CISM Certified Information Security Manager Questions and Answers

The best thing to include in a business case when the return on investment (ROI) for an information security initiative is difficult to calculate is an estimated reduction in risk. Risk reduction is the expected benefit of implementing an information security initiative, as it reduces the likelihood and impact of threats and vulnerabilities that may affect the organization’s information assets and systems. By estimating the reduction in risk, the information security manager can demonstrate the value and benefits of the information security initiative to the organization’s performance, reputation, and competitiveness. The information security manager can also compare the estimated reduction in risk with the estimated cost of the information security initiative to determine its cost-effectiveness and feasibility. The other options are not the best thing to include in a business case, although they may be some inputs or outputs of the risk assessment process. A projected increase in maturity level is a potential outcome of implementing an information security initiative, as it improves the organization’s capabilities and processes for managing information security risks. However, it does not necessarily reflect the actual reduction in risk or the ROI of the information security initiative. A projected cost over time is a component of calculating the ROI of an information security initiative, as it reflects the total cost of ownership and maintenance of the initiative. However, it does not indicate the expected benefit or value of the initiative. An estimated increase in efficiency is a possible benefit of implementing an information security initiative, as it may enhance the organization’s productivity and performance. However, it may not be directly related to the reduction in risk or the ROI of the information security initiative.

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.

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

= After a breach where the risk has been isolated and forensic processes have been performed, the next step should be to rebuild the server from the last verified backup. This will ensure that the server is restored to a known and secure state, and that any malicious code or data that may have been injected or compromised by the attacker is removed. Rebuilding the server from the original media may not be sufficient, as it may not include the latest patches or configurations that were applied before the breach. Placing the web server in quarantine or shutting it down may not be feasible or desirable, as it may disrupt the business operations or services that depend on the server. Rebuilding the server from the last verified backup is the best option to resume normal operations while maintaining security. References =

CISM Review Manual 15th Edition, page 118: “Recovery is the process of restoring normal operations after an incident. Recovery activities may include rebuilding systems, restoring data, applying patches, changing passwords, and testing functionality.”

Data Breach Experts Share The Most Important Next Step You Should Take After A Data Breach in 2014 & 2015, snippet: “Restore from backup. If you have a backup of your system from before the breach, wipe your system clean and restore from backup. This will ensure that any backdoors or malware installed by the hackers are removed.”

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

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

A SIEM system provides the ability to collect, correlate, and analyze security events, enabling effective prioritization of incidents based on risk and impact. SIEM solutions also support tracking incidents from detection through resolution, as stated in the CISM Review Manual under incident management and monitoring.

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

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

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

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

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

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

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

The 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 supportive tone at the top regarding security is the greatest impact on efforts to improve an organization’s security posture. This means that senior management should demonstrate their commitment and leadership to information security by setting clear goals, allocating adequate resources, communicating effectively, and rewarding good practices. A supportive tone at the top can also influence the culture and behavior of the organization, as well as foster trust and collaboration among stakeholders12. References = CISM Review Manual 15th Edition, page 1261; CISM Item Development Guide, page 82

Reconciliation routines are methods to verify the integrity of data by comparing the input and output of a process or a system. They can detect errors, omissions, duplications or unauthorized modifications of data. They are more directly related to data integrity than the other options, which are more concerned with data definition, logging or access control. References = CISM Review Manual, 16th Edition, Chapter 3, Section 3.4.21

Geopolitical risk involves complex legal, political, and compliance issues. The enterprise risk and legal teams are best positioned to provide guidance on how national laws, sanctions, and regulations impact operations and security strategies.

“In cases of geopolitical or cross-jurisdictional risk, coordination with legal and enterprise risk functions is essential for informed decision-making.”

— CISM Review Manual 15th Edition, Chapter 1: Information Security Governance, Section: Legal and Regulatory Context*

Security and technical controls should follow this strategic evaluation.

According to the CISM Review Manual, key risk indicators (KRIs) are the most important information to include in an information security status report to senior management, as they provide a measure of the current level of risk exposure and the effectiveness of the risk management activities. KRIs also help to identify trends, patterns and emerging risks that may require management attention or action.

References = CISM Review Manual, 27th Edition, Chapter 4, Section 4.3.2, page 209

Comprehensive and Detailed Step-by-Step Explanation:

The goal of securing funding for an information security program often requires aligning the program with business goals and demonstrating its value to the organization. Here's an analysis of each option:

A. Demonstrate the effectiveness of business continuity plans (BCPs): While important, this focuses on continuity rather than the overall value of the information security program to business objectives. This is not the strongest method to justify funding.

B. Report key performance indicator (KPI) trends: KPI trends are useful for tracking performance but may not directly demonstrate how the program supports business activities or adds value.

C. Demonstrate that the program enables business activities: This is the BEST option because it ties the information security program directly to business operations. When security is seen as an enabler (e.g., reducing risks in critical areas like customer data protection), stakeholders are more likely to allocate resources.

D. Provide evidence of increased security events at peer organizations: This may indicate a general threat landscape but does not provide concrete evidence of the program's value or relevance to the organization’s specific goals.

Using the VPN when accessing the organization’s online resources is the most important thing to ensure, as it provides a secure and encrypted connection between the remote employees and the organization’s network, and protects the data and systems from unauthorized access, interception, or tampering. VPNs also help to comply with the organization’s security policies and standards, and to prevent data leakage or breaches.

References = CISM Review Manual 2022, page 3081; CISM Exam Content Outline, Domain 4, Knowledge Statement 4.92; CISM 2020: Remote Access Security; How to Secure Remote Workers with VPN

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.

According to the Certified Information Security Manager (CISM) Study Manual, risk owners are responsible for managing a risk, including taking corrective action to reduce the risk to an acceptable level. When implementing controls, it is essential to obtain input from risk owners to ensure that the controls are effective in managing the risk to an acceptable level.

By obtaining input from risk owners, the organization can ensure that the controls are tailored to the specific risks and are effective in reducing the risk to an acceptable level. This can help to minimize the impact of the risk on the organization and reduce the potential for financial or reputational damage.

Criteria for activation are essential to ensure that the BCP is triggered appropriately in response to a disruption.

“The BCP should include clearly defined activation criteria to ensure that plans are invoked when necessary.”

— CISM Review Manual 15th Edition, Chapter 3: Information Security Program Development and Management, Section: Business Continuity Planning*

ISACA’s practice questions confirm that criteria for activation are core to a BCP’s effectiveness.

Isolating the impacted endpoints is the best course of action for the information security manager after an employee clicked on a link in a phishing email, triggering a ransomware attack because it prevents the ransomware from spreading to other systems or devices on the network, and minimizes the damage or disruption caused by the attack. Wiping the affected system is not a good course of action because it may destroy any evidence or data that could be used for investigation or recovery. Notifying internal legal counsel is not a good course of action because it does not address the immediate threat or impact of the ransomware attack. Notifying senior management is not a good course of action because it does not address the immediate threat or impact of the ransomware attack. References: https://www.isaca.org/resources/isaca-journal/issues/2017/volume-5/incident-response-lessons-learned https://www.isaca.org/resources/isaca-journal/issues/2018/volume-3/incident-response-lessons-learned

 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 information security framework is a set of principles, standards, guidelines, and best practices that define the scope, objectives, and requirements for information security in an organization. The information security framework is most helpful when creating information security policies because it provides a consistent and coherent approach to managing information security risks, aligning with business goals and strategy, and complying with relevant laws and regulations. The information security framework also helps to establish the roles, responsibilities, and accountability of all stakeholders involved in information security governance, management, and operations.

References = CISM Manual1, Chapter 3: Information Security Program Development (ISPD), Section 3.1: Information Security Framework2

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

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

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

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

 A 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

Integrating security activities within the development process is the best option to lower the cost to implement application security controls because it ensures that security is considered and addressed throughout the software development life cycle (SDLC), from design to deployment, and reduces the likelihood and impact of security flaws or vulnerabilities that may require costly fixes or patches later on. Performing security tests in the development environment is not the best option because it may not detect or prevent all security issues that may arise in different environments or scenarios. Performing a risk analysis after project completion is not a good option because it may be too late to identify or mitigate security risks that may have been introduced during the project. Including standard application security requirements is not a good option because it may not account for specific or unique security needs or challenges of different applications or projects. References: https://www.isaca.org/resources/isaca-journal/issues/2017/volume-2/secure-software-development-lifecycle https://www.isaca.org/resources/isaca-journal/issues/2016/volume-4/technical-security-standards-for-information-systems

 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.

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

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

According to the CISM Review Manual, 15th Edition1, the information security manager is responsible for ensuring that the information security program supports the organization’s objectives and aligns with applicable laws and regulations. The information security manager is also responsible for overseeing the implementation and maintenance of effective IT controls, as well as monitoring and reporting on their performance.

References = 1: CISM Review Manual, 15th Edition, ISACA, 2016, Chapter 1, page 10.

The greatest business benefit of an incident response plan is minimizing the negative impact of disruptive incidents on operations and reputation.

“The primary business objective of an incident response plan is to minimize the impact of incidents on business operations and assets.”

— CISM Review Manual 15th Edition, Chapter 4: Incident Management, Section: Incident Response Plan Objectives*

ISACA practice questions reinforce that limiting impact is the key outcome from a business perspective.

= 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.

Prevention of authorized access is the greatest threat posed by a distributed denial of service (DDoS) attack on a public-facing web server because it prevents legitimate users or customers from accessing the web services or resources, causing disruption, dissatisfaction, and potential loss of revenue or reputation. Execution of unauthorized commands is not a threat posed by a DDoS attack, but rather by a remote code execution (RCE) attack. Defacement of website content is not a threat posed by a DDoS attack, but rather by a web application attack. Unauthorized access to resources is not a threat posed by a DDoS attack, but rather by a brute force attack or an authentication bypass attack. References: https://www.isaca.org/resources/isaca-journal/issues/2017/volume-6/the-value-of-penetration-testing https://www.isaca.org/resources/isaca-journal/issues/2016/volume-5/security-scanning-versus-penetration-testing

Security awareness training is the most effective way to ensure information security policies are understood, as it educates employees on the purpose, content and importance of the policies, and how to comply with them. (From CISM Review Manual 15th Edition)

A hot site is the most reliable type of recovery site and can support stringent recovery requirements because it is a fully operational facility that mirrors the primary production center. A hot site has all the hardware, software, data, network, and personnel ready to resume the critical business functions within minutes of a disruptive event. A hot site also has backup power, security, and communication systems to ensure the continuity of operations.

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.

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

The most important consideration when determining which type of failover site to employ is the recovery time objectives (RTOs). A failover site is a backup site that can be used to restore the functionality and operations of an organization’s primary site in the event of a disaster or disruption. There are different types of failover sites, such as hot sites, warm sites, and cold sites, that vary in terms of availability, cost, and complexity. A recovery time objective (RTO) is a metric that defines the maximum acceptable amount of time that an organization can tolerate to restore a system or an application after a disaster or disruption. By determining the RTOs for each system or application, the organization can choose the most suitable type of failover site that can meet its recovery needs and expectations. For example, if the RTO for a critical system is very low, the organization may opt for a hot site that can provide immediate failover and minimal downtime. However, if the RTO for a non-critical system is high, the organization may choose a cold site that requires manual setup and activation, but has lower cost and maintenance. The other options are not the most important consideration when determining which type of failover site to employ, although they may be some factors or constraints that affect the decision. Reciprocal agreements are arrangements between two or more organizations that agree to provide backup facilities or resources to each other in case of a disaster or disruption. Reciprocal agreements can help reduce the cost and complexity of setting up and maintaining a failover site, but they may not guarantee the availability or compatibility of the backup facilities or resources. Disaster recovery test results are outcomes of testing and validating the functionality and performance of a failover site. Disaster recovery test results can help evaluate and improve the effectiveness and efficiency of a failover site, but they do not determine which type of failover site to employ. Data retention requirements are policies and regulations that define how long and in what format an organization must store its data. Data retention requirements can affect the design and configuration of a failover site, but they do not dictate which type of failover site to employ

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

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

The most important information for influencing management’s support of information security is an demonstration of alignment with the business strategy because it shows how information security contributes to the achievement of the organization’s goals and objectives, and adds value to the organization’s performance and competitiveness. An identification of the overall threat landscape is not very important because it does not indicate how information security addresses or mitigates the threats or risks. A report of a successful attack on a competitor is not very important because it does not indicate how information security prevents or responds to such attacks. An identification of organizational risks is not very important because it does not indicate how information security manages or reduces the risks. References: https://www.isaca.org/resources/isaca-journal/issues/2016/volume-4/technical-security-standards-for-information-systems https://www.isaca.org/resources/isaca-journal/issues/2017/volume-2/how-to-align-security-initiatives-with-business-goals-and-objectives

 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

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 1492

The 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.

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

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

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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

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

Elapsed time between detection, reporting, and response is the most appropriate metric for evaluating the incident notification process because it measures how quickly and effectively the organization identifies, communicates, and responds to security incidents. The incident notification process is a critical part of the incident response plan that defines the roles and responsibilities, procedures, and channels for reporting and escalating security incidents to the relevant stakeholders. Elapsed time between detection, reporting, and response helps to assess the performance and efficiency of the incident notification process, as well as to identify any bottlenecks or delays that may affect the incident resolution and recovery. Therefore, elapsed time between detection, reporting, and response is the correct answer.

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)

A new security project is more likely to be approved if it aligns with the organization’s goals, objectives, and strategies. This shows that the project supports the business needs and adds value to the organization. Organizational alignment is one of the key elements of a business case for information security, as stated in the CISM Review Manual, 16th Edition1, page 41. IT strategy alignment, threats to the organization, and existing control costs are also important factors to consider, but they are not as persuasive as organizational alignment in obtaining approval for a new security project. References = 1: CISM Review Manual, 16th Edition by Isaca (Author)

Learn more:

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

Declaring an incident is the best course of action when confidential information is inadvertently disseminated outside the organization, as it triggers the incident response process, which aims to contain, analyze, eradicate, recover, and learn from the incident. Declaring an incident also helps to communicate the exposure to the relevant stakeholders, such as senior management, legal authorities, customers, or regulators, and to comply with the applicable laws and regulations regarding notification and disclosure. Changing the encryption keys, reviewing compliance requirements, or communicating the exposure are possible steps within the incident response process, but they are not the first course of action.

References = CISM Review Manual 2022, page 3121; CISM Exam Content Outline, Domain 4, Task 4.12; CISM 2020: Incident Management; How to Respond to a Data Breach

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

References =

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

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

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

 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.

Comprehensive and Detailed Step-by-Step Explanation:

During a cybersecurity incident, it is vital to ensure that the right people are involved and that decision-making occurs promptly.

A. Stakeholder plan: While identifying stakeholders is important, it does not outline decision-making during an incident.

B. Escalation plan: This is the BEST answer because it specifies how incidents are escalated to the appropriate level of authority, ensuring timely and effective decisions.

C. Up-to-date risk register: Although useful for understanding risks, it does not facilitate decision-making in real-time incidents.

D. Asset classification: This helps identify critical assets but does not address decision-making protocols during an incident.

= 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.

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

 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

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

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

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

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

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

 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

Procedures are the detailed steps or instructions for performing specific tasks or activities. They are usually aligned with standards, policies and guidelines, but they are more specific and prescriptive. System maintenance instructions and schedules are examples of procedures that should be documented and followed to ensure the proper functioning and security of the system.

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

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

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

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

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

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

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

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

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The most important consideration when developing key performance indicators (KPIs) for the information security program is B. Alignment with business initiatives. This is because KPIs are measurable values that demonstrate how effectively the information security program is achieving its objectives and delivering value to the organization. KPIs should be aligned with the business initiatives, such as the strategic goals, the mission, the vision, and the values of the organization, and support the achievement of the desired outcomes and benefits. KPIs should also reflect the needs, expectations, and challenges of the business stakeholders, and provide relevant, meaningful, and actionable information for decision making and improvement. KPIs should not be too technical, complex, or ambiguous, but rather focus on the key aspects of information security performance, such as risk, compliance, maturity, value, and effectiveness.

KPIs are measurable values that demonstrate how effectively the information security program is achieving its objectives and delivering value to the organization. KPIs should be aligned with the business initiatives, such as the strategic goals, the mission, the vision, and the values of the organization, and support the achievement of the desired outcomes and benefits. (From CISM Manual or related resources)

References = CISM Review Manual 15th Edition, Chapter 1, Section 1.3.2, page 281; CISM Domain – Information Security Program Development | Infosec2; KPIs in Information Security: The 10 Most Important Security Metrics3

A Service Level Agreement (SLA) is the contractual document that specifies and guarantees the availability levels the third-party hosting provider must meet. It provides the clearest and most enforceable commitment to availability.

“SLAs establish measurable commitments that can be monitored and enforced, providing a high level of assurance that service availability will meet business requirements.”

— CISM Review Manual 15th Edition, Chapter 3: Information Security Program Development and Management, Section: Outsourcing and Third-Party Management*

ISACA’s practice questions highlight SLAs as the most direct and reliable assurance for third-party service availability.

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]

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

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

The 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 test addresses the critical components is the most important consideration while conducting a test of a business continuity plan (BCP), as it ensures that the test covers the essential functions, processes, and resources that are required to maintain or resume the organization’s operations in the event of a disruption. The test should also verify that the recovery objectives, such as recovery time objective (RTO) and recovery point objective (RPO), are met. (From CISM Review Manual 15th Edition)

Stakeholder requirements are the most important to include in an information security strategy, as they reflect the business needs, objectives, and expectations of the organization and its key stakeholders. Stakeholder requirements also help to align the information security strategy with the enterprise governance and the organizational culture. Risk register, industry benchmarks, and regulatory requirements are important inputs for the information security strategy, but they are not the most important to include.

References = CISM Review Manual 2022, page 321; CISM Exam Content Outline, Domain 1, Task 1.12

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

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.

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

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

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

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

Laws and regulations provide the most useful input to determine the organization’s information security strategy because they define the legal and compliance requirements and obligations that the organization must adhere to, and guide the development and implementation of the security policies and controls that support them. Security budget is not a useful input to determine the organization’s information security strategy because it does not reflect the organization’s security needs or goals, but rather a resource to enable the security activities and initiatives. Risk register is not a useful input to determine the organization’s information security strategy because it does not reflect the organization’s security vision or mission, but rather a tool to identify and manage the security risks. Risk score is not a useful input to determine the organization’s information security strategy because it does not reflect the organization’s security priorities or objectives, but rather a measure of the level of risk exposure or performance. References: https://www.isaca.org/resources/isaca-journal/issues/2016/volume-4/technical-security-standards-for-information-systems https://www.isaca.org/resources/isaca-journal/issues/2017/volume-2/how-to-align-security-initiatives-with-business-goals-and-objectives

Comprehensive and Detailed Explanation = The impact on the risk culture is the greatest concern for the information security manager, because it reflects the attitude and behavior of the organization towards risk management. If management accepts an operational risk that compromises a critical monitoring process, it may indicate a lack of awareness, commitment, or accountability for risk management. This may erode the trust and confidence of the stakeholders, regulators, and customers, and expose the organization to further risks. The impact on compliance risk, the inability to determine short-term impact, and the deviation from risk management best practices are also important, but they are secondary to the impact on the risk culture.

References = CISM Review Manual 15th Edition, page 48. CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, question ID 421.

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.

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

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.

Average return on investment (ROI) associated with security initiatives is the best metric to provide evidence of alignment of information security governance with corporate governance because it demonstrates the value and benefits of security investments to the organization’s strategic goals and objectives. Average number of security incidents across business units is not a good metric because it does not measure the effectiveness or efficiency of security initiatives or their alignment with corporate governance. Mean time to resolution (MTTR) for enterprise-wide security incidents is not a good metric because it does not measure the impact or outcome of security initiatives or their alignment with corporate governance. Number of vulnerabilities identified for high-risk information assets is not a good metric because it does not measure the performance or improvement of security initiatives or their alignment with corporate governance. References: https://www.isaca.org/resources/isaca-journal/issues/2015/volume-6/measuring-the-value-of-information-security-investments https://www.isaca.org/resources/isaca-journal/issues/2015/volume-1/how-to-measure-the-effectiveness-of-information-security-governance

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.

Engaging stakeholders is the most important step when developing an information security strategy, as it ensures that the strategy is aligned with the business objectives, risks, and needs of the organization. Stakeholders include senior management, business units, IT staff, customers, regulators, and other relevant parties who have an interest or influence on the information security of the organization. By engaging stakeholders, the information security manager can gain their support, input, feedback, and buy-in for the strategy, as well as identify and prioritize the security requirements, expectations, and challenges.

References = CISM Review Manual, 27th Edition, Chapter 4, Section 4.1.1, page 2131; CISM Online Review Course, Module 4, Lesson 1, Topic 1

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

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

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

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

•Prioritize and implement appropriate actions to address the vulnerabilities

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

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

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

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

The primary goal of post-incident review (PIR) is continuous improvement. After an incident has been contained, eradicated, and systems recovered, a formal review helps identify:

What went wrong or could have been done better

What controls failed or were missing

How the response process can be improved

The goal is not only to learn from the incident but also to enhance incident response capabilities, update plans, and prevent future occurrences.

“Post-incident reviews are a key activity for improving incident response processes. The goal is continuous improvement and prevention of repeat incidents.”

— CISM Review Manual 15th Edition, Chapter 4: Incident Management, Section: Post-Incident Activities*

While incident documentation and evidence collection are components of the process, they are supportive to the broader strategic objective: learning and improving the overall security posture.

= When briefing executives about the current state of the information security program, the most important consideration is to use appropriate language for the target audience. This means avoiding technical jargon, acronyms, and details that may confuse or bore the executives, and instead focusing on the business value, risks, and benefits of the information security program. The other options are not as important or relevant as using appropriate language, although they may also be useful to include in the briefing. For example, a situational forecast may be helpful to show the future trends and challenges, but it is not as essential as communicating the current state clearly and concisely. Similarly, trend charts for metrics and a rating system to demonstrate program effectiveness may be useful to support the briefing, but they are not as critical as using language that the executives can understand and relate to. References =

Information Security Guide for Government Executives, page 7: “Reminding employees of their responsibilities and demonstrating management’s commitment to the security program are key to maintaining effective security within the constantly changing information security environment.”

Information security guide for government executives - NIST, page 3: “The executive should communicate the importance of information security to the organization and its staff, using language that is meaningful to the target audience.”

Information Security Committee Charter - SecurityStudio, page 1: “The committee also coordinates and communicates the direction, current state, and oversight of the information security program.”

Automated enforcement of password syntax rules is the best method to ensure compliance with password standards. Password syntax rules define the minimum and maximum length, character types, and construction of passwords. By enforcing these rules automatically, the system can prevent users from creating or using weak or insecure passwords that do not meet the standards. According to NIST, password syntax rules should allow at least 8 characters and up to 64 characters, accept all printable ASCII characters and Unicode characters, and encourage the use of long passphrases1. The other options are not methods to ensure compliance with password standards, but rather methods to verify or improve password security. Implementing password-synchronization software can help users manage multiple passwords across different systems, but it does not ensure that the passwords comply with the standards2. Using password-cracking software can help test the strength of passwords and identify weak or compromised ones, but it does not ensure that users follow the standards3. A user-awareness program can help educate users about the importance of password security and the best practices for creating and using passwords, but it does not ensure that users comply with the standards. References: 1: NIST Password Guidelines and Best Practices for 2020 - Auth0 2: Password synchronization - Wikipedia 3:

= Proactive systems monitoring is the best method to protect against emerging APT actors because it can help detect and respond to anomalous or malicious activities on the network, such as unauthorized access, data exfiltration, malware infection, or command and control communication. Proactive systems monitoring can also help identify the source, scope, and impact of an APT attack, as well as provide evidence for forensic analysis and remediation. Proactive systems monitoring can include tools such as intrusion detection and prevention systems (IDPS), security information and event management (SIEM) systems, network traffic analysis, endpoint detection and response (EDR), and threat intelligence feeds.

References = CISM Review Manual 15th Edition, page 201-2021; CISM Practice Quiz, question 922

The first thing an information security manager should do after learning through mass media of a data breach at the organization’s hosted payroll service provider is to validate the breach with the provider, which means contacting the provider directly and confirming the details and scope of the breach, such as when it occurred, what data was compromised, and what actions the provider is taking to mitigate the impact. Validating the breach with the provider can help the information security manager assess the situation accurately and plan the next steps accordingly. The other options, such as suspending the data exchange, notifying regulatory authorities, or initiating the business continuity plan, may be premature or unnecessary before validating the breach with the provider. References:

https://www.wired.com/story/sequoia-hr-data-breach/

https://cybernews.com/news/kronos-major-hr-and-payroll-service-provider-hit-with-ransomware-warns-of-a-long-outage/

https://www.afr.com/work-and-careers/workplace/pay-in-crisis-as-major-payroll-company-hacked-20211117-p599mr

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

Risk transfer involves shifting the impact or financial consequences of a risk to a third party. Purchasing cybersecurity insurance is the most common example, where the organization pays a premium to a provider who assumes certain financial responsibilities in the event of a security incident.

Other options listed do not transfer risk:

A. Using third-party applications may introduce new risks, not transfer existing ones.

C. Moving ownership within the organization is reassignment, not transfer.

D. Off-site backups are a form of risk mitigation, not transfer.

“Risk transfer shifts the financial consequences of a risk to another entity, typically through insurance or contractual arrangements.”

— CISM Review Manual 15th Edition, Chapter 2: Risk Management, Section: Risk Treatment Options*

Example: “An organization may transfer the financial impact of a potential data breach through the purchase of cyber insurance.”

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.

When integrating security risk management into an organization, it is most important to ensure that the risk management methodology follows an established framework, such as ISO 31000, NIST SP 800-30, or COBIT. This is because a framework provides a consistent and structured approach to identify, assess, treat, and monitor risks, and to align the risk management process with the organization’s objectives, culture, and governance. A framework also helps to ensure compliance with relevant standards and regulations, and to facilitate communication and reporting of risks to stakeholders.

 When developing a categorization method for security incidents, the categories must have agreed-upon definitions. This means that the categories should be clear, consistent, and understandable for all the parties involved in the incident response process, such as the incident handlers, the stakeholders, the management, and the external authorities. Having agreed-upon definitions for the categories can help to ensure that the incidents are classified and reported accurately, that the appropriate actions and resources are allocated, and that the communication and coordination are effective. Aligning with industry standards, creating by the incident handler, and aligning with reporting requirements are not mandatory for developing a categorization method for security incidents, although they may be desirable or beneficial depending on the context and objectives of the organization. Aligning with industry standards can help to adopt best practices and benchmarks for incident response, but it may not be feasible or suitable for all types of incidents or organizations. Creating by the incident handler can allow for flexibility and customization of the categories, but it may also introduce inconsistency and ambiguity if the definitions are not shared or agreed upon by others. Aligning with reporting requirements can help to comply with legal or contractual obligations, but it may not cover all the aspects or dimensions of the incidents that need to be categorized. References = CISM Review Manual, 16th Edition, pages 200-2011; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 822

When developing a categorization method for security incidents, the categories MUST have agreed-upon definitions. This is because having clear and consistent definitions for each category of incidents will help to ensure a common understanding and communication among the incident response team and other stakeholders. It will also facilitate the accurate and timely identification, classification, reporting and analysis of incidents. Having agreed-upon definitions will also help to avoid confusion, ambiguity and inconsistency in the incident management process

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

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

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

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

= 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.

Following the escalation process ensures that the incident is managed in accordance with established protocols, involving the right stakeholders and prioritizing the incident appropriately.

“Following the escalation process is critical to ensure that incidents are handled appropriately and that the right personnel are engaged at the right time.”

— CISM Review Manual 15th Edition, Chapter 4: Incident Management, Section: Escalation Procedures*

ISACA practice questions highlight that proper escalation is vital to ensure incidents are managed effectively and consistently.

 = A forensic examination is a process of collecting, preserving, analyzing, and presenting digital evidence in a manner that is legally acceptable. The first step in conducting a forensic examination is to create an image of the original data on new media, such as a hard disk, a CD-ROM, or a USB drive. This is done to ensure that the original data is not altered, damaged, or destroyed during the examination. An image is an exact copy of the data, including the file system, the slack space, and the deleted files. Creating an image also allows the examiner to work on a duplicate of the data, rather than the original, which may be needed as evidence in court. Booting the original hard disk on a clean system is not a good practice, as it may change the data on the disk, such as the timestamps, the registry entries, and the log files. Duplicating data from the backup media is not sufficient, as the backup media may not contain all the data that is relevant to the investigation, such as the deleted files, the temporary files, and the swap files. Shutting down and relocating the server is not advisable, as it may cause data loss, corruption, or tampering. The server should be kept running and isolated from the network until an image is created. References = CISM Review Manual 15th Edition, page 204-205.

Prior to conducting a forensic examination, an information security manager should create an image of the original data on new media. This is done in order to preserve the evidence, as making changes to the original data could potentially alter or destroy the evidence. Creating an image of the data also helps to ensure that the data remains intact and free from any interference or tampering.

A security baseline is a set of minimum security requirements for a system or asset type. The CISM Review Manual states that a baseline should be uniform for all assets of the same type to ensure consistency, enforceability, and ease of monitoring. This standardization supports effective compliance and security operations. While other factors can influence baseline adjustments, uniformity for similar asset types is most critical.

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

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

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

Balanced Scorecard - Wikipedia 1

Risk Matrix - Wikipedia 3

Benchmarking - Wikipedia 4

Heat map - Wikipedia 5

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

The information security manager’s primary focus during the development of a critical system storing highly confidential data should be ensuring the amount of residual risk is acceptable. Residual risk is the level of cyber risk remaining after all the security controls are accounted for, any threats have been addressed and the organization is meeting security standards. It’s the risk that slips through the cracks of the system. For a critical system storing highly confidential data, the residual risk should be as low as possible, and within the organization’s risk appetite and tolerance. The information security manager should monitor and review the residual risk throughout the system development life cycle, and ensure that it is communicated and approved by the appropriate stakeholders. The other options are not the primary focus, although they may be part of the security objectives and activities. Reducing the number of vulnerabilities detected is a desirable outcome, but it does not necessarily mean that the residual risk is acceptable, as some vulnerabilities may have a higher impact or likelihood than others. Avoiding identified system threats is a preventive measure, but it does not account for unknown or emerging threats that may pose a residual risk to the system. Complying with regulatory requirements is a mandatory obligation, but it does not guarantee that the residual risk is acceptable, as regulations may not cover all aspects of security or reflect the specific context and needs of the organization.

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

Proactive monitoring (e.g., threat hunting, real-time log analysis, anomaly detection) is the most effective defense against Advanced Persistent Threats (APTs), which are stealthy, well-resourced, and long-term attacks.

APT actors:

Use zero-day exploits

Maintain long-term unauthorized access

Avoid detection

Traditional controls often fail. Proactive monitoring detects anomalies early, allowing for faster mitigation.

“Ongoing monitoring and detection programs are essential for identifying and responding to persistent and evolving threats.”

— CISM Review Manual 15th Edition, Chapter 4: Threat Management, Section: APT Detection Techniques*

The best justification for making a revision to a password policy is a risk assessment. A risk assessment is a process of identifying, analyzing, and evaluating the potential threats and vulnerabilities that may affect the confidentiality, integrity, and availability of information assets and systems. By conducting a risk assessment, the organization can determine the appropriate level of security controls and measures to protect its information assets and systems, including password policies. A risk assessment can also help identify any gaps or weaknesses in the existing password policy, and provide recommendations for improvement based on the organization’s risk appetite and tolerance. The other options are not the best justification for making a revision to a password policy, although they may be some inputs or outputs of the risk assessment process. A vendor recommendation is an external source of advice or guidance that may or may not be relevant or applicable to the organization’s specific context and needs. A vendor recommendation should not be followed blindly without conducting a risk assessment to evaluate its suitability and effectiveness. An audit recommendation is an internal source of feedback or suggestion that may or may not be accurate or complete. An audit recommendation should not be implemented without conducting a risk assessment to verify its validity and feasibility. An industry best practice is a general standard or guideline that may or may not reflect the organization’s unique characteristics and requirements. An industry best practice should not be adopted without conducting a risk assessment to customize it according to the organization’s goals and priorities

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

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.

 An information security manager should first discuss the issue with senior leadership to escalate the problem and seek their support and guidance. Bypassing the change management process can introduce significant risks to the organization, such as unauthorized access, data loss, system instability, or compliance violations. The information security manager should explain the potential impact and consequences of the incident, and recommend corrective actions to remediate the situation. The information security manager should also review the root cause of the incident and identify any gaps or weaknesses in the existing policies, procedures, or controls that allowed the business unit to implement the new application without proper authorization, testing, or documentation. The information security manager should then revise the procurement process, update the change management process, or implement other measures to prevent similar incidents from occurring in the future. Removing the application from production may not be feasible or desirable, depending on the business needs and the severity of the risks involved. References = CISM Review Manual, 16th Edition, pages 100-1011; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 2692

Learn more:

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

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

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

= Integrating security controls in each phase of the life cycle is the best way to minimize information security risk in deploying applications to the production environment. This ensures that security requirements are defined, designed, implemented, tested, and maintained throughout the development process. Conducting penetration testing post implementation, having a well-defined change process, and verifying security during the testing process are all important activities, but they are not sufficient to address all the potential risks that may arise during the application life cycle. Penetration testing may reveal some vulnerabilities, but it cannot guarantee that all of them are identified and fixed. A change process may help to control and document the modifications made to the application, but it does not ensure that the changes are secure and do not introduce new risks. Verifying security during the testing process may help to validate the functionality and performance of the security controls, but it does not ensure that the security requirements are complete and consistent with the business objectives and the risk appetite of the organization. References = CISM Review Manual, 16th Edition, page 1121; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 1462

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

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

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

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

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

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

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

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

 The 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

The most important factor when designing security controls for new cloud-based services is to understand the business and IT strategy for moving resources to the cloud. This will help to align the security controls with the business objectives, requirements, and risks, and to select the appropriate cloud service delivery and deployment models. The security controls should also be based on the shared responsibility model, which defines the roles and responsibilities of the cloud service provider and the cloud customer in ensuring the security of the cloud environment. Evaluating different types of deployment models, defining an incident response policy, and performing a business impact analysis are also important activities, but they should be done after understanding the business and IT strategy.

References = CISM Review Manual, 16th Edition eBook1, Chapter 3: Information Security Program Development and Management, Section: Information Security Program Management, Subsection: Cloud Computing, Page 141-142.

The program goals are communicated and understood by the organization is the most important factor for the effective implementation of an information security governance program because it ensures that the program is aligned with the business objectives and supported by the stakeholders. Employees receive customized information security training is not the most important factor, but rather a means to achieve the program goals and raise awareness among the staff. The program budget is approved and monitored by senior management is not the most important factor, but rather a resource to enable the program activities and measure its performance. Information security roles and responsibilities are documented is not the most important factor, but rather a way to define and assign the program tasks and accountabilities. References: https://www.isaca.org/resources/isaca-journal/issues/2015/volume-1/how-to-measure-the-effectiveness-of-information-security-governance https://www.isaca.org/resources/isaca-journal/issues/2016/volume-2/how-to-align-security-initiatives-with-business-goals-and-objectives

Business impact analysis (BIA) is the process that provides the output of recovery time objectives (RTOs), which are the maximum acceptable time frames for restoring business functions or processes after a disruption. Business continuity plan (BCP) is the document that describes the strategies and procedures for ensuring the continuity of critical business functions or processes in the event of a disruption. Disaster recovery plan (DRP) is the document that describes the technical steps and resources for restoring IT systems and data in the event of a disruption. Service level agreement (SLA) is the document that defines the expectations and obligations between a service provider and a service consumer, such as availability, performance, and security. References: https://www.isaca.org/resources/isaca-journal/issues/2018/volume-1/business-impact-analysis-bia-and-disaster-recovery-planning-drp https://www.isaca.org/resources/isaca-journal/issues/2017/volume-6/service-level-agreements-in-the-cloud

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

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

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

The first thing that the information security manager should do after reading about a vendor product compromise on social media is to validate the risk to the organization. This means verifying the source and credibility of the information, determining if the organization uses the affected product, and assessing the potential impact and likelihood of the compromise on the organization’s data and systems. Validating the risk to the organization will help the information security manager to decide on the appropriate course of action, such as activating the incident response program, notifying relevant stakeholders, or performing a BIA.

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

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

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

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

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

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

Reviewing and endorsing the information security risk assessment and treatment plans

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

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

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

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

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

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

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

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

= 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.

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)

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.

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

The next thing that the information security manager should do after identifying a large volume of old data that appears to be unused is to consult the record retention policy. The record retention policy is a document that defines the types, formats, and retention periods of data that the organization needs to keep for legal, regulatory, operational, or historical purposes. By consulting the record retention policy, the information security manager can determine if the old data is still required to be stored, archived, or disposed of, and how to do so in a secure and compliant manner.

The best step to address the situation of losing a smartphone that contains sensitive information is to remotely wipe the device, which means erasing all the data on the device and restoring it to factory settings. Remotely wiping the device can prevent unauthorized access to the sensitive information and protect the organization from data breaches or leaks. Remotely wiping the device can be done through services such as Find My Device for Android or Find My iPhone for iOS, or through mobile device management (MDM) solutions. The other options, such as disabling the user’s access, terminating the device connectivity, or escalating to the user’s management, may not be effective or timely enough to secure the sensitive information on the device. References:

https://www.security.org/resources/protect-data-lost-device/

https://support.google.com/android/answer/6160491?hl=en

https://www.pcmag.com/how-to/locate-lock-erase-how-to-find-lost-android-phone

Since the identified risks are subject to regulatory requirements, and cannot simply be accepted without oversight, the information security manager should escalate the issue to the risk management team or higher authority to ensure proper governance.

“When risk acceptance contradicts regulatory requirements, it must be escalated to senior management or the risk function for resolution.”

— CISM Review Manual 15th Edition, Chapter 1: Governance Responsibilities, Section: Risk Governance and Oversight*

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

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

The primary purpose of identifying vulnerabilities is to remediate them before they can be exploited by malicious actors. While risk reporting and prioritization are part of the overall process, the most immediate goal is remediation.

“Vulnerability assessments identify weaknesses that need to be addressed to reduce risk to acceptable levels and prevent potential exploits.”

— CISM Review Manual 15th Edition, Chapter 2: Risk Management, Section: Risk Assessment and Analysis

This aligns with ISACA’s official practice questions, where vulnerability identification directly aims to prevent exploitation.

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

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.

 A risk register is a document that records and tracks the information security risks facing an organization, such as their sources, impacts, likelihoods, responses, and statuses. A risk register provides the most comprehensive insight into ongoing threats facing an organization, as it covers both internal and external threats, as well as their current and potential effects on the organization’s assets, processes, and objectives. A risk register also helps to prioritize and monitor the risk mitigation actions and controls, and to communicate the risk information to relevant stakeholders. Therefore, option B is the most appropriate answer.

Option A is not the best answer because a business impact analysis (BIA) is a process that identifies and evaluates the critical business functions, assets, and dependencies of an organization, and assesses their potential impact in the event of a disruption or loss. A BIA does not provide a comprehensive insight into ongoing threats facing an organization, as it focuses more on the consequences of the threats, rather than their sources, likelihoods, or responses. A BIA is mainly used to support the business continuity and disaster recovery planning, rather than the information security risk management.

Option C is not the best answer because penetration testing is a method of simulating a malicious attack on an organization’s IT systems or networks, to evaluate their security posture and identify any vulnerabilities or weaknesses that could be exploited by real attackers. Penetration testing does not provide a comprehensive insight into ongoing threats facing an organization, as it only covers a specific scope, target, and scenario, rather than the whole range of threats, sources, and impacts. Penetration testing is mainly used to validate and improve the technical security controls, rather than the information security risk management.

Option D is not the best answer because vulnerability assessment is a process of scanning and analyzing an organization’s IT systems or networks, to detect and report any flaws or gaps that could pose a security risk. Vulnerability assessment does not provide a comprehensive insight into ongoing threats facing an organization, as it only covers the technical aspects of the threats, rather than their business, legal, or regulatory implications. Vulnerability assessment is mainly used to identify and remediate the security weaknesses, rather than the information security risk management. References = CISM Review Manual 15th Edition1, pages 258-259; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, QID 306.

A risk register provides the MOST comprehensive insight into ongoing threats facing an organization. This is because a risk register is a document that records and tracks the identified risks, their likelihood, impact, mitigation strategies, and status. A risk register helps an organization to monitor and manage the threats that could affect its objectives, assets, and operations. A risk register also helps an organization to prioritize its response efforts and allocate its resources accordingly.

The best way to integrate information security governance with corporate governance is for management teams to embed information security into business processes. The CISM Review Manual explains that aligning security objectives and activities with organizational goals and business processes ensures that security is a core part of business operations and strategy, not an isolated activity.

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 organizational tolerance to service interruption is the most important consideration when defining a recovery strategy in a business continuity plan (BCP), as it reflects the degree of risk that the organization is willing to accept in the event of a disaster. The organizational tolerance to service interruption determines the acceptable level of downtime, data loss, or disruption that the organization can tolerate, and thus guides the selection of recovery objectives, strategies, and resources. Legal and regulatory requirements are external factors that influence the recovery strategy, but are not the primary consideration. Likelihood of a disaster is a factor that affects the recovery strategy, but is not the most important one. Geographical location of the backup site is a factor that affects the recovery strategy, but is not as critical as organizational tolerance to service interruption. References = CISM Review Manual, 16th Edition, page 1731; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 792

Learn more:

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

A capability maturity model evaluation is the best way to determine the gap between the present and desired state of an information security program because it provides a systematic and structured approach to assess the current level of maturity of the information security processes and practices, and compare them with the desired or target level of maturity that is aligned with the business objectives and requirements. A capability maturity model evaluation can also help to identify the strengths and weaknesses of the information security program, prioritize the improvement areas, and develop a roadmap for achieving the desired state.

References = Information Security Architecture: Gap Assessment and Prioritization, CISM Review Manual 15th Edition

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) =========================

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

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

The most effective way to mitigate information security risk when outsourcing network management to a service provider is to include a requirement for the service provider to comply with the corporate security policy in the contract. This requirement ensures that the service provider follows the same security standards, procedures, and controls as the organization, and protects the confidentiality, integrity, and availability of the organization’s data and systems. The requirement also defines the roles and responsibilities, the reporting and escalation mechanisms, and the penalties for non-compliance.

References = A Risk-Based Management Approach to Third-Party Data Security, Risk and Compliance, CISM Domain 2: Information Risk Management (IRM) [2022 update]

The first step when developing a business case for a new intrusion detection system (IDS) solution is to define the issues to be addressed. A business case is a document that provides the rationale and justification for initiating a project or investment. It typically includes information such as the problem statement, the objectives, the alternatives, the costs and benefits, the risks and assumptions, and the expected outcomes. The first step in developing a business case is to define the issues to be addressed, which means identifying and describing the current situation, the problems or challenges faced by the organization, and the needs or opportunities for improvement. By defining the issues to be addressed, the information security manager can establish the scope and purpose of the business case, and provide a clear and compelling problem statement that explains why a new IDS solution is needed. The other options are not the first step when developing a business case for a new IDS solution, although they may be part of the subsequent steps. Performing a cost-benefit analysis is a step that involves comparing the costs and benefits of different alternatives, including the new IDS solution and the status quo. A cost-benefit analysis can help evaluate and justify the feasibility and desirability of each alternative, and support the decision-making process. Calculating the total cost of ownership (TCO) is a step that involves estimating the direct and indirect costs associated with acquiring, operating, maintaining, and disposing of an asset or a system over its entire life cycle. A TCO calculation can help determine the long-term financial implications of investing in a new IDS solution, and compare it with other alternatives. Conducting a feasibility study is a step that involves assessing the technical, operational, legal, and economic aspects of implementing a project or an investment. A feasibility study can help identify and mitigate any potential issues or risks that may affect the success of the project or investment, and provide recommendations for improvement

Involving stakeholders from various business units promotes buy-in, relevance, and adherence. When users feel they’ve had input in shaping the policy, they're more likely to support and follow it.

Stakeholders also provide insights into business processes that help ensure policies are practical and tailored. This collaboration enhances organizational alignment and ensures policies do not create unintended operational friction.

“Stakeholder involvement is key to ensuring that policies are practical, aligned with operations, and accepted throughout the organization.”

— CISM Review Manual 15th Edition, Chapter 1: Information Security Governance, Section: Policy Development and Implementation*

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

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

 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.

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

= The most important consideration when 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 first thing that should be done when a SIEM flags a potential event is A. Validate the event is not a false positive. This is because a false positive is an event that is incorrectly identified as malicious or suspicious by the SIEM, when in fact it is benign or normal. False positives can waste the time and resources of the security team, and reduce the trust and confidence in the SIEM system. Therefore, it is important to verify the accuracy and validity of the event before initiating any further actions, such as incident response, escalation, or compensating controls. Validation can be done by analyzing the event data, comparing it with the baseline or normal behavior, and checking for any anomalies or indicators of compromise.

A false positive is an event that is incorrectly identified as malicious or suspicious by the SIEM, when in fact it is benign or normal. Validation can be done by analyzing the event data, comparing it with the baseline or normal behavior, and checking for any anomalies or indicators of compromise. (From CISM Manual or related resources)

References = CISM Review Manual 15th Edition, Chapter 4, Section 4.2.1, page 2091; CISM Review Questions, Answers & Explanations Manual 9th Edition, Question 72, page 19

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

 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

An organization is most likely to accept the risk of noncompliance with a new regulatory requirement when the cost of complying with the regulation exceeds the potential penalties. In such cases, from a cost-benefit perspective, the organization might find it more economical to absorb potential fines or penalties rather than implementing costly controls or processes to comply with the regulation.

“Risk acceptance occurs when the cost of mitigating or transferring the risk exceeds the benefit of the mitigation. This also applies to regulatory noncompliance if the penalties are less than the costs of compliance.”

— CISM Review Manual 15th Edition, Chapter 2: Risk Management, Section: Risk Treatment Options*

ISACA’s practice questions highlight that risk acceptance is a legitimate treatment when costs outweigh potential penalties or impact.

According to the CISM Review Manual, the information security manager should evaluate the third party’s agreements with its external provider to ensure that the security requirements and controls are adequate and consistent with the organization’s expectations. Engaging or conducting an audit may be a subsequent step, but not the most important one. Recommending canceling the contract may be premature and impractical.

References = CISM Review Manual, 27th Edition, Chapter 3, Section 3.4.2, page 1431.

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

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

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

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

CISM Review Manual 15th Edition, page 144

Effective User Access Reviews - ISACA1

CISM ITEM DEVELOPMENT GUIDE - ISACA2

The core objective of a post-incident review (PIR) is to identify gaps and weaknesses in the response process. This includes missteps, delays, communication failures, or policy limitations — all of which provide insight to improve future incident handling.

"Post-incident reviews focus on identifying root causes and areas for improvement to enhance the organization’s preparedness for future incidents.”

— CISM Review Manual 15th Edition, Chapter 4: Post-Incident Activities*

Though training, reporting, and budgeting may follow, they are secondary outcomes of this process.

Ensuring the business can operate is the primary consideration when responding to a ransomware attack because it helps to minimize the disruption and impact of the attack on the organization’s mission-critical functions and services. Ransomware is a type of malware that encrypts the files or systems of the victims and demands payment for their decryption. Ransomware attacks can cause significant operational, financial, and reputational damage to organizations, especially if they affect their core business processes or customer data. Therefore, ensuring the business can operate is the primary consideration when responding to a ransomware attack.

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

The primary basis for establishing metrics that measure the effectiveness of an information security program should be the risk tolerance of the organization, which is the degree of risk that the organization is willing to accept or avoid in pursuit of its objectives. Metrics based on risk tolerance can help to evaluate whether the information security program is aligned with the business strategy, supports the risk management process, and delivers value to the organization. Residual risk, regulatory requirements, and control objectives are also important factors to consider when developing metrics, but they are not as fundamental as the risk tolerance.

References = CISM Review Manual, 16th Edition, page 69

If participation in security awareness training is decreasing while incidents are rising, making the training program mandatory for all employees is the best course of action. The CISM Review Manual notes that mandatory training ensures organizational-wide coverage and directly addresses the lack of participation, which is likely contributing to increased incidents.

 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.

A business continuity plan (BCP) is the best option that enables an organization to operate smoothly with reduced capacities when service has been disrupted, as it defines the processes and procedures to maintain or resume critical business functions and minimize the impact of the disruption on the organization’s objectives, customers, and stakeholders. A BCP also includes strategies for resource management, communication, recovery, and testing.

References = CISM Review Manual 2022, page 3101; CISM Exam Content Outline, Domain 4, Knowledge Statement 4.82; CISM 2020: Business Continuity3; Part Two: Business Continuity and Disaster Recovery Plans4

A monitoring system for a critical application can help detect and prevent incidents that could affect the availability, integrity, and confidentiality of the application and its data. The impact of downtime could include loss of revenue, reputation, customer satisfaction, and regulatory compliance. Therefore, the cost of implementing the system should be justified by the potential savings from avoiding or minimizing these impacts.

References = CISM Review Manual, 15th Edition, page 173; An Introduction to Metrics, Monitoring, and Alerting; Business-critical applications: What are they and how do you protect them from cyberattack?

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

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

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

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

Enterprise goals are the foundation for aligning security with business objectives. Policies must support and enable these goals to ensure the security function delivers business value and maintains stakeholder support.

“Information security policies, standards, and procedures should be derived from and aligned with the enterprise’s overall goals and objectives.”

— CISM Review Manual 15th Edition, Chapter 1: Governance of Information Security*

Regulations and best practices help shape policy, but business alignment is paramount.

Data encryption standards are the best information security initiative for creating an enterprise strategy for protecting data across multiple data repositories and different departments because they help to ensure the confidentiality, integrity, and availability of data in transit and at rest. Data encryption is a process of transforming data into an unreadable format using a secret key or algorithm, so that only authorized parties can access and decrypt it. Data encryption standards are the rules or specifications that define how data encryption should be performed, such as the type, strength, and mode of encryption, the key management and distribution methods, and the compliance requirements. Data encryption standards help to protect data from unauthorized access, modification, or theft, as well as to meet the regulatory obligations for data privacy and security. Therefore, data encryption standards are the correct answer.

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

Redirecting the attacker’s traffic is a viable containment strategy for a distributed denial of service (DDoS) attack because it helps to divert the malicious traffic away from the target server and reduce the impact of the attack. A DDoS attack is an attempt by attackers to overwhelm a server or a network with a large volume of requests or packets, preventing legitimate users from accessing the service or resource. Redirecting the attacker’s traffic is a technique that involves changing the DNS settings or routing tables to send the attacker’s traffic to another destination, such as a sinkhole, a honeypot, or a scrubbing center. A sinkhole is a server that absorbs and discards the malicious traffic. A honeypot is a decoy server that mimics the target server and collects information about the attacker’s behavior and techniques. A scrubbing center is a service that filters out the malicious traffic and forwards only the legitimate traffic to the target server. Redirecting the attacker’s traffic helps to contain the DDoS attack by reducing the load on the target server and preserving its availability and performance. Therefore, redirecting the attacker’s traffic is the correct answer.

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

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

AI-driven tools enable real-time analysis, anomaly detection, and automated response, drastically reducing the time to identify and respond to threats. This capability is particularly effective against advanced persistent threats (APTs) and zero-day exploits.

“AI tools enhance security operations by enabling rapid threat detection and incident response, often before traditional tools can react.”

— CISM Review Manual 15th Edition, Chapter 4: Security Operations and Threat Intelligence*

Other benefits (e.g., prioritization or patching) are secondary compared to the speed and precision of AI-based threat response.

Performing a vulnerability analysis is the best option to ensure that a new application complies with information security policy because it helps to identify and evaluate any security flaws or weaknesses in the application that may expose it to potential threats or attacks, and provide recommendations or solutions to mitigate them. Reviewing the security of the application before implementation is not a good option because it may not detect or prevent all security issues that may arise after implementation or deployment. Integrating security functionality at the development stage is not a good option because it may not account for all security requirements or challenges of the application or its environment. Periodically auditing the security of the application is not a good option because it may not address any security issues that may occur between audits or after deployment. References: https://www.isaca.org/resources/isaca-journal/issues/2017/volume-2/secure-software-development-lifecycle https://www.isaca.org/resources/isaca-journal/issues/2016/volume-4/integrating-assurance-functions

The information security training policy ensures that everyone within the organization, including contractors and third-party users, receives the appropriate level of security awareness and training. This policy defines how the organization communicates its security requirements, expectations, and best practices.

“Information security training policies and programs ensure that all personnel are aware of and understand the security requirements and their individual responsibilities.”

— CISM Review Manual 15th Edition, Chapter 3: Information Security Program Development and Management, Section: Security Awareness and Training

The ISACA CISM practice questions emphasize that a clear training policy is the best way to communicate security practices to all involved parties.

The lack of audit rights prevents the organization from verifying the security posture and compliance of the provider, representing a major governance and assurance gap.

“Right to audit clauses ensure that organizations retain oversight and can verify the security controls and compliance of their service providers.”

— CISM Review Manual 15th Edition, Chapter 3: Outsourced Services, Section: Third-Party Governance*

Control inadequacy can be fixed; lack of oversight cannot be tolerated.

 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 information owner is the person who has the authority and responsibility for the information asset and its protection. The information security manager should contact the information owner as soon as possible after the incident has been confirmed, to inform them of the incident, its impact, and the actions taken or planned to resolve it. The information owner may also need to be involved in the decision-making process regarding the incident response and recovery. (From CISM Review Manual 15th Edition)

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

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

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

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

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

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

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

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

CISM Review Manual, Chapter 2, pages 67-69

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

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

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

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

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

The greatest concern resulting from the lack of severity criteria in incident classification is that escalation procedures will be ineffective because they rely on severity criteria to determine when and how to escalate an incident to higher levels of authority or responsibility, and what actions or resources are required for resolving an incident. Statistical reports will be incorrect is not a great concern because they do not affect the incident response process directly, but rather provide information or analysis for improvement or evaluation purposes. The service desk will be staffed incorrectly is not a great concern because it does not affect the incident response process directly, but rather affects the availability or efficiency of one of its components. Timely detection of attacks will be impossible is not a great concern because it does not depend on severity criteria, but rather on monitoring and alerting mechanisms. References: https://www.isaca.org/resources/isaca-journal/issues/2017/volume-5/incident-response-lessons-learned https://www.isaca.org/resources/isaca-journal/issues/2018/volume-3/incident-response-lessons-learned

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

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

The best way 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

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

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

The most important consideration when selecting a SaaS vendor for a business process is whether the vendor’s information security certification is issued for the specific scope of the service that the organization needs. A certification that covers the entire vendor organization or a different service may not be relevant or sufficient for the organization’s security requirements. The certification should also include industry-recognized security controls, be issued within a reasonable time frame, and be easily verified, but these are not as critical as the scope.

References = CISM Review Manual, 16th Edition, page 1841; 5 Top SaaS Security Certifications for SaaS Providers

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)

The effective execution of an incident response plan depends largely on the competence and readiness of the response team, who are responsible for carrying out the tasks and activities defined in the plan. Therefore, the best way to facilitate the effective execution of an incident response plan is to ensure that the response team is trained on the plan, and that they are familiar with their roles, responsibilities, procedures, and tools. Training the response team on the plan will also help to improve their confidence, communication, coordination, and collaboration during an incident response. The other options are not the best ways to facilitate the effective execution of an incident response plan, although they may be important factors for developing or improving the plan. The plan should be based on risk assessment results and industry best practice, but these do not guarantee that the plan will be executed effectively. The incident response plan should align with the IT disaster recovery plan, but this does not ensure that the response team is prepared and capable of executing the plan. References = CISM Review Manual, 16th Edition, page 1031

The best way to facilitate the effective execution of an incident response plan is to ensure that the response team is trained on the plan. An incident response plan is a set of instructions that defines the roles, responsibilities, procedures, and tools for detecting, responding to, and recovering from security incidents. An incident response team is a group of individuals that are assigned to perform specific tasks and activities during an incident response process. The response team may include security analysts, IT staff, legal counsel, public relations, and other stakeholders. To execute an incident response plan effectively, the response team needs to be trained on the plan, which means they need to be familiar with the following aspects of the plan: The scope and objectives of the plan The roles and responsibilities of each team member The communication and escalation protocols The incident classification and prioritization criteria The incident response procedures and tools The incident documentation and reporting requirements The incident review and improvement processes By training the response team on the plan, the organization can ensure that the team members are prepared and confident to handle any security incidents that may occur, and that they can perform their tasks efficiently and consistently. The other options are not the best way to facilitate the effective execution of an incident response plan, although they may be some steps or outcomes of the process. The plan being based on risk assessment results is a desirable practice, as it ensures that the plan is aligned with the organization’s risk profile and addresses the most relevant and likely threats and vulnerabilities. However, it does not guarantee that the plan will be executed effectively unless the response team is trained on the plan. The plan being based on industry best practice is a desirable practice, as it ensures that the plan follows established standards and guidelines for incident response. However, it does not guarantee that the plan will be executed effectively unless the response team is trained on the plan. The incident response plan aligning with the IT disaster recovery plan (DRP) is a desirable practice, as it ensures that the plans are consistent and coordinated in terms of objectives, scope, roles, procedures, and tools. However, it does not guarantee that the plan will be executed effectively unless the response team is trained on the plan

According to the CISM Review Manual, the primary objective when establishing a new information security program is to execute the security strategy that has been defined and approved by the senior management. The security strategy provides the direction, scope, and goals for the information security program, and aligns with the business objectives and requirements. Minimizing organizational risk, optimizing resources, and facilitating operational security are possible outcomes or benefits of the information security program, but they are not the primary objective.

References = CISM Review Manual, 27th Edition, Chapter 3, Section 3.1.1, page 1151.

 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 when integrating information security into HR management processes is to assess the business objectives of the processes, which means understanding the purpose, scope, and expected outcomes of the HR functions and activities, and how they relate to the organization’s strategy and goals. The assessment will help to identify the information security requirements, risks, and controls that are relevant and applicable to the HR processes, and to align the information security objectives with the business objectives.

References = CISM Review Manual 15th Edition, CISM: Overview of domains [updated 2022]

A security information and event management (SIEM) system is a type of detective control because it monitors and analyzes the security events or logs from different sources or systems, and detects any anomalies or incidents that may indicate a security breach or compromise. A preventive control is a type of control that prevents or blocks any unauthorized or malicious activity or access from occurring. A deterrent control is a type of control that discourages or warns any potential attackers or intruders from attempting any unauthorized or malicious activity or access. A corrective control is a type of control that restores or repairs any damage or disruption caused by an unauthorized or malicious activity or access. References: https://www.isaca.org/resources/isaca-journal/issues/2017/volume-6/the-value-of-penetration-testing https://www.isaca.org/resources/isaca-journal/issues/2016/volume-5/security-scanning-versus-penetration-testing

 A business-aligned information security program is one that supports the organization’s business objectives and aligns the information security strategy with the business functions. A business impact analysis (BIA) is a process that identifies the critical business processes, assets, and functions of an organization, and assesses their potential impact in the event of a disruption or loss. A BIA helps to prioritize the information security requirements and controls that are needed to protect the organization’s critical assets and functions from various threats and risks. Therefore, a BIA is one of the most useful sources when planning a business-aligned information security program. References = CISM Review Manual 15th Edition, page 254; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, QID 229.

The most useful source when planning a business-aligned information security program is a Business Impact Analysis (BIA). A BIA is a process of identifying and evaluating the potential effects of disruptions to an organization's operations, and helps to identify the security controls and measures that should be implemented to reduce the impact of those disruptions. The BIA should include an assessment of the organization's information security posture, including its security policies, risk register, and enterprise architecture. With this information, organizations can develop an information security program that is aligned to the organization's business objectives.

The contribution of recovery point objective (RPO) to disaster recovery is to define backup strategy because it determines the maximum amount of data loss that is acceptable to an organization after a disruption, and guides the frequency and type of backups needed to restore the data to a usable format1. Minimize outage periods is not a contribution of RPO, but rather a contribution of recovery time objective (RTO), which defines the maximum amount of time that is acceptable to restore normal operations after a disruption2. Eliminate single points of failure is not a contribution of RPO, but rather a goal of high availability (HA), which ensures that systems or services are continuously operational and resilient3. Reduce mean time between failures (MTBF) is not a contribution of RPO, but rather a measure of reliability, which indicates the average time that a system or component operates without failure4. References: 1 https://www.druva.com/glossary/what-is-a-recovery-point-objective-definition-and-related-faqs 2 https://www.druva.com/glossary/what-is-a-recovery-time-objective-definition-and-related-faqs 3 https://www.fortinet.com/resources/cyberglossary/high-availability 4 https://www.fortinet.com/resources/cyberglossary/mean-time-between-failures

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

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

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

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

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

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

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

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

 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.

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

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

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

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

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

Comprehensive and Detailed Explanation = The risk owner is the person or entity with the accountability and authority to manage a risk. The risk owner should have the decision-making authority and the ability to allocate resources for risk treatment and related control activities. The risk owner should also be responsible for monitoring and reporting on the risk, but these are not the most important considerations when assigning a risk owner. The risk owner may not have adequate knowledge of risk treatment and related control activities, but can delegate or consult with experts as needed. The risk owner should also have sufficient time for managing the risk effectively, but this is not a prerequisite for assigning a risk owner.

References =

CISM Review Manual 15th Edition, page 76

CISM Practice Quiz, question 4171

The organization’s risk appetite is the most important factor to consider when defining control objectives, because it reflects the amount and type of risk that the organization is willing to accept or avoid in pursuit of its goals. Control objectives should align with the risk appetite and support the achievement of the organization’s objectives. Industry best practices, an information security framework, and control recommendations from a recent audit are also useful sources of guidance, but they are not as critical as the risk appetite.

References = CISM Review Manual, 16th Edition, page 75

An effective information security awareness training program should aim to improve the knowledge, skills and behavior of the employees regarding information security. One of the ways to measure the effectiveness of such a program is to conduct phishing simulations, which are mock phishing attacks that test the employees’ ability to identify and report phishing emails. An increase in the identification rate during phishing simulations indicates that the employees have learned how to recognize and avoid phishing attempts, which is one of the common threats to information security. Therefore, this is the best indication of an effective information security awareness training program among the given options.

The other options are not as reliable or relevant as indicators of an effective information security awareness training program. An increase in the frequency of phishing tests does not necessarily mean that the employees are learning from them or that the tests are aligned with the learning objectives of the program. An increase in positive user feedback may reflect the satisfaction or engagement of the employees with the program, but it does not measure the actual learning outcomes or behavior changes. An increase in the speed of incident resolution may be influenced by other factors, such as the availability and efficiency of the incident response team, the severity and complexity of the incidents, or the tools and processes used for incident management. Moreover, the speed of incident resolution does not reflect the prevention or reduction of incidents, which is a more desirable goal of an information security awareness training program. References =

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

CISM Questions, Answers & Explanations Database, ISACA, 2022, QID 1001.

 = 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.

The effectiveness of an information security governance framework will best be enhanced if risk management is built into operational and strategic activities. This is because risk management is a key component of information security governance, which is the process of establishing and maintaining a framework to provide assurance that information security strategies are aligned with and support business objectives, are consistent with applicable laws and regulations, and are effectively managed and measured. Risk management involves identifying, analyzing, evaluating, treating, monitoring, and communicating information security risks that may affect the organization’s objectives, assets, and stakeholders. By integrating risk management into operational and strategic activities, the organization can ensure that information security risks are considered and addressed in every decision and action, and that the information security governance framework is aligned with the organization’s risk appetite and tolerance. This also helps to optimize the allocation of resources, enhance the performance and value of information security, and improve the accountability and transparency of information security governance.

References = CISM Review Manual, 16th Edition, Chapter 1: Information Security Governance, Section: Information Security Governance Framework, page 181; CISM Review Manual, 16th Edition, Chapter 2: Information Risk Management, Section: Risk Management, page 812; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 53, page 493.

The most influential factor on an organization’s response to a new industry regulation is the organization’s risk appetite. This is because the risk appetite defines the level of risk that the organization is willing to accept in pursuit of its objectives, and it guides the decision-making process for managing risks. The risk appetite also determines the extent to which the organization needs to comply with the new regulation, and the resources and actions required to achieve compliance. The risk appetite should be aligned with the organization’s strategy, culture, and values, and it should be communicated and monitored throughout the organization.

Strong encryption methods are the BEST control to protect customer personal information that is stored in the cloud, because they help to prevent unauthorized access, disclosure, modification, or deletion of the data by encrypting it at rest and in transit. Encryption is the process of transforming data into an unreadable format using a secret key or algorithm, so that only authorized parties can decrypt and access the data. Encryption can help to protect the confidentiality, integrity, and availability of the data, as well as to comply with legal and regulatory requirements.

References =

CISM Review Manual, 16th Edition, ISACA, 2020, p. 72: “Encryption is the process of transforming data into an unreadable format using a secret key or algorithm.”

CISM Review Manual, 16th Edition, ISACA, 2020, p. 73: “Encryption can help to protect the confidentiality, integrity, and availability of data, as well as to comply with legal and regulatory requirements for data protection.”

Saas Data Security: Protecting Your Customers’ Information In The Cloud - Fresent’s Blog: “Encryption and Data Protection: One of the most effective ways to protect sensitive data in the cloud is to encrypt it both at rest and in transit. Encryption is the process of transforming data into an unreadable format using a secret key or algorithm, so that only authorized parties can decrypt and access the data.”

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]

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

Reverse lookups can be used to prevent successful IP spoofing. IP spoofing is a type of attack in which an attacker sends packets with a false source IP address in order to disguise their identity or impersonate another system. By performing reverse lookups on the source IP address of incoming packets, the system can verify that the packets are coming from a trusted source, and any packets with an invalid or spoofed source IP can be discarded. This is an important measure for preventing IP spoofing, and can help to reduce the risk of other types of attacks, such as DoS attacks, session hacking, and phishing attacks.

 An organization-wide social media policy is a document that defines the rules and guidelines for using social media platforms within the organization. It covers topics such as who can use social media, what they can post, how they should protect confidential information, and what are the consequences for violating the policy. An organization-wide social media policy helps to mitigate the risk of confidential information being disclosed by employees on social media by providing a clear and consistent framework for managing social media activities12.

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

 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

role-based access control (RBAC) is the most effective defense against malicious insiders compromising confidential information, as it helps to limit the access of users to the information and resources that are necessary for their roles and responsibilities. RBAC also helps to enforce the principle of least privilege, which reduces the risk of unauthorized or inappropriate access, disclosure, modification, or destruction of information by insiders. RBAC also facilitates the monitoring and auditing of user activities and access rights.

References = Malicious insiders | Cyber.gov.au, Insider Threat Mitigation Guide - CISA, Malicious Insiders: Types, Indicators & Common Techniques - Ekran System