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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Information Security Incident Management | 30% | - Establish and maintain an incident response plan to ensure an effective and timely response to information security incidents - Organize, train and equip teams to effectively respond to information security incidents - Establish and maintain communication plans and processes to manage communication with internal and external entities - Establish and maintain an organizational definition of, and severity hierarchy for, information security incidents - Develop and implement processes to ensure the timely identification of information security incidents - Establish and maintain incident escalation and notification processes - Establish and maintain processes to investigate and document information security incidents - Test, review and revise the incident response plan |
| Topic 2: Information Security Governance | 17% | - Identify internal and external influences to the organization that affect the information security strategy and program - Establish and/or maintain information security policies to guide the development of standards, procedures and guidelines in alignment with enterprise goals and objectives - Obtain commitment from senior management and other stakeholders for the information security program - Define and communicate the roles and responsibilities for information security throughout the organization - Develop business cases to support investments in information security - Establish and/or maintain an information security governance framework and supporting processes to ensure that the information security strategy is aligned with the goals and objectives of the organization - Establish, monitor, evaluate and report information security management metrics |
| Topic 3: Information Security Program Development and Management | 33% | - Align the information security program with the operational objectives of other business functions - Establish and maintain information security architectures (people, process, technology) - Develop and maintain a security awareness, training and education program for all stakeholders - Establish, communicate and maintain organizational information security standards, guidelines, procedures and other documentation - Identify, acquire and manage information security requirements for internal and external resources (services, partners, and suppliers) - Integrate information security requirements into organizational processes - Monitor and manage the information security program - Establish and/or maintain the information security program in alignment with the information security strategy |
| Topic 4: Information Security Risk Management | 20% | - Monitor and communicate the information security risk posture - Establish and/or maintain a process for information asset identification, classification, risk assessment and ownership - Ensure that risk assessments, vulnerability assessments and threat assessments are performed consistently, at appropriate times, and to identify acceptable risk - Evaluate information security controls to determine whether they are appropriate and effectively mitigate risk - Integrate risk management into business and IT processes - Identify legal, regulatory, organizational and other applicable compliance requirements - Identify and/or recommend risk treatment options - Determine appropriate risk treatment options |
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NEW QUESTION # 831
A serious vulnerability was detected in a business application that can be exploited by external attackers to compromise the system. What is the information security manager's BEST course of action?
Answer: B
Explanation:
The information security manager's best course of action is to report the risk to the business application owner, who is responsible for deciding on the appropriate treatment (e.g., patching, mitigation, or acceptance). This ensures accountability and aligns the response with business priorities and risk tolerance.
NEW QUESTION # 832
Which of the following is the PRIMARY objective of incident triage?
Answer: C
Explanation:
Explanation
Incident triage is the process of quickly assessing an incident and determining its severity in order to prioritize the response. This involves categorizing the events based on their potential impact, which helps to determine the right response and the most effective use of resources. It also helps to identify potential threats and vulnerabilities, and to coordinate communications and response activities.
NEW QUESTION # 833
A risk assessment exercise has identified the threat of a denial of service (DoS) attack Executive management has decided to take no further action related to this risk. The MO ST likely reason for this decision is
Answer: D
Explanation:
Explanation
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.
NEW QUESTION # 834
The effectiveness of the information security process is reduced when an outsourcing organization:
Answer: D
Explanation:
Section: INFORMATION SECURITY GOVERNANCE
NEW QUESTION # 835
When designing the technical solution for a disaster recovery site, the PRIMARY factor that should be taken into consideration is the:
Answer: A
Explanation:
Explanation/Reference:
Explanation:
The length of the recovery window is defined by business management and determines the acceptable time frame between a disaster and the restoration of critical services/applications. The technical implementation of the disaster recovery (DR) site will be based on this constraint, especially the choice between a hot, warm or cold site. The service delivery objective is supported during the alternate process mode until the normal situation is restored, which is directly related to business needs. The recovery time objective (RTO) is commonly agreed to be the time frame between a disaster and the return to normal operations. It is then longer than the interruption window and is very difficult to estimate in advance. The time frame between the reduced operation mode at the end of the interruption window and the return to normal operations depends on the magnitude of the disaster. Technical disaster recovery solutions alone will not be used for returning to normal operations. Maximum tolerable outage (MTO) is the maximum time acceptable by a company operating in reduced mode before experiencing losses. Theoretically, recovery time objectives (RTOs) equal the interruption window plus the maximum tolerable outage. This will not be the primary factor for the choice of the technical disaster recovery solution.
NEW QUESTION # 836
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