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Intelligent middleware enables dynamic rerouting and automated load balancing, which is crucial for high availability. This minimizes downtime and ensures continuity without manual intervention.

“Middleware solutions can provide automated failover capabilities, improving system resilience and availability.”

— CISM Review Manual 15th Edition, Chapter 3: Program Development and Management, Section: Availability and Resilience*

Manual failover and cold sites introduce delays, which are not suitable for e-business environments requiring near-zero downtime.

When security is embedded in organizational culture, it becomes a shared responsibility, increasing adherence and effectiveness.

“A security-aware culture is a key component of an effective security program because it encourages responsible behavior and supports ongoing risk management.”

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

ISACA’s practice questions identify security culture as the foundational element impacting the organization’s entire security posture.

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

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

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

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

= 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.

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

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

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

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

Risk assessment is the BEST input to a business case for a technical solution to address potential system vulnerabilities, because it helps to identify and prioritize the most critical risks that the solution should mitigate or reduce. Risk assessment also helps to evaluate the costs and benefits of the solution in terms of reducing the likelihood and impact of potential threats and incidents.

References =

CISM Review Manual, 16th Edition, ISACA, 2020, p. 47: “Risk assessment is the process of identifying and analyzing information security risks and determining their potential impact on the enterprise’s business objectives.”

CISM Review Manual, 16th Edition, ISACA, 2020, p. 48: “Risk assessment provides input to the business case for information security investments by identifying and prioritizing the most critical risks that need to be addressed and evaluating the costs and benefits of the proposed solutions.”

The organization’s risk tolerance is the most important factor to consider when choosing a shared alternate location for computing facilities, as it determines the acceptable level of risk exposure and the required recovery time objective (RTO) for the organization. A shared alternate location is a facility that is used by multiple organizations for disaster recovery purposes, and it may have limited resources, availability, and security. Therefore, the organization must assess its risk tolerance and ensure that the shared alternate location can meet its recovery requirements and protect its information assets.

References = CISM Review Manual, 27th Edition, Chapter 4, Section 4.3.2, page 2291; CISM Online Review Course, Module 4, Lesson 3, Topic 22; BCMpedia, Alternate Site3

Encryption tools and personal data are the most often associated with legal issues in the context of transborder flow of technology-related items because they involve the protection of privacy and security of individuals and organizations across different jurisdictions, and may be subject to different laws and regulations that govern their access, use, or transfer. Website transactions and taxation are not very often associated with legal issues in this context because they involve the exchange of goods and services and the collection of taxes across different jurisdictions, which may not be directly related to technology transfer or data flow. Software patches and corporate data are not very often associated with legal issues in this context because they involve the maintenance and improvement of software functionality and the management and sharing of business information, which may not be directly related to technology transfer or data flow. Lack of competition and free trade are not very often associated with legal issues in this context because they involve the market structure and trade policies of different jurisdictions, which may not be directly related to technology transfer or data flow. References: https://www.oecd-ilibrary.org/science-and-technology/oecd-declaration-on-transborder-data-flows_230240624407 https://legalinstruments.oecd.org/public/doc/108/108.en.pdf

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

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

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

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

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

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

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

The Recovery Time Objective (RTO) specifies the maximum acceptable downtime before operations must resume. A 30-minute requirement directly defines the RTO for those systems.

“RTO defines the duration within which systems must be restored following an outage to prevent unacceptable business impact.”

— CISM Review Manual 15th Edition, Chapter 3: Business Continuity Planning, Section: Continuity Metrics*

 Information security governance (ISG) 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 through adherence to policies and internal controls, and provide assignment of responsibility, all in an effort to manage risk1. Effective ISG ensures that information security is integrated into corporate governance and is considered an essential component of enterprise governance2. Information security is not just the responsibility of the information security team, but of all stakeholders in the organization3. Information security controls are not assigned to risk owners, but to control owners who are accountable for implementing and maintaining the controls4. Information security governance is not based on an external security framework, but on the organization’s own objectives, risk appetite, and compliance requirements. References = 1: CISM Review Manual (Digital Version), page 3 2: CISM Review Manual (Digital Version), page 4 3: CISM Review Manual (Digital Version), page 5 4: CISM Review Manual (Digital Version), page 14 : CISM Review Manual (Digital Version), page 16

= An information security manager should contact the information owner after the incident has been confirmed, as this is the point when the impact and severity of the incident can be assessed and communicated. The information owner is responsible for the business value and use of the information and should be involved in the decision making process regarding the incident response. Contacting the information owner after the incident has been mitigated or contained may be too late, as the information owner may have different priorities or expectations than the security team. Contacting the information owner after the potential incident has been logged may be premature, as the incident may turn out to be a false positive or a minor issue that does not require the information owner’s attention. References = 1: CISM Review Manual, 16th Edition by Isaca (Author), page 292.

 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 metrics for reporting to the information security strategy committee is D. Aligning the metrics with the organizational culture. This is because the metrics should reflect the values, beliefs, and behaviors of the organization and its stakeholders, and support the achievement of the strategic objectives and goals. The metrics should also be relevant, meaningful, and understandable for the intended audience, and provide clear and actionable information for decision making. The metrics should not be too technical, complex, or ambiguous, but rather focus on the key aspects of information security performance, such as risk, compliance, maturity, value, and effectiveness.

References = CISM Review Manual 15th Edition, Chapter 1, Section 1.3.2, page 281; CISM Review Questions, Answers & Explanations Manual 9th Edition, Question 5, page 3