Pass the Isaca Isaca Certification CISM Questions and answers with CertsForce

Assigning a risk owner is the best way to ensure a risk response plan will be developed and executed in a timely manner, because a risk owner is responsible for monitoring, controlling, and reporting on the risk, as well as implementing the appropriate risk response actions. A risk owner should have the authority, accountability, and resources to manage the risk effectively. Establishing risk metrics, training on risk management procedures, and reporting on documented deficiencies are all important aspects of risk management, but they do not guarantee that a risk response plan will be executed promptly and properly. Risk metrics help to measure and communicate the risk level and performance, but they do not assign any responsibility or action. Training on risk management procedures helps to increase the awareness and competence of the staff involved in risk management, but it does not ensure that they will follow the procedures or have the authority to do so. Reporting on documented deficiencies helps to identify and communicate the gaps and weaknesses in the risk management process, but it does not provide any solutions or corrective actions. References = CISM Review Manual, 16th Edition, ISACA, 2021, pages 125-126, 136-137.

Management support is the factor that has the greatest influence on the successful implementation of information security strategy goals. Management support refers to the commitment and involvement of senior executives and other key stakeholders in defining, approving, funding, and overseeing the information security strategy. Management support is essential for aligning the information security strategy with the business objectives, ensuring adequate resources and budget, fostering a security-aware culture, and enforcing accountability and compliance. According to ISACA, management support is one of the critical success factors for information security governance1. The other options are not factors that influence the successful implementation of information security strategy goals, but rather outcomes or components of the information security strategy. Regulatory requirements are external obligations that the information security strategy must comply with2. Compliance acceptance is the degree to which the organization adheres to the information security policies and standards3. Budgetary approval is the process of allocating financial resources for the information security activities and initiatives4. References: 2: Information Security: Goals, Types and Applications - Exabeam 3: How to develop a cybersecurity strategy: Step-by-step guide 4: Information Security Goals And Objectives 1: The Importance of Building an Information Security Strategic Plan

The best thing to include in a business case when the return on investment (ROI) for an information security initiative is difficult to calculate is an estimated reduction in risk. Risk reduction is the expected benefit of implementing an information security initiative, as it reduces the likelihood and impact of threats and vulnerabilities that may affect the organization’s information assets and systems. By estimating the reduction in risk, the information security manager can demonstrate the value and benefits of the information security initiative to the organization’s performance, reputation, and competitiveness. The information security manager can also compare the estimated reduction in risk with the estimated cost of the information security initiative to determine its cost-effectiveness and feasibility. The other options are not the best thing to include in a business case, although they may be some inputs or outputs of the risk assessment process. A projected increase in maturity level is a potential outcome of implementing an information security initiative, as it improves the organization’s capabilities and processes for managing information security risks. However, it does not necessarily reflect the actual reduction in risk or the ROI of the information security initiative. A projected cost over time is a component of calculating the ROI of an information security initiative, as it reflects the total cost of ownership and maintenance of the initiative. However, it does not indicate the expected benefit or value of the initiative. An estimated increase in efficiency is a possible benefit of implementing an information security initiative, as it may enhance the organization’s productivity and performance. However, it may not be directly related to the reduction in risk or the ROI of the information security initiative.

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 service provider is a third-party supplier that provides IT services or products to an organization. A service provider should comply with the organization’s information security requirements, such as policies, standards, procedures, and controls, to ensure the confidentiality, integrity, and availability of the organization’s data and systems. The best way to provide an information security manager with sufficient assurance that a service provider complies with the organization’s information security requirements is to have the ability to audit the third-party supplier’s IT systems and processes. An audit is a systematic and independent examination of evidence to determine the degree of conformity to predetermined criteria. An audit can verify the effectiveness and efficiency of the service provider’s security controls, identify any gaps or weaknesses, and provide recommendations for improvement. An audit can also ensure that the service provider adheres to the contractual obligations and service level agreements (SLAs) with the organization. Therefore, option B is the most appropriate answer.

Option A is not the best answer because a live demonstration of the third-party supplier’s security capabilities may not be comprehensive, objective, or reliable. A live demonstration may only show the positive aspects of the service provider’s security, but not reveal any hidden or potential issues. A live demonstration may also be subject to manipulation or deception by the service provider.

Option C is not the best answer because third-party security control self-assessment (CSA) results may not be accurate, complete, or consistent. A self-assessment is a process where the service provider evaluates its own security controls against a set of criteria or standards. A self-assessment may be biased, subjective, or incomplete, as the service provider may not disclose or report all the relevant information or issues. A self-assessment may also vary in quality and scope depending on the service provider’s expertise, resources, and methodology.

Option D is not the best answer because an independent review report indicating compliance with industry standards may not be sufficient or specific for the organization’s information security requirements. An independent review is a process where an external party evaluates the service provider’s security controls against a set of industry standards or best practices, such as ISO/IEC 27001, NIST CSF, PCI DSS, etc. An independent review report may provide a general overview of the service provider’s security posture, but not address the organization’s unique or specific security needs, risks, or expectations. An independent review report may also be outdated, limited, or generic, as the industry standards or best practices may not reflect the current or emerging security threats or trends. References = CISM Review Manual 15th Edition1, pages 257-258; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, QID 301.

An independent review report indicating compliance with industry standards BEST provides an information security manager with sufficient assurance that a service provider complies with the organization’s information security requirements. This is because an independent review report is an objective and reliable source of evidence that the service provider has implemented and maintained effective security controls that meet the industry standards and best practices. An independent review report can also provide assurance that the service provider has addressed any gaps or weaknesses identified in previous audits or assessments.

Data owners are responsible for determining the classification of data based on its sensitivity, value, and business impact. They understand the context in which the data is used and can best evaluate its importance and risk profile.

“Data owners are responsible for defining the classification and protection requirements of their data.”

— CISM Review Manual 15th Edition, Chapter 2: Information Risk Management, Section: Data Classification Roles*

The ISO may assist in developing the classification scheme, but the final responsibility lies with the data owner.

The most important consideration when selecting a SaaS vendor for a business process is whether the vendor’s information security certification is issued for the specific scope of the service that the organization needs. A certification that covers the entire vendor organization or a different service may not be relevant or sufficient for the organization’s security requirements. The certification should also include industry-recognized security controls, be issued within a reasonable time frame, and be easily verified, but these are not as critical as the scope.

References = CISM Review Manual, 16th Edition, page 1841; 5 Top SaaS Security Certifications for SaaS Providers

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.

The primary reason to assign a risk owner in an organization is to ensure accountability for the risk and its treatment. A risk owner is a person or entity that has the authority and responsibility to manage a specific risk and to implement the appropriate risk response actions. By assigning a risk owner, the organization can ensure that the risk is monitored, reported, and controlled in accordance with the organization’s risk appetite and tolerance.

A single point of contact within the organization is the most important element to include when incorporating media communication procedures into the security incident communication plan because it helps to ensure a consistent and accurate message to the public and avoid confusion or misinformation. A single point of contact is a designated person who is authorized and trained to communicate with the media on behalf of the organization during a security incident. The single point of contact should coordinate with the incident response team, senior management, legal counsel, and public relations to prepare and deliver timely and appropriate statements to the media, as well as to respond to any inquiries or requests. A single point of contact also helps to prevent unauthorized or conflicting disclosures from other employees or stakeholders that may harm the organization’s reputation or legal position. Therefore, a single point of contact within the organization is the correct answer.

Data encryption standards are the best information security initiative for creating an enterprise strategy for protecting data across multiple data repositories and different departments because they help to ensure the confidentiality, integrity, and availability of data in transit and at rest. Data encryption is a process of transforming data into an unreadable format using a secret key or algorithm, so that only authorized parties can access and decrypt it. Data encryption standards are the rules or specifications that define how data encryption should be performed, such as the type, strength, and mode of encryption, the key management and distribution methods, and the compliance requirements. Data encryption standards help to protect data from unauthorized access, modification, or theft, as well as to meet the regulatory obligations for data privacy and security. Therefore, data encryption standards are the correct answer.

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 most important thing to include in the vendor selection criteria when procuring security services from a third-party vendor is B. Alignment of the vendor’s business objectives with enterprise security goals. This is because the vendor should be able to understand and support the enterprise’s security vision, mission, strategy, and policies, and provide services that are consistent and compatible with them. The vendor should also be able to demonstrate how their services add value, reduce risk, and enhance the performance and maturity of the enterprise’s information security program. The alignment of the vendor’s business objectives with enterprise security goals can help to ensure a successful and long-term partnership, and avoid any conflicts, gaps, or issues that may arise from misalignment or divergence.

The vendor should be able to understand and support the enterprise’s security vision, mission, strategy, and policies, and provide services that are consistent and compatible with them. (From CISM Manual or related resources)

References = CISM Review Manual 15th Edition, Chapter 3, Section 3.2.1, page 1341; Third-Party Vendor Selection: If Done Right, It’s a Win-Win2; Vendor Selection Criteria: Key Factors in Procurement Success3

The best first step is to evaluate and prioritize the risk to determine the appropriate treatment strategy before implementing mitigation.

“Once risks are identified, they should be evaluated and prioritized to determine the best response (mitigation, transfer, acceptance, or avoidance).”

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

ISACA practice questions confirm the need for evaluation and prioritization before taking further action.

Reputational damage is often intangible, subjective, and hard to quantify, making it the most challenging aspect to measure.

“Reputation impact is difficult to quantify and may have long-term effects that are not immediately apparent.”

— CISM Review Manual 15th Edition, Chapter 4: Incident Management, Section: Post-incident Analysis*

ISACA practice questions highlight that reputational damage is uniquely challenging to measure accurately.

 An information security strategy is the most important element to have in place as a basis for developing an effective information security program that supports the organization’s business goals. An information security strategy is a high-level plan that defines the vision, mission, objectives, scope, and principles of information security for the organization1. It also aligns the information security program with the organization’s strategy, culture, risk appetite, and governance framework2. An information security strategy provides the direction, guidance, and justification for the information security program, and ensures that the program is consistent, coherent, and comprehensive3. An information security strategy also helps to prioritize the information security initiatives, allocate the resources, and measure the performance and value of the information security program4.

The other options are not as important as an information security strategy, because they are either derived from or dependent on the strategy. Metrics are used to drive the information security program, but they need to be based on the strategy and aligned with the goals and objectives of the program. Information security policies are the rules and standards that implement the information security strategy and define the expected behavior and responsibilities of the stakeholders. A defined security organizational structure is the way the information security roles and functions are organized and coordinated within the organization, and it should reflect the strategy and the governance model. References = 1: CISM Review Manual 15th Edition, Chapter 1, Section 1.1 2: CISM Review Manual 15th Edition, Chapter 1, Section 1.2 3: CISM Review Manual 15th Edition, Chapter 1, Section 1.3 4: CISM Review Manual 15th Edition, Chapter 1, Section 1.4 : CISM Review Manual 15th Edition, Chapter 1, Section 1.5 : CISM Review Manual 15th Edition, Chapter 1, Section 1.6 : CISM Review Manual 15th Edition, Chapter 1, Section 1.7

The first step is to invoke the incident response plan to ensure a systematic, controlled, and compliant response to the security incident.

“The incident response plan should be activated immediately to investigate, contain, and resolve incidents of unauthorized access.”

— CISM Review Manual 15th Edition, Chapter 4: Incident Management, Section: Incident Response Plan Execution*

ISACA practice questions also reinforce that invoking the incident response plan is the essential first response to contain the breach.

 Defining security strategies to support organizational programs is a primary responsibility of the information security governance function, as it involves providing strategic direction for security activities and ensuring that objectives are achieved. According to ISACA, information security governance is a subset of corporate governance that provides guidance for aligning information security with business objectives, managing information security risks, and using information resources responsibly12.

References = CISM Review Manual, 27th Edition, Chapter 4, Section 4.1.1, page 2131; CISM Online Review Course, Module 4, Lesson 1, Topic 12

A capability maturity model evaluation is the best way to determine the gap between the present and desired state of an information security program because it provides a systematic and structured approach to assess the current level of maturity of the information security processes and practices, and compare them with the desired or target level of maturity that is aligned with the business objectives and requirements. A capability maturity model evaluation can also help to identify the strengths and weaknesses of the information security program, prioritize the improvement areas, and develop a roadmap for achieving the desired state.

References = Information Security Architecture: Gap Assessment and Prioritization, CISM Review Manual 15th Edition