CISM Certified Information Security Manager Questions and Answers

Cybersecurity policies are the high-level statements that define the organization’s objectives, principles, and expectations for protecting its information assets from cyber threats. Cybersecurity policies provide the foundation for developing and implementing cybersecurity strategies, plans, procedures, standards, and guidelines. However, cybersecurity policies alone are not enough to ensure effective cybersecurity. The organization also needs to allocate sufficient budget resources to support the implementation and maintenance of cybersecurity controls, such as hardware, software, personnel, training, testing, auditing, and incident response. Sufficient cyber budget allocation demonstrates the organization’s commitment to cybersecurity and enables it to achieve its cybersecurity goals. References: https://ww w.isaca.org/credentialing/cism https://www.wiley.com/en-us/CISM+Certified+Information+Security+Manager+Study+Guide-p-9781119801948

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.

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

= 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.”

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

References:

https://www.protechtgroup.com/en-au/blog/risk-control-management

https://www.mckinsey.com/~/media/mckinsey/dotcom/client_service/risk/working%20papers/23_getting_risk_ownership_right.ashx

https://www.linkedin.com/pulse/risk-controls-who-owns-them-david-tattam

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

Defining control requirements is the next step to ensure the security policy framework encompasses the new business model because it is a process of identifying and specifying the security measures and standards that are needed to protect the data and applications accessed by the BYOD devices. Defining control requirements helps to establish the baseline security level and expectations for the BYOD strategy, as well as to align them with the business objectives and risks. Therefore, defining control requirements is the correct answer.

References:

https://www.digitalguardian.com/blog/ultimate-guide-byod-security-overcoming-challenges-creating-effective-policies-and-mitigating

https://learn.microsoft.com/en-us/mem/intune/fundamentals/byod-technology-decisions

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

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

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

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

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

When preventive controls to appropriately mitigate risk are not feasible, the most important action for the information security manager is to manage the impact, which means taking measures to reduce the likelihood or severity of the consequences of the risk. Managing the impact can involve using alternative controls, such as engineering, administrative, or personal protective controls, that can lower the exposure or harm to the organization. The other options, such as identifying unacceptable risk levels, assessing vulnerabilities, or evaluating potential threats, are part of the risk assessment process, but they are not actions to mitigate risk when preventive controls are not feasible. References:

https://bcmmetrics.com/risk-mitigation-evaluating-your-controls/

https://www.osha.gov/safety-management/hazard-prevention

https://www.cdc.gov/niosh/topics/hierarchy/default.html

According to the CISM Manual, updating procedures for managing security devices should be based on changes in risk technology and process, not on the organization’s security framework, notification to management of the procedural changes, or review and approval of procedures by management1. These are not the most important considerations when updating procedures for managing security devices, as they do not reflect the actual impact of the changes on the security posture of the organization.

The CISM Manual states that “procedures for managing security devices should be updated whenever there are significant changes in the risk technology or process that affect the security devices” (IR 8287A)1. For example, if a new security device is introduced or an existing one is replaced, its procedures should be updated accordingly. Similarly, if a new risk technology or process is implemented that affects how security devices are configured, monitored, or maintained, its procedures should be updated as well1.

The CISM Manual also provides guidance on how to update procedures for managing security devices in a systematic and consistent manner. It recommends using a change management process that involves identifying, analyzing, approving, implementing, and evaluating changes to security device procedures1. It also suggests using a change control board (CCB) that consists of representatives from different stakeholders who review and approve changes to security device procedures before they are implemented1.

References: 1: IR 8287A - Managing Security Devices | CSRC NIST

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

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

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

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

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

References:

https://en.wikipedia.org/wiki/Computer_forensics

https://resources.infosecinstitute.com/topic/computer-forensics-forensic-analysis-examination-planning/

https://www.computer-forensics-recruiter.com/topics/examination_steps/

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

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.i saca.org/resources/isaca-journal/issues/2016/volume-4/integrating-assurance-functions

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

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

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

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

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

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

According to the CISM Review Manual, one of the primary roles of the information security manager in application development is to ensure that security is integrated into the SDLC. This means that security requirements, design, testing, deployment, and maintenance are all considered and addressed throughout the application development process. By doing so, the information security manager can help to prevent or mitigate security risks, ensure compliance with standards and regulations, and improve the quality and reliability of the application1

The other options are not as accurate as ensuring security is integrated into the SDLC. Ensuring compliance with industry best practices is a secondary role of the information security manager in application development, as it involves following established guidelines and frameworks for secure application development. However, compliance alone does not guarantee that security is actually implemented in the application. Ensuring enterprise security controls are implemented is a tertiary role of the information security manager in application development, as it involves applying existing policies and procedures for managing and monitoring security activities across the organization. However, enterprise controls alone do not ensure that security is tailored to the specific needs and context of each application. Ensuring control procedures address business risk is a quaternary role of the information security manager in application development, as it involves identifying and assessing potential threats and vulnerabilities that could affect the business objectives and operations of each application. However, business risk alone does not ensure that security measures are aligned with the value proposition and benefits of each application1

References = 1: CISM Review Manual, 16th Edition, ISACA, 2020, pp. 30-31…

The primary purpose for continuous monitoring of security controls is to ensure that the controls are effective in achieving the desired security objectives and mitigating the identified risks. Continuous monitoring provides ongoing assurance that the planned and implemented security controls are aligned with the organizational risk tolerance and can respond to changes in the threat environment, the system, or the business processes. Continuous monitoring also helps to identify and address any control weaknesses or gaps in a timely manner. (From CISM Review Manual 15th Edition and NIST Special Publication 800-1371)

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

The best indicator that an information security governance framework has been successfully implemented is A. The framework aligns internal and external resources. This is because the framework should ensure that the information security strategy, policies, and objectives are aligned with the business goals, stakeholder expectations, and regulatory requirements. The framework should also enable the effective allocation and coordination of internal and external resources, such as people, processes, technology, and finances, to support the information security program and its activities.

The framework should ensure that the information security strategy, policies, and objectives are aligned with the business goals, stakeholder expectations, and regulatory requirements. The framework should also enable the effective allocation and coordination of internal and external resources, such as people, processes, technology, and finances, to support the information security program and its activities. (From CISM Manual or related resources)

References = CISM Review Manual 15th Edition, Chapter 1, Section 1.2.1, page 181; CISM Review Questions, Answers & Explanations Manual 9th Edition, Question 49, page 14

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

References =

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

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

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

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

References =

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

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

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)

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

 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

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

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

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

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

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

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?

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

The most important element in achieving executive commitment to an information security governance program is to align the program with the identified business drivers of the organization. Business drivers are the factors that influence the strategic objectives, goals, and priorities of the organization. They reflect the needs and expectations of the stakeholders, customers, regulators, and other parties that are relevant to the organization’s mission and vision. By aligning the information security governance program with the business drivers, the executive can demonstrate the value and benefits of information security to the organization’s performance, reputation, and competitiveness. The other options are not the most important element, although they may be part of an information security governance program. A defined security framework is a set of standards, guidelines, and best practices that provide a structure and direction for implementing information security. A process improvement model is a methodology that helps to identify, analyze, and improve the processes related to information security. Established security strategies are the plans and actions that define how information security supports and enables the business objectives and goals. These elements are important for developing and executing an information security governance program, but they do not necessarily ensure executive commitment unless they are aligned with the business drivers

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

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

Learn more:

1. isaca.org2. csoonline.com

A penetration test is a proactive way to identify and remediate security vulnerabilities in a network. When a penetration test reveals a security exposure due to a firewall that is not configured correctly, the information security manager’s best course of action is to ensure a plan with milestones is developed to address the issue. This plan should include the root cause analysis, the corrective actions, the responsible parties, the deadlines, and the verification methods. This way, the information security manager can ensure that the security exposure is resolved in a timely and effective manner, and that the firewall configuration is aligned with the security policy and the business objectives.

References =

CISM Review Manual (Digital Version), page 193: “The information security manager should ensure that a plan with milestones is developed to address the issues identified during the penetration test.”

How to configure a network firewall: Walkthrough: “A good network firewall is essential. Learn the basics of configuring a network firewall, including stateful vs. stateless firewalls and access control lists in this episode of Cyber Work Applied.”

Which of the following is the BEST way to evaluate whether the information security program aligns with corporate governance?

A. Survey mid-level management.

B. Analyze industry benchmarks.

C. Conduct a gap analysis.

D. Review internal audit reports.

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)

References: CISM Review Manual 15th Edition, page 178, section 4.3.2.1; CISSP Exam Cram: Business Continuity and Disaster Recovery Planning1, page 5, section Testing the Plan.

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

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

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

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

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

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

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

An emerging technology roadmap is a strategic plan that identifies the potential benefits, risks, and challenges of adopting new technologies in alignment with the organization’s goals and objectives. It also defines the roles and responsibilities, processes, and controls for managing the technology lifecycle, from evaluation to implementation to maintenance. An emerging technology roadmap can help the information security program support the adoption of emerging technologies by ensuring that security requirements are considered and addressed at every stage, and that the technologies are aligned with the organization’s risk appetite and compliance obligations.

References = CISM Review Manual, 15th Edition, page 97; Privacy, Security and Bias in Emerging Technologies; The Impact of Emerging Technology on the Future of Cybersecurity

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)

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

 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

A key risk indicator (KRI) is a metric that provides an early warning of potential exposure to a risk. A KRI should be relevant, measurable, timely, and actionable. The most important factor in an organization’s selection of a KRI is the criticality of information, which means that the KRI should reflect the value and sensitivity of the information assets that are exposed to the risk. For example, a KRI for data breach risk could be the number of unauthorized access attempts to a database that contains confidential customer data. The criticality of information helps to prioritize the risks and focus on the most significant ones. References: https://www.isaca.org/credentialing/cism https://www.wiley.com/en-us/CISM+Certified+ Information+Security+Manager+Study+Guide-p-9781119801948

Exploit code for one of the vulnerabilities is publicly available presents the greatest concern because it means that anyone can easily exploit the vulnerability and compromise the web application. This increases the risk of data breach, denial of service, or other malicious attacks. Therefore, exploit code for one of the vulnerabilities is publicly available is the correct answer.

References:

https://www.imperva.com/learn/application-security/penetration-testing/

https://www.netspi.com/blog/technical/web-application-penetration-testing/are-you-testing-your-web-application-for-vulnerabilities/

Validating the authenticity of the patch is the first step in patch management procedures when receiving an emergency security patch, as it helps to ensure that the patch is genuine and not malicious. Validating the authenticity of the patch can be done by verifying the source, signature, checksum, or certificate of the patch, and comparing it with the information provided by the software vendor or manufacturer. Installing an unverified patch may introduce malware, compromise the system, or cause unexpected errors or conflicts.

References = CISM Review Manual 2022, page 3131; CISM Exam Content Outline, Domain 4, Task 4.42; Practical Patch Management and Mitigation1; Vulnerability and patch management in the CISSP exam3

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

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

The 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.

Changing reporting thresholds is the best method to optimize the monitoring process when the automated security monitoring tool generates an excessively large amount of false positives. Changing reporting thresholds means adjusting the criteria or parameters that trigger the alerts, such as the severity level, the frequency, the source, or the destination of the events. Changing reporting thresholds can help to reduce the number of false positives, filter out the irrelevant or benign events, and focus on the most critical and suspicious events that require further investigation or response.

References = Cybersecurity tool sprawl leading to burnout, false positives: report, Security tools’ effectiveness hampered by false positives

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

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

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

Baseline controls are the minimum set of security requirements that apply to all information systems in an organization, regardless of their specific functions or characteristics. They are derived from the organization’s security policies, standards, and best practices, and they reflect the organization’s risk appetite and tolerance. Baseline controls provide a consistent and comprehensive foundation for the security of the information systems, and they can be tailored or supplemented by additional controls as needed for specific systems or situations. The other options are not as comprehensive as baseline controls, as they may only address certain aspects or aspects of the security requirements, or they may vary depending on the system or the context. For example, risk assessment results are an important input for defining the security requirements, but they are not the requirements themselves. Audit findings are an output of evaluating the compliance and effectiveness of the security requirements, but they are not the requirements themselves. Key risk indicators (KRIs) are metrics that measure the level of risk exposure and performance of the security requirements, but they are not the requirements themselves. References =

CISM Review Manual 15th Edition, page 113: “Baseline controls are the minimum security requirements that apply to all systems within the organization.”

CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, question 478: “Baseline controls are the minimum security requirements that apply to all systems within the organization. They are derived from the organization’s security policies, standards, and best practices, and they reflect the organization’s risk appetite and tolerance.”

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

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

Key performance indicators (KPIs) are measurable values that demonstrate how effectively an organization is achieving its key objectives and goals. KPIs can help senior management understand the status of information security compliance by providing quantifiable and relevant data on the performance and progress of the information security program and processes. KPIs can also help senior management to evaluate the effectiveness and efficiency of the information security controls and activities, identify strengths and weaknesses, and make informed decisions and adjustments. KPIs should be aligned with the organization’s strategy, vision, and mission, and should be SMART (specific, measurable, achievable, relevant, and time-bound). Some examples of information security KPIs are: percentage of compliance with policies and standards, number of security incidents and breaches, mean time to detect and respond to incidents, percentage of systems and applications patched, number of security awareness trainings completed, etc.

Industry benchmarks, business impact analysis (BIA) results, and risk assessment results are not the most useful to help senior management understand the status of information security compliance, although they may provide some useful information or insights. Industry benchmarks are comparative measures of the performance or practices of other organizations in the same industry or sector. Industry benchmarks can help senior management to compare and contrast their own information security performance or practices with those of their peers or competitors, and identify gaps or opportunities for improvement. However, industry benchmarks may not reflect the specific goals, needs, or context of the organization, and may not be readily available or reliable. Business impact analysis (BIA) results are the outcomes of the process of analyzing the potential impacts of disruptive events on the organization’s critical business functions and processes. BIA results can help senior management to understand the dependencies, priorities, and recovery objectives of the organization’s business functions and processes, and to plan for business continuity and disaster recovery. However, BIA results do not directly measure or indicate the status of information security compliance, and may not be updated or accurate. Risk assessment results are the outcomes of the process of identifying, analyzing, and evaluating the information security risks that the organization faces. Risk assessment results can help senior management to understand the sources, causes, and consequences of information security risks, and to determine the appropriate risk responses and controls. However, risk assessment results do not directly measure or indicate the status of information security compliance, and may vary depending on the risk assessment methodology, criteria, and frequency. References = CISM Review Manual, 16th Edition, pages 47-481, 54-551, 69-701, 72-731; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 832

Key performance indicators (KPIs) are metrics that measure the effectiveness and ef-ficiency of information security processes and activities. They help senior manage-ment understand the status of information security compliance by providing relevant, timely and accurate information on the performance of security controls, the level of risk exposure, the return on security investment and the progress toward security ob-jectives. KPIs can also be used to benchmark the organization’s security performance against industry standards or best practices. KPIs should be aligned with the organiza-tion’s strategic goals and risk appetite, and should be reported regularly to senior man-agement and other stakeholders.

References:

•1 Key Performance Indicators for Security Governance, Part 1 - ISACA

•2 Key Performance Indicators for Security Governance, Part 2 - ISACA

•3 Compliance Metrics and KPIs For Measuring Compliance Effectiveness - Reciprocity

•4 14 Cybersecurity Metrics + KPIs You Must Track in 2023 - UpGuard

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 best option to indicate the organizational benefit of an information security solution is D. Costs and benefits of the solution calculated over time. This is because costs and benefits of the solution calculated over time, also known as the return on security investment (ROSI), can help to measure and demonstrate the value and effectiveness of the information security solution in terms of reducing risks, enhancing performance, and achieving strategic goals. ROSI can also help to justify the allocation and optimization of the resources and budget for the information security solution, and to compare and prioritize different security alternatives. ROSI can be calculated by using various methods and formulas, such as the annualized loss expectancy (ALE), the annualized rate of occurrence (ARO), and the cost-benefit analysis (CBA).

Costs and benefits of the solution calculated over time, also known as the return on security investment (ROSI), can help to measure and demonstrate the value and effectiveness of the information security solution in terms of reducing risks, enhancing performance, and achieving strategic goals. (From CISM Manual or related resources)

References = CISM Review Manual 15th Edition, Chapter 3, Section 3.1.3, page 1311; CISM Review Questions, Answers & Explanations Manual 9th Edition, Question 99, page 26; How to Calculate Return on Security Investment (ROSI) - Infosec2

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

According to the CISM Review Manual, information asset classification is the first step in an information asset management program, as it provides the basis for determining the level of protection required for each asset. System owners, key applications and information asset inventory are subsequent steps that depend on the classification of the assets.

References = CISM Review Manual, 27th Edition, Chapter 1, Section 1.4.2, page 381.

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.

References: The CISM Review Manual 2023 states that “the information security manager is responsible for ensuring that the data lifecycle management process is in alignment with the organization’s record retention policy” and that “the record retention policy defines the types, formats, and retention periods of data that the organization needs to keep for legal, regulatory, operational, or historical purposes” (p. 140). The CISM Review Questions, Answers & Explanations Manual 2023 also provides the following rationale for this answer: “Consult the record retention policy is the correct answer because it is the next logical step to take after identifying a large volume of old data that appears to be unused, as it will help the information security manager to decide on the appropriate data lifecycle management actions for the old data, such as storage, archiving, or disposal” (p. 64). Additionally, the article Data Retention Policy: What It Is and How to Create One from the ISACA Journal 2019 states that “a data retention policy is a document that outlines the types, formats, and retention periods of data that an organization needs to keep for various purposes, such as legal compliance, business operations, or historical records” and that “a data retention policy can help an organization to manage its data lifecycle, optimize its storage capacity, reduce its costs, and enhance its security and privacy” (p. 1)1.

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

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

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

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

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

The 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

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

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

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

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

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

•Understand their roles and responsibilities regarding the information

•Follow the security policies and procedures for the information

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

•Report any security incidents or breaches involving the information

Labeling can also help organizations to:

•Track and monitor the information and its usage

•Enforce access controls and encryption for the information

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

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

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

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

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

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

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

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

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

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

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

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

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

= The primary objective of performing a post-incident review is to identify the root cause of the incident, which is the underlying factor or condition that enabled or facilitated the occurrence of the incident. Identifying the root cause helps to understand the nature and origin of the incident, and to prevent or mitigate similar incidents in the future. A post-incident review also aims to evaluate the effectiveness and efficiency of the incident response process, identify lessons learned and best practices, and recommend improvements for the incident management policies, procedures, controls, and tools. However, these are secondary objectives that depend on the identification of the root cause as the first step.

Re-evaluating the impact of incidents is not the primary objective of performing a post-incident review, as it is already done during the incident response process. The impact of incidents is the extent and severity of the damage or harm caused by the incident to the organization’s assets, operations, reputation, or stakeholders. Re-evaluating the impact of incidents may be part of the post-incident review, but it is not the main goal.

Identifying vulnerabilities is not the primary objective of performing a post-incident review, as it is also done during the incident response process. Vulnerabilities are weaknesses or flaws in the system or network that can be exploited by attackers to compromise the confidentiality, integrity, or availability of the information or resources. Identifying vulnerabilities may be part of the post-incident review, but it is not the main goal.

Identifying control improvements is not the primary objective of performing a post-incident review, as it is a result of the root cause analysis. Controls are measures or mechanisms that are implemented to protect the system or network from threats, reduce risks, or ensure compliance with policies and standards. Identifying control improvements is an important outcome of the post-incident review, but it is not the main goal. References =

ISACA CISM: PRIMARY goal of a post-incident review should be to?

CISM Exam Overview - Vinsys

CISM Review Manual, Chapter 4, page 176

CISM Exam Content Outline | CISM Certification | ISACA, Domain 4, Task 4.3

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

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

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

•Identify and prioritize improvement opportunities and corrective actions

•Demonstrate the value and benefits of information security investments

•Foster a culture of security awareness and continuous learning

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

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

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

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

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

 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

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

 Improving security controls is an example of risk mitigation, which is the process of reducing the likelihood or impact of a risk. Risk mitigation can be achieved by implementing various strategies, such as purchasing insurance, discontinuing the activity associated with the risk, or improving security controls. Purchasing insurance is a form of risk transfer, which is the process of shifting the responsibility or burden of a risk to another party. Discontinuing the activity associated with the risk is a form of risk avoidance, which is the process of eliminating or avoiding a potential source of harm. Performing a cost-benefit analysis is a form of risk evaluation, which is the process of assessing the costs and benefits of different options to manage a risk. References = CISM Review Manual, 16th Edition, page 1741; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 802

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

The change management procedure that is MOST likely to cause concern to the information security manager is the development manager migrating programs into production, because it involves a high-risk activity that could compromise the confidentiality, integrity, and availability of the information systems and data. Migrating programs into production without proper testing, validation, and approval could introduce errors, vulnerabilities, or conflicts that could affect the performance, functionality, or security of the systems. Fallback processes are tested the weekend before changes are made, users are not notified of scheduled system changes, and a manual rather than an automated process is used to compare program versions are all acceptable change management procedures that do not pose significant risks to the information security manager. References = CISM Review Manual, 16th Edition, page 3121; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 1522

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

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

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

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

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

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

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

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

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

Certified Information Security Manager (CISM), page 1

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

CISM: Certified Information Security SKILLS COVERED Manager, page 1

During the initiation phase of the system development life cycle (SDLC) for a software project, information security activities should address security objectives, which are derived from the business objectives and the risk assessment. Security objectives define the desired level of protection for the system and its data, and guide the selection of security controls in later phases. Baseline security controls are predefined sets of security requirements that apply to common types of systems or environments. Benchmarking security metrics is a process of comparing the performance of security processes or controls against a standard or best practice. Cost-benefit analyses are used to evaluate the feasibility and effectiveness of security controls, and are usually performed in the acquisition/development phase or the implementation phase of the SDLC. References = CISM Review Manual, 16th Edition, page 1021; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 772

Learn more:

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

= The best approach for developing a physical access control policy for the organization is to conduct a risk assessment to determine the security risks and mitigating controls that are relevant and appropriate for the organization’s data center. A risk assessment is a process of identifying, analyzing, and evaluating the information security risks that could affect the availability, integrity, or confidentiality of the servers, applications, and data that are hosted in the data center. A risk assessment can help to determine the likelihood and impact of the unauthorized or inappropriate physical access to the data center, such as theft, damage, sabotage, or espionage, and the potential consequences for the organization and its customers, such as service disruption, data loss, data breach, or legal liability. A risk assessment can also help to identify and prioritize the appropriate risk treatment options, such as implementing technical, administrative, or physical controls to prevent, detect, or respond to the physical access incidents, such as locks, alarms, cameras, guards, badges, or logs. A 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 physical access control policy and the risk management process.

Reviewing customers’ security policies, developing access control requirements for each system and application, and designing single sign-on (SSO) or federated access are all possible steps that the organization can take after conducting the risk assessment, but they are not the best ones. Reviewing customers’ security policies is a process of understanding and complying with the customers’ expectations and requirements for the security of their servers, applications, and data that are hosted in the data center, and ensuring that the organization’s physical access control policy is consistent and compatible with them. Developing access control requirements for each system and application is a process of defining and implementing the specific rules and criteria for granting or denying the physical access to the servers and applications that are hosted in the data center, based on the roles, responsibilities, and privileges of the users, and the sensitivity and criticality of the systems and applications. Designing single sign-on (SSO) or federated access is a process of enabling and facilitating the authentication and authorization of the users who need to access the servers and applications that are hosted in the data center, by using a single or shared identity and credential across multiple systems and domains. References = CISM Review Manual 15th Edition, pages 51-531; CISM Practice Quiz, question 1542

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

CISM Review Manual 15th Edition, page 144

SaaS Security Risk and Challenges - ISACA1

SaaS Security Checklist & Assessment Questionnaire | LeanIX2

Risk Assessment Guide for Microsoft Cloud3

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

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

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

The 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

= Security reporting is the process of providing relevant and timely information on the status and performance of the information security program to the stakeholders. Security reporting should be aligned with the business objectives and risk appetite of the organization, and should provide meaningful insights and recommendations for decision making and improvement. Security reporting should also include forward-looking trends, which are projections or predictions of future events or conditions based on historical data, current situation, and external factors. Forward-looking trends can help the organization anticipate and prepare for potential risks and opportunities, and adjust their strategies and plans accordingly.

One of the most effective ways to communicate forward-looking trends within security reporting is to use key risk indicators (KRIs). KRIs are metrics that measure the level of exposure or likelihood of a risk event occurring, and provide early warning signals of potential changes in the risk profile. KRIs can help the organization monitor and manage the key risks that may affect the achievement of their objectives, and take proactive actions to mitigate or avoid them. KRIs can also help the organization identify emerging risks and trends, and evaluate the effectiveness of their risk treatment options. KRIs should be aligned with the risk appetite and tolerance of the organization, and should be regularly reviewed and updated to reflect the changing risk environment.

The other options are not the most effective ways to communicate forward-looking trends within security reporting. Key control indicators (KCIs) are metrics that measure the effectiveness and efficiency of the security controls implemented to reduce the impact or likelihood of a risk event. KCIs can help the organization assess and improve the performance of their security processes and activities, and ensure compliance with the security policies and standards. However, KCIs do not directly measure the level of exposure or likelihood of a risk event, and may not provide sufficient information on the future trends and scenarios. Key performance indicators (KPIs) are metrics that measure the achievement of the security objectives and goals, and demonstrate the value and contribution of the information security program to the organization. KPIs can help the organization evaluate and communicate the results and outcomes of their security initiatives and projects, and align them with the business strategy and vision. However, KPIs do not directly measure the level of exposure or likelihood of a risk event, and may not provide sufficient information on the future trends and scenarios. Key goal indicators (KGIs) are metrics that measure the progress and completion of the security goals and targets, and indicate the degree of success and satisfaction of the information security program. KGIs can help the organization track and report the status and milestones of their security plans and actions, and ensure alignment with the stakeholder expectations and requirements. However, KGIs do not directly measure the level of exposure or likelihood of a risk event, and may not provide sufficient information on the future trends and scenarios. References = CISM Review Manual, 16th Edition, ISACA, 2020, pp. 77-78, 81-821; CISM Online Review Course, Domain 3: Information Security Program Development and Management, Module 4: Information Security Program Resources, ISACA2

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.

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

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

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

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

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

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

References =

CISM Review Manual 15th Edition, page 1631

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

CISSP domain 8 overview: Software development security4

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

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

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

Balanced Scorecard - Wikipedia 1

Risk Matrix - Wikipedia 3

Benchmarking - Wikipedia 4

Heat map - Wikipedia 5

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

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

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

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

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

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

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

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

“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.”

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

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

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

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

Initiating incident response is the first course of action for an information security manager when an employee reports the loss of a personal mobile device containing corporate information. This will help to contain the incident, assess the impact, and take appropriate measures to prevent or mitigate further damage. According to ISACA, incident management is one of the key processes for information security governance. Initiating a device reset, disabling remote access, and conducting a risk assessment are possible subsequent actions, but they should be part of the incident response plan. References: 1: Find, lock, or erase a lost Android device - Google Account Help 2: Find, lock, or erase a lost Android device - Android Help 3: Lost or Stolen Mobile Device Procedure - Information Security Office : CISM Practice Quiz | CISM Exam Prep | ISACA : 200 CISM Exam Prep Questions | Free Practice Test | Simplilearn : CISM practice questions to prep for the exam | TechTarget

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

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

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

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

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

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

CISM Review Manual, Chapter 3, page 121

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

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

According to the CISM Review Manual (Digital Version), page 212, the incident response process consists of six phases: preparation, identification, containment, eradication, recovery, and lessons learned. Containment is the phase where the incident response team isolates the affected systems or networks to prevent further damage or spread of the malware. Eradication is the phase where the incident response team removes the malware and any traces of its activity from the affected systems or networks. Recovery is the phase where the incident response team restores the normal operations of the systems or networks. Identification is the phase where the incident response team detects and analyzes the signs of the incident. Therefore, the information security manager should be confident that the malware has not continued to spread at the completion of the containment phase, which is the earliest phase where the incident response team can stop the propagation of the malware. References = 1: CISM Review Manual (Digital Version), page 212

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

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

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

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

 A 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.

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

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

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

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

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

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

= Reevaluation of risk is a vital aspect of the risk management process that helps organizations to identify and analyze new or evolving threats, vulnerabilities, and impacts on their assets, and implement the necessary controls to mitigate them. Reevaluation of risk is most critical when there is a change in the threat landscape, which refers to the external and internal factors that influence the likelihood and severity of potential attacks on the organization’s information assets. A change in the threat landscape may be caused by various factors, such as technological innovations, geopolitical events, cybercrime trends, regulatory changes, or organizational changes. A change in the threat landscape may introduce new risks or alter the existing risk profile of the organization, requiring a reassessment of the risk appetite, tolerance, and strategy. Reevaluation of risk helps the organization to adapt to the changing threat landscape and ensure that the information security program remains effective, efficient, and aligned with the business objectives.

References =

CISM Review Manual 15th Edition, page 1131

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

Reevaluation of Risk | CISM Exam Question Answer | ISACA3

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.

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

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

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

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

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

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

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

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

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

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

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

CISM Review Manual, Chapter 2, pages 67-69

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

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

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

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

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

•Enhancing data mobility and accessibility

•Improving data backup and recovery

•Supporting data sharing and collaboration

•Enabling data encryption and authentication

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

•Introducing malware or viruses to laptops and desktops

•Exposing sensitive data to unauthorized access or disclosure

•Losing or stealing data due to device loss or theft

•Violating security policies or regulations

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

The explanation given in the manual is:

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

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

 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

= 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]

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

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

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.

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

Learn more:

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

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

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

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

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

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

The reduction of organizational risk is the desired outcome that best supports a decision to invest in a new security initiative. The organizational risk is the level of exposure or uncertainty that the organization faces in achieving its objectives. The organizational risk is influenced by various factors, such as the threat landscape, the vulnerability of the assets, the impact of the incidents, and the effectiveness of the controls. The information security manager should evaluate the organizational risk and propose security initiatives that can reduce the risk to an acceptable level. The security initiatives should be aligned with the business goals, the risk appetite, and the available resources of the organization. The security initiatives should also provide a positive return on investment (ROI) or value for money (VFM) for the organization. The reduction of organizational risk is the ultimate goal and benefit of any security initiative, as it enhances the security posture, performance, and resilience of the organization. Enhanced security monitoring and reporting, reduced control complexity, and enhanced threat detection capability are all possible outcomes of security initiatives, but they are not the best ones to support a decision to invest in a new security initiative. These outcomes are more specific and technical, and they may not directly relate to the business objectives or the risk appetite of the organization. These outcomes are also intermediate or enabling, rather than final or ultimate, as they may not necessarily lead to the reduction of organizational risk. For example, enhanced security monitoring and reporting may improve the visibility and awareness of the security status, but it may not prevent or mitigate the incidents. Reduced control complexity may simplify the security management and maintenance, but it may not address the emerging or evolving threats. Enhanced threat detection capability may increase the speed and accuracy of identifying the attacks, but it may not reduce the impact or the likelihood of the attacks. Therefore, the reduction of organizational risk is the best outcome to support a decision to invest in a new security initiative, as it demonstrates the value and effectiveness of the security initiative for the organization. References = CISM Review Manual 2023, page 40 1; CISM Practice Quiz 2

 The organization’s vision and mission should be the PRIMARY basis for an information security strategy, as they define the purpose and direction of the organization and its information security needs. A comprehensive gap analysis is a tool to identify the current state and desired state of information security, and the actions needed to close the gap. Information security policies are the high-level statements of management’s intent and expectations for information security, and are derived from the information security strategy. Audit and regulatory requirements are external factors that influence the information security strategy, but are not the primary basis for it. References = CISM Review Manual, 16th Edition, pages 17-181; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 782

The primary basis for an information security strategy should be the organization's vision and mission. The organization's vision and mission should be the foundation for the security strategy, and should inform and guide the security policies, procedures, and practices that are implemented. The results of a comprehensive gap analysis, information security policies, and audit and regulatory requirements should all be taken into consideration when developing the security strategy, but should not be the primary basis.

The PRIMARY benefit to an organization when information security program requirements are aligned with employment and staffing processes is that access is granted based on task requirements. This means that the organization can ensure that the employees have the appropriate level and scope of access to the information assets and systems that they need to perform their duties, and that the access is granted, reviewed, and revoked in accordance with the security policies and standards. This can help to reduce the risk of unauthorized access, misuse, or leakage of information, as well as to comply with the principle of least privilege and the segregation of duties12. Security incident reporting procedures are followed (A) is a benefit to an organization when information security program requirements are aligned with employment and staffing processes, but it is not the PRIMARY benefit. Security incident reporting procedures are the steps and guidelines that the employees should follow when they detect, report, or respond to a security incident. Aligning the information security program requirements with the employment and staffing processes can help to ensure that the employees are aware of and trained on the security incident reporting procedures, and that they are enforced and monitored by the management. This can help to improve the effectiveness and efficiency of the incident response process, as well as to comply with the legal and contractual obligations12. Security staff turnover is reduced (B) is a benefit to an organization when information security program requirements are aligned with employment and staffing processes, but it is not the PRIMARY benefit. Security staff turnover is the rate at which the security personnel leave or join the organization. Aligning the information security program requirements with the employment and staffing processes can help to reduce the security staff turnover by ensuring that the security roles and responsibilities are clearly defined and communicated, that the security personnel are adequately compensated and motivated, and that the security personnel are evaluated and developed regularly. This can help to retain the security talent and expertise, as well as to reduce the costs and risks associated with the security staff turnover12. Information assets are classified appropriately © is a benefit to an organization when information security program requirements are aligned with employment and staffing processes, but it is not the PRIMARY benefit. Information asset classification is the process of assigning a security level or category to the information assets based on their value, sensitivity, and criticality to the organization. Aligning the information security program requirements with the employment and staffing processes can help to ensure that the information assets are classified appropriately by establishing the ownership and custody of the information assets, the criteria and methods for the information asset classification, and the roles and responsibilities for the information asset classification. This can help to protect the information assets according to their security level or category, as well as to comply with the regulatory and contractual requirements12. References = 1: CISM Review Manual 15th Edition, page 75-76, 81-82, 88-89, 93-941; 2: CISM Domain 1: Information Security Governance (ISG) [2022 update]2

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

Establishing an incident response team with clear roles and responsibilities

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

Implementing detection and reporting mechanisms to identify and communicate incidents

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

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

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

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

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

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

 A 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

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 post-incident review is a process of analyzing and learning from a security incident, such as a data breach, to improve the security posture and resilience of an organization. A post-incident review should include the following elements12:

A clear and accurate description of the incident, including its scope, impact, timeline, root cause, and contributing factors.

A detailed assessment of the effectiveness and efficiency of the incident response process, including the roles and responsibilities, communication channels, coordination mechanisms, escalation procedures, tools and resources, documentation, and reporting.

An evaluation of the adequacy of existing controls, such as policies, standards, procedures, technical measures, awareness, and training, to prevent, detect, and mitigate similar incidents in the future.

A list of actionable recommendations and improvement plans, based on the lessons learned and best practices, to address the identified gaps and weaknesses in the security strategy, governance, risk management, and incident management.

A follow-up and monitoring mechanism to ensure the implementation and verification of the recommendations and improvement plans.

The most important element to include in a post-incident review following a data breach is the evaluation of the adequacy of existing controls, because it directly relates to the security objectives and requirements of the organization, and provides the basis for enhancing the security posture and resilience of the organization. Evaluating the existing controls helps to identify the vulnerabilities and risks that led to the data breach, and to determine the appropriate corrective and preventive actions to reduce the likelihood and impact of similar incidents in the future. Evaluating the existing controls also helps to align the security strategy and governance with the business goals and objectives, and to ensure the compliance with legal, regulatory, and contractual obligations.

The other elements, such as an evaluation of the effectiveness of the information security strategy, documentation of regulatory reporting requirements, and a review of the forensics chain of custody, are also important, but not as important as the evaluation of the existing controls. An evaluation of the effectiveness of the information security strategy is a broader and more strategic activity that may not be directly relevant to the specific incident, and may require more time and resources to conduct. Documentation of regulatory reporting requirements is a necessary and mandatory task, but it does not provide much insight or value for improving the security posture and resilience of the organization. A review of the forensics chain of custody is a technical and procedural activity that ensures the integrity and admissibility of the digital evidence collected during the incident investigation, but it does not address the root cause or the mitigation of the incident. References = 1: CISM Exam Content Outline | CISM Certification | ISACA 2: CISM Review Manual 15th Edition, page 147

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

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

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

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

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

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

 The best 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.

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

References =

CISM Review Manual 15th Edition, page 1131

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

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

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

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

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

= A business continuity plan (BCP) is the plan that should be invoked by an organization in an effort to remain operational during a disaster. A disaster is a sudden, unexpected, or disruptive event that causes significant damage, loss, or interruption to the organization’s normal operations, assets, or resources. Examples of disasters are natural disasters, such as earthquakes, floods, or fires, or human-made disasters, such as cyberattacks, sabotage, or terrorism. A BCP is a document that describes the procedures, strategies, and actions that the organization will take to ensure the continuity of its critical business functions, processes, and services in the event of a disaster. A BCP also defines the roles and responsibilities of the staff, management, and other stakeholders involved in the business continuity management, and the resources, tools, and systems that will support the business continuity activities. A BCP helps the organization to:

Minimize the impact and duration of the disaster on the organization’s operations, assets, and reputation.

Restore the essential functions and services as quickly and efficiently as possible.

Protect the health, safety, and welfare of the staff, customers, and partners.

Meet the legal, regulatory, contractual, and ethical obligations of the organization.

Learn from the disaster and improve the business continuity capabilities and readiness of the organization.

References = CISM Review Manual, 16th Edition, Chapter 3: Information Security Program Development and Management, Section: Business Continuity Plan (BCP), page 1771; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 83, page 772.

= The most important consideration when establishing an organization’s information security governance committee is to ensure that members represent functions across the organization. This is because the information security governance committee is responsible for setting the direction, scope, and objectives of the information security program, and for ensuring that the program aligns with the organization’s business goals and strategies. By having members from different functions, such as finance, human resources, operations, legal, and IT, the committee can ensure that the information security program considers the needs, expectations, and perspectives of various stakeholders, and that the program supports the organization’s mission, vision, and values. Having a diverse and representative committee also helps to foster a culture of security awareness and accountability throughout the organization, and to promote collaboration and communication among different functions.

Members having knowledge of information security controls, members being business risk owners, and members being rotated periodically are all desirable characteristics of an information security governance committee, but they are not the most important consideration. Members having knowledge of information security controls can help the committee to understand the technical aspects of information security and to evaluate the effectiveness and efficiency of the information security program. However, having technical knowledge is not sufficient to ensure that the information security program is aligned with the organization’s business goals and strategies, and that the program considers the needs and expectations of various stakeholders. Members being business risk owners can help the committee to identify and prioritize the information security risks that affect the organization’s business objectives, and to allocate appropriate resources and responsibilities for managing those risks. However, being a business risk owner does not necessarily imply that the member has a comprehensive and balanced view of the organization’s information security needs and expectations, and that the member can represent the interests and perspectives of various functions. Members being rotated periodically can help the committee to maintain its independence and objectivity, and to avoid conflicts of interest or complacency. However, rotating members too frequently can also reduce the continuity and consistency of the information security program, and can affect the committee’s ability to monitor and evaluate the performance and progress of the information security program. References =

ISACA, CISM Review Manual, 16th Edition, 2020, pages 36-37.

ISACA, CISM Review Questions, Answers & Explanations Database, 12th Edition, 2020, question ID 1014.

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

The scope and objectives of the information security program

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

The benefits and value proposition of the information security program

The risks and challenges of the information security program

The estimated costs and resources of the information security program

The expected outcomes and performance indicators of the information security program

The implementation plan and timeline of the information security program

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

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

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

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

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

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

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

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

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

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

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

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

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

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

References =

CISM Review Manual 15th Edition, page 1631

CISM certified information security manager study guide, page 452

How To Conduct An Information Security Gap Analysis3

PROACTIVE DETECTION - GOOD PRACTICES GAP ANALYSIS RECOMMENDATIONS4

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

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

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

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

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

= A tabletop exercise is the best type of exercise for an incident response team at the first drill, as it is a low-cost, low-risk, and high-value method to test and evaluate the incident response plan, procedures, roles, and capabilities. A tabletop exercise is a simulation of a realistic scenario that involves a security incident, and requires the participation and discussion of the incident response team members and other relevant stakeholders. The tabletop exercise allows the incident response team to identify and address the gaps, issues, or challenges in the incident response process, and to improve the communication, coordination, and collaboration among the team members and other parties. The tabletop exercise also helps to enhance the knowledge, skills, and confidence of the incident response team members, and to prepare them for more complex or advanced exercises or real incidents.

A red team exercise (A) is a type of exercise that involves a group of ethical hackers or security experts who act as adversaries and attempt to compromise the organization’s security defenses, systems, or processes. A red team exercise is a high-cost, high-risk, and high-value method to test and evaluate the security posture and resilience of the organization, and to identify and exploit the security weaknesses or vulnerabilities. However, a red team exercise is not the best type of exercise for an incident response team at the first drill, as it is more suitable for a mature and experienced team that has already tested and validated the incident response plan, procedures, roles, and capabilities.

A black box penetration test (B) is a type of security testing that simulates a malicious attack on the organization’s systems or processes, without any prior knowledge or information about them. A black box penetration test is a high-cost, high-risk, and high-value method to test and evaluate the security posture and resilience of the organization, and to identify and exploit the security weaknesses or vulnerabilities. However, a black box penetration test is not the best type of exercise for an incident response team at the first drill, as it is more suitable for a mature and experienced team that has already tested and validated the incident response plan, procedures, roles, and capabilities.

A disaster recovery exercise © is a type of exercise that simulates a catastrophic event that disrupts or destroys the organization’s critical systems or processes, and requires the activation and execution of the disaster recovery plan, procedures, roles, and capabilities. A disaster recovery exercise is a high-cost, high-risk, and high-value method to test and evaluate the disaster recovery posture and resilience of the organization, and to identify and address the recovery issues or challenges. However, a disaster recovery exercise is not the best type of exercise for an incident response team at the first drill, as it is more suitable for a mature and experienced team that has already tested and validated the incident response plan, procedures, roles, and capabilities.

References = CISM Review Manual, 16th Edition, Chapter 4: Information Security Incident Management, Section: Incident Response Plan, Subsection: Testing and Maintenance, page 184-1851

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

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

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

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

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

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

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

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

References =

CISM Review Manual 15th Edition, pages 1-301

CISM Exam Content Outline2

Risk Assessment for Technical Vulnerabilities3

A Step-By-Step Guide to Vulnerability Assessment4

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

1: CISM Review Manual 15th Edition, page 364

2: CISM Practice Quiz, question 1132

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

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

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

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

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

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

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

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

References =

CISM Review Manual 15th Edition, page 1631

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

Certified Information Security Manager (CISM), page 33

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

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

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

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

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

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

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

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

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

= The 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.

 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.

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

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

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

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

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

= 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

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

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

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

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

= 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

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

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

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

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

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

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

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

 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

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

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

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

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

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

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

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

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

The 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 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

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

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

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

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

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

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

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

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

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

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

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

 The 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 best assurance that security policies are applied across business operations is that organizational standards are documented in operational procedures. Operational procedures are the specific steps and actions that need to be taken to implement and comply with the security policies and standards. They provide clear and consistent guidance for the staff members who are responsible for performing the security tasks and functions. They also help to ensure that the security policies and standards are aligned with the business objectives and processes, and that they are measurable and auditable. Documenting the organizational standards in operational procedures can help to improve the security awareness, accountability, and performance of the staff members, and to reduce the risks of errors, deviations, and violations. The other options are not the best assurance because they are either too general or too specific. Organizational standards are included in awareness training (A) is a good practice to educate the staff members about the security policies and standards, but it does not guarantee that they will follow them or understand how to apply them in their daily operations. Organizational standards are enforced by technical controls (B) is a way to automate and monitor the compliance with the security policies and standards, but it does not cover all the aspects of security that may require human intervention or judgment. Organizational standards are required to be formally accepted © is a way to obtain the commitment and support from the staff members for the security policies and standards, but it does not ensure that they will adhere to them or know how to execute them in their work activities. References = CISM Review Manual 2022, pages 24-25, 28-29; CISM Item Development Guide 2022, page 9; Policies, Procedures, Standards, Baselines, and Guidelines | CISSP Security-Management Practices | Pearson IT Certification

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

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

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

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

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

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

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

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

1: CISM Review Manual 15th Edition, page 2114

2: CISM Practice Quiz, question 1042

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

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

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

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

 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.

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

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

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

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

1: Information Security Incident Response Escalation Guideline2, page 4

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

3: Computer Security Incident Handling Guide4, page 18

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

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

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

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

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

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

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

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

CISM Questions, Answers & Explanations Database, ISACA, 2022, QID 1015.

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

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

1: CISM Review Manual 15th Edition, page 2004

2: CISM Practice Quiz, question 1072

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

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

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