CISM Certified Information Security Manager Questions and Answers

 A successful information security program is one that aligns with the business objectives and strategy, supports the business processes and functions, and protects the information assets from threats and vulnerabilities. The most important factor of such a program is that it is focused on risk management, which means that it identifies, assesses, treats, and monitors the information security risks that could affect the business continuity, reputation, and value. Risk management helps to prioritize the security activities and resources, allocate the appropriate budget and resources, implement the necessary controls and measures, and evaluate the effectiveness and efficiency of the program. Risk management also enables the program to adapt to the changing business and threat environment, and to continuously improve the security posture and performance. A program that follows industry best practices, is based on a well-developed strategy, and is cost-efficient and within budget are all desirable attributes, but they are not sufficient to ensure the success of the program without a risk management focus. References = CISM Review Manual 15th Edition, page 411; CISM Practice Quiz, question 1242

 The primary benefit of implementing a vulnerability assessment process is to facilitate proactive risk management. A vulnerability assessment process is a systematic and periodic evaluation of the security posture of an information system or network, which identifies and measures the weaknesses and exposures that may be exploited by threats. By implementing a vulnerability assessment process, the organization can proactively identify and prioritize the risks, and implement appropriate controls and mitigation strategies to reduce the likelihood and impact of potential incidents. The other options are possible benefits of implementing a vulnerability assessment process, but they are not the primary one. References = CISM Review Manual 15th Edition, page 1731; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, Question ID: 1029

 Risk management dashboards are the MOST effective in monitoring an organization’s existing risk because they provide a visual and interactive representation of the key risk indicators (KRIs) and metrics that reflect the current risk posture and performance of the organization. Risk management dashboards can help to communicate the risk information to various stakeholders, identify trends and patterns, compare actual results with targets and thresholds, and support decision making and risk response12. Periodic updates to risk register (A) are important to maintain the accuracy and relevance of the risk information, but they are not the most effective in monitoring the existing risk because they do not provide a real-time or dynamic view of the risk situation. Security information and event management (SIEM) systems © are effective in monitoring the security events and incidents that may indicate potential or actual threats to the organization, but they are not the most effective in monitoring the existing risk because they do not provide a comprehensive or holistic view of the risk context and impact. Vulnerability assessment results (D) are effective in monitoring the weaknesses and exposures of the organization’s assets and systems, but they are not the most effective in monitoring the existing risk because they do not provide a quantitative or qualitative measure of the risk likelihood and consequence. References = 1: CISM Review Manual 15th Edition, page 316-3171; 2: CISM Domain 2: Information Risk Management (IRM) [2022 update]2

= 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”

 Establishing an information security steering committee is the best way to facilitate the integration of information security governance into enterprise governance. The information security steering committee is a cross-functional group of senior managers who provide strategic direction, oversight, and support for the information security program. The committee ensures that the information security strategy is aligned with the enterprise strategy, objectives, and risk appetite. The committee also fosters collaboration and communication among various stakeholders and promotes a culture of security awareness and accountability. Developing an information security policy, documenting the information security governance framework, and implementing an information security awareness program are all important activities for implementing and maintaining information security governance, but they do not necessarily facilitate its integration into enterprise governance. These activities may be initiated or endorsed by the information security steering committee, but they are not sufficient to ensure that information security governance is embedded into the enterprise governance structure and processes. References = CISM Review Manual 2023, page 34 1; CISM Practice Quiz 2

= Patch management is the process of applying updates to software and hardware systems to fix security vulnerabilities and improve functionality. Patch management is one of the best ways to prevent the exploitation of system vulnerabilities, as it reduces the attack surface and closes the gaps that attackers can exploit. Patch management also helps to ensure compliance with security standards and regulations, and maintain the performance and availability of systems.

Intrusion detection is the process of monitoring network or system activities for signs of malicious or unauthorized behavior. Intrusion detection can help to detect and respond to attacks, but it does not prevent them from happening in the first place. Log monitoring is the process of collecting, analyzing and reviewing log files generated by various systems and applications. Log monitoring can help to identify anomalies, errors and security incidents, but it does not prevent them from occurring. Antivirus software is the program that scans files and systems for viruses, malware and other malicious code. Antivirus software can help to protect systems from infection, but it does not prevent the exploitation of system vulnerabilities that are not related to malware.

Therefore, patch management is the best security process to prevent the exploitation of system vulnerabilities, as it addresses the root cause of the problem and reduces the risk of compromise. References = CISM Review Manual, 16th Edition eBook | Digital | English1, Chapter 4: Information Security Program Development and Management, Section 4.3: Information Security Program Resources, Subsection 4.3.1: Information Security Infrastructure and Architecture, Page 204.

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

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The most important consideration when establishing information security policies for an organization is to ensure that senior management supports the policies. Senior management support is essential for the successful implementation and enforcement of information security policies, as it demonstrates the commitment and accountability of the organization’s leadership to information security. Senior management support also helps to allocate adequate resources, establish clear roles and responsibilities, and promote a security-aware culture within the organization. Without senior management support, information security policies may not be aligned with the organization’s goals and objectives, may not be communicated and disseminated effectively, and may not be followed or enforced consistently.

Job descriptions that include requirements to read security policies are a way of ensuring that employees are aware of their security obligations, but they are not the most important consideration when establishing information security policies. The policies should be relevant and applicable to the employees’ roles and functions, and should be reinforced by regular training and awareness programs.

The policies should be updated periodically to reflect the changes in the organization’s environment, risks, and requirements, but updating them annually may not be sufficient or necessary. The frequency of updating the policies should depend on the nature and impact of the changes, and should be determined by a defined policy review process.

The policies should be aligned with industry best practices, standards, and frameworks, but this is not the most important consideration when establishing information security policies. The policies should also be customized and tailored to the organization’s specific context, needs, and expectations, and should be consistent with the organization’s vision, mission, and values. References =

ISACA, CISM Review Manual, 16th Edition, 2020, pages 37-38.

ISACA, CISM Review Questions, Answers & Explanations Database, 12th Edition, 2020, question ID 1009.

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.

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

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

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

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

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

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

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

= Requiring steering committee approval of risk treatment plans is the best way to help ensure an organization’s risk appetite will be considered as part of the risk treatment process because the steering committee is composed of senior management and key stakeholders who are responsible for defining and communicating the risk appetite and ensuring that it is aligned with the business objectives and strategy. The steering committee can review and approve the risk treatment plans proposed by the information security manager and ensure that they are consistent with the risk appetite and the risk tolerance levels. The steering committee can also monitor and evaluate the effectiveness of the risk treatment plans and provide feedback and guidance to the information security manager. Establishing key risk indicators (KRIs), using quantitative risk assessment methods, and providing regular reporting on risk treatment to senior management are not the best ways to help ensure an organization’s risk appetite will be considered as part of the risk treatment process, although they may be useful tools and techniques to support the risk management process. KRIs are metrics that measure the level of risk exposure and the performance of risk controls. Quantitative risk assessment methods are techniques that use numerical values and probabilities to estimate the likelihood and impact of risk events. Regular reporting on risk treatment to senior management is a way to communicate the status and results of the risk treatment process and to obtain feedback and support from senior management. However, none of these methods can ensure that the risk treatment plans are approved and aligned with the risk appetite, which is the role of the steering committee. References = CISM Review Manual 2023, Chapter 2, Section 2.4.3, page 76; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, Question ID: 121.

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

References =

CISM Review Manual 15th Edition, page 1631

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

Certified Information Security Manager (CISM), page 33

 Before classifying the suspected event as a security incident, it is most important for the security manager to follow the incident response plan, which is a predefined set of procedures and guidelines that outline the roles, responsibilities, and actions of the incident management team and the organization in the event of a security event or incident. Following the incident response plan can help to ensure a consistent, coordinated, and effective response to the suspected event, as well as to minimize the impact and damage to the business processes, functions, and assets. Following the incident response plan can also help to determine the nature, scope, and severity of the suspected event, and to decide whether it meets the criteria and threshold for being classified as a security incident that requires further escalation, investigation, and resolution. Following the incident response plan can also help to document and report the incident details, activities, and outcomes, and to provide feedback and recommendations for improvement and optimization of the incident response process and plan.

Conducting an incident forensic analysis, notifying the business process owner, and following the business continuity plan (BCP) are all important steps in the incident response process, but they are not the most important ones before classifying the suspected event as a security incident. Conducting an incident forensic analysis is a technical and detailed process that involves collecting, preserving, analyzing, and presenting evidence related to the incident, and it is usually performed after the incident has been classified, contained, and eradicated. Notifying the business process owner is a communication and notification process that involves informing the relevant stakeholders of the incident status, impact, and actions, and it is usually performed after the incident has been classified and assessed. Following the business continuity plan (BCP) is a recovery and restoration process that involves resuming and restoring the normal business operations and functions after the incident has been resolved and lessons learned have been identified and implemented. References = CISM Review Manual 15th Edition, pages 237-2411; CISM Practice Quiz, question 1422

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

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

 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 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

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

 The 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

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

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

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

References =

CISM Review Manual 15th Edition, page 1631

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

 According to the CISM Review Manual, an organization’s security posture is the overall condition of its information security, which is determined by the effectiveness of its security program and the alignment of its security objectives with its business goals. To understand the security posture, the senior leadership needs to have a holistic view of the security risks and the actions taken to address them. Therefore, assessing the progress of risk mitigation efforts is the most important activity for the senior leadership, as it provides them with the information on how well the security program is performing and whether it is meeting the expected outcomes. Evaluating the results of the most recent incident response test, reviewing the number of reported security incidents, and ensuring established security metrics are reported are all useful activities for the senior leadership, but they are not sufficient to understand the security posture. They only provide partial or isolated information on the security performance, which may not reflect the overall security condition or the alignment with the business objectives. References = CISM Review Manual, 16th Edition, Chapter 1, Information Security Governance, pages 28-29.

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

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

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

 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

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

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

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

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

= 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

= 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.

 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

 A gap assessment is the best way to demonstrate that an information security program provides appropriate coverage, as it compares the current state of the information security program with the desired state based on the organization’s objectives, policies, standards, and regulations. A gap assessment can identify the strengths and weaknesses of the information security program, as well as the areas that need improvement or alignment. A gap assessment can also provide recommendations and action plans to close the gaps and achieve the desired level of information security coverage.

The other options are not as good as a gap assessment, as they do not provide a comprehensive and holistic view of the information security coverage. Security risk analysis is a process to identify and evaluate the risks to the information assets and the impact of potential threats and vulnerabilities. It can help to prioritize and mitigate the risks, but it does not measure the compliance or performance of the information security program. Maturity assessment is a process to measure the level of maturity of the information security program based on a predefined model or framework. It can help to benchmark and improve the information security program, but it does not account for the specific needs and expectations of the organization. Vulnerability scan report is a document that shows the results of a scan on the network or system to identify the existing or potential vulnerabilities. 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 1015.

CISM domain 3: Information security program development and management [2022 update], Infosec Certifications, 2.

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.

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

 = Penetration testing is most appropriate when a new system is about to go live, because it is a method of evaluating the security of a system by simulating an attack from a malicious source. Penetration testing can help to identify and exploit vulnerabilities, assess the impact and risk of a breach, and provide recommendations for remediation and improvement. Penetration testing can also help to validate the effectiveness of the security controls and policies implemented for the new system, and ensure compliance with relevant standards and regulations. Penetration testing is usually performed after the system has undergone other types of testing, such as functional, performance, and usability testing, and before the system is deployed to the production environment. Penetration testing is not as appropriate when a new system is being designed, because the system is still in the early stages of development and may not have all the features and functionalities implemented. Penetration testing at this stage may not provide a realistic or comprehensive assessment of the system’s security, and may cause delays or disruptions in the development process. Penetration testing is also not as appropriate when a security policy is being developed, because the policy is a high-level document that defines the goals, objectives, and principles of information security for the organization. Penetration testing is a technical and operational activity that tests the implementation and enforcement of the policy, not the policy itself. Penetration testing is also not as appropriate when a security incident has occurred, because the incident may have already compromised the system and caused damage or loss. Penetration testing at this stage may not be able to prevent or mitigate the incident, and may interfere with the incident response and recovery efforts. Penetration testing after an incident may be useful for forensic analysis and lessons learned, but it is not the primary or immediate response to an incident. References = CISM Review Manual, 16th Edition, ISACA, 2021, pages 229-230, 233-234.

 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

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

References =

CISM Review Manual 15th Edition, page 1631

CISM 2020: Incident Management and Response, video 32

Incident Response Models3

 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

An information security dashboard is the most effective way to present quarterly reports to the board on the status of the information security program, because it provides a concise, visual, and high-level overview of the key performance indicators (KPIs), metrics, and trends of the information security program. An information security dashboard can help the board to quickly and easily understand the current state, progress, and performance of the information security program, and to identify any gaps, issues, or areas of improvement. An information security dashboard can also help the board to align the information security program with the organization’s business goals and strategies, and to support the decision-making and oversight functions of the board.

A capability and maturity assessment is a way of measuring the effectiveness and efficiency of the information security program, and of identifying the strengths and weaknesses of the program. However, a capability and maturity assessment is not the most effective way to present quarterly reports to the board, because it may not provide a clear and timely picture of the status of the information security program, and it may not reflect the changes and dynamics of the information security environment. A capability and maturity assessment is more suitable for periodic or annual reviews, rather than quarterly reports.

A detailed analysis of security program KPIs is a way of evaluating the performance and progress of the information security program, and of determining the extent to which the program meets the predefined objectives and targets. However, a detailed analysis of security program KPIs is not the most effective way to present quarterly reports to the board, because it may be too technical, complex, or lengthy for the board to comprehend and appreciate. A detailed analysis of security program KPIs is more suitable for operational or tactical level reporting, rather than strategic level reporting.

An information security risk register is a tool for recording and tracking the information security risks that affect the organization, and for documenting the risk assessment, treatment, and monitoring activities. However, an information security risk register is not the most effective way to present quarterly reports to the board, because it may not provide a comprehensive and balanced view of the information security program, and it may not highlight the achievements and benefits of the program. An information security risk register is more suitable for risk management or audit purposes, rather than performance reporting. References =

ISACA, CISM Review Manual, 16th Edition, 2020, pages 47-48, 59-60, 63-64, 67-68.

ISACA, CISM Review Questions, Answers & Explanations Database, 12th Edition, 2020, question ID 1019.

An information security dashboard is an effective way to present quarterly reports to the board on the status of the information security program. It allows the board to quickly view key metrics and trends at a glance and to drill down into more detailed information as needed. The dashboard should include metrics such as total incidents, patching compliance, vulnerability scanning results, and more. It should also include high-level overviews of the security program and its components, such as the security policy, security architecture, and security controls.

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

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

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

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

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

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

 Network isolation techniques are immediately implemented after a security breach to reduce the extent of further damage by limiting the access and communication of the compromised systems or networks with the rest of the environment. This can help prevent the spread of malware, the exfiltration of data, or the escalation of privileges by the attackers. Network isolation techniques can include disconnecting the affected systems or networks from the internet, blocking or filtering certain ports or protocols, or creating separate VLANs or subnets for the isolated systems or networks. Network isolation techniques are part of the incident response process and should be performed as soon as possible after detecting a security breach. References = CISM Review Manual 15th Edition, page 308-3091; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, Question ID: 1162

 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 incident response team can best leverage the results of a business impact analysis (BIA) by assigning restoration priority during incidents. A BIA is a process that identifies and evaluates the criticality and dependency of the organization’s business functions, processes, and resources, and the potential impacts and consequences of their disruption or loss. The BIA results provide the basis for determining the recovery objectives, strategies, and plans for the organization’s business continuity and disaster recovery. By using the BIA results, the incident response team can prioritize the restoration of the most critical and time-sensitive business functions, processes, and resources, and allocate the appropriate resources, personnel, and time to minimize the impact and duration of the incident.

Determining total cost of ownership (TCO) (B) is not a relevant way to leverage the results of a BIA, as it is not directly related to incident response. TCO is a financial metric that estimates the total direct and indirect costs of owning and operating an asset or a system over its lifecycle. TCO may be useful for evaluating the cost-effectiveness and return on investment of different security solutions or alternatives, but it does not help the incident response team to respond to or recover from an incident.

Evaluating vendors critical to business recovery © is also not a relevant way to leverage the results of a BIA, as it is not a primary responsibility of the incident response team. Evaluating vendors critical to business recovery is a part of the vendor management process, which involves selecting, contracting, monitoring, and reviewing the vendors that provide essential products or services to support the organization’s business continuity and disaster recovery. Evaluating vendors critical to business recovery may be done before or after an incident, but not during an incident, as it does not contribute to the incident response or restoration activities.

Calculating residual risk after the incident recovery phase (D) is also not a relevant way to leverage the results of a BIA, as it is not a timely or effective use of the BIA results. Residual risk is the risk that remains after the implementation of risk treatment or mitigation measures. Calculating residual risk after the incident recovery phase may be done as a part of the incident review or improvement process, but not during the incident response or restoration phase, as it does not help the incident response team to resolve or contain the incident.

References = CISM Review Manual, 16th Edition, Chapter 4: Information Security Incident Management, Section: Incident Response Plan, Subsection: Business Impact Analysis, page 182-1831

The CISO should first determine the extent of the impact to the organization by assessing the nature and scope of the data breach, the type and sensitivity of the data involved, the potential harm to the organization and its customers, and the legal and contractual obligations of the organization and the service provider. This will help the CISO to prioritize the appropriate actions and resources to respond to the incident and mitigate the risks. The other options are possible actions that the CISO may take after determining the impact, depending on the circumstances and the outcomes of the investigation. References = CISM Review Manual 15th Edition, page 2231; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, Question ID: 1030

A parallel test is the best method to evaluate the effectiveness of an alternate processing site when continuous uptime is required. A parallel test involves processing the same transactions or data at both the primary and the alternate site simultaneously, and comparing the results for accuracy and consistency. A parallel test can validate the functionality, performance, and reliability of the alternate site without disrupting the normal operations at the primary site. A parallel test can also identify and resolve any issues or discrepancies between the two sites before a real disaster occurs. A parallel test can provide a high level of assurance and confidence that the alternate site can support the organization’s continuity requirements.

References = CISM Review Manual, 16th Edition, Chapter 3: Information Security Program Development and Management, Section: Business Continuity Plan (BCP) Testing, page 1861; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 56, page 522.

A parallel test is the best method to evaluate the effectiveness of an alternate processing site when continuous uptime is required because it involves processing data at both the primary and alternate sites simultaneously without disrupting the normal operations1. A full interruption test would cause downtime and potential loss of data or revenue2. A simulation test would not provide a realistic assessment of the alternate site’s capabilities3. A tabletop test would only involve a discussion of the procedures and scenarios without actually testing the site4.

1: CISM Exam Content Outline | CISM Certification | ISACA 2: CISM - ISACA Certified Information Security Manager Exam Prep - NICCS 3: Prepare for the ISACA Certified Information Security Manager Exam: CISM … 4: CISM: Certified Information Systems Manager | Official ISACA … - NICCS

 Incident management is the activity designed to handle a control failure that leads to a breach. Incident management is the process of identifying, analyzing, responding to, and learning from security incidents that may compromise the confidentiality, integrity, or availability of information assets. Incident management aims to minimize the impact of a breach, restore normal operations as quickly as possible, and prevent or reduce the likelihood of recurrence. Incident management involves several steps, such as:

Establishing an incident response team with clear roles and responsibilities

Developing and maintaining an incident response plan that defines the procedures, tools, and resources for handling incidents

Implementing detection and reporting mechanisms to identify and communicate incidents

Performing triage and analysis to assess the scope, severity, and root cause of incidents

Containing and eradicating the threat and preserving evidence for investigation and legal purposes

Recovering and restoring the affected systems and data to a secure state

Evaluating and improving the incident response process and controls based on lessons learned and best practices

References = CISM Review Manual, 16th Edition, ISACA, 2021, pages 223-232.

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

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

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

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

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

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

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

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

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

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

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

 The 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 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.

 = 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

= The first step when establishing a new data protection program that must comply with applicable data privacy regulations is to create an inventory of systems where personal data is stored. Personal data is any information that relates to an identified or identifiable natural person, such as name, address, email, phone number, identification number, location data, biometric data, or online identifiers. Data privacy regulations are laws and rules that govern the collection, processing, storage, transfer, and disposal of personal data, and that grant rights and protections to the data subjects, such as the right to access, rectify, erase, or restrict the use of their personal data. Examples of data privacy regulations are the General Data Protection Regulation (GDPR) in the European Union, the California Consumer Privacy Act (CCPA) in the United States, and the Personal Data Protection Act (PDPA) in Singapore. Creating an inventory of systems where personal data is stored is essential for the data protection program, because it helps to:

Identify the sources, types, and locations of personal data that the organization collects and holds, and the purposes and legal bases for which they are used.

Assess the risks and impacts associated with the personal data, and the compliance requirements and obligations under the applicable data privacy regulations.

Implement appropriate technical and organizational measures to protect the personal data from unauthorized or unlawful access, use, disclosure, modification, or loss, such as encryption, pseudonymization, access control, backup, or audit logging.

Establish policies, procedures, and processes to manage the personal data throughout their life cycle, and to respond to the requests and complaints from the data subjects or the data protection authorities.

Monitor and review the performance and effectiveness of the data protection program, and report and resolve any data breaches or incidents.

References = CISM Review Manual, 16th Edition, Chapter 3: Information Security Program Development and Management, Section: Data Protection, pages 202-2051; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 71, page 662.

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.

 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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The best course of action for an information security manager when a threat intelligence report indicates a large number of ransomware attacks targeting the industry is to assess the risk to the organization. This means evaluating the likelihood and impact of a potential ransomware attack on the organization’s assets, operations, and reputation, based on the current threat landscape, the organization’s security posture, and the effectiveness of the existing security controls. A risk assessment can help the information security manager prioritize the most critical assets and processes, identify the gaps and weaknesses in the security architecture, and determine the appropriate risk response strategies, such as avoidance, mitigation, transfer, or acceptance. A risk assessment can also provide a business case for requesting additional resources or support from senior management to improve the organization’s security resilience and readiness. The other options are not the best course of action because they are either too reactive or too narrow in scope. Increasing the frequency of system backups (A) is a good practice to ensure data availability and recovery in case of a ransomware attack, but it does not address the prevention or detection of the attack, nor does it consider the potential data breach or extortion that may accompany the attack. Reviewing the mitigating security controls (B) is a part of the risk assessment process, but it is not sufficient by itself. The information security manager should also consider the threat sources, the vulnerabilities, the impact, and the risk appetite of the organization. Notifying staff members of the threat © is a useful awareness and education measure, but it should be done after the risk assessment and in conjunction with other security policies and procedures. Staff members should be informed of the potential risks, the indicators of compromise, the reporting mechanisms, and the best practices to avoid or respond to a ransomware attack. References = CISM Review Manual 2022, pages 77-78, 81-82, 316; CISM Item Development Guide 2022, page 9; #StopRansomware Guide | CISA; [The Human Consequences of Ransomware Attacks - ISACA]; [Ransomware Response, Safeguards and Countermeasures - ISACA]

= Following the incident response plan is the most important step for the security manager before classifying the suspected event as a security incident, as it provides the guidance and procedures for the incident management team to follow in order to identify, contain, analyze, and resolve security incidents. The incident response plan should define the roles and responsibilities of the incident management team, the criteria and process for incident classification and prioritization, the communication and escalation protocols, the tools and resources for incident handling, and the post-incident review and improvement activities123. References =

1: CISM Review Manual 15th Edition, page 199-2004

2: CISM Practice Quiz, question 1011

3: Computer Security Incident Handling Guide5, page 2-3

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

 The 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.

 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

Containment is the action that MUST happen immediately following the identification of a malware incident because it aims to isolate the affected systems or networks from the rest of the environment and prevent the spread or escalation of the malware. Containment can involve disconnecting the systems or networks from the internet, blocking or filtering certain ports or protocols, or creating separate VLANs or subnets for the isolated systems or networks. Containment is part of the incident response process and should be performed as soon as possible after detecting a malware incident12. Preparation (A) is the phase that happens before the identification of a malware incident, where the organization establishes the incident response plan, team, roles, resources, and tools. Preparation is essential for ensuring the readiness and capability of the organization to respond to malware incidents effectively and efficiently12. Recovery (B) is the phase that happens after the containment and eradication of a malware incident, where the organization restores the normal operations of the systems or networks, verifies the functionality and security of the systems or networks, and implements the preventive and corrective measures to avoid or mitigate future malware incidents. Recovery is the final phase of the incident response process and should be performed after ensuring that the malware incident is fully resolved and the systems or networks are clean and secure12. Eradication (D) is the phase that happens after the containment of a malware incident, where the organization removes the malware and its traces from the systems or networks, identifies the root cause and impact of the malware incident, and collects and preserves the evidence for analysis and investigation. Eradication is an important phase of the incident response process, but it does not happen immediately after the identification of a malware incident12. References = 1: CISM Review Manual 15th Edition, page 308-3091; 2: Cybersecurity Incident Response Exercise Guidance - ISACA2

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

 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 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 single point of administration in network monitoring is a centralized system that allows network administrators to manage and monitor the entire network from one location. A single point of administration can provide several benefits, such as:

Promoting efficiency in control of the environment: A single point of administration can simplify and streamline the network management tasks, such as configuration, troubleshooting, performance optimization, security updates, backup and recovery, etc. It can also reduce the time and cost of network maintenance and administration, as well as improve the consistency and quality of network services.

Reducing unauthorized access to systems: A single point of administration can enhance the network security by implementing centralized authentication, authorization and auditing mechanisms. It can also enforce consistent security policies and standards across the network, and detect and respond to any unauthorized or malicious activities.

Preventing inconsistencies in information in the distributed environment: A single point of administration can ensure the data integrity and availability by synchronizing and replicating the data across the network nodes. It can also provide a unified view of the network status and performance, and facilitate the analysis and reporting of network data.

Allowing administrative staff to make management decisions: A single point of administration can support the decision-making process by providing relevant and timely information and feedback to the network administrators. It can also enable the administrators to implement changes and improvements to the network based on the business needs and objectives.

Therefore, the primary benefit of introducing a single point of administration in network monitoring is that it promotes efficiency in control of the environment, as it simplifies and streamlines the network management tasks and improves the network performance and quality. References = CISM Review Manual, 16th Edition eBook | Digital | English1, Chapter 4: Information Security Program Development and Management, Section 4.3: Information Security Program Resources, Subsection 4.3.1: Information Security Infrastructure and Architecture, Page 205.

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

 = 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 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

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

 The organizational risk appetite is the best indicator of the comprehensiveness of an information security strategy. The risk appetite defines the level of risk that the organization is willing to accept in pursuit of its objectives. The information security strategy should align with the risk appetite and provide a framework for managing the risks that the organization faces. An internal or external security audit can assess the effectiveness of the information security strategy, but not its comprehensiveness. A business impact analysis (BIA) can identify the critical business processes and assets that need to be protected, but not the overall scope and direction of the information security strategy. References = CISM Review Manual 2023, page 36 1; CISM Practice Quiz 2

 The primary objective of the information security incident response process is to minimize the negative impact to critical operations. An information security incident is an event that threatens or compromises the confidentiality, integrity, or availability of the organization’s information assets or processes. The information security incident response process is a process that defines the roles, responsibilities, procedures, and tools for detecting, analyzing, containing, eradicating, recovering, and learning from information security incidents. The main goal of the information security incident response process is to restore the normal operations as quickly and effectively as possible, and to prevent or reduce the harm or loss caused by the incident to the organization, its stakeholders, or its environment.

Conducting incident triage (A) is an important activity of the information security incident response process, but not the primary objective. Incident triage is the process of prioritizing and assigning the incidents based on their severity, urgency, and impact. Incident triage helps to allocate the appropriate resources, personnel, and time to handle the incidents, and to escalate the incidents to the relevant authorities or parties if needed. However, incident triage is not the ultimate goal of the information security incident response process, but a means to achieve it.

Communicating with internal and external parties (B) is also an important activity of the information security incident response process, but not the primary objective. Communicating with internal and external parties is the process of informing and updating the stakeholders, such as management, employees, customers, partners, regulators, or media, about the incident status, actions, and outcomes. Communicating with internal and external parties helps to maintain the trust, confidence, and reputation of the organization, and to comply with the legal and contractual obligations, such as notification or reporting requirements. However, communicating with internal and external parties is not the ultimate goal of the information security incident response process, but a means to achieve it.

Classifying incidents (D) is also an important activity of the information security incident response process, but not the primary objective. Classifying incidents is the process of categorizing and labeling the incidents based on their type, source, cause, or impact. Classifying incidents helps to identify and understand the nature and scope of the incidents, and to apply the appropriate response procedures and controls. However, classifying incidents is not the ultimate goal of the information security incident response process, but a means to achieve it.

References = CISM Review Manual, 16th Edition, Chapter 4: Information Security Incident Management, Section: Incident Response Plan, page 1811

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

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

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

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

Advanced Persistent Threats and Nation-State Actors 1

Book Review: Advanced Persistent Threats 2

Advanced Persistent Threat (APT) Protection 3

Establishing Advanced Persistent Security to Combat Long-Term Threats 4

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

= The 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?

A buffer overflow is a software coding error or vulnerability that occurs when a function is carried out with more data than the function can handle, resulting in adjacent memory locations being overwritten or corrupted by the excess data1. A program contains a hidden and unintended function that presents a security risk is not a buffer overflow, but rather a backdoor2. Malicious code designed to interfere with normal operations is not a buffer overflow, but rather malware3. A type of covert channel that captures data is not a buffer overflow, but rather a keylogger. References: 1 https://www.fortinet.com/resources/cyberglossary/buffer-overflow  2 https://www.fort inet.com/resources/cyberglossary/backdoor 3 https://www.fortinet.com/resources/cyberglossary/malware https://www.fortinet.com/resources/cyberglossary/keylogger

The next step for the information security manager should be to inventory and review the current security policies to understand the existing security requirements, controls, and gaps. This will help to identify the areas that need to be updated, revised, or replaced to align with the current business needs and objectives, as well as the legal and regulatory requirements. Updating the policies in accordance with the best business practices, performing a risk assessment of the current IT environment, or gaining an understanding of the current business direction are important activities, but they should be done after reviewing the current security policies.

References = CISM Review Manual, 16th Edition eBook1, Chapter 1: Information Security Governance, Section: Information Security Policies, Standards, Procedures and Guidelines, Subsection: Information Security Policies, Page 28.

The PRIMARY purpose of an acceptable use policy is to protect the organization from misuse of information assets, such as data, hardware, software, and network resources, by defining the rules and expectations for the authorized and appropriate use of these assets by the users. An acceptable use policy helps to prevent or reduce the risks of security breaches, legal liabilities, reputational damage, or loss of productivity that may result from unauthorized, inappropriate, or unethical use of information assets.

References =

CISM Review Manual, 16th Edition, ISACA, 2020, p. 74: “An acceptable use policy is a policy that establishes an agreement between users and the enterprise that defines, for all parties, the ranges of use that are approved before gaining access to a network or the Internet.”

The essentials of an acceptable use policy - Infosec Resources: “An Acceptable Use Policy (henceforward mentioned as "AUP") is agreement between two or more parties to a computer network community, expressing in writing their intent to adhere to certain standards of behaviour with respect to the proper usage of specific hardware & software services.”

Acceptable use policy template - Workable: “This Acceptable Use Policy sets the minimum requirements for the use of our company’s IT resources, including computers, networks, devices, software, and internet. It aims to protect our company and our employees from harm and liability, and to ensure that our IT resources are used appropriately, productively, and securely.”

According to the CISM Review Manual, the incident response team should preserve the evidence as the first step to prepare for a third-party forensics investigation, as it helps to maintain the integrity and admissibility of the evidence in a court of law. Preserving the evidence may include isolating and imaging the infected systems, but these are not the only actions required. Cleaning the malware may destroy or alter the evidence and should be avoided until the investigation is completed.

References = CISM Review Manual, 27th Edition, Chapter 3, Section 3.6.2, page 165

The best automated control to resolve the issue of security incidents not being appropriately escalated by the help desk is to integrate incident response workflow into the help desk ticketing system. This will ensure that the help desk staff follow the predefined steps and procedures for handling and escalating security incidents, based on the severity, impact, and urgency of each incident. The incident response workflow will also provide clear guidance on who to notify, when to notify, and how to notify the relevant stakeholders and authorities. This will improve the efficiency, effectiveness, and consistency of the incident response process.

References = CISM Review Manual, 16th Edition, page 2901; A Practical Approach to Incident Management Escalation2

Performing a gap analysis is the first step to ensure the security policy framework encompasses the new business model because it is a process of comparing the current state of security policies and controls with the desired or required state. A gap analysis helps to identify the strengths and weaknesses of the existing security policy framework, as well as the opportunities and threats posed by the new business model. A gap analysis also helps to prioritize the actions and resources needed to close the gaps and align the security policy framework with the new business objectives and requirements. Therefore, performing a gap analysis is the correct answer.

References:

https://secureframe.com/blog/security-frameworks

https://www.techtarget.com/searchsecurity/tip/IT-security-frameworks-and-standards-Choosing-the-right-one

The board of directors is the ultimate authority and accountability for ensuring the objectives of an information security framework are being met, as they are responsible for setting the strategic direction, approving the policies, overseeing the performance, and ensuring the compliance of the organization. The board of directors also delegates the authority and resources to the information security officer, the steering committee, and the internal audit manager, who are involved in the design, implementation, monitoring, and improvement of the information security framework.

References = CISM Review Manual, 27th Edition, Chapter 4, Section 4.1.1, page 2131; CISM Online Review Course, Module 4, Lesson 1, Topic 12; CISM domain 1: Information security governance Updated 2022

User access log files contain records of user activities and actions on the system, which can be used for auditing, monitoring, and investigating purposes. System administrators should not be able to modify or delete these files to ensure their integrity and availability. References = CISM Review Manual, 16th Edition, Chapter 3, Section 3.3.2.11

 = Information security governance is the process of establishing and maintaining the policies, standards, frameworks, and best practices that guide the information security program of an organization. Information security governance helps to ensure that the information security program meets the needs of the business by aligning it with the organization’s risk appetite, objectives, and strategy. Information security governance also helps to coordinate and integrate various assurance functions, such as risk management, compliance, audit, and incident response, to provide a holistic view of the information security posture. Information security governance is essential for achieving a positive return on investment (ROI) from information security investments, as well as for enhancing the trust and confidence of internal and external stakeholders. References = CISM Review Manual (Digital Version), Chapter 1: Introduction to Information Security Management, Section 1.1: Overview of Information Security Management1. CISM Review Manual (Print Version), Chapter 1: Introduction to Information Security Management, Section 1.1: Overview of Information Security Management2. CISM ITEM DEVELOPMENT GUIDE, Domain 1: Information Security Governance, Task Statement 1.1, p. 193.

Information security governance is MOST important to have in place to help ensure an organization’s cybersecurity program meets the needs of the business. This is because information security governance provides the strategic direction, oversight and accountability for the cybersecurity program. It also ensures that the program aligns with the business objectives, risk appetite and compliance requirements of the organization. Information security governance involves defining roles and responsibilities, establishing policies and standards, setting goals and metrics, allocating resources and monitoring performance of the cybersecurity program.

= According to the CISM Review Manual, one of the key success factors for an information security program is to maintain management support and commitment. This can be achieved by providing regular reports to management on the security status of the organization, the effectiveness of the security controls, and the alignment of the security program with the business objectives and strategy. By informing management about the security of business operations, the information security manager can demonstrate the value and benefits of the security program, and ensure that management is aware of the security risks and issues that need to be addressed. This technique can also help to build trust and confidence between the information security manager and the senior management, and foster a culture of security within the organization1

The other options are not as effective as informing management about the security of business operations. Implementing a comprehensive security awareness and training program is important, but it is mainly targeted at the end users and staff, not the senior management. Identifying the risks and consequences of failure to comply with standards can help to justify the need for security controls, but it can also create a negative impression of the security program as being too restrictive or punitive. Benchmarking the security programs of comparable organizations can provide some insights and best practices, but it may not reflect the specific needs and context of the organization, and it may not be relevant or applicable to the management’s expectations and priorities1

References = 1: CISM Review Manual, 16th Edition, ISACA, 2020, pp. 28-29…

An increase in false negatives would be of greatest concern when reviewing the performance of an organization’s IDSs, because it means that the IDSs are failing to detect and alert on actual attacks that are occurring on the network. False negatives can lead to serious security breaches, data loss, reputational damage, and legal liabilities for the organization. False positives, on the other hand, are alerts that are triggered by benign or normal activities that are mistaken for attacks. False positives can cause annoyance, inefficiency, and desensitization, but they do not pose a direct threat to the security of the network. Therefore, a decrease in false positives would be desirable, and an increase in false positives would be less concerning than an increase in false negatives.

References = CISM Review Manual, 16th Edition, page 2231; Intrusion Detection Systems | NIST

A mature information security program is one that is aligned with the business strategy, objectives, and culture, and that delivers value to the organization by effectively managing the information security risks and enhancing the security posture. Optimizing the security resources means that the program uses the available human, financial, and technical resources in the most efficient and effective way, and that it continuously monitors and improves the performance and maturity of the security processes and controls.

References = CISM Review Manual 2022, page 331; CISM Exam Content Outline, Domain 1, Knowledge Statement 1.22; What is a Mature Information Security Program?; How to Measure the Maturity of Your Cybersecurity Program

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 or emergency. The primary purpose of a BIA is to determine the criticality of information assets and the impact of their unavailability on the organization’s mission, objectives and reputation. (From CISM Review Manual 15th Edition)

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

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

= 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.

Phishing awareness training is the best way to mitigate the risk of employees clicking on malicious links in emails, as it educates them on how to recognize and avoid phishing attempts. (From CISM Review Manual 15th Edition)

References: CISM Review Manual 15th Edition, page 179, section 4.3.2.2.

Analyzing security anomalies is the most effective way to detect security incidents, as it involves comparing the current state of the information system and network with the expected or normal state, and identifying any deviations or irregularities that may indicate a security breach or compromise. Security anomalies can be detected by using various tools and techniques, such as security information and event management (SIEM) systems, intrusion detection and prevention systems (IDS/IPS), log analysis, network traffic analysis, and behavioral analysis. (From CISM Review Manual 15th Edition)

References: CISM Review Manual 15th Edition, page 181, section 4.3.2.4; CISM: Information Security Incident Management Part 11, section recognize security anomalies.

Standards are the most important thing to review, as they define the specific and mandatory requirements for setting up new user accounts, such as the naming conventions, access rights, password policies, and expiration dates. Standards help to ensure consistency, security, and compliance across the organization’s information systems and users. If the standards are not followed, the organization may face increased risks of unauthorized access, data breaches, or audit failures.

References = CISM Review Manual 2022, page 341; CISM Exam Content Outline, Domain 1, Knowledge Statement 1.32; CISM 2020: IT Security Policies; Information Security Policy, Standards, and Guidelines

The best way to support the justification for investment in a new security solution is to show how the solution contributes to the business strategy of the organization. The business strategy defines the vision, mission, goals, and objectives of the organization, and the security solution should align with and support them. The security solution should also demonstrate how it adds value to the organization, such as by enabling new business opportunities, enhancing customer satisfaction, or increasing competitive advantage. The business case should include the expected benefits, costs, risks, and alternatives of the security solution, and provide a clear rationale for choosing the preferred option1.

References = CISM Review Manual, 16th Edition eBook2, Chapter 1: Information Security Governance, Section: Information Security Strategy, Subsection: Business Case Development, Page 33.

The most important information to present to senior management when reporting on the performance of the initiative to mitigate risk associated with ransomware is the cost and associated risk reduction, which means showing the value and effectiveness of the technical and administrative controls in terms of reducing the likelihood and impact of ransomware incidents and data extortion, and comparing them with the investment and resources required to implement and maintain them. The cost and associated risk reduction can help senior management to evaluate the return on investment (ROI) and the alignment with the business objectives and risk appetite of the initiative.

References = Ransomware Risk Management - NIST, #StopRansomware Guide | CISA

False negatives are events that are not detected by the IDS, but should have been. An increase in false negatives indicates that the IDS is missing potential attacks or intrusions, which could compromise the security of the organization.

References = CISM Review Manual, 15th Edition, page 212; CISM Review Questions, Answers & Explanations Database, question ID 1001.

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/

Data backups are recoverable from an offsite location is the most important thing to verify when testing an incident response plan for recovery from a ransomware attack, as it ensures that the organization can restore its data and resume its operations without paying the ransom or losing critical information. Data backups should be performed regularly, stored securely, and tested for integrity and availability. (From CISM Review Manual 15th Edition)

References: CISM Review Manual 15th Edition, page 191, section 4.3.4.1.

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

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

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

A key consideration in the use of quantitative risk analysis is that it assigns numeric values to exposures of information assets, such as the probability of occurrence, the frequency of occurrence, the impact of occurrence, and the monetary value of the assets. These numeric values help to measure and compare the risks in a more objective and consistent way, and to support the decision-making process based on cost-benefit analysis. Quantitative risk analysis also requires reliable and accurate data sources, and it may involve the use of statistical tools and techniques.

References = CISM Review Manual, 16th Edition eBook1, Chapter 2: Information Risk Management, Section: Risk Analysis, Subsection: Quantitative Risk Analysis, Page 84.

Confidentiality is the security objective that best ensures that information is protected against unauthorized disclosure. Confidentiality means that only authorized parties can access or view sensitive or classified information. Integrity means that information is accurate and consistent and has not been tampered with or modified by unauthorized parties. Authenticity means that information is genuine and trustworthy and has not been forged or misrepresented by unauthorized parties. Nonrepudiation means that information can be verified and proven to be sent or received by a specific party without any possibility of denial. References: https://www.csoonline.com/article/3513899/the-cia-triad-definition-components-and-examples.html

A false negative is a security incident that was not detected by the SIEM system, which presents the greatest risk as it allows attackers to compromise the organization’s assets and data without being noticed or stopped. A high number of false negatives can indicate that the SIEM system is not configured properly, has insufficient data sources, or lacks effective analytics and correlation rules. (From CISM Review Manual 15th Edition)

References: CISM Review Manual 15th Edition, page 181, section 4.3.2.4.

Reviewing controls listed in the vendor contract is the most helpful approach for properly scoping the security assessment of an existing vendor because it helps to determine the security requirements and expectations that the vendor has agreed to meet. A vendor contract is a legal document that defines the terms and conditions of the business relationship between the organization and the vendor, including the scope, deliverables, responsibilities, and obligations of both parties. A vendor contract should also specify the security controls that the vendor must implement and maintain to protect the organization’s data and systems, such as encryption, authentication, access control, backup, monitoring, auditing, etc. Reviewing controls listed in the vendor contract helps to ensure that the security assessment covers all the relevant aspects of the vendor’s security posture, as well as to identify any gaps or discrepancies between the contract and the actual practices. Therefore, reviewing controls listed in the vendor contract is the correct answer.

References:

https://medstack.co/blog/vendor-security-assessments-understanding-the-basics/

https://www.ncsc.gov.uk/files/NCSC-Vendor-Security-Assessment.pdf

https://securityscorecard.com/blog/how-to-conduct-vendor-security-assessment

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

Comprehensive and Detailed Step-by-Step Explanation:An effective information security program aims to manage risks to acceptable levels while supporting business objectives.

A. Risk is treated to an acceptable level: This is the BEST answer as it directly reflects the program’s success in mitigating risks within the organization’s tolerance levels.

B. The number of security incidents reported by staff has increased: An increase in reported incidents might indicate improved awareness but does not necessarily reflect overall effectiveness.

C. Key risk indicators (KRIs) are established: KRIs are important for monitoring risks but do not indicate whether risks are being effectively managed.

D. Policies are reviewed and approved by senior management: While essential, this action alone does not demonstrate the program's effectiveness.

 The effectiveness of an incident response team will be greatest when the incident response process is updated based on lessons learned. This ensures that the team can continuously improve its performance and capabilities, and address any gaps or weaknesses identified during previous incidents. Updating the incident response process based on lessons learned also helps to align the process with the changing business and security environment, and to incorporate best practices and standards. Meeting on a regular basis to review log files, having trained security personnel as team members, and using a security information and event monitoring (SIEM) system are all important factors for an incident response team, but they are not sufficient to ensure the effectiveness of the team. Reviewing log files may help to detect and analyze incidents, but it does not guarantee that the team can respond appropriately and efficiently. Having trained security personnel may enhance the skills and knowledge of the team, but it does not ensure that the team can work collaboratively and communicate effectively. Using a SIEM system may facilitate the identification and prioritization of incidents, but it does not ensure that the team can follow the established procedures and protocols. References = CISM Review Manual, 16th Edition, page 1361; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 1492

The impact of noncompliance on the organization’s risk profile is the MOST important information for the information security manager to communicate to senior management, because it helps them understand the potential consequences of not adhering to the established controls and the need for corrective actions. Noncompliance may expose the organization to increased threats, vulnerabilities, and losses, as well as legal, regulatory, and contractual liabilities.

References =

CISM Review Manual, 16th Edition, ISACA, 2020, p. 84: “The information security manager should report on information security risk, including noncompliance and changes in information risk, to key stakeholders to facilitate the risk management decision-making process.”

CISM Review Manual, 16th Edition, ISACA, 2020, p. 85: “Noncompliance with information security policies, standards, and procedures may result in increased threats, vulnerabilities, and losses, as well as legal, regulatory, and contractual liabilities for the enterprise.”

Senior management support is essential to ensuring effective incident response because it provides the necessary authority, resources, and guidance for the information security team to perform their roles and responsibilities. Senior management support also helps to establish the goals, scope, policies, and procedures for the incident response plan (IRP), as well as to ensure its alignment with the business objectives and strategy. Senior management support also fosters a culture of security awareness, accountability, and collaboration among all stakeholders involved in the incident response process.

The other options are not essential to ensuring effective incident response, although they may be helpful or beneficial. A business continuity plan (BCP) is a document that outlines the actions and arrangements to ensure the continuity of critical business functions in the event of a disruption or disaster. A cost-benefit analysis is a method of comparing the costs and benefits of different alternatives or solutions to a problem. A classification scheme is a system of categorizing information assets based on their sensitivity, value, and criticality.

References = CISM Manual1, Chapter 6: Incident Response Planning (IRP), Section 6.1: Incident Response Plan2

1: https://store.isaca.org/s/store#/store/browse/cat/a2D4w00000Ac6NNEAZ/tiles 2: 4

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 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/

Before outsourcing any application or service, an information security manager should first determine the required security controls for the new solution, based on the organization’s risk appetite, security policies and standards, and regulatory requirements. This will help to evaluate and select the most suitable provider, as well as to define the security roles and responsibilities, service level agreements (SLAs), and audit requirements. References: https://www.isaca.org/credentialing/cism https://www.wiley.com/en-us/CISM+Certified+Information+Security+Manager+Study+Guide-p-9781119801948

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.

A post-incident review is a process of analyzing an incident and its impact, identifying the root causes, and recommending corrective actions to prevent recurrence. The first step of a post-incident review is to perform root cause analysis, which is the process of identifying the underlying factors that contributed to the occurrence and severity of the incident. Root cause analysis helps to determine the most effective and efficient solutions to address the problem and avoid future incidents. References = CISM Review Manual, 16th Edition, Chapter 5, Section 5.5.2.11

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

 To help ensure that an information security training program is MOST effective, its contents should be based on employees’ roles, as different roles have different information security responsibilities, needs, and risks. A role-based training program can tailor the content and delivery methods to suit the specific learning objectives and outcomes for each role, and enhance the relevance and retention of the information security knowledge and skills. Based on recent incidents is not the best answer, as it may not cover all the information security topics that are important for the organization, and may not address the root causes or preventive measures of the incidents. Based on employees’ roles is more comprehensive and proactive than based on recent incidents. Aligned to business processes is not the best answer, as it may not reflect the individual roles and responsibilities of the employees, and may not cover all the information security aspects that are relevant for the organization. Based on employees’ roles is more specific and personalized than aligned to business processes. Focused on information security policy is not the best answer, as it may not provide sufficient details or examples to help the employees understand and apply the information security policy in their daily work. Based on employees’ roles is more practical and engaging than focused on information security policy. References = CISM Review Manual, 16th Edition, page 2241; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 1002

To help ensure that an information security training program is MOST effective, its contents should be based on employees’ roles. This is because different roles have different responsibilities and access levels to information and systems, and therefore face different types of threats and risks. By tailoring the training content to the specific needs and expectations of each role, the training program can increase the relevance and retention of the information security knowledge and skills for the employees. Role-based training can also help employees understand their accountability and obligations for protecting information assets in their daily tasks

The greatest concern to an information security manager if omitted from the contract with a multinational cloud computing vendor would be the authority of the subscriber to approve access to its data. This is because the subscriber’s data may be subject to different legal and regulatory requirements in different jurisdictions, and the subscriber may lose control over who can access, process, or disclose its data. The subscriber should have the right to approve or deny access to its data by the vendor or any third parties, and to ensure that the vendor complies with the applicable data protection laws and standards. The authority of the subscriber to approve access to its data is also one of the key elements of the ISACA Cloud Computing Management Audit/Assurance Program1.

References = CISM Review Manual, 16th Edition eBook2, Chapter 3: Information Security Program Development and Management, Section: Information Security Program Management, Subsection: Cloud Computing, Page 142.

Penetration testing is the most useful method for identifying security control gaps on an application server because it simulates real-world attacks and exploits the vulnerabilities and weaknesses of the application server. Penetration testing can reveal the actual impact and risk of the security control gaps, and provide recommendations for remediation and improvement.

References: The CISM Review Manual 2023 defines penetration testing as “a method of evaluating the security of an information system or network by simulating an attack from a malicious source” and states that “penetration testing can help identify security control gaps and provide evidence of the potential impact and risk of the gaps” (p. 185). The CISM Review Questions, Answers & Explanations Manual 2023 also provides the following rationale for this answer: “Penetration testing is the correct answer because it is the most useful method for identifying security control gaps on an application server, as it simulates real-world attacks and exploits the vulnerabilities and weaknesses of the application server, and provides recommendations for remediation and improvement” (p. 95). Additionally, the web search result 4 states that “penetration testing is a valuable tool for discovering security gaps in your application server and network infrastructure” and that “penetration testing can help you assess the effectiveness and efficiency of your security controls, and identify the areas that need improvement or enhancement” (p. 1).

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

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

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

Requirements for transferring personal information across borders

The information security manager should do FIRST invoke the organization’s incident response plan, which is a predefined set of procedures and guidelines for handling security incidents in a timely and effective manner. The incident response plan should include the roles and responsibilities of the incident response team, the communication protocols and channels, the escalation and reporting procedures, and the documentation and evidence collection requirements. By invoking the incident response plan, the information security manager can ensure that the incident is properly contained, analyzed, resolved, and reported, and that the appropriate stakeholders are informed and involved. The other options are not the first actions that the information security manager should take, as they are part of the communication process that follows the incident response plan. Setting up communication channels for the target audience, determining the needs and requirements of each audience, and creating a comprehensive singular communication are all important steps for communicating effectively with the board, regulatory agencies, and the media, but they are not the first priority in the event of a security incident. The information security manager should first follow the incident response plan to manage the incident and its impact, and then communicate the relevant information to the target audience according to the plan. References = CISM Review Manual, 16th Edition, page 2261; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 1012

Determining the needs and requirements of each audience should be the FIRST step in developing materials to update the board, regulatory agencies, and the media about a security incident. This is because different audiences have different expectations, interests, and concerns regarding the incident and its impact. By understanding the needs and requirements of each audience, the information security manager can tailor the communication materials to address them effectively and appropriately. This will also help to avoid confusion, misinformation, or misinterpretation of the incident details and response actions

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

An email digital signature will verify to recipient the integrity of an email message because it ensures that the message has not been altered or tampered with during transit, and confirms that the message originated from the sender and not an imposter. An email digital signature will not protect the confidentiality of an email message because it does not encrypt or hide the message content from unauthorized parties. An email digital signature will not automatically correct unauthorized modification of an email message because it does not change or restore the message content if it has been altered or tampered with. An email digital signature will not prevent unauthorized modification of an email message because it does not block or stop any attempts to alter or tamper with the message content. References: https://support.microsoft.com/en-us/office/secure-messages-by-using-a-digital-signature-549ca2f1-a68f-4366-85fa-b3f4b5856fc6 https://www.techtarget.com/searchsecurity/definition/digital -signature

A brute force attack is a type of cyberattack that attempts to gain unauthorized access to an account, file, or other protected information by trying different combinations of usernames and passwords until finding the correct one. Brute force attacks can be very effective if the target system has weak or default passwords, or if the attacker has access to a large number of potential credentials. To mitigate this risk, an organization should implement multi-factor authentication (MFA) for its critical systems. MFA is a security method that requires users to provide more than one piece of evidence to verify their identity before accessing a system or service. For example, MFA can involve using a password in addition to a code sent to a phone or email, or using a biometric factor such as a fingerprint or face scan. MFA can significantly reduce the impact of brute force attacks by making it harder for attackers to guess or obtain valid credentials, and by increasing the time and effort required for them to compromise the system. 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.

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.

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.

Risk profile changes are the most appropriate to communicate to senior management regarding information risk because they reflect the current level and nature of the risks that the organization faces and how they may affect its objectives and performance. Senior management needs to be aware of any changes in the risk profile so that they can make informed decisions and allocate resources accordingly. Risk profile changes also help senior management monitor the effectiveness of the risk management process and identify any gaps or weaknesses that need to be addressed.

References = Communicating Information Security Risk Simply and Effectively, Part 1, CISM Domain 2: Information Risk Management (IRM) [2022 update]

The primary responsibility of the information security function when an organization adopts emerging technologies is to assess the potential security risk, which means identifying and evaluating the threats, vulnerabilities, and impacts that the new technologies may pose to the organization’s data, systems, and objectives. Assessing the potential security risk helps the information security function to determine the appropriate security requirements, controls, and measures to mitigate the risk and ensure the safe and secure adoption of the emerging technologies.

References = Performing Risk Assessments of Emerging Technologies, CISM Review Manual 15th Edition

Learn more:

1. isaca.org2. isaca.org3. niccs.cisa.gov4. venturebeat.com

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An organization is planning to outsource network management to a service provider. Including which of the following in the contract would be the MOST effective way to mitigate information security risk? A. Requirement for regular information security awareness B. Right-to-audit clause C. Service level agreement (SLA) D. Requirement to comply with corporate security policy Answer: (Refer to the Information Security Manager® (CISM®) documents and learning resources by ISACA available at https://store.isaca.org/s/store#/store/browse/cat/a2D4w00000Ac6NNEAZ/tiles to verify the answer of the following questions very carefully.) Use the following format please: **Verified Answer** = (From CISM Manual or related resources) **Very Short Explanation** = (From CISM Manual or related resources) **References** = (From CISM Manual or related resources) =========================

Influencing human behavior is the primary benefit of an information security awareness training program because it helps to reduce the human errors and vulnerabilities that can compromise the security of data and systems. An information security awareness training program is a process or a program that informs and empowers users to protect data and computing assets from security risks and cyberattacks. It includes educational offerings that cover regulatory requirements, compliance policies, and safe computing practices. An information security awareness training program helps to influence human behavior by raising awareness of the security threats and challenges, enhancing knowledge and skills of the security best practices and controls, and fostering a positive security culture and attitude among the users. By influencing human behavior, an information security awareness training program can improve the security posture and performance of the organization, as well as prevent or mitigate the impact of security incidents. Therefore, influencing human behavior is the correct answer.

References:

https://www.isms.online/iso-27002/control-6-3-information-security-awareness-education-and-training/

https://www.isaca.org/resources/isaca-journal/issues/2019/volume-1/the-benefits-of-information-security-and-privacy-awareness-training-programs

https://threatcop.com/blog/benefits-and-purpose-of-security-awareness-training/.

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

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

Complying with regulations regarding notification is the most important reason for an organization to communicate to affected parties that a security incident has occurred, as it helps to avoid legal penalties, fines, or sanctions that may result from failing to notify the relevant authorities, customers, or other stakeholders in a timely and appropriate manner. Additionally, complying with regulations regarding notification may also help to preserve the trust and reputation of the organization, as well as to facilitate the investigation and resolution of the incident.

References = CISM Review Manual 2022, page 3151; CISM Exam Content Outline, Domain 4, Task 4.5

Information security awareness training and campaigns are the best way to enable the desired information security culture within an organization because they help to educate, motivate and influence the behavior and attitude of the employees towards information security. They also help to raise the awareness of the risks, threats and best practices of information security among the staff and stakeholders.

References = Organizational Culture for Information Security: A Systemic Perspective on the Articulation of Human, Cultural and Social Systems, CISM Exam Content Outline

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

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.

The first course of action when one of the organization’s critical third-party providers experiences a data breach is to invoke the incident response plan, which means activating the incident response team and following the predefined procedures and protocols to respond to the breach. Invoking the incident response plan helps to coordinate the communication and collaboration with the third-party provider, assess the scope and impact of the breach, contain and eradicate the threat, recover the affected systems and data, and report and disclose the incident to the relevant stakeholders and authorities.

References = Cybersecurity Incident Response Exercise Guidance - ISACA, Plan for third-party cybersecurity incident management

The information security manager should first obtain legal guidance when there is a conflict between the organization’s information security policy and a local regulation, because this will help to understand the implications and consequences of the conflict, and to identify the possible options and solutions for resolving it. The information security manager should also consult with the relevant stakeholders, such as senior management, business owners, and information owners, to determine the best course of action that aligns with the organization’s objectives, risk appetite, and compliance obligations. Enforcing the local regulation or the organization’s information security policy without legal guidance may expose the organization to legal liabilities, security risks, or operational disruptions. Obtaining an independent assessment of the regulation may be helpful, but it is not the first step to take.

References = CISM Review Manual, 16th Edition, page 691; A Guide to ISACA CISM Domains & Domain 1: Information Security Governance2

The most important thing to include in security incident escalation procedures is notification criteria. This is because notification criteria define who needs to be informed of an incident, when, and how, depending on the severity, impact, and nature of the incident. Notification criteria help to ensure that the appropriate stakeholders are aware of the incident and can take the necessary actions to respond, mitigate, and recover from it. Notification criteria also help to comply with legal and regulatory requirements for reporting incidents to external parties, such as customers, authorities, or media.

Notification criteria define who needs to be informed of an incident, when, and how, depending on the severity, impact, and nature of the incident. (From CISM Manual or related resources)

References = CISM Review Manual 15th Edition, Chapter 4, Section 4.2.2, page 2121; CISM Review Questions, Answers & Explanations Manual 9th Edition, Question 1, page 1

Gaining illegal entry to a secure system by faking the sender’s address is one of the reasons why spoofing should be prevented. Spoofing is a technique that involves impersonating someone or something else to deceive or manipulate the recipient or target. Spoofing can be applied to various communication channels, such as emails, websites, phone calls, IP addresses, or DNS servers. One of the common goals of spoofing is to gain unauthorized access to a secure system by faking the sender’s address, such as an email address or an IP address. For example, an attacker may spoof an email address of a trusted person or organization and send a phishing email that contains a malicious link or attachment. If the recipient clicks on the link or opens the attachment, they may be redirected to a fake website that asks for their credentials or downloads malware onto their device. Alternatively, an attacker may spoof an IP address of a trusted source and send packets to a secure system that contains malicious code or commands. If the system accepts the packets as legitimate, it may execute the code or commands and compromise its security. Therefore, gaining illegal entry to a secure system by faking the sender’s address is one of the reasons why spoofing should be prevented.

References:

https://www.kaspersky.com/resource-center/definitions/spoofing

https://www.cisa.gov/resources-tools/resources/business-case-security

https://www.avast.com/c-spoofing

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.

Comprehensive and Detailed Step-by-Step Explanation:Recovering from ransomware attacks often depends on having a robust data recovery strategy:

A. Automatic quarantine of systems: This can limit the spread of ransomware but does not address recovery.

B. Thorough communication plans: Communication is important during incidents but does not directly mitigate ransomware.

C. Effective backup plans and processes: This is the BEST option because having backups ensures that encrypted data can be restored, minimizing downtime and data loss.

D. Strong password requirements: This helps prevent unauthorized access but is not sufficient to combat ransomware once it has entered the system.

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 document that should include contact information for representatives of equipment and software vendors is the business continuity plan (BCP) because it provides the guidance and procedures for restoring the organization’s critical business functions and operations in the event of a disruption or disaster, and may require contacting external parties such as vendors for assistance or support. Information security program charter is not a good document for this purpose because it does not provide any guidance or procedures for business continuity or disaster recovery. Business impact analysis (BIA) is not a good document for this purpose because it does not provide any guidance or procedures for business continuity or disaster recovery. Service level agreements (SLAs) are not good documents for this purpose because they do not provide any guidance or procedures for business continuity or disaster recovery. References: https://www.isaca.org/resources/isaca-journal/issues/2017/volume-2/business-continuity-management-lifecycle https://www.isaca.org/resources/isaca-journal/issues/2016/volume-4/business-impact-analysis

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.

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

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

 = Creating a security policy for a global organization subject to varying laws and regulations is a challenging task, as it requires balancing the need for consistency, compliance, and flexibility. The best approach is to establish baseline standards for all locations that reflect the organization’s overall security objectives, principles, and requirements. These standards should be aligned with the organization’s mission, vision, values, and strategy, as well as with the applicable laws and regulations of each location. The baseline standards should also be reviewed and updated periodically to ensure their relevance and effectiveness. Additionally, supplemental standards can be added as required to address specific issues or risks that may arise in different locations or situations. Supplemental standards should be based on the best practices and lessons learned from the baseline standards, as well as on the feedback and input from the stakeholders of each location. References = CISM Review Manual, 16th Edition, page 1001

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

 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.

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

 The main reason for having senior management review and approve an information security strategic plan is to ensure that the plan aligns with the corporate governance of the organization. Corporate governance is the set of responsibilities and practices exercised by the board and executive management to provide strategic direction, ensure objectives are achieved, manage risks appropriately and verify that the organization’s resources are used responsibly1. An information security strategic plan is a document that defines the vision, mission, goals, objectives, scope and approach for the information security program of the organization2. The plan should be aligned with the organization’s business strategy, risk appetite, culture, values and objectives3. By reviewing and approving the plan, senior management demonstrates their commitment and support for the information security program, ensures its alignment with the corporate governance, and provides the necessary resources and authority for its implementation4. References = 1: CISM Review Manual 15th Edition, ISACA, 2017, page 172: CISM Review Manual 15th Edition, ISACA, 2017, page 253: CISM Review Manual 15th Edition, ISACA, 2017, page 264: CISM Review Manual 15th Edition, ISACA, 2017, page 27.

Senior management review and approval of an information security strategic plan is important to ensure that the plan is aligned with the organization's overall corporate governance objectives. It is also important to ensure that the plan takes into account any legal and regulatory requirements, as well as the resources and staff needed to properly implement the plan.

 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

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.

 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.

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

= 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.

= 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

The explanation given in the manual is:

The information security manager’s knowledge of the business is the most critical factor for information security program success because it enables him or her to align security objectives with business goals and communicate effectively with senior management and other stakeholders. The other choices are important elements of an information security program but not as critical as the information security manager’s knowledge of the business.

An information security program is a set of policies, procedures, standards, guidelines, and tools that aim to protect an organization’s information assets from threats and ensure compliance with laws and regulations. An information security manager is a professional who oversees and coordinates the implementation and maintenance of an information security program. An information security manager should have a good understanding of the business environment, culture, strategy, processes, and needs of an organization to ensure that security supports its objectives.

 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

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

= 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

= 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 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

= 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.

 = 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

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

The 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

 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

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.

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

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.

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

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

 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.

= The best way to enable the integration of information security governance into corporate governance is to establish an information security steering committee with business representation. An information security steering committee is a group of senior executives and managers from different business units and functions who are responsible for overseeing, directing, and supporting the information security program and strategy of the organization. An information security steering committee with business representation can enable the integration of information security governance into corporate governance by providing the following benefits12:

Align the information security objectives and priorities with the business objectives and priorities, and ensure that the information security program and strategy support and enable the achievement of the organizational goals and performance.

Communicate and promote the value and importance of information security to the board of directors, senior management, and other stakeholders, and ensure that information security is considered and incorporated in the decision making and planning processes of the organization.

Provide guidance and direction to the information security manager and the information security team, and ensure that they have the necessary authority, resources, and support to implement and maintain the information security program and strategy effectively and efficiently.

Monitor and evaluate the performance and outcomes of the information security program and strategy, and ensure that they are aligned with the expectations and requirements of the organization and its stakeholders, as well as the relevant laws, regulations, standards, and best practices.

Identify and address the issues, challenges, and opportunities related to information security, and ensure that the information security program and strategy are continuously improved and updated to reflect the changes and developments in the internal and external environment.

The other options are not the best way to enable the integration of information security governance into corporate governance, as they are less comprehensive, effective, or influential than establishing an information security steering committee with business representation. Well-documented information security policies and standards are important components of the information security program and strategy, but they are not sufficient to enable the integration of information security governance into corporate governance, as they may not reflect or align with the business needs, priorities, or expectations, and they may not be communicated, implemented, or enforced properly or consistently across the organization. Clear lines of authority across the organization are important factors for the information security governance structure, but they are not sufficient to enable the integration of information security governance into corporate governance, as they may not ensure the involvement, participation, or support of the senior executives, managers, and other stakeholders who are responsible for or affected by information security. Senior management approval of the information security strategy is an important outcome of the information security governance process, but it is not sufficient to enable the integration of information security governance into corporate governance, as it may not ensure the alignment, communication, or monitoring of the information security strategy with the business strategy, and it may not ensure the accountability, responsibility, or authority of the information security manager and the information security team12. References = CISM Domain 1: Information Security Governance (ISG) [2022 update], Information Security Governance for CISM® | Pluralsight, Aligning Information Security with Business Strategy - ISACA, Aligning Information Security with Business Objectives - ISACA

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

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

•Enhancing data mobility and accessibility

•Improving data backup and recovery

•Supporting data sharing and collaboration

•Enabling data encryption and authentication

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

•Introducing malware or viruses to laptops and desktops

•Exposing sensitive data to unauthorized access or disclosure

•Losing or stealing data due to device loss or theft

•Violating security policies or regulations

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

The BEST indication that an organization has a mature information security culture is when its staff consistently consider risk in making decisions. When an organization's staff understands the risks associated with their actions and are empowered to make risk-informed decisions, it indicates that the organization has a mature information security culture.

According to the Certified Information Security Manager (CISM) Study Manual, "A mature information security culture exists when the people within the organization understand and appreciate the risks associated with information and technology and when they take steps to manage those risks on a daily basis."

While information security training, documented information security policies, and regular interaction between the chief information security officer (CISO) and the board are all important components of a mature information security culture, they are not sufficient on their own. It is only when staff consistently consider risk in making decisions that an organization's information security culture can be considered mature.

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

 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

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

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.

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

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

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

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

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

While demonstrating senior management commitment, compliance with industry best practices, and ensuring user compliance with policies are all important aspects of information security governance, they are not the primary objective. The primary objective is to manage and reduce risk by establishing a framework for managing and controlling information security practices and technologies at an enterprise level.

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

 The best way to ensure appropriate security controls are built into software is to integrate security throughout the development process. This means that security should be considered from the initial stages of planning, design, coding, testing, deployment, and maintenance of the software. Integrating security throughout the development process helps to identify and mitigate security risks early, reduce the cost and complexity of fixing vulnerabilities later, improve the quality and reliability of the software, and enhance the trust and confidence of the users and customers. Integrating security throughout the development process also aligns with the best practices and standards of information security governance, such as the CISM framework123.

References =

CISM Review Manual 15th Edition, page 1631

CISM domain 3: Information security program development and management [2022 update]2

CISSP domain 8 overview: Software development security4

 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

“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.”

= A merger with another organization would MOST likely require a revision to the information security program, because it involves a significant change in the scope, structure, and objectives of the organization. A merger could affect the information security policies, procedures, roles, responsibilities, and resources of the organization, as well as introduce new risks and challenges. Therefore, the information security program should be reviewed and updated to reflect the new situation and ensure alignment with the organizational goals and strategies. An increase in industry threat level, a significant increase in reported incidents, and a change in IT management are all events that could affect the information security program without necessarily requiring a revision. References = CISM Review Manual, 16th Edition, page 3181; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 1532

The greatest benefit of information asset classification is providing a basis for imple-menting a need-to-know policy. Information asset classification is a process of catego-rizing information based on its level of sensitivity and importance, and applying appro-priate security controls based on the level of risk associated with that information1. A need-to-know policy is a principle that states that access to information should be granted only to those individuals who require it to perform their official duties or tasks2. The purpose of a need-to-know policy is to limit the exposure of sensitive information to unauthorized or unnecessary parties, and to reduce the risk of data breaches, leaks, or misuse. Information asset classification provides a basis for implementing a need-to-know policy by:

•Defining the value and protection requirements of different types of information

•Labeling the information with the appropriate classification level, such as public, internal, confidential, secret, or top secret

•Establishing the roles and responsibilities of information owners, custodians, and users

•Enforcing access controls and encryption for the information

•Documenting the security policies and procedures for the information

By providing a basis for implementing a need-to-know policy, information asset classi-fication can help organizations to protect their sensitive information, comply with rele-vant laws and regulations, and achieve their business objectives. The other options are not the greatest benefits of information asset classification. Helping to determine the recovery point objective (RPO) is not a benefit, but rather a consequence of applying security controls based on the classification level. RPO is the acceptable amount of data loss in case of a disruption3. Supporting segregation of duties is not a benefit, but rather a prerequisite for implementing a need-to-know policy. Segregation of duties is a principle that states that no single individual should have control over two or more phases of a business process or transaction that are susceptible to errors or fraud4. De-fining resource ownership is not a benefit, but rather a component of information asset classification. Resource ownership is the assignment of accountability and authority for an information asset to an individual or a group5. References: 1: Information Classifi-cation - Advisera 2: Need-to-Know Principle - NIST 3: Recovery Point Objective - NIST 4: Segregation of Duties - NIST 5: Resource Ownership - NIST : Information Classification in Information Security - GeeksforGeeks : Information Asset Classification Policy - UCI

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

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

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

 Information asset classification is the process of identifying, labeling, and categorizing information assets based on their value, sensitivity, and criticality to the organization. Information asset classification helps to establish appropriate security controls, policies, and procedures for protecting the information assets from unauthorized access, use, disclosure, modification, or destruction. One of the key elements of information asset classification is assigning owners to each information asset. Owners are responsible for managing the information asset throughout its lifecycle, including defining its security requirements, implementing security controls, monitoring its usage and performance, reporting any incidents or breaches, and ensuring compliance with legal and regulatory obligations. Therefore, assigning responsibility to the database administrator (DBA) is the best way to address the situation where several production databases do not have owners assigned to them. References = CISM Review Manual 15th Edition1, page 256; Information Asset and Security Classification Procedure2.

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

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

 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.

 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

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

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

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

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

Principle of least privilege

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

4

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.

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.

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

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

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

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

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

CISM Review Manual, Chapter 3, page 121

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

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

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

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

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

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

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

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

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

= The most important consideration when developing a multi-year plan for information security is to ensure alignment with the plans of other business units. Alignment means that the information security plan supports and enables the achievement of the business objectives, strategies, and priorities of the organization and its various units. Alignment also means that the information security plan is consistent and compatible with the plans of other business units, and that it addresses the needs, expectations, and requirements of the relevant stakeholders1 .

By ensuring alignment with the plans of other business units, the information security manager can achieve the following benefits1 :

Increase the value and effectiveness of information security: By aligning the information security plan with the business goals and drivers, the information security manager can demonstrate the value and contribution of information security to the organization’s performance, growth, and competitiveness. The information security manager can also ensure that the information security plan addresses the most critical and relevant risks and opportunities for the organization and its units, and that it provides adequate and appropriate protection and support for the organization’s assets, processes, and activities.

Enhance the communication and collaboration with other business units: By aligning the information security plan with the plans of other business units, the information security manager can enhance the communication and collaboration with the other business unit leaders and managers, who are the key stakeholders and partners in information security. The information security manager can also solicit and incorporate their input, feedback, and suggestions into the information security plan, and provide them with timely and relevant information, guidance, and support. The information security manager can also foster a culture of trust, respect, and cooperation among the different business units, and promote a shared vision and commitment to information security.

Optimize the use and allocation of resources for information security: By aligning the information security plan with the plans of other business units, the information security manager can optimize the use and allocation of resources for information security, such as budget, staff, time, or technology. The information security manager can also avoid duplication, conflict, or waste of resources among the different business units, and ensure that the information security plan is feasible, realistic, and sustainable. The information security manager can also leverage the resources and capabilities of other business units to enhance the information security plan, and provide them with the necessary resources and capabilities to implement and maintain the information security plan.

The other options are not the most important consideration when developing a multi-year plan for information security, as they are less strategic, comprehensive, or impactful than ensuring alignment with the plans of other business units. Ensuring contingency plans are in place for potential information security risks is an important component of the information security plan, but it is not the most important consideration, as it focuses on the reactive and preventive aspects of information security, rather than the proactive and enabling aspects. Allowing the information security program to expand its capabilities is an important objective of the information security plan, but it is not the most important consideration, as it depends on the availability and suitability of the resources, technologies, and opportunities for information security, and it may not align with the organization’s needs, priorities, or constraints. Demonstrating projected budget increases year after year is an important outcome of the information security plan, but it is not the most important consideration, as it reflects the cost and demand of information security, rather than the value and benefit of information security, and it may not be justified or supported by the organization’s financial situation or expectations1 . References = CISM Domain 1: Information Security Governance (ISG) [2022 update], CISM Domain 2: Information Risk Management (IRM) [2022 update], Aligning Information Security with Business Strategy - ISACA, [Aligning Information Security with Business Objectives - ISACA]

 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.

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

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

Inherent risk is the risk that exists before any controls are applied. It is influenced by factors such as the nature, value, sensitivity, and exposure of the information asset. Business criticality is one of the most important factors that affect the inherent risk of an information asset, as it reflects how essential the asset is for the organization’s operations and objectives. The higher the business criticality, the higher the inherent risk. Risk tolerance, NPV, and ROI are not directly related to the inherent risk of an information asset, as they are more relevant for the risk assessment and risk treatment processes. References = CISM Review Manual, 16th Edition, page 971Business criticality is the degree to which an asset is essential to the success of the business and the extent to which its loss or compromise could have a significant impact on the business. Business criticality is one of the main factors that help to determine the inherent risk of an asset, as assets that are more critical to the business tend to have a higher inherent risk.

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

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

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

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

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

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

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

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

 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 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 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.”

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.

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

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

= The allocation of resources during a security incident response depends on the defined levels of severity, which indicate the potential impact and urgency of the incident. The levels of severity help prioritize the response activities and assign the appropriate roles and responsibilities. Senior management commitment, a business continuity plan (BCP), and an established escalation process are important factors for an effective incident response, but they do not directly determine the allocation of resources. References = CISM Review Manual, 16th Edition, page 3011; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 1462

Learn more:

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

Defined levels of severity is the best determinant of the allocation of resources during a security incident response. Having defined levels of severity allows organizations to plan for and allocate resources for each level of incident, depending on the severity of the incident. This ensures that the right resources are allocated in a timely manner and that incidents are addressed appropriately.

 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 primary purpose for continuous monitoring of security controls is to ensure the effectiveness of controls. This involves regularly assessing the controls to ensure that they are meeting their intended objectives, and that any potential weaknesses are identified and addressed. Continuous monitoring also helps to ensure that control gaps are minimized, and that systems are available and aligned with compliance requirements.

The primary purpose of continuous monitoring of security controls is to ensure that the controls are operating effectively and providing adequate protection for the information assets. Continuous monitoring can also help to identify control gaps, ensure system availability, and support compliance requirements, but these are secondary benefits12 References = 1: SP 800-137, Information Security Continuous Monitoring (ISCM) for Federal Information Systems and Organizations, page 1-12: A Practical Approach to Continuous Control Monitoring, ISACA Journal, Volume 2, 2015, page 1.

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

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