CISM Exam Dumps - Isaca Certification Questions and Answers

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

= 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

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

According to the CISM Review Manual (Digital Version), Chapter 3, Section 3.2.1, strategic alignment is the primary outcome of an information security program1. Strategic alignment means that the information security program supports and is tailored to the organization’s objectives and business strategy1. It also means that the information security program is aligned with other assurance functions, such as physical, human resources, quality, and IT1.

The CISM Review Manual (Digital Version) also states that strategic alignment is essential for achieving a competitive advantage, enhancing customer trust, reducing legal and regulatory risks, and improving organizational performance1. Strategic alignment requires effective communication and collaboration among all stakeholders, including senior management, information owners, information security managers, information security steering committees, and external partners1.

The CISM Exam Content Outline also covers the topic of strategic alignment in Domain 3 — Information Security Program Development and Management (33% exam weight)2. The subtopics include:

3.2.1 Information Security Strategy

3.2.2 Information Security Governance

3.2.3 Information Security Risk Management

3.2.4 Information Security Compliance

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

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

The best option to enable the capability of an organization to sustain the delivery of products and services within acceptable time frames and at predefined capacity during a disruption is B. Business continuity plan (BCP). This is because a BCP is a documented collection of procedures and information that guides the organization to prepare for, respond to, and recover from a disruption, such as a natural disaster, a cyberattack, or a pandemic. A BCP aims to ensure the continuity of the critical business functions and processes that support the delivery of products and services to the customers and stakeholders. A BCP also defines the roles, responsibilities, resources, and actions required to maintain the operational resilience of the organization in the face of a disruption.

References = CISM Review Manual 15th Edition, Chapter 4, Section 4.2.3, page 2141; CISM Review Questions, Answers & Explanations Manual 9th Edition, Question 6, page 3

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

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

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

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

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

The primary objective of implementing standard security configurations is to control vulnerabilities and reduce threats from changed configurations. Standard security configurations are the baseline settings and parameters that define the desired security level and functionality of information systems and devices. By implementing standard security configurations, the organization can ensure that the information systems and devices are configured in a consistent and secure manner, and that any deviations or changes from the standard are detected and corrected. This can help to prevent or mitigate potential security incidents caused by misconfigurations, unauthorized modifications, or malicious attacks.

The most effective course of action when employees are using free cloud storage services to store company data through their mobile devices is to assess the business need to provide a secure solution, such as a corporate-approved cloud service or a virtual desktop environment. Assessing the business need can help understand why employees are using free cloud storage services, what kind of data they are storing, and what are the security risks and requirements. Based on the assessment, the security manager can propose a secure solution that meets the business needs and complies with the BYOD policy. The other options, such as allowing the practice to continue, disabling remote access, or initiating remote wipe, may not address the underlying business need or may cause disruption or data loss. References:

https://www.digitalguardian.com/blog/byod-security-expert-tips-policy-mitigating-risks-preventing-breach

https://news.microsoft.com/en-xm/2021/03/18/how-to-have-secure-remote-working-with-a-byod-policy/

https://www.trendmicro.com/vinfo/us/security/news/cybercrime-and-digital-threats/-infosec-guide-bring-your-own-device-byod

The technical capabilities of the provider are the MOST important thing for an information security manager to verify when selecting a third-party forensics provider because they determine the quality, reliability, and validity of the forensic services and results that the provider can deliver. The technical capabilities of the provider include the skills, experience, and qualifications of the forensic staff, the methods, tools, and standards that the forensic staff use, and the facilities, equipment, and resources that the forensic staff have. The information security manager should verify that the technical capabilities of the provider match the forensic needs and expectations of the organization, such as the type, scope, and complexity of the forensic investigation, the legal and regulatory requirements, and the time and cost constraints12. The existence of a right-to-audit clause (A) is an important thing for an information security manager to verify when selecting a third-party forensics provider, but it is not the MOST important thing. A right-to-audit clause is a contractual provision that grants the organization the right to audit or review the performance, compliance, and security of the provider. A right-to-audit clause can help to ensure the accountability, transparency, and quality of the provider, as well as to identify and resolve any issues or disputes that may arise during or after the forensic service. However, a right-to-audit clause does not guarantee that the provider has the technical capabilities to conduct the forensic service effectively and efficiently12. The results of the provider’s business continuity tests (B) are an important thing for an information security manager to verify when selecting a third-party forensics provider, but they are not the MOST important thing. The results of the provider’s business continuity tests can indicate the ability and readiness of the provider to continue or resume the forensic service in the event of a disruption, disaster, or emergency. The results of the provider’s business continuity tests can help to assess the availability, resilience, and recovery of the provider, as well as to mitigate the risks of losing or compromising the forensic evidence or data. However, the results of the provider’s business continuity tests do not ensure that the provider has the technical capabilities to perform the forensic service accurately and professionally12. The existence of the provider’s incident response plan (D) is an important thing for an information security manager to verify when selecting a third-party forensics provider, but it is not the MOST important thing. The existence of the provider’s incident response plan can demonstrate the preparedness and capability of the provider to detect, report, and respond to any security incidents that may affect the forensic service or the organization. The existence of the provider’s incident response plan can help to protect the confidentiality, integrity, and availability of the forensic evidence or data, as well as to comply with the legal and contractual obligations. However, the existence of the provider’s incident response plan does not confirm that the provider has the technical capabilities to execute the forensic service competently and ethically12. References = 1: CISM Review Manual 15th Edition, page 310-3111; 2: A Risk-Based Management Approach to Third-Party Data Security, Risk and Compliance - ISACA2

The 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.

= The first step that the information security manager should recommend when learning of a new standard related to an emerging technology is to determine whether the organization can benefit from adopting the new standard. This involves evaluating the business objectives, needs, and requirements of the organization, as well as the potential advantages, disadvantages, and challenges of implementing the new technology and the new standard. The information security manager should also consider the alignment of the new standard with the organization’s existing policies, procedures, and standards, as well as the impact of the new standard on the organization’s information security governance, risk management, program, and incident management. By conducting a preliminary analysis of the feasibility, suitability, and desirability of the new standard, the information security manager can provide a sound basis for further decision making and planning.

References = CISM Review Manual, 16th Edition, Chapter 1: Information Security Governance, Section: Information Security Standards, page 391; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 43, page 412.

The business owner is the most appropriate person to own the risk associated with the failure of a privileged access control because they are ultimately responsible for the protection and use of the information in their business unit1. The data owner is responsible for determining the access rights for specific data sets, but not for the access control mechanisms2. The information security manager is responsible for implementing and enforcing the security policies and standards, but not for owning the risk3. The compliance manager is responsible for ensuring that the organization meets the regulatory requirements, but not for owning the risk3. References: 1 https://www.cyberark.com/resources/blog/how-do-you-prioritize-risk-for-privileged-access-management 3 https://www.isaca.org/resources/isaca-journal/issues/2017/volume-1/capability-framework-for-privileged-access-management 2 https://security.stackexchange.com/questions/218049/what-is-the-difference-between-data-owner-data-custodian-and-system-owner

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

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

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

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

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

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