowledge transfer and training of new or existing security personnel, as well as the communication and collaboration with other stakeholders. By ensuring current documentation of security processes, the information security manager can minimize the impact of organizational changes in security personnel, and ensure a smooth transition and alignment of the security program. References = CISM Review Manual 15th Edition, page 43, page 45.

 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.

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.

The best course of action when the organization receives complaints from users that some of their files have been encrypted and they are receiving demands for money to decrypt the files is to initiate incident response. This is because the organization is facing a ransomware attack, which is a type of malicious software that encrypts the victim’s data and demands a ransom for the decryption key. Ransomware attacks can cause significant disruption, damage, and loss to the organization’s operations, assets, and reputation. Therefore, the organization needs to quickly activate its incident response plan and team, which are designed to handle such security incidents in a coordinated, effective, and efficient manner. The incident response process involves the following steps1:

Preparation: The incident response team prepares the necessary resources, tools, and procedures to respond to the incident. The team also establishes the roles, responsibilities, and communication channels among the team members and other stakeholders.

Identification: The incident response team identifies the scope, source, and severity of the incident. The team also collects and preserves the relevant evidence and logs for further analysis and investigation.

Containment: The incident response team isolates the affected systems and networks to prevent the spread of the ransomware and limit the impact of the incident. The team also implements temporary or alternative solutions to restore the essential functions and services.

Eradication: The incident response team removes the ransomware and any traces of its infection from the affected systems and networks. The team also verifies that the systems and networks are clean and secure before restoring them to normal operations.

Recovery: The incident response team restores the affected systems and networks to normal operations. The team also decrypts or restores the encrypted data from backups or other sources, if possible. The team also monitors the systems and networks for any signs of recurrence or residual issues.

Lessons learned: The incident response team conducts a post-incident review to evaluate the effectiveness and efficiency of the incident response process and team. The team also identifies the root causes, lessons learned, and best practices from the incident. The team also recommends and implements the necessary improvements and corrective actions to prevent or mitigate similar incidents in the future.

References = CISM Review Manual, 16th Edition, Chapter 4: Information Security Incident Management, Section: Incident Response Process, pages 229-2331; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 45, page 432.

 A security policy is a formal statement of the rules and principles that govern the protection of information assets in an organization. A security policy defines the scope, objectives, roles and responsibilities, and standards of the information security program. A primary purpose of creating security policies is to implement management’s security governance strategy, which is the framework that guides the direction and alignment of information security with the business goals and objectives. A security policy translates the management’s vision and expectations into specific and measurable requirements and controls that can be implemented and enforced by the information security staff and other stakeholders. A security policy also helps to establish the accountability and authority of the information security function and to demonstrate the commitment and support of the senior management for the information security program.

References =

CISM Review Manual 15th Edition, page 1631

CISM 2020: IT Security Policies2

CISM domain 1: Information security governance [Updated 2022]3

What is CISM? - Digital Guardian4

 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.

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.

Documenting the chain of custody is the PRIMARY step for an organizational response to a security incident if civil litigation is a goal because it ensures the integrity, authenticity, and admissibility of the evidence collected from the incident. The chain of custody is the process of documenting the history of the evidence, including its identification, collection, preservation, transportation, analysis, storage, and presentation in court. The chain of custody should include information such as the date, time, location, description, source, owner, handler, and purpose of each evidence item, as well as any changes, modifications, or transfers that occurred to the evidence. Documenting the chain of custody can help to prevent the evidence from being tampered with, altered, lost, or destroyed, and to demonstrate that the evidence is relevant, reliable, and original12. Contacting law enforcement (A) is not the PRIMARY step for an organizational response to a security incident if civil litigation is a goal, but rather a possible or optional step depending on the nature, severity, and jurisdiction of the incident. Contacting law enforcement may help to obtain legal assistance, guidance, or support, but it may also involve risks such as loss of control, confidentiality, or reputation. Therefore, contacting law enforcement should be done after careful consideration of the legal obligations, contractual agreements, and organizational policies12. Capturing evidence using standard server-backup utilities © is not the PRIMARY step for an organizational response to a security incident if civil litigation is a goal, but rather a technical step that should be done after documenting the chain of custody. Capturing evidence using standard server-backup utilities may help to preserve the state of the systems or networks involved in the incident, but it may also introduce changes or errors that could compromise the validity or quality of the evidence. Therefore, capturing evidence using standard server-backup utilities should be done using forensically sound methods and tools, and following the documented chain of custody12. Rebooting affected machines in a secure area to search for evidence (D) is not the PRIMARY step for an organizational response to a security incident if civil litigation is a goal, but rather a technical step that should be done after documenting the chain of custody. Rebooting affected machines in a secure area may help to isolate and analyze the systems or networks involved in the incident, but it may also cause the loss or alteration of the evidence, such as volatile memory, temporary files, or logs. Therefore, rebooting affected machines in a secure area should be done with caution and following the documented chain of custody12. References = 1: CISM Review Manual 15th Edition, page 310-3111; 2: CISM Domain 4: Information Security Incident Management (ISIM) [2022 update]2

= In an organization with a rapidly changing environment, the information security risk landscape may also change frequently due to new threats, vulnerabilities, impacts, or controls. Therefore, the information security manager should ensure that the risk acceptance decisions made by the business management are periodically reviewed to verify that they are still valid and aligned with the current risk appetite and tolerance of the organization. The rationale for acceptance should be documented and updated as necessary to reflect the changes in the risk environment and the business objectives. The information security manager should also monitor the accepted risks and report any deviations or issues to the business management and the senior management.

References =

CISM Review Manual 15th Edition, page 1131

CISM Review Questions, Answers & Explanations Manual 9th Edition, page 482

CISM Domain 2: Information Risk Management (IRM) [2022 update]3

Cost-benefit analysis (CBA) is a method of comparing the costs and benefits of different alternatives for achieving a desired outcome. CBA can help information security managers to choose the best controls to mitigate risk to acceptable levels by providing a rational and objective basis for decision making. CBA can also help information security managers to justify their choices to senior management, stakeholders, and auditors by demonstrating the value and return on investment of the selected controls. CBA can also help information security managers to prioritize and allocate resources for implementing and maintaining the controls12.

CBA involves the following steps12:

Identify the objectives and scope of the analysis

Identify the alternatives and options for achieving the objectives

Identify and quantify the costs and benefits of each alternative

Compare the costs and benefits of each alternative using a common metric or criteria

Select the alternative that maximizes the net benefit or minimizes the net cost

Perform a sensitivity analysis to test the robustness and validity of the results

Document and communicate the results and recommendations

CBA is mainly driven by the information security manager’s decision, but it can also take into account other factors such as best practices, control frameworks, and regulatory requirements. However, these factors are not the primary drivers of CBA, as they may not always reflect the specific needs and context of the organization. Best practices are general guidelines or recommendations that may not suit every situation or environment. Control frameworks are standardized models or methodologies that may not cover all aspects or dimensions of information security. Regulatory requirements are mandatory rules or obligations that may not address all risks or threats faced by the organization. Therefore, CBA is the best method to choose the most appropriate and effective controls to mitigate risk to acceptable levels, as it considers the costs and benefits of each control in relation to the organization’s objectives, resources, and environment12. References = CISM Domain 2: Information Risk Management (IRM) [2022 update], Five Key Considerations When Developing Information Security Risk Treatment Plans

= 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

 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.

 An information security strategy is the most important element to have in place as a basis for developing an effective information security program that supports the organization’s business goals. An information security strategy is a high-level plan that defines the vision, mission, objectives, scope, and principles of information security for the organization1. It also aligns the information security program with the organization’s strategy, culture, risk appetite, and governance framework2. An information security strategy provides the direction, guidance, and justification for the information security program, and ensures that the program is consistent, coherent, and comprehensive3. An information security strategy also helps to prioritize the information security initiatives, allocate the resources, and measure the performance and value of the information security program4.

The other options are not as important as an information security strategy, because they are either derived from or dependent on the strategy. Metrics are used to drive the information security program, but they need to be based on the strategy and aligned with the goals and objectives of the program. Information security policies are the rules and standards that implement the information security strategy and define the expected behavior and responsibilities of the stakeholders. A defined security organizational structure is the way the information security roles and functions are organized and coordinated within the organization, and it should reflect the strategy and the governance model. References = 1: CISM Review Manual 15th Edition, Chapter 1, Section 1.1 2: CISM Review Manual 15th Edition, Chapter 1, Section 1.2 3: CISM Review Manual 15th Edition, Chapter 1, Section 1.3 4: CISM Review Manual 15th Edition, Chapter 1, Section 1.4 : CISM Review Manual 15th Edition, Chapter 1, Section 1.5 : CISM Review Manual 15th Edition, Chapter 1, Section 1.6 : CISM Review Manual 15th Edition, Chapter 1, Section 1.7

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

= The most useful source of information for a newly hired information security manager who has been tasked with developing and implementing an information security strategy is the organization’s mission statement and roadmap. The mission statement defines the organization’s purpose, vision, values, and goals, and the roadmap outlines the organization’s strategic direction, priorities, and initiatives. By reviewing the mission statement and roadmap, the information security manager can understand the organization’s business objectives, risk appetite, and security needs, and align the information security strategy with them. The information security strategy should support and enable the organization’s mission and roadmap, and provide the security governance, policies, standards, and controls to protect the organization’s information assets and processes.

The capabilities and expertise of the information security team (A) are important factors for the information security manager to consider, but they are not the most useful source of information for developing and implementing an information security strategy. The information security team is responsible for executing and maintaining the information security program and activities, such as risk management, security awareness, incident response, and compliance. The information security manager should assess the capabilities and expertise of the information security team to identify the strengths, weaknesses, opportunities, and threats, and to plan the resource allocation, training, and development of the team. However, the capabilities and expertise of the information security team do not directly inform the information security strategy, which should be driven by the organization’s business objectives, risk appetite, and security needs.

A prior successful information security strategy © is a possible source of information for the information security manager to refer to, but it is not the most useful one. A prior successful information security strategy is a strategy that has been implemented and evaluated by another organization or a previous information security manager, and has achieved the desired security outcomes and benefits. The information security manager can learn from the best practices, lessons learned, and challenges of a prior successful information security strategy, and apply them to the current organization or situation. However, a prior successful information security strategy may not be relevant, applicable, or suitable for the organization, as it may not reflect the current or future business objectives, risk appetite, and security needs of the organization, or the changing threat landscape and business environment.

The organization’s information technology (IT) strategy (D) is also a possible source of information for the information security manager to consult, but it is not the most useful one. The IT strategy is a strategy that defines the IT vision, goals, and initiatives of the organization, and how IT supports and enables the business processes and activities. The information security manager should review the IT strategy to understand the IT infrastructure, systems, and services of the organization, and how they relate to the information security program and activities. However, the IT strategy is not the primary driver of the information security strategy, which should be aligned with the organization’s business objectives, risk appetite, and security needs, and not only with the IT objectives, capabilities, and requirements.

References = CISM Review Manual, 16th Edition, Chapter 1: Information Security Governance, Section: Information Security Strategy Development, page 23-241

 The most appropriate time to conduct a disaster recovery test would be after the business continuity plan (BCP) has been updated, as it ensures that the disaster recovery plan (DRP) is aligned with the current business requirements, objectives, and priorities. The BCP should be updated regularly to reflect any changes in the business environment, such as new threats, risks, processes, technologies, or regulations. The disaster recovery test should validate the effectiveness and efficiency of the DRP, as well as identify any gaps, issues, or improvement opportunities123. References =

1: CISM Review Manual 15th Edition, page 2114

2: CISM Practice Quiz, question 1042

3: Business Continuity Planning and Disaster Recovery Testing, section “Testing the Plan”

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

= 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.

= According to the CISM Review Manual, availability is the degree to which information and systems are accessible to authorized users in a timely and reliable manner1. Availability ensures that services are delivered to the users as expected and agreed upon. Nonrepudiation is the ability to prove the occurrence of a claimed event or action and its originating entities1. It ensures that the parties involved in a transaction cannot deny their involvement. Authenticity is the quality or state of being genuine or original, rather than a reproduction or fabrication1. It ensures that the identity of a subject or resource is valid. Recovery time objective (RTO) is the maximum acceptable period of time that can elapse before the unavailability of a business function severely impacts the organization1. It is a metric used to measure the recovery capability of a system or service, not a factor that ensures timely and reliable access to services. References = CISM Review Manual, 16th Edition, Chapter 2, Information Risk Management, pages 66-67.

 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 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

= Standardization of compliance requirements is the best approach to reduce unnecessary duplication of compliance activities, as it allows for a common understanding of the objectives and expectations of various stakeholders, such as regulators, auditors, customers, and business partners. Standardization also facilitates the alignment of compliance activities with the organization’s risk appetite and tolerance, and enables the identification and elimination of redundant or conflicting controls. References = CISM Review Manual, 27th Edition, page 721; CISM Review Questions, Answers & Explanations Database, 12th Edition, question 952

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 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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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

 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

 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.

= 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

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

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

 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.

 A gap analysis is a process of comparing the current state of an organization’s security posture with the desired or required state, and identifying the gaps or discrepancies that need to be addressed. A gap analysis helps to determine the current level of compliance with relevant regulations, standards, and best practices, and to prioritize the actions and resources needed to achieve the desired level of compliance1. A gap analysis should be performed first when developing a security strategy in support of a new service that is subject to regulations, because it provides the following benefits2:

It helps to understand the scope and impact of the new service on the organization’s security objectives, risks, and controls.

It helps to identify the legal, regulatory, and contractual requirements that apply to the new service, and the potential penalties or consequences of non-compliance.

It helps to assess the effectiveness and efficiency of the existing security controls, and to identify the gaps or weaknesses that need to be remediated or enhanced.

It helps to align the security strategy with the business goals and objectives of the new service, and to ensure the security strategy is consistent and coherent across the organization.

It helps to communicate the security requirements and expectations to the stakeholders involved in the new service, and to obtain their support and commitment.

The other options, such as determining security controls for the new service, establishing a compliance program, or hiring new resources to support the service, are not the first steps when developing a security strategy in support of a new service that is subject to regulations, because they depend on the results and recommendations of the gap analysis. Determining security controls for the new service requires a clear understanding of the security requirements and risks associated with the new service, which can be obtained from the gap analysis. Establishing a compliance program requires a systematic and structured approach to implement, monitor, and improve the security controls and processes that ensure compliance, which can be based on the gap analysis. Hiring new resources to support the service requires a realistic and justified estimation of the human and financial resources needed to achieve the security objectives and compliance, which can be derived from the gap analysis. References = 1: What is a Gap Analysis? | Smartsheet 2: CISM Review Manual 15th Edition, page 121 : CISM Review Manual 15th Edition, page 122 : CISM Review Manual 15th Edition, page 123 : CISM Review Manual 15th Edition, page 124 : CISM Review Manual 15th Edition, page 125

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 = Strong senior management support is the best factor to enable staff acceptance of information security policies, as it demonstrates the commitment and leadership of the organization’s top executives in promoting and enforcing a security culture. Senior management support can also help ensure that the information security policies are aligned with the business goals and values, communicated effectively to all levels of the organization, and integrated into the performance evaluation and reward systems. Senior management support can also help overcome any resistance or challenges from other stakeholders, such as business units, customers, or regulators123. References =

1: CISM Review Manual 15th Edition, page 26-274

2: CISM Practice Quiz, question 1102

3: Information Security Governance: Guidance for Boards of Directors and Executive Management, 2nd Edition, page 5-6

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 consideration when deciding to move to a cloud-based model should be data classification, because it helps the organization to identify the sensitivity, value, and criticality of the data that will be stored, processed, or transmitted in the cloud. Data classification can help the organization to determine the appropriate level of protection, encryption, and access control for the data, and to comply with the relevant legal, regulatory, and contractual requirements. Data classification can also help the organization to evaluate the suitability, compatibility, and trustworthiness of the cloud service provider and the cloud service model, and to negotiate the terms and conditions of the cloud service contract.

Storage in a shared environment, availability of the data, and physical location of the data are all important considerations when deciding to move to a cloud-based model, but they are not the first consideration. Storage in a shared environment can affect the security, privacy, and integrity of the data, as the data may be co-located with other customers’ data, and may be subject to unauthorized access, modification, or deletion. Availability of the data can affect the reliability, performance, and continuity of the data, as the data may be inaccessible, corrupted, or lost due to network failures, service outages, or disasters. Physical location of the data can affect the compliance, sovereignty, and jurisdiction of the data, as the data may be stored or transferred across different countries or regions, and may be subject to different laws, regulations, or policies. However, these considerations depend on the data classification, as different types of data may have different levels of risk, impact, and expectation in the cloud environment. References =

ISACA, CISM Review Manual, 16th Edition, 2020, pages 95-96, 99-100, 103-104, 107-108.

ISACA, CISM Review Questions, Answers & Explanations Database, 12th Edition, 2020, question ID 1031.

 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

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.

 = End users are the primary stakeholders of the business processes and functions that need to be protected and recovered in the event of a disruption. They have the most knowledge and experience of the specific business needs, requirements, and dependencies that affect the continuity planning. Involving them in the planning process can help to ensure that the continuity plan is aligned with the business objectives and expectations, and that the critical activities and resources are prioritized and protected accordingly. End users can also provide valuable feedback and suggestions to improve the plan and its implementation. References = CISM Review Manual 15th Edition, page 2291; CISM Practice Quiz, question 1182

 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.

= Disconnecting the device from the network is the first step when an IoT device in an organization’s network is confirmed to have been hacked, as it prevents the attacker from further compromising the device or using it as a pivot point to attack other devices or systems on the network. Disconnecting the device also helps preserve the evidence of the attack for later forensic analysis and remediation. Disconnecting the device should be done in accordance with the incident response plan and the escalation procedures123. References =

1: CISM Review Manual 15th Edition, page 2004

2: CISM Practice Quiz, question 1072

3: IoT Security: Incident Response, Forensics, and Investigations, section “IoT Incident Response”

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

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.

= The method of operation used by the attacker is the most useful information for an information security manager when conducting a post-incident review of an attack. This information can help identify the root cause of the incident, the vulnerabilities exploited, the impact and severity of the attack, and the effectiveness of the existing security controls. The method of operation can also provide insights into the attacker’s motives, skills, and resources, which can help improve the organization’s threat intelligence and risk assessment. The cost of the attack to the organization, the location of the attacker, and the details from IDS logs are all relevant information for a post-incident review, but they are not as useful as the method of operation for improving the incident handling process and preventing future attacks. References = CISM Review Manual 2022, page 316; CISM Item Development Guide 2022, page 9; ISACA CISM: PRIMARY goal of a post-incident review should be to?

 The most important factor to ensuring information stored by an organization is protected appropriately is assigning information asset ownership. Information asset ownership is the process of identifying and assigning the roles and responsibilities of the individuals or groups who have the authority and accountability for the information assets and their protection. Information asset owners are responsible for defining the business value, classification, and security requirements of the information assets, as well as granting the access rights and privileges to the information users and custodians. Information asset owners are also responsible for monitoring and reviewing the security performance and compliance of the information assets, and reporting and resolving any security issues or incidents. By assigning information asset ownership, the organization can ensure that the information assets are properly identified, categorized, protected, and managed according to their importance, sensitivity, and regulatory obligations.

References = CISM Review Manual, 16th Edition, Chapter 1: Information Security Governance, Section: Data Classification, page 331; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 62, page 572.

 The eradication phase of incident response is the stage where the incident response team documents and performs the actions required to remove the threat that caused the incident1. This phase involves identifying and eliminating the root cause of the incident, such as malware, compromised accounts, unauthorized access, or misconfigured systems2. The eradication phase also involves restoring the affected systems to a secure state, deleting any malicious files or artifacts, and verifying that the threat has been completely removed2. The eradication phase is the first step in returning a compromised environment to its proper state2. The other phases of incident response are:

Preparation: The phase where the incident response team prepares for potential incidents by defining roles, responsibilities, procedures, tools, and resources1.

Detection and analysis: The phase where the incident response team identifies and prioritizes the incidents based on their severity, impact, and urgency1.

Containment: The phase where the incident response team isolates the affected systems or networks to prevent the spread of the incident and minimize the damage1.

Recovery: The phase where the incident response team restores the normal operations of the systems or networks, and implements any necessary changes or improvements to prevent recurrence1.

Post-incident review: The phase where the incident response team evaluates the effectiveness of the incident response process, identifies the lessons learned, and provides recommendations for improvement1. References = 3: Critical Incident Stress Management: CISM Implementation Guidelines 2: What is the Eradication Phase of Incident Response? - RSI Security 1: Incident Response Models - ISACA

 = 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 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.

The best way for an information security manager to improve the effectiveness of an organization’s information security program is to collaborate with business and IT functions in determining controls. Collaboration is a key factor for ensuring that the information security program is aligned with the organization’s business objectives, risk appetite, and security strategy, and that it supports the business processes and activities. Collaboration also helps to gain the buy-in, involvement, and ownership of the business and IT functions, who are the primary stakeholders and users of the information security program. Collaboration also facilitates the communication, coordination, and integration of the information security program across the organization, and enables the information security manager to understand the needs, expectations, and challenges of the business and IT functions, and to propose the most appropriate and effective security controls and solutions.

Focusing on addressing conflicts between security and performance (A) is a possible way to improve the effectiveness of an information security program, but not the best one. Security and performance are often competing or conflicting goals, as security controls may introduce overhead, complexity, or delays that affect the efficiency, usability, or availability of the systems or processes. Addressing these conflicts may help to optimize the balance and trade-off between security and performance, and to enhance the user satisfaction and acceptance of the security controls. However, focusing on addressing conflicts between security and performance does not necessarily improve the alignment, integration, or communication of the information security program with the business and IT functions, nor does it ensure the involvement or ownership of the stakeholders.

Including information security requirements in the change control process © is also a possible way to improve the effectiveness of an information security program, but not the best one. The change control process is a process that manages the initiation, approval, implementation, and review of changes to the systems or processes, such as enhancements, updates, or fixes. Including information security requirements in the change control process may help to ensure that the changes do not introduce new or increased security risks or impacts, and that they comply with the security policies, standards, and procedures. However, including information security requirements in the change control process does not necessarily improve the collaboration, communication, or coordination of the information security program with the business and IT functions, nor does it ensure the buy-in or involvement of the stakeholders.

Obtaining assistance from IT to implement automated security controls (D) is also a possible way to improve the effectiveness of an information security program, but not the best one. Automated security controls are security controls that are implemented by using software, hardware, or other technologies, such as encryption, firewalls, or antivirus, to perform security functions or tasks without human intervention. Obtaining assistance from IT to implement automated security controls may help to improve the efficiency, consistency, or reliability of the security controls, and to reduce the human errors, negligence, or malicious actions. However, obtaining assistance from IT to implement automated security controls does not necessarily improve the collaboration, communication, or integration of the information security program with the business and IT functions, nor does it ensure the ownership or involvement of the stakeholders.

References = CISM Review Manual, 16th Edition, Chapter 1: Information Security Governance, Section: Information Security Strategy Development, Subsection: Collaboration, page 24-251

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

= According to the CISM Review Manual, the information security manager should actively engage with stakeholders to align security and business goals. This means understanding the business needs, expectations, and risk appetite of the stakeholders, and communicating the value and benefits of security initiatives to them. By engaging with stakeholders, the information security manager can also gain their support and commitment for security programs and projects, and ensure that security objectives are aligned with business strategy and priorities. References = CISM Review Manual, 16th Edition, ISACA, 2020, page 23.

A vulnerability assessment process is a systematic and proactive approach to identify, analyze and prioritize the vulnerabilities in an information system. It helps to reduce the exposure of the system to potential threats and improve the security posture of the organization. By implementing a vulnerability assessment process, the organization can facilitate proactive risk management, which is the PRIMARY benefit of this process. Proactive risk management is the process of identifying, assessing and mitigating risks before they become incidents or cause significant impact to the organization. Proactive risk management enables the organization to align its security strategy with its business objectives, optimize its security resources and investments, and enhance its resilience and compliance.

A. Threat management is enhanced. This is a secondary benefit of implementing a vulnerability assessment process. Threat management is the process of identifying, analyzing and responding to the threats that may exploit the vulnerabilities in an information system. Threat management is enhanced by implementing a vulnerability assessment process, as it helps to reduce the attack surface and prioritize the most critical threats. However, threat management is not the PRIMARY benefit of implementing a vulnerability assessment process, as it is a reactive rather than proactive approach to risk management.

B. Compliance status is improved. This is a secondary benefit of implementing a vulnerability assessment process. Compliance status is the degree to which an organization adheres to the applicable laws, regulations, standards and policies that govern its information security. Compliance status is improved by implementing a vulnerability assessment process, as it helps to demonstrate the organization’s commitment to security best practices and meet the expectations of the stakeholders and regulators. However, compliance status is not the PRIMARY benefit of implementing a vulnerability assessment process, as it is a result rather than a driver of risk management.

C. Security metrics are enhanced. This is a secondary benefit of implementing a vulnerability assessment process. Security metrics are the quantitative and qualitative measures that indicate the effectiveness and efficiency of the information security processes and controls. Security metrics are enhanced by implementing a vulnerability assessment process, as it helps to provide objective and reliable data for security monitoring and reporting. However, security metrics are not the PRIMARY benefit of implementing a vulnerability assessment process, as they are a means rather than an end of risk management.

References =

CISM Review Manual 15th Edition, pages 1-301

CISM Exam Content Outline2

Risk Assessment for Technical Vulnerabilities3

A Step-By-Step Guide to Vulnerability Assessment4

 Maintaining a chain of custody is the most important step when conducting a forensic investigation, as this ensures that the evidence is preserved, protected, and documented from the time of collection to the time of presentation in court. A chain of custody provides a record of who handled the evidence, when, where, why, and how, and prevents any tampering, alteration, or loss of the evidence. A chain of custody also establishes the authenticity, reliability, and admissibility of the evidence in legal proceedings. Analyzing system memory, documenting analysis steps, and capturing full system images are also important, but not as important as maintaining a chain of custody, as they do not guarantee the integrity and validity of the evidence. References = CISM Review Manual 2023, page 1701; CISM Review Questions, Answers & Explanations Manual 2023, page 332; ISACA CISM - iSecPrep, page 183

 A business impact analysis (BIA) is the process of identifying and evaluating the potential effects of disruptions to critical business functions or processes. A BIA helps to determine the recovery priorities, objectives, and strategies for the organization in the event of a disaster or crisis. A BIA also helps to identify the worst-case disruption scenarios, which are the scenarios that would cause the most severe impact to the organization in terms of financial, operational, reputational, or legal consequences. By conducting a BIA, the organization can assess the likelihood and impact of various disruption scenarios, and plan accordingly to mitigate the risks and ensure business continuity and resilience. References = CISM Review Manual 15th Edition, page 181, page 183.

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

= Mature information security awareness training across the organization is the most important factor for building a robust information security culture, because it helps to educate and motivate the employees to understand and adopt the security policies, procedures, and best practices that are aligned with the organizational goals and values. Information security awareness training should be tailored to the specific roles, responsibilities, and needs of the employees, and should cover the relevant topics, such as:

The importance and value of information assets and the potential risks and threats to them

The legal, regulatory, and contractual obligations and compliance requirements related to information security

The organizational security policies, standards, and guidelines that define the expected and acceptable behaviors and actions regarding information security

The security controls and tools that are implemented to protect the information assets and how to use them effectively and efficiently

The security incidents and breaches that may occur and how to prevent, detect, report, and respond to them

The security best practices and tips that can help to enhance the security posture and culture of the organization

Information security awareness training should be delivered through various methods and channels, such as:

Online courses, webinars, videos, podcasts, and quizzes that are accessible and interactive

Classroom sessions, workshops, seminars, and simulations that are engaging and practical

Posters, flyers, newsletters, emails, and social media that are informative and catchy

Games, competitions, rewards, and recognition that are fun and incentivizing

Information security awareness training should be conducted regularly and updated frequently, to ensure that the employees are aware of the latest security trends, challenges, and solutions, and that they can demonstrate their knowledge and skills in a consistent and effective manner.

Mature information security awareness training can help to create a positive and proactive security culture that fosters trust, collaboration, and innovation among the employees and the organization, and that supports the achievement of the strategic objectives and the mission and vision of the organization.

References = CISM Review Manual, 16th Edition, ISACA, 2021, pages 144-146, 149-150.

 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

The most effective way to help staff members understand their responsibilities for information security is to require them to participate in information security awareness training. Information security awareness training is a program that educates and motivates the staff members about the importance, benefits, and principles of information security, and the roles and responsibilities that they have in protecting the information assets and resources of the organization. Information security awareness training also provides the staff members with the necessary knowledge, skills, and tools to comply with the information security policies, procedures, and standards of the organization, and to prevent, detect, and report any information security incidents or issues. Information security awareness training also helps to create and maintain a positive and proactive information security culture among the staff members, and to increase their confidence and competence in performing their information security duties.

References = CISM Review Manual, 16th Edition, Chapter 1: Information Security Governance, Section: Information Security Culture, page 281; CISM Review Manual, 16th Edition, Chapter 3: Information Security Program Development and Management, Section: Information Security Awareness, Training and Education, pages 197-1982.

 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

 Key risk indicators (KRIs) are metrics that measure the level of risk exposure and the likelihood of occurrence of potential adverse events that can affect the organization’s objectives and performance. KRIs are used to monitor changes in the risk environment and to provide early warning signals for potential issues that may require management attention or intervention. KRIs are also used to communicate the risk status and trends to the relevant stakeholders and to support risk-based decision making12.

The primary reason to monitor KRIs related to information security is to alert on unacceptable risk. Unacceptable risk is the level of risk that exceeds the organization’s risk appetite, tolerance, or threshold, and that poses a significant threat to the organization’s assets, operations, reputation, or compliance. Unacceptable risk can result from internal or external factors, such as cyberattacks, data breaches, system failures, human errors, fraud, natural disasters, or regulatory changes. Unacceptable risk can have severe consequences for the organization, such as financial losses, legal liabilities, operational disruptions, customer dissatisfaction, or reputational damage12.

By monitoring KRIs related to information security, the organization can identify and assess the sources, causes, and impacts of unacceptable risk, and take timely and appropriate actions to mitigate, transfer, avoid, or accept the risk. Monitoring KRIs can also help the organization to evaluate the effectiveness and efficiency of the existing information security controls, policies, and procedures, and to identify and implement any necessary improvements or enhancements. Monitoring KRIs can also help the organization to align its information security strategy and objectives with its business strategy and objectives, and to ensure compliance with the relevant laws, regulations, standards, and best practices12.

While monitoring KRIs related to information security can also serve other purposes, such as identifying residual risk, reassessing risk appetite, or benchmarking control performance, these are not the primary reason for monitoring KRIs. Residual risk is the level of risk that remains after applying the risk treatment options, and it should be within the organization’s risk appetite, tolerance, or threshold. Reassessing risk appetite is the process of reviewing and adjusting the amount and type of risk that the organization is willing to take in pursuit of its objectives, and it should be done periodically or when there are significant changes in the internal or external environment. Benchmarking control performance is the process of comparing the organization’s information security controls with those of other organizations or industry standards, and it should be done to identify and adopt the best practices or to demonstrate compliance12. References = Integrating KRIs and KPIs for Effective Technology Risk Management, The Power of KRIs in Enterprise Risk Management (ERM) - Metricstream, What Is a Key Risk Indicator? With Characteristics and Tips, KRI Framework for Operational Risk Management | Workiva, Key risk indicator - Wikipedia

 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 primary reason to perform regular reviews of the cybersecurity threat landscape is to compare emerging trends with the existing organizational security posture, as this helps the information security manager to identify and prioritize the gaps and risks that need to be addressed. The cybersecurity threat landscape is dynamic and constantly evolving, and the organization’s security posture may not be adequate or aligned with the current and future threats. By reviewing the threat landscape regularly, the information security manager can assess the effectiveness and maturity of the security program, and recommend appropriate actions and controls to improve the security posture and reduce the likelihood and impact of cyberattacks. References = CISM Review Manual 2023, page 831; CISM Review Questions, Answers & Explanations Manual 2023, page 322; ISACA CISM - iSecPrep, page 173

 The most important thing to include in the outsourcing agreement for disaster recovery activities is the recovery time objectives (RTOs). RTOs are the maximum acceptable time frames within which the critical business processes and information systems must be restored after a disaster or disruption. RTOs are based on the business impact analysis (BIA) and the risk assessment, and they reflect the business continuity requirements and expectations of the organization. By including the RTOs in the outsourcing agreement, the organization can ensure that the service provider is aware of and committed to meeting the agreed service levels and minimizing the downtime and losses in the event of a disaster. The other options are not as important as the RTOs, although they may be relevant and useful to include in the outsourcing agreement depending on the scope and nature of the disaster recovery services. References = CISM Review Manual 15th Edition, page 2471; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, Question ID: 1033

 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.

An incident response plan is a set of procedures and guidelines that define the roles and responsibilities of the incident response team, the steps to follow in the event of an incident, and the communication and escalation protocols to ensure timely and effective resolution of incidents. One of the essential components of an incident response plan is the criteria for escalation, which specify the conditions and thresholds that trigger the escalation of an incident to a higher level of authority or a different function within the organization. The criteria for escalation may depend on factors such as the severity, impact, duration, scope, and complexity of the incident, as well as the availability and capability of the incident response team. The criteria for escalation help to ensure that incidents are handled by the appropriate personnel, that management is kept informed and involved, and that the necessary resources and support are provided to resolve the incident. References =  https://blog.exigence.io/a-practical-approach-to-incident-management-escalation https://www.uc.edu/content/dam/uc/infosec/docs/Guidelines/Information_Security_Incident_Response_Escalation_Guideline.pdf

 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

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.

 A post-incident review (PIR) is the process of evaluating the effectiveness of the incident response after the incident has been resolved. A PIR aims to identify the strengths and weaknesses of the response process, the root causes and impacts of the incident, the lessons learned and best practices, and the recommendations and action plans for improvement1. A PIR can help an organization enhance its incident response capabilities, reduce the likelihood and severity of future incidents, and increase its resilience and maturity2.

A PIR is the best process to support the evaluation of incident response effectiveness, because it provides a systematic and comprehensive way to assess the performance and outcomes of the response process, and to identify and implement the necessary changes and improvements. A PIR involves collecting and analyzing relevant data and feedback from various sources, such as incident logs, reports, evidence, metrics, surveys, interviews, and observations. A PIR also involves comparing the actual response with the expected or planned response, and measuring the achievement of the response objectives and the satisfaction of the stakeholders3. A PIR also involves documenting and communicating the findings, conclusions, and recommendations of the evaluation, and ensuring that they are followed up and implemented.

The other options are not as good as a PIR in supporting the evaluation of incident response effectiveness, because they are either more specific, limited, or dependent on a PIR. A root cause analysis (RCA) is a technique to identify the underlying factors or reasons that caused the incident, and to prevent or mitigate their recurrence. An RCA can help an organization understand the nature and origin of the incident, and to address the problem at its source, rather than its symptoms. However, an RCA is not sufficient to evaluate the effectiveness of the response process, because it does not cover other aspects, such as the response performance, outcomes, impacts, lessons, and best practices. An RCA is usually a part of a PIR, rather than a separate process. A chain of custody (CoC) is a process of maintaining and documenting the integrity and security of the evidence collected during the incident response. A CoC can help an organization ensure that the evidence is reliable, authentic, and admissible in legal or regulatory proceedings. However, a CoC is not a process to evaluate the effectiveness of the response process, but rather a requirement or a standard to follow during the response process. A CoC does not provide any feedback or analysis on the response performance, outcomes, impacts, lessons, or best practices. An incident logging is a process of recording and tracking the details and activities of the incident response. An incident logging can help an organization monitor and manage the response process, and to provide an audit trail and a source of information for the evaluation. However, an incident logging is not a process to evaluate the effectiveness of the response process, but rather an input or a tool for the evaluation. An incident logging does not provide any assessment or measurement on the response performance, outcomes, impacts, lessons, or best practices. References = 1: CISM Review Manual 15th Edition, Chapter 5, Section 5.5 2: Post-Incident Review: A Guide to Effective Incident Response 3: Post-Incident Review: A Guide to Effective Incident Response : CISM Review Manual 15th Edition, Chapter 5, Section 5.5 : CISM Review Manual 15th Edition, Chapter 5, Section 5.5 : CISM Review Manual 15th Edition, Chapter 5, Section 5.4 : CISM Review Manual 15th Edition, Chapter 5, Section 5.3

 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 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.

= 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

 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

= A security exception is a formal authorization to deviate from a security policy, standard, or control, due to a valid business reason or requirement. The primary reason for granting a security exception is that the risk associated with the deviation is justified by the benefit to the business, such as increased efficiency, productivity, customer satisfaction, or competitive advantage. The security exception should be approved by the appropriate authority, such as the senior management or the risk committee, based on a risk assessment and a cost-benefit analysis. The security exception should also be documented, communicated, monitored, and reviewed periodically123. References =

1: CISM Review Manual 15th Edition, page 364

2: CISM Practice Quiz, question 1132

3: Security Policy Exception Management, section “Security Policy Exception Management Process”

= 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

 A capability maturity model (CMM) is a framework that helps organizations assess and improve their processes and capabilities in various domains, such as software development, project management, information security, and others1. A CMM defines a set of levels or stages that represent the degree of maturity or effectiveness of an organization’s processes and capabilities in a specific domain. Each level has a set of criteria or characteristics that an organization must meet to achieve that level of maturity. A CMM also provides guidance and best practices on how to progress from one level to another, and how to measure and monitor the performance and improvement of the processes and capabilities2.

A CMM is most helpful in determining an organization’s current capacity to mitigate risks, because it provides a systematic and objective way to evaluate the strengths and weaknesses of the organization’s processes and capabilities related to risk management. A CMM can help an organization identify the gaps and opportunities for improvement in its risk management practices, and prioritize the actions and resources needed to address them. A CMM can also help an organization benchmark its risk management maturity against industry standards or best practices, and demonstrate its compliance with regulatory or contractual requirements3.

The other options are not as helpful as a CMM in determining an organization’s current capacity to mitigate risks, because they are either more specific, limited, or dependent on a CMM. A vulnerability assessment is a process of identifying and analyzing the vulnerabilities in an organization’s systems, networks, or applications, and their potential impact on the organization’s assets, operations, or reputation. A vulnerability assessment can help an organization identify the sources and levels of risk, but it does not provide a comprehensive or holistic view of the organization’s risk management maturity or effectiveness4. IT security risk and exposure is a measure of the likelihood and impact of a security breach or incident on an organization’s IT assets, operations, or reputation. IT security risk and exposure can help an organization quantify and communicate the level of risk, but it does not provide a framework or guidance on how to improve the organization’s risk management processes or capabilities5. A business impact analysis (BIA) is a process of identifying and evaluating the potential effects of a disruption or disaster on an organization’s critical business functions, processes, or resources. A BIA can help an organization determine the priorities and requirements for business continuity and disaster recovery, but it does not provide a method or standard for assessing or enhancing the organization’s risk management maturity or effectiveness. References = 1: CMMI Institute - What is CMMI? - Capability Maturity Model Integration 2: Capability Maturity Model and Risk Register Integration: The Right … 3: Performing Risk Assessments of Emerging Technologies - ISACA 4: CISM Review Manual 15th Edition, Chapter 4, Section 4.2 5: CISM Review Manual 15th Edition, Chapter 4, Section 4.3 : CISM Review Manual 15th Edition, Chapter 4, Section 4.4

 The online bank should first isolate the affected network segment, as this is the most effective way to contain the attack and prevent it from spreading to other parts of the network or compromising more data or systems. Isolating the affected network segment also helps to preserve the evidence and facilitate the investigation and recovery process. Reporting the root cause to the board of directors, assessing whether personally identifiable information (Pll) is compromised, and shutting down the entire network are not the first actions that the online bank should take, as they may not be feasible or appropriate at the time of the attack, and may cause more disruption, confusion, or damage to the business operations and reputation. References = CISM Review Manual 2023, page 1641; CISM Review Questions, Answers & Explanations Manual 2023, page 362; ISACA CISM - iSecPrep, page 213

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

 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

Unexpected outcomes may arise in production when using only sanitized data for the testing of applications. Sanitized data is data that has been purposely and permanently deleted or modified to prevent unauthorized access or misuse. Sanitized data may not reflect the real characteristics, patterns, or behaviors of the original data, and thus may not be suitable for testing applications that rely on data quality and accuracy. According to NIST, data sanitization methods can affect the usability of data for testing purposes1. The other options are not risks introduced by using sanitized data for testing applications, but rather risks that can be mitigated by using sanitized data. Data loss, data disclosure, and breaches of compliance obligations are possible consequences of using unsanitized data that contains sensitive or confidential information. References: 2: What is Data Sanitization? | Data Erasure Methods | Imperva 3: Data sanitization techniques: Standards, practices, legislation 1: Data sanitization – Wikipedia

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 primary objective of performing a vulnerability assessment following a business system update is to review the effectiveness of controls. A vulnerability assessment is a systematic review of security weaknesses in an information system. It evaluates if the system is susceptible to any known vulnerabilities, assigns severity levels to those vulnerabilities, and recommends remediation or mitigation, if and whenever needed1. A business system update is a process of modifying or enhancing an information system to improve its functionality, performance, security, or compatibility. A business system update may introduce new features, fix bugs, patch vulnerabilities, or comply with new standards or regulations2. Performing a vulnerability assessment following a business system update is important because it helps to:

•Review the effectiveness of controls that are implemented to protect the information sys-tem from threats and risks

•Identify any new or residual vulnerabilities that may have been introduced or exposed by the update

•Evaluate the impact and likelihood of potential incidents that may exploit the vulnerabili-ties

•Prioritize and implement appropriate actions to address the vulnerabilities

•Verify and validate the security posture and compliance of the updated information sys-tem

Therefore, the primary objective of performing a vulnerability assessment following a business system update is to review the effectiveness of controls that are designed to ensure the confidentiality, integrity, and availability of the information system and its data. The other options are not the primary objectives of performing a vulnerability as-sessment following a business system update. Determining operational losses is not an objective, but rather a possible consequence of not performing a vulnerability as-sessment or not addressing the identified vulnerabilities. Improving the change control process is not an objective, but rather a possible outcome of performing a vulnerability assessment and incorporating its results and recommendations into the change man-agement cycle. Updating the threat landscape is not an objective, but rather a prereq-uisite for performing a vulnerability assessment that requires using up-to-date sources of threat intelligence and vulnerability information. References: 1: Vulnerability As-sessment - NIST 2: System Update - Techopedia : Vulnerability Assessment vs Penetra-tion Testing - Imperva : Change Control Process - NIST : Threat Landscape - NIST

A business impact analysis (BIA) is a process that identifies and evaluates the potential effects of disruptions to critical business operations as a result of a disaster, accident, emergency, or threat. A BIA helps to determine the business continuity requirements and priorities for recovery of business functions and processes, including their dependencies on IT systems, applications, and data. A BIA also provides information on the financial and operational impacts of a disruption, the recovery time objectives (RTOs), the recovery point objectives (RPOs), and the minimum service levels for each business function and process. A BIA is an essential input for designing a disaster recovery plan (DRP), which is a documented and approved set of procedures and arrangements to enable an organization to respond to a disaster and resume its critical functions within a predetermined timeframe. A DRP must be based on the BIA results to ensure that the system restoration is prioritized according to the business needs and expectations. A DRP must also consider the availability and suitability of the recovery resources, such as backup systems, alternate sites, and personnel. A DRP should be tested and updated regularly to ensure its effectiveness and alignment with the changing business environment and requirements. References = CISM Review Manual, 15th Edition, pages 175-1761; CISM Review Questions, Answers & Explanations Database, question ID 2182; Working Toward a Managed, Mature Business Continuity Plan - ISACA3; Part Two: Business Continuity and Disaster Recovery Plans - CISM Foundations: Module 4 Course4.

A BIA is an important part of Disaster Recovery Planning (DRP). It helps identify the impact of a disruption on the organization, including the critical systems and processes that must be recovered in order to minimize that impact. The BIA results are used to prioritize system restoration and determine the resources needed to get the organization back into operation as quickly as possible.

The explanation given is: “A BIA is a process that identifies and evaluates the potential effects of natural and man-made events on business operations. It helps to understand how critical systems are interrelated and what their dependencies are. A BIA also helps to determine the RTOs for each system. The other options are not directly related to understanding the relationships between critical systems.”

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

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

 Server-based malware protection is not enforced is the issue that would be of GREATEST concern to an information security manager, as it exposes the web-based application and its data to potential threats from malicious software that can compromise the confidentiality, integrity, and availability of the information. Server-based malware protection is a security control that monitors and blocks malicious activities on the server where the application runs, such as viruses, worms, trojans, ransomware, etc. Without server-based malware protection, the web-based application may be vulnerable to attacks that can damage or destroy the data stored on the server, or disrupt the normal functioning of the application. The other issues are also important, but not as critical as server-based malware protection. The application does not use a secure communications protocol may expose sensitive data in transit to eavesdropping or interception by unauthorized parties. The application is configured with restrictive access controls may limit the access rights of legitimate users to authorized resources, but it does not prevent unauthorized users from accessing them through other means. The business process has only one level of error checking may result in incorrect or inconsistent data entry or processing, but it does not guarantee data quality or accuracy. References = CISM Review Manual, 16th Edition, page 1751; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 812

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 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

 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 information security manager’s first course of action should be to validate the relevance of the information received from the threat intelligence service. This means verifying the source, credibility, accuracy, and timeliness of the information, as well as assessing the potential impact and likelihood of the threat for the organization. This will help the information security manager to determine the appropriate response and prioritize the actions to mitigate the threat. Conducting an information security audit, performing a gap analysis, and informing senior management are possible subsequent actions, but they are not the first course of action. An information security audit is a systematic and independent assessment of the effectiveness of the information security controls and processes. A gap analysis is a comparison of the current state of the information security program with the desired state or best practices. Informing senior management is a communication activity that should be done after validating the information and assessing the risk. References = CISM Review Manual, 16th Edition, pages 44-451; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 632

The first step the information security manager should take upon learning of the potential threat is to validate the relevance of the information. This should involve researching the threat to evaluate its potential impact on the organization and to determine the accuracy of the threat intelligence. Once the information is validated, the information security manager can then take action, such as informing senior management, conducting an information security audit, or performing a gap analysis.

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

 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.

 The best way to ensure the capability to restore clean data after a ransomware attack is to maintain multiple offline backups. Offline backups are backups that are not connected to the network or the internet, and therefore are not accessible by ransomware. Multiple offline backups provide redundancy and allow the organization to choose the most recent and uncorrupted backup to restore the data. Offline backups should be stored in a secure location and tested regularly to ensure their integrity and availability.

Purchasing cyber insurance may help the organization cover some of the costs associated with a ransomware attack, such as ransom payment, data recovery, legal fees, etc., but it does not guarantee the capability to restore clean data. Cyber insurance policies may have exclusions, limitations, or conditions that affect the coverage and reimbursement. Moreover, cyber insurance does not prevent or mitigate the ransomware attack itself, and it may not cover all the losses or damages caused by the attack.

Encrypting sensitive production data may protect the confidentiality of the data from unauthorized access or disclosure, but it does not prevent ransomware from encrypting the data again. Ransomware does not need to decrypt the data to encrypt it, and it may use a different encryption algorithm or key than the one used by the organization. Encrypting production data may also increase the complexity and time required for data recovery, especially if the encryption keys are lost or compromised.

Performing integrity checks on backups may help the organization verify that the backups are not corrupted or tampered with, but it does not ensure the capability to restore clean data after a ransomware attack. Integrity checks are a preventive measure that should be done before the attack, not after. If the backups are already infected or encrypted by ransomware, performing integrity checks will not help to recover the data. Integrity checks should be complemented by other measures, such as isolation, versioning, and offline storage, to protect the backups from ransomware. References = CISM Certified Information Security Manager Study Guide, Chapter 9: Business Continuity and Disaster Recovery, page 3081; CISM Foundations: Module 4 Course, Part Two: Business Continuity and Disaster Recovery Plans2; Ransomware recovery: 8 steps to successfully restore from backup3; Ransomware Recovery: 5 Steps to Recover Data4

Assessing the consequences of noncompliance is the next step that should be done after determining that there are a significant number of exceptions to a newly released industry-required security standard. The information security manager should evaluate the potential impact and exposure of the organization due to the noncompliance with the security standard. The assessment should consider the legal, regulatory, contractual, and reputational implications of the noncompliance, as well as the likelihood and severity of the incidents or penalties that may result from the noncompliance. The assessment should also compare the cost and benefit of complying with the security standard versus accepting the risk of noncompliance. The assessment should provide the basis for making informed and rational decisions about how to address the noncompliance issue and prioritize the actions and resources needed to achieve compliance. Documenting risk acceptances, revising the organization’s security policy, and conducting an information security audit are all possible actions that may be taken to address the noncompliance issue, but they are not the next steps that should be done. These actions should be performed after assessing the consequences of noncompliance, and based on the results and recommendations of the assessment. Documenting risk acceptances may be appropriate if the organization decides to accept the risk of noncompliance, and if the risk is within the risk appetite and tolerance of the organization. Revising the organization’s security policy may be necessary if the organization decides to comply with the security standard, and if the policy needs to be updated to reflect the new requirements and expectations. Conducting an information security audit may be useful if the organization wants to verify the level of compliance and identify the gaps and weaknesses in the security controls and processes. Therefore, assessing the consequences of noncompliance is the next step that should be done after determining that there are a significant number of exceptions to a newly released industry-required security standard, as it helps the information security manager to understand the risk and impact of the noncompliance and to make informed and rational decisions about how to address it. References = CISM Review Manual 2023, page 43 1; CISM Practice Quiz 2

 To overcome the perception that security is a hindrance to business activities, it is important for an information security manager to promote the relevance and contribution of security to the organization’s goals and objectives. Security is not only a technical function, but also a business enabler that supports the organization’s strategy, vision, and mission. By promoting the relevance and contribution of security, the information security manager can demonstrate the value and benefits of security to the stakeholders, such as increasing customer trust, enhancing reputation, reducing costs, improving efficiency, and complying with regulations. Promoting the relevance and contribution of security can also help the information security manager to build relationships and partnerships with the business units, and to align the security program with the business needs and expectations. Promoting the relevance and contribution of security can also help the information security manager to foster a positive security culture and awareness within the organization, and to encourage the adoption and support of security policies and practices.

The other options are not the best ways to overcome the perception that security is a hindrance to business activities. Relying on senior management to enforce security is not the best way, because it may create a sense of coercion and resentment among the employees, and may undermine the credibility and authority of the information security manager. Focusing on compliance is not the best way, because it may create a false sense of security and satisfaction, and may neglect the other aspects and dimensions of security, such as risk management, value creation, and innovation. Reiterating the necessity of security is not the best way, because it may not address the root causes and factors of the negative perception, and may not provide sufficient evidence and justification for the security investments and decisions. References = CISM Review Manual, 16th Edition, ISACA, 2020, pp. 13-14, 23-241; CISM Online Review Course, Domain 1: Information Security Governance, Module 1: Information Security Governance Overview, ISACA2

To overcome the perception that security is a hindrance to business activities, it is important for an information security manager to promote the relevance and contribution of security. By demonstrating the value that security brings to the organization, including protecting assets and supporting business objectives, the information security manager can help to change the perception of security from a hindrance to a critical component of business success.

Relying on senior management to enforce security, focusing on compliance, and reiterating the necessity of security are all important elements of a comprehensive security program, but they do not directly address the perception that security is a hindrance to business activities. By promoting the relevance and contribution of security, the information security manager can help to align security with the overall goals and objectives of the organization, and foster a culture that values and supports security initiatives.

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

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 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

 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.

 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

= The most important message to convey to employees in building a security risk-aware culture is that the responsibility for security rests with all employees, not just the information security function or the management. A security risk-aware culture is a collective mindset of the people in the organization working every day to protect the enterprise and its information assets from internal and external threats. A security risk-aware culture requires the workforce to know the security risks and the processes for avoiding or mitigating them, and to make thoughtful decisions that align with security policies and standards. A security risk-aware culture also incorporates a broader corporate culture of day-to-day actions that encourage employees to report security incidents, share security best practices, and participate in security awareness and training programs. A security risk-aware culture helps to reduce the human factor that causes 90 percent of all cyberattacks, and to offset the impact of corrupted or lost data, decreased revenue, regulatory fines, and reputational damage. A security risk-aware culture turns people from assets that must be protected into assets that actively contribute to the cybersecurity and risk management posture and elevate security to being a business enabler rather than a business impediment123.

Personal information requires different security controls than sensitive information is a true statement, but it is not the most important message to convey to employees in building a security risk-aware culture. Personal information is any information that can identify or relate to a natural person, such as name, address, email, phone number, social security number, etc. Sensitive information is any information that is confidential, proprietary, or has a high value or impact to the organization, such as trade secrets, financial data, customer data, intellectual property, etc. Different types of information may have different legal, regulatory, contractual, or ethical obligations to protect them from unauthorized access, use, disclosure, modification, or destruction. Therefore, different security controls may be applied to personal and sensitive information based on their classification, such as encryption, access control, retention, disposal, etc. However, this message does not address the broader concept of security risk-aware culture, which is not limited to information classification and protection, but also encompasses the behaviors, attitudes, and values of the employees towards security.

Employee access should be based on the principle of least privilege is a good practice, but it is not the most important message to convey to employees in building a security risk-aware culture. The principle of least privilege states that users should only have the minimum level of access and permissions that are necessary to perform their job functions, and no more. This principle helps to reduce the risk of unauthorized or inappropriate actions, such as data leakage, fraud, sabotage, etc., by limiting the exposure and impact of user activities. However, this message does not capture the essence of security risk-aware culture, which is not only about access control, but also about the awareness, understanding, and commitment of the employees to security.

Understanding an information asset’s value is critical to risk management is a valid point, but it is not the most important message to convey to employees in building a security risk-aware culture. Understanding an information asset’s value is essential to determine the potential impact and likelihood of a security risk, and to prioritize the appropriate risk response strategies, such as avoidance, mitigation, transfer, or acceptance. However, this message does not reflect the holistic nature of security risk-aware culture, which is not only about risk assessment, but also about risk communication, risk treatment, and risk monitoring. References =

Building a Culture of Security - ISACA2

The Risk-Conscious, Security-Aware Culture: The Forgotten Critical Security Control - Cisco3

CISM ITEM DEVELOPMENT GUIDE - ISACA4

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.

A threat analysis will best identify the external influences to an organization’s information security because it involves identifying and evaluating the sources and likelihood of potential adverse events that could affect the organization’s assets, operations, or reputation. External influences include factors such as emerging technologies, social media, business environment, risk tolerance, regulatory requirements, third-party considerations, and threat landscape1. A threat analysis can help the organization to align its information security strategy with its business objectives and risk appetite, and to prioritize and mitigate the most relevant and impactful threats. A business impact analysis (BIA) is a process of assessing the potential consequences of a disruption to the organization’s critical business functions or processes. A BIA does not directly identify the external influences to the organization’s information security, but rather the impact of those influences on the organization’s continuity and recovery. A gap analysis is a process of comparing the current state of the organization’s information security with a desired or expected state, based on best practices, standards, or frameworks. A gap analysis does not directly identify the external influences to the organization’s information security, but rather the areas of improvement or compliance. A vulnerability analysis is a process of identifying and evaluating the weaknesses or flaws in the organization’s information systems or processes that could be exploited by threats. A vulnerability analysis does not directly identify the external influences to the organization’s information security, but rather the exposure or susceptibility of the organization to those influences. References = CISM Review Manual, 15th Edition, pages 22-232; CISM Exam Content Outline, Domain 1, Knowledge Statement 1.113

Threat analysis is a process that is used to identify and assess the external influences or threats that could potentially affect an organization's information security. It is used to identify potential risks and develop strategies to mitigate or reduce those risks. Threat analysis involves analyzing the environment, identifying potential threats and their potential impacts, and then evaluating the organization's current security measures and developing strategies to address any deficiencies.

 The best response for the organization to reduce risk from increasing cyberattacks is to revalidate and mitigate risks to an acceptable level. This means that the organization should review its current risk profile, identify any new or emerging threats, vulnerabilities, or impacts, and evaluate the effectiveness of its existing controls and countermeasures. Based on this analysis, the organization should implement appropriate risk treatment strategies, such as avoiding, transferring, accepting, or reducing the risks, to achieve its desired risk appetite and tolerance. The organization should also monitor and review the risk situation and the implemented controls on a regular basis, and update its risk management plan accordingly. This approach is consistent with the ISACA Risk IT Framework, which provides guidance on how to align IT risk management with business objectives and value12.

The other options are not the best responses because they are either too narrow or too reactive. Increasing budget and staffing levels for the incident response team may improve the organization’s ability to respond to and recover from cyberattacks, but it does not address the root causes or the prevention of the attacks. Implementing an intrusion detection system (IDS) may enhance the organization’s detection and analysis capabilities, but it does not guarantee the protection or mitigation of the attacks. Testing the business continuity plan (BCP) may verify the organization’s readiness and resilience to continue its critical operations in the event of a cyberattack, but it does not reduce the likelihood or the impact of the attack. References =

Risk IT Framework 1

CISM Review Manual, 16th Edition | Print | English 2, Chapter 3: Information Risk Management, pages 97-98, 103-104, 107-108, 111-112.

= 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

The most likely reason for executive management to take no further action related to the risk of a denial of service (DoS) attack is that the cost of implementing controls exceeds the potential financial losses. This means that the risk is acceptable or tolerable for the organization, and that the benefits of reducing the risk do not outweigh the costs of applying the controls. This decision is based on a cost-benefit analysis, which is a common technique for evaluating and comparing different risk response options. A cost-benefit analysis considers the following factors:

The estimated impact of the risk, which is the potential loss or damage that the organization may suffer if the risk materializes. The impact can be expressed in quantitative or qualitative terms, such as monetary value, reputation, customer satisfaction, legal liability, etc.

The estimated likelihood of occurrence, which is the probability or frequency that the risk will occur within a given time period. The likelihood can be expressed in numerical or descriptive terms, such as percentage, rating, high, medium, low, etc.

The estimated cost of controls, which is the total amount of resources that the organization needs to invest in order to implement and maintain the controls. The cost can include direct and indirect expenses, such as hardware, software, personnel, training, maintenance, etc.

The estimated benefit of controls, which is the reduction in the impact or likelihood of the risk as a result of implementing the controls. The benefit can be expressed in the same terms as the impact or likelihood, such as monetary value, percentage, rating, etc.

A cost-benefit analysis can be performed using various methods, such as net present value (NPV), return on investment (ROI), internal rate of return (IRR), etc. The general principle is to compare the cost and benefit of each control option, and select the one that provides the highest net benefit or the lowest net cost. A control option is considered feasible and desirable if its benefit exceeds its cost, or if its cost is lower than the impact of the risk.

In this case, executive management has decided to take no further action related to the risk of a DoS attack, which implies that the cost of implementing controls exceeds the potential financial losses. This could be because the impact or likelihood of the risk is low, or because the cost or complexity of the controls is high, or both. For example, the organization may have a robust backup and recovery system, a diversified network infrastructure, a strong customer loyalty, or a low dependency on online services, which reduce the impact or likelihood of a DoS attack. Alternatively, the organization may face technical, financial, or operational challenges in implementing effective controls, such as firewalls, load balancers, traffic filters, or cloud services, which increase the cost or complexity of the controls. Therefore, executive management may have concluded that the risk is acceptable or tolerable, and that taking no further action is the most rational and economical choice.

The other options are not the most likely reasons for executive management to take no further action related to the risk of a DoS attack, as they indicate a lack of proper risk assessment or validation. The risk assessment should define the likelihood of occurrence and the reported vulnerability should be validated, as these are essential steps for identifying and analyzing the risk. Executive management should be aware of the impact potential, as this is a key factor for evaluating and prioritizing the risk. If any of these options were true, executive management would not have enough information or evidence to make an informed and justified decision about the risk response. References =

CISM Review Manual, Chapter 2, pages 67-69

CISM Exam Content Outline | CISM Certification | ISACA, Domain 2, Task 2.2

Information Security Risk Management for CISM® - Pluralsight, Module 2, Section 2.3

CISM: Information Risk Management Part 2 from Skillsoft - NICCS, Section 2.4

Executive management may not take action related to a risk if they have determined that the cost of implementing necessary controls to mitigate the risk exceeds the potential financial losses that the organization may incur if the risk were to materialize. In cases such as this, it is important for the information security team to provide the executive team with thorough cost-benefit analysis that outlines the cost of implementing the controls versus the expected losses from the risk.

 The primary purpose of business continuity and disaster recovery plans is to ensure that the organization can resume its critical business functions within the stated recovery time objectives (RTOs) after a disruptive event. RTOs are based on the business needs and the impact analysis of each function or process. Therefore, meeting the business needs is the best indicator that the plans are effective. Regulatory requirements, internal compliance requirements, and risk management objectives are important factors that influence the development and testing of the plans, but they are not the ultimate measure of their effectiveness. References = CISM Certified Information Security Manager Study Guide, Chapter 9: Business Continuity and Disaster Recovery, page 3071; CISM Foundations: Module 4 Course, Part Two: Business Continuity and Disaster Recovery Plans2; Imperva, Business Continuity & Disaster Recovery Planning (BCP & DRP)3

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

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.

 = An identity and access management (IAM) system is a set of processes, policies, and technologies that enable an organization to manage the identities and access rights of its users across different systems and applications1. An IAM system can help an organization to comply with the government regulation by automating the provisioning and deprovisioning of user accounts, enforcing consistent access policies, and integrating different user directories2. An IAM system can also provide audit trails and reports to demonstrate compliance with the regulation3. A multi-factor authentication (MFA) system is a method of verifying the identity of a user by requiring two or more factors, such as something the user knows, has, or is4. An MFA system can enhance the security of user authentication, but it does not address the issue of removing user privileges from different systems within three days of termination. A privileged access management (PAM) system is a solution that manages and monitors the access of privileged users, such as administrators, to critical systems and resources. A PAM system can reduce the risk of unauthorized or malicious use of privileged accounts, but it does not solve the problem of managing the access of regular users across different systems. A governance, risk, and compliance (GRC) system is a software platform that integrates the functions of governance, risk management, and compliance management. A GRC system can help an organization to align its objectives, policies, and processes with the relevant regulations, standards, and best practices, but it does not directly enable the removal of user privileges from different systems within three days of termination. References = 1: CISM Review Manual (Digital Version), page 24 2: 1 3: 2 4: CISM Review Manual (Digital Version), page 25 : CISM Review Manual (Digital Version), page 26 : CISM Review Manual (Digital Version), page 27

Data classification is the sole responsibility of the client organization when adopting a Software as a Service (SaaS) model. Data classification is the process of categorizing data based on its sensitivity, value and criticality to the organization. Data classification helps to determine the appropriate level of protection, access control and retention for different types of data. Data classification is an essential part of data governance and risk management, as it enables the organization to comply with legal and regulatory requirements, protect its intellectual property and reputation, and optimize its data storage and usage costs.

In a SaaS model, the client organization has the least control and responsibility over the cloud infrastructure, platform and application, as these are fully managed by the cloud service provider (CSP). The client organization only has control and responsibility over its own data and users. Therefore, the client organization is responsible for defining and implementing data classification policies and procedures, and ensuring that its data is properly labeled and handled according to its classification level. The client organization is also responsible for educating its users about the importance of data classification and the best practices for data security and privacy.

The other options are not the sole responsibility of the client organization in a SaaS model, as they are either shared with or delegated to the CSP. Host patching, penetration testing and infrastructure hardening are all related to the security and maintenance of the cloud infrastructure and platform, which are the responsibility of the CSP in a SaaS model. The CSP is expected to provide regular updates, patches and fixes to the host operating system, network and application components, and to conduct periodic security assessments and audits to identify and remediate any vulnerabilities or weaknesses in the cloud environment. The client organization may have some responsibility to monitor and verify the CSP’s performance and compliance with the service level agreement (SLA) and the cloud security standards and regulations, but it does not have direct control or access to the cloud infrastructure and platform. References =

Understanding the Shared Responsibilities Model in Cloud Services - ISACA, Figure 1

CISM Review Manual, Chapter 3, page 121

Key performance indicators (KPIs) are the best tool to monitor the effectiveness of information security governance because they are quantifiable and measurable metrics that reflect the achievement of the information security objectives and the alignment of the information security strategy with the business goals. KPIs can help to evaluate the performance, efficiency, quality, and value of the information security processes and activities, and to identify the areas of improvement or adjustment. KPIs can also provide feedback to the management and the stakeholders on the status and progress of the information security governance. Some examples of KPIs for information security governance are: percentage of compliance with security policies and standards, number and severity of security incidents, return on security investment, and maturity level of information security capabilities12.

A balanced scorecard is a strategic management tool that translates the vision and mission of the organization into four perspectives: financial, customer, internal process, and learning and growth. A balanced scorecard can help to align the information security strategy with the business strategy, but it is not a tool to monitor the effectiveness of information security governance. A balanced scorecard can include KPIs as part of its measurement system, but it is not a substitute for KPIs13.

A business impact analysis (BIA) is a process of assessing the potential consequences of a disruption to the organization’s critical business functions or processes. A BIA can help to identify the critical assets, dependencies, recovery priorities, and recovery objectives for the information security program, but it is not a tool to monitor the effectiveness of information security governance. A BIA is a one-time or periodic activity, not a continuous monitoring process14.

A risk profile is a representation of the organization’s exposure to various types of risks, such as operational, financial, strategic, or reputational. A risk profile can help to identify the sources, likelihood, and impact of potential threats to the organization’s assets and objectives, and to determine the risk appetite and tolerance for the information security program, but it is not a tool to monitor the effectiveness of information security governance. A risk profile is a snapshot of the organization’s risk posture at a given point in time, not a dynamic monitoring tool15. References = CISM Review Manual, 16th Edition, pages 23-241; CISM Exam Content Outline, Domain 1, Knowledge Statement 1.122; CISM Review Questions, Answers & Explanations Database, Question ID 10093; CISM Review Questions, Answers & Explanations Database, Question ID 10104; CISM Review Questions, Answers & Explanations Database, Question ID 10115

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

 The business process owner 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 business process owner has the most direct and detailed knowledge of the inputs, outputs, dependencies, resources, and performance indicators of the business processes and functions. Therefore, the business process owner is the best person to calculate the recovery time and cost estimates when performing a business impact analysis (BIA), which is a process of identifying and quantifying the potential losses, damages, or consequences that could result from 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 recovery time and cost estimates are the measures that indicate the time and money that are needed to resume and restore the normal business operations and functions after the disruption or incident. The recovery time and cost estimates can help to prioritize and protect the critical activities and resources, to allocate the appropriate budget and resources, to implement the necessary controls and measures, and to evaluate the effectiveness and efficiency of the business continuity and disaster recovery plans.

The business continuity coordinator, the senior management, and the information security manager are all important roles in the BIA process, but they are not the best ones to calculate the recovery time and cost estimates. The business continuity coordinator is the person who is responsible for coordinating and facilitating the BIA process, as well as the development, implementation, and maintenance of the business continuity and disaster recovery plans. The business continuity coordinator can help to define and communicate the scope, objectives, and methodology of the BIA, to collect and analyze the data and information from the business process owners and other stakeholders, to report and present the BIA results and recommendations, and to provide feedback and suggestions for improvement and optimization of the BIA and the plans. The senior management is the group of people who have the ultimate authority and accountability for the organization’s strategy, direction, and performance. The senior management can help to approve and support the BIA process and the plans, to provide the strategic guidance and vision for the business continuity and disaster recovery, to allocate the necessary budget and resources, to oversee and monitor the BIA and the plans, and to make the final decisions and approvals. The information security manager is the person who is responsible for ensuring the security of the information assets and systems that support the business processes and functions. The information security manager can help to identify and assess the information security risks and issues that could affect the BIA and the plans, to implement and manage the security controls and measures that are needed to protect and recover the information assets and systems, to coordinate and collaborate with the business process owners and other stakeholders on the security aspects of the BIA and the plans, and to provide the security expertise and advice. References = CISM Review Manual 15th Edition, pages 228-2291; CISM Practice Quiz, question 1722

The PRIMARY benefit to an organization when information security program requirements are aligned with employment and staffing processes is that access is granted based on task requirements. This means that the organization can ensure that the employees have the appropriate level and scope of access to the information assets and systems that they need to perform their duties, and that the access is granted, reviewed, and revoked in accordance with the security policies and standards. This can help to reduce the risk of unauthorized access, misuse, or leakage of information, as well as to comply with the principle of least privilege and the segregation of duties12. Security incident reporting procedures are followed (A) is a benefit to an organization when information security program requirements are aligned with employment and staffing processes, but it is not the PRIMARY benefit. Security incident reporting procedures are the steps and guidelines that the employees should follow when they detect, report, or respond to a security incident. Aligning the information security program requirements with the employment and staffing processes can help to ensure that the employees are aware of and trained on the security incident reporting procedures, and that they are enforced and monitored by the management. This can help to improve the effectiveness and efficiency of the incident response process, as well as to comply with the legal and contractual obligations12. Security staff turnover is reduced (B) is a benefit to an organization when information security program requirements are aligned with employment and staffing processes, but it is not the PRIMARY benefit. Security staff turnover is the rate at which the security personnel leave or join the organization. Aligning the information security program requirements with the employment and staffing processes can help to reduce the security staff turnover by ensuring that the security roles and responsibilities are clearly defined and communicated, that the security personnel are adequately compensated and motivated, and that the security personnel are evaluated and developed regularly. This can help to retain the security talent and expertise, as well as to reduce the costs and risks associated with the security staff turnover12. Information assets are classified appropriately © is a benefit to an organization when information security program requirements are aligned with employment and staffing processes, but it is not the PRIMARY benefit. Information asset classification is the process of assigning a security level or category to the information assets based on their value, sensitivity, and criticality to the organization. Aligning the information security program requirements with the employment and staffing processes can help to ensure that the information assets are classified appropriately by establishing the ownership and custody of the information assets, the criteria and methods for the information asset classification, and the roles and responsibilities for the information asset classification. This can help to protect the information assets according to their security level or category, as well as to comply with the regulatory and contractual requirements12. 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

 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

 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.

Chain of custody is the MOST important requirement when collecting admissible evidence, because it ensures the integrity and authenticity of the evidence by documenting its history, handling, and storage. Chain of custody records who, what, when, where, why, and how the evidence was collected, analyzed, and preserved. Without a proper chain of custody, the evidence may be challenged or rejected in a court of law. Need to know, preserving audit logs, and due diligence are important aspects of evidence collection, but they are not as critical as chain of custody. References = CISM Review Manual, 16th Edition, page 3031; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 1492The most important requirement when collecting admissible evidence is the chain of custody. The chain of custody is a documented record of who had control of the evidence at any given time, from the point of collection until the evidence is presented in court. This is important in order to ensure the evidence can be authenticated and is not subject to tampering or any other form of interference. Other important considerations include need to know, preserving audit logs, and due diligence.

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

post-incident review of an information security incident is a process that aims to identify the root causes, contributing factors, and lessons learned from the incident, and to implement corrective and preventive actions to avoid or mitigate similar incidents in the future. The primary objective of a post-incident review is to prevent recurrence, as it helps to improve the security posture, awareness, and resilience of the organization. Preventing recurrence also helps to reduce the impact and cost of future incidents, as well as to enhance the reputation and trust of the organization. Updating the risk profile, minimizing impact, and determining the impact are not the primary objectives of a post-incident review, although they may be part of its outcomes or outputs. References = CISM Review Manual, 16th Edition, page 1011

 A security operations center (SOC) relies on the centralized logging server to collect, store, analyze and correlate security events from various sources such as firewalls, intrusion detection systems, antivirus software, etc. The centralized logging server uses the timestamps of the events to perform the analysis and correlation. If the IT system clocks are not synchronized with the centralized logging server, the SOC will face difficulties in identifying the sequence and causality of the events, which will affect its ability to detect and respond to potential security breaches. Therefore, this presents the greatest challenge to the SOC’s awareness of potential security breaches.

Operating systems that are no longer supported by the vendor may pose a security risk, but they can be mitigated by applying compensating controls such as isolation, segmentation, monitoring, etc. The patch management system that does not deploy patches in a timely manner may also increase the vulnerability exposure, but it can be remediated by prioritizing and applying the critical patches as soon as possible. An organization that has a decentralized data center that uses cloud services may face some challenges in ensuring the security and compliance of the cloud environment, but it can leverage the cloud service provider’s security capabilities and tools to enhance the SOC’s visibility and control. Therefore, these options are not the greatest challenges to the SOC’s awareness of potential security breaches. 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; RSI Security, Common Challenges of SOC Teams3; Infosec Matter, Security Operations Center: Challenges of SOC Teams4

If the residual risk of the business activity is lower than the acceptable risk level, it means that the existing controls are effectively mitigating the identified risks. In this case, the best course of action is to monitor the effectiveness of the controls and ensure they remain effective. The information security manager should review and test the controls periodically to ensure that they continue to provide adequate protection. It is also essential to update the risk assessment framework to reflect changes in the business environment or risk landscape.

= 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 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

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.

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.

 Defining information security requirements and processes is the FIRST thing that the information security manager should do to support the initiative of utilizing Software as a Service (SaaS) and selecting a vendor. This is because information security requirements and processes provide the basis for evaluating and comparing the SaaS vendors and solutions, as well as for ensuring the alignment of the SaaS services with the organization’s security objectives, policies, and standards. Information security requirements and processes should include aspects such as data protection, access control, encryption, authentication, authorization, audit, compliance, incident response, disaster recovery, and service level agreements12. Reviewing independent security assessment reports for each vendor (A) is a useful thing to do to support the initiative of utilizing SaaS and selecting a vendor, but it is not the FIRST thing to do. Independent security assessment reports can provide valuable information about the security posture, practices, and performance of the SaaS vendors and solutions, such as their compliance with industry standards, frameworks, and regulations, their vulnerability and risk management, and their security testing and auditing results. However, reviewing independent security assessment reports should be done after defining the information security requirements and processes, which can help to determine the scope, criteria, and expectations for the security assessment12. Benchmarking each vendor’s services with industry best practices (B) is also a useful thing to do to support the initiative of utilizing SaaS and selecting a vendor, but it is not the FIRST thing to do. Benchmarking each vendor’s services with industry best practices can help to measure and compare the quality, performance, and value of the SaaS vendors and solutions, as well as to identify the gaps, strengths, and weaknesses of the SaaS services. However, benchmarking each vendor’s services with industry best practices should be done after defining the information security requirements and processes, which can help to select the relevant and appropriate industry best practices for the SaaS services12. Analyzing the risks and proposing mitigating controls © is also a useful thing to do to support the initiative of utilizing SaaS and selecting a vendor, but it is not the FIRST thing to do. Analyzing the risks and proposing mitigating controls can help to identify and evaluate the potential threats, vulnerabilities, and impacts that may affect the security, availability, and reliability of the SaaS vendors and solutions, as well as to recommend and implement the necessary measures to reduce or eliminate the risks. However, analyzing the risks and proposing mitigating controls should be done after defining the information security requirements and processes, which can help to establish the risk appetite, tolerance, and criteria for the SaaS services12. References = 1: CISM Review Manual 15th Edition, page 82-831; 2: How to Evaluate SaaS Providers and Solutions by Developing RFP Criteria - Gartner2

 Managed security solutions are services provided by external vendors that offer security expertise, resources, and tools to help organizations protect their information assets and systems. A primary benefit of managed security solutions is that they allow organizations to focus on their core business operations, while delegating the security tasks to the service provider. This can improve the efficiency and effectiveness of the organization, as well as reduce the complexity and cost of managing security internally. Managed security solutions can also provide a wider range of capabilities, easier implementation across an organization, and lower cost of operations, but these are not the primary benefits, as they may vary depending on the quality and scope of the service provider. References = CISM Review Manual, 16th Edition, ISACA, 2020, p. 841; CISM Online Review Course, Domain 3: Information Security Program Development and Management, Module 3: Information Security Program Management, ISACA2

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

= 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 most effective way to avoid paying the ransom in a ransomware attack is to have a properly tested offline backup system. A ransomware attack is a type of cyberattack that encrypts the victim’s data or systems and demands a payment for the decryption key. A properly tested offline backup system is a method of storing copies of the data or systems in a separate location that is not connected to the network or the internet. By having a properly tested offline backup system, the hospital can restore its critical server from the backup without paying the ransom or losing any data. The other options are not the most effective way to avoid paying the ransom in a ransomware attack, although they may be some preventive or detective measures. Employee training on ransomware is a preventive measure that can help raise awareness and reduce the likelihood of falling victim to phishing or other social engineering techniques that may deliver ransomware. However, it does not guarantee that employees will always follow best practices or that ransomware will not enter the network through other means. A continual server replication process is a method of creating copies of the server data or systems in real time or near real time. However, it may not be effective against ransomware, as the replication process may also copy the encrypted data or systems, making them unusable. A properly configured firewall is a preventive measure that can help block malicious network traffic and prevent unauthorized access to the server. However, it does not guarantee that ransomware will not bypass the firewall through other channels, such as email attachments or removable media.

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

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.

 Isolating the endpoint device is the best course of action to prevent further damage, as it will prevent the potential spread of malware or compromise to other devices or systems on the network. Wiping and resetting the endpoint device may be a possible recovery option, but it is not the first priority and it may also destroy valuable forensic evidence. Powering off the endpoint device may also cause loss of data or evidence, and it may not stop the attack if the device is remotely controlled. Running a virus scan on the endpoint device may not be effective if the device is already compromised, and it may also trigger malicious actions by the attacker. References = CISM Review Manual 15th Edition, page 203. Boosting Cyberresilience for Critical Enterprise IT Systems With COBIT and NIST Cybersecurity Frameworks1, Endpoint Security: On the Frontline of Cyber Risk2.

The best course of action to prevent further damage is to isolate the endpoint device. Isolating the endpoint device will prevent the compromised system from connecting to other systems on the network and spreading the infection. Other possible courses of action include wiping and resetting the endpoint device, running a virus scan, and powering off the endpoint device. However, these actions will not prevent the compromised system from continuing to spread the infection.

= 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.

The level of protection for an information asset should be based on the impact to the business function that depends on the asset. The impact to the business function reflects the value and criticality of the information asset to the organization, and the potential consequences of its loss, compromise, or unavailability. The impact to the business function can be measured in terms of financial, operational, reputational, legal, or strategic effects. The higher the impact, the higher the level of protection required.

Impact on information security program, cost of controls, and cost to replace are not the best factors to provide guidance when deciding the level of protection for an information asset. Impact on information security program is a secondary effect that depends on the impact to the business function. Cost of controls and cost to replace are important considerations for implementing and maintaining the protection, but they do not determine the level of protection needed. Cost of controls and cost to replace should be balanced with the impact to the business function and the risk appetite of the organization. References = CISM Certified Information Security Manager Study Guide, Chapter 2: Information Risk Management, page 671; CISM Foundations: Module 2 Course, Part One: Information Risk Management2; CISM Review Manual 15th Edition, Chapter 2: Information Risk Management, page 693

When deciding the level of protection for an information asset, the most important factor to consider is the impact to the business function. The value of the asset should be evaluated in terms of its importance to the organization's operations and how its security posture affects the organization's overall security posture. Additionally, the cost of implementing controls, the potential impact on the information security program, and the cost to replace the asset should be taken into account when determining the appropriate level of protection for the asset.

= An incremental backup method only backs up the data that has changed since the last backup, whether it was a full or an incremental backup. This method requires the least amount of time and storage space for backup, but it requires the most time to restore data for an application. To restore data from an incremental backup, the latest full backup and all the subsequent incremental backups are needed. A full backup method backs up all the data in a system or an application at a point in time. This method requires the most amount of time and storage space for backup, but it requires the least time to restore data for an application. To restore data from a full backup, only the latest full backup is needed. A differential backup method backs up the data that has changed since the last full backup. This method requires more time and storage space for backup than the incremental method, but less than the full backup method. It also requires less time to restore data for an application than the incremental method, but more than the full backup method. To restore data from a differential backup, the latest full backup and the latest differential backup are needed. A disk mirroring method creates an exact copy of a disk on another disk in real time. This method provides the highest level of availability and fault tolerance, but it also requires twice the amount of disk space. To restore data from a disk mirroring method, the mirrored disk can be used as the primary disk in case of a failure. References = CISM Review Manual 15th Edition, page 201-202.

The method that requires the MOST time to restore data for an application is a Full Backup. Full backups contain all the data that is required to restore an application, but the process of restoring the data is the most time-consuming as it involves copying all the data from the backup to the application. Incremental backups only backup the changes made since the last backup, differential backups only backup changes made since the last full backup, and disk mirroring provides real-time data replication, so the data is immediately available.

 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.

= A quality process is a set of activities that ensures that the products or services delivered by an organization meet the customer’s expectations and comply with the applicable standards and regulations. A quality process can support security management by providing assurance that security requirements are met throughout the development, implementation and maintenance of information systems and processes. A quality process can also help to identify and correct security defects, measure security performance and effectiveness, and improve security practices and procedures. References = CISM Review Manual, 15th Edition, page 671; CISM Review Questions, Answers & Explanations Database, question ID 2092.

An organization's quality process can BEST support security management by providing assurance that security requirements are met. This means that the quality process can be used to ensure that security controls are being implemented as intended and that they are achieving the desired results. This helps to ensure that the organization is properly protected and that it is in compliance with security regulations and standards.

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.

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.

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.

 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

Email software packages that provide native encryption of messages use proprietary algorithms and formats that are not compatible with other email software packages. This means that the encryption cannot interoperate across product domains, and the recipients of encrypted messages must use the same email software package as the sender to decrypt and read the messages. This limits the usability and scalability of native encryption, and may also pose security risks if the encryption algorithms or formats are not well-tested or widely accepted. A common drawback of email software packages that provide native encryption of messages is that the encryption cannot interoperate across product domains1234. References = CISM Review Manual 15th Edition, page 206. The Top 10 Email Encryption Solutions In 2023 - Expert Insights2, The Best Email Encryption Services for 2023 | PCMag3, The Top 12 Email Encryption Services for 2023 - Right Inbox4.

A common drawback of email software packages that provide native encryption of messages is that the encryption cannot interoperate across product domains. This means that emails sent from one product cannot be read by another product, as the encryption keys used are not compatible. This can be a problem when sending emails to people who use different software packages, as the encrypted emails cannot be read.

 Performing a risk assessment is the best approach to determine how to protect newly acquired data assets prior to integration, as it will help to identify the threats, vulnerabilities, impacts, and likelihoods of the data assets, and to prioritize the appropriate risk treatment options. Including security requirements in the contract is a good practice, but it may not be sufficient to address the specific risks of the data assets. Assessing security controls and reviewing data architecture are also important steps, but they should be done after performing a risk assessment, as they will depend on the risk level and the risk app

The best approach to determine how to protect newly acquired data assets prior to integration is to perform a risk assessment. A risk assessment will identify the various threats and vulnerabilities associated with the data assets and help the organization develop an appropriate security strategy. This risk assessment should include an assessment of the security controls in place to protect the data, a review of the data architecture, and a review of any contractual requirements related to security.

“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.”

 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.

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.

The primary objective of a business impact analysis (BIA) is to determine recovery priorities. The BIA is used to identify and analyze the potential effects of an incident on the organization, including the financial impact, operational impact, and reputational impact. The BIA also helps to identify critical resources and processes, determine recovery objectives and strategies, and develop recovery plans. Reference: Certified Information Security Manager (CISM) Study Manual, Chapter 4, Business Impact Analysis.

 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.

 Business managers are best suited to determine the recovery time objectives (RTOs) for their business processes and functions, as they have the knowledge and authority to assess the impact of downtime and the acceptable level of service continuity. RTOs are the maximum acceptable time that a business process or function can be disrupted before it causes significant harm to the organization’s objectives, reputation, or compliance. References = CISM Review Manual, 16th Edition, Chapter 5, Section 5.2.1.11

 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.

Patch management files are the files that contain the patches or updates for the software applications and systems that are installed on the compromised system. Patch management files are essential to recover a compromised system that needs a complete rebuild, as they can help to restore the functionality, security, and performance of the system. Without patch management files, the system may not be able to run properly or securely, and may expose the organization to further risks or vulnerabilities. Network system logs, configuration management files, and intrusion detection system (IDS) logs are also important for recovering a compromised system, but they should be considered after patch management files. Network system logs can help to identify the source and scope of the attack, configuration management files can help to restore the original settings and policies of the system, and IDS logs can help to detect any malicious activities or anomalies on the system. References = CISM Review Manual, 16th Edition, pages 193-1941; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 672