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= 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

To effectively manage an organization’s information security risk, it is most important to establish and communicate risk tolerance, which is the level of risk that the organization is willing to accept or bear. By establishing and communicating risk tolerance, the organization can align its risk management strategy and objectives with its business goals and values, and ensure that the risk management activities and decisions are consistent and appropriate across the organization.

Program metrics measure the effectiveness of governance processes and provide a basis for continuous improvement and informed decision-making.

“Metrics are essential for evaluating governance performance, demonstrating effectiveness, and identifying areas for improvement.”

— CISM Review Manual 15th Edition, Chapter 1: Information Security Governance, Section: Monitoring and Metrics*

ISACA’s practice questions confirm that program metrics are key to evaluating governance effectiveness.

The control owner is the individual accountable for implementing and managing specific controls that mitigate risks. While the risk owner is responsible for the overall risk and decision-making, it is the control owner who ensures the selected mitigation is effectively implemented and maintained.

“The control owner is responsible for ensuring that the control is properly designed, implemented, and operating effectively.”

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

ISACA practice questions stress this distinction: the control owner is tasked with the execution of mitigation strategies.

Involving functional managers in program development is the most essential element of an information security program, because they are responsible for ensuring that the information security policies, standards, and procedures are implemented and enforced within their respective business units. They also provide input and feedback on the information security requirements, risks, and controls that affect their operations and objectives.

References =

CISM Review Manual, 16th Edition, ISACA, 2020, p. 37: “Functional managers are responsible for ensuring that the information security policies, standards, and procedures are implemented and enforced within their respective business units.”

CISM Review Manual, 16th Edition, ISACA, 2020, p. 38: “Functional managers should be involved in the development of the information security program to provide input and feedback on the information security requirements, risks, and controls that affect their operations and objectives.”

Entering identified risks into the organization's risk register ensures that they are documented, tracked, assigned, and addressed. Without recording in the risk register, there’s no formal mechanism to manage, treat, or monitor the risk.

“The risk register is the central repository for tracking all known risks, their status, and treatment plans.”

— CISM Review Manual 15th Edition, Chapter 2: Information Risk Management, Section: Risk Response and Risk Register*

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

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

After an intrusion has been detected and contained, the system should be recovered to a known and trusted state. The best practice for ensuring the integrity of the recovered system is to install the OS, patches, and application from the original source, such as the vendor’s website or media. This way, any malicious code or backdoors that may have been inserted by the intruder can be eliminated. Restoring the OS, patches, and application from a backup may not guarantee the integrity of the system, as the backup may have been compromised or outdated. Restoring the application and data from a forensic copy may preserve the evidence of the intrusion, but it may also reintroduce the vulnerability or malware that allowed the intrusion in the first place. Removing all signs of the intrusion from the OS and application may not be sufficient or feasible, as the intruder may have made subtle or hidden changes that are difficult to detect or undo.

References =

ISACA, CISM Review Manual, 16th Edition, 2020, page 2401

ISACA, CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, 2020, question ID 2132

The BEST practice for ensuring the integrity of the recovered system after an intrusion is to restore the OS, patches, and application from a backup. This will ensure that the system is in a known good state, without any potential residual malicious code or changes from the intrusion. Restoring from a backup also enables the organization to revert to a previous configuration that has been tested and known to be secure. This step should be taken prior to conducting a thorough investigation and forensic analysis to determine the cause and extent of the intrusion.

Log monitoring (B) directly addresses the risk of a system failing to detect a breach by enabling continuous visibility into system activity, anomalies, and indicators of compromise. CISM emphasizes detection as a critical component of incident management, with log review and monitoring serving as primary detective controls. User access reviews (A) are preventive and periodic, not real-time. Vulnerability scanning (C) identifies weaknesses but does not detect active breaches. Security control testing (D) validates control design and effectiveness but does not provide ongoing breach detection. Effective log monitoring reduces mean time to detect incidents and limits business impact.

 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

 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 most important consideration is the current security awareness level of employees (C). CISM emphasizes that culture change must start from an understanding of current behaviors, attitudes, and knowledge gaps. Benchmarking (A), regulations (B), and formal frameworks (D) provide structure, but culture is driven by people. Tailoring initiatives to the existing awareness level increases adoption and effectiveness, leading to sustainable risk reduction.

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

 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.

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.

Conducting a meeting to capture lessons learned is the next step after an incident management team leader sends out a notification that the organization has successfully recovered from a cyberattack because it helps to identify the strengths and weaknesses of the current incident response plan, capture the feedback and recommendations from the incident responders and stakeholders, and implement the necessary improvements and corrective actions for future incidents. Preparing an executive summary for senior management is not the next step, but rather a subsequent step that involves reporting the incident details, impact, and resolution to the senior management. Gathering feedback on business impact is not the next step, but rather a concurrent step that involves assessing the extent and severity of the damage or disruption caused by the incident. Securing and preserving digital evidence for analysis is not the next step, but rather a previous step that involves collecting and documenting the relevant data or artifacts related to the incident. 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