Isaca CISM Practice Test - Questions Answers, Page 32

Key performance indicators (KPIs) are measurable values that demonstrate how effectively an organization is achieving its key objectives and goals. KPIs can help senior management understand the status of information security compliance by providing quantifiable and relevant data on the performance and progress of the information security program and processes. KPIs can also help senior management to evaluate the effectiveness and efficiency of the information security controls and activities, identify strengths and weaknesses, and make informed decisions and adjustments. KPIs should be aligned with the organization's strategy, vision, and mission, and should be SMART (specific, measurable, achievable, relevant, and time-bound). Some examples of information security KPIs are: percentage of compliance with policies and standards, number of security incidents and breaches, mean time to detect and respond to incidents, percentage of systems and applications patched, number of security awareness trainings completed, etc.

Industry benchmarks, business impact analysis (BIA) results, and risk assessment results are not the most useful to help senior management understand the status of information security compliance, although they may provide some useful information or insights. Industry benchmarks are comparative measures of the performance or practices of other organizations in the same industry or sector. Industry benchmarks can help senior management to compare and contrast their own information security performance or practices with those of their peers or competitors, and identify gaps or opportunities for improvement. However, industry benchmarks may not reflect the specific goals, needs, or context of the organization, and may not be readily available or reliable. Business impact analysis (BIA) results are the outcomes of the process of analyzing the potential impacts of disruptive events on the organization's critical business functions and processes. BIA results can help senior management to understand the dependencies, priorities, and recovery objectives of the organization's business functions and processes, and to plan for business continuity and disaster recovery. However, BIA results do not directly measure or indicate the status of information security compliance, and may not be updated or accurate. Risk assessment results are the outcomes of the process of identifying, analyzing, and evaluating the information security risks that the organization faces. Risk assessment results can help senior management to understand the sources, causes, and consequences of information security risks, and to determine the appropriate risk responses and controls.However, risk assessment results do not directly measure or indicate the status of information security compliance, and may vary depending on the risk assessment methodology, criteria, and frequency.Reference= CISM Review Manual, 16th Edition, pages 47-481, 54-551, 69-701, 72-731; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 832

Key performance indicators (KPIs) are metrics that measure the effectiveness and ef-ficiency of information security processes and activities. They help senior manage-ment understand the status of information security compliance by providing relevant, timely and accurate information on the performance of security controls, the level of risk exposure, the return on security investment and the progress toward security ob-jectives. KPIs can also be used to benchmark the organization's security performance against industry standards or best practices. KPIs should be aligned with the organiza-tion's strategic goals and risk appetite, and should be reported regularly to senior man-agement and other stakeholders.

* 1 Key Performance Indicators for Security Governance, Part 1 - ISACA

* 2 Key Performance Indicators for Security Governance, Part 2 - ISACA

* 3 Compliance Metrics and KPIs For Measuring Compliance Effectiveness - Reciprocity

* 4 14 Cybersecurity Metrics + KPIs You Must Track in 2023 - UpGuard

An information security manager is assisting in the development of the request for proposal (RFP) for a new outsourced service. This will require the third party to have access to critical business information. The security manager should focus primarily on defining security requirements for the process being outsourced. Security requirements are the specifications of what needs to be done to protect the information assets from unauthorized access, use, disclosure, modification, or destruction. Security requirements should be aligned with the organization's risk appetite and business objectives, and should cover both technical and organizational aspects of the service delivery. Security requirements should also be clear, concise, measurable, achievable, realistic, and testable.Reference= CISM Review Manual (Digital Version), Chapter 3: Information Security Risk Management, Section 3.1: Risk Identification, p.115-1161. CISM Review Manual (Print Version), Chapter 3: Information Security Risk Management, Section 3.1: Risk Identification, p.115-1162. CISM ITEM DEVELOPMENT GUIDE, Domain 3: Information Security Program Development and Management, Task Statement 3.1, p.193.

Security requirements for the process being outsourced are the specifications and standards that the third party must comply with to ensure the confidentiality, integrity and availability of the critical business information. They define the roles and responsi-bilities of both parties, the security controls and measures to be implemented, the se-curity objectives and expectations, the security risks and mitigation strategies, and the security monitoring and reporting mechanisms. Security requirements are essential to protect the information assets of the organization and to establish a clear and en-forceable contractual relationship with the third party.

* 1 Outsourcing Strategies for Information Security: Correlated Losses and Security Exter-nalities - SpringerLink

* 2 What requirements must outsourcing services comply with for the European market? - CBI

* 3 Outsourcing cybersecurity: What services to outsource, what to keep in house - Infosec Institute

* 4 BCFSA outsourcing and information security guidelines - BLG

The effective execution of an incident response plan depends largely on the competence and readiness of the response team, who are responsible for carrying out the tasks and activities defined in the plan. Therefore, the best way to facilitate the effective execution of an incident response plan is to ensure that the response team is trained on the plan, and that they are familiar with their roles, responsibilities, procedures, and tools. Training the response team on the plan will also help to improve their confidence, communication, coordination, and collaboration during an incident response. The other options are not the best ways to facilitate the effective execution of an incident response plan, although they may be important factors for developing or improving the plan. The plan should be based on risk assessment results and industry best practice, but these do not guarantee that the plan will be executed effectively.The incident response plan should align with the IT disaster recovery plan, but this does not ensure that the response team is prepared and capable of executing the plan.Reference= CISM Review Manual, 16th Edition, page 1031

The best way to facilitate the effective execution of an incident response plan is to ensure that the response team is trained on the plan. An incident response plan is a set of instructions that defines the roles, responsibilities, procedures, and tools for detecting, responding to, and recovering from security incidents. An incident response team is a group of individuals that are assigned to perform specific tasks and activities during an incident response process. The response team may include security analysts, IT staff, legal counsel, public relations, and other stakeholders. To execute an incident response plan effectively, the response team needs to be trained on the plan, which means they need to be familiar with the following aspects of the plan: The scope and objectives of the plan The roles and responsibilities of each team member The communication and escalation protocols The incident classification and prioritization criteria The incident response procedures and tools The incident documentation and reporting requirements The incident review and improvement processes By training the response team on the plan, the organization can ensure that the team members are prepared and confident to handle any security incidents that may occur, and that they can perform their tasks efficiently and consistently. The other options are not the best way to facilitate the effective execution of an incident response plan, although they may be some steps or outcomes of the process. The plan being based on risk assessment results is a desirable practice, as it ensures that the plan is aligned with the organization's risk profile and addresses the most relevant and likely threats and vulnerabilities. However, it does not guarantee that the plan will be executed effectively unless the response team is trained on the plan. The plan being based on industry best practice is a desirable practice, as it ensures that the plan follows established standards and guidelines for incident response. However, it does not guarantee that the plan will be executed effectively unless the response team is trained on the plan. The incident response plan aligning with the IT disaster recovery plan (DRP) is a desirable practice, as it ensures that the plans are consistent and coordinated in terms of objectives, scope, roles, procedures, and tools. However, it does not guarantee that the plan will be executed effectively unless the response team is trained on the plan

The severity hierarchy for information security incident classification should be based on the potential or actual impact of the incident on the business objectives, operations, reputation, and stakeholders. The adverse effects on the business can be measured by criteria such as financial loss, operational disruption, legal liability, regulatory compliance, customer satisfaction, and public confidence. The other options are not the primary basis for a severity hierarchy, although they may be considered as secondary factors or consequences of an incident

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 best course of action for the information security manager to support the initiative of leveraging popular social network platforms to promote the organization's products and services is to assess the security risk associated with the use of social networks. Security risk assessment is a process of identifying, analyzing, and evaluating the potential threats and vulnerabilities that may affect the confidentiality, integrity, and availability of information assets and systems. By conducting a security risk assessment, the information security manager can provide valuable input to the decision-making process regarding the benefits and costs of using social networks, as well as the appropriate security controls and mitigation strategies to reduce the risk to an acceptable level. The other options are not the best course of action, although they may be part of the security risk management process. Establishing processes to publish content on social networks is an operational task that should be performed after assessing the security risk and implementing the necessary controls. Conducting vulnerability assessments on social network platforms is a technical activity that may not be feasible or effective, as the organization does not have control over the platforms' infrastructure and configuration. Developing security controls for the use of social networks is a preventive measure that should be based on the results of the security risk assessment and aligned with the organization's risk appetite and tolerance

The information security manager's PRIMARY focus in this situation should be establishing a strong ongoing risk monitoring process, which is the process of tracking and evaluating the changes in the risk environment, the effectiveness of the risk responses, and the impact of the residual risk on the organization. A strong ongoing risk monitoring process can help the information security manager to identify any deviations from the expected risk level, to report any significant changes or issues to the risk owner and other stakeholders, and to recommend any adjustments or improvements to the risk management strategy. Presenting the risk profile for approval by the risk owner is not the primary focus in this situation, as it is a step that should be done before the risk owner accepts the risk, not after. Conducting an independent review of risk responses is not the primary focus in this situation, as it is a quality assurance activity that can be performed by an external auditor or a third-party expert, not by the information security manager.Updating the information security standards to include the accepted risk is not the primary focus in this situation, as it is a documentation activity that does not address the ongoing monitoring and reporting of the risk.Reference= CISM Review Manual, 16th Edition, page 2281; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 1022

The information security manager's primary focus during the development of a critical system storing highly confidential data should be ensuring the amount of residual risk is acceptable. Residual risk is the level of cyber risk remaining after all the security controls are accounted for, any threats have been addressed and the organization is meeting security standards. It's the risk that slips through the cracks of the system. For a critical system storing highly confidential data, the residual risk should be as low as possible, and within the organization's risk appetite and tolerance. The information security manager should monitor and review the residual risk throughout the system development life cycle, and ensure that it is communicated and approved by the appropriate stakeholders. The other options are not the primary focus, although they may be part of the security objectives and activities. Reducing the number of vulnerabilities detected is a desirable outcome, but it does not necessarily mean that the residual risk is acceptable, as some vulnerabilities may have a higher impact or likelihood than others. Avoiding identified system threats is a preventive measure, but it does not account for unknown or emerging threats that may pose a residual risk to the system. Complying with regulatory requirements is a mandatory obligation, but it does not guarantee that the residual risk is acceptable, as regulations may not cover all aspects of security or reflect the specific context and needs of the organization.

A brute force attack is a type of cyberattack that attempts to gain unauthorized access to an account, file, or other protected information by trying different combinations of usernames and passwords until finding the correct one. Brute force attacks can be very effective if the target system has weak or default passwords, or if the attacker has access to a large number of potential credentials. To mitigate this risk, an organization should implement multi-factor authentication (MFA) for its critical systems. MFA is a security method that requires users to provide more than one piece of evidence to verify their identity before accessing a system or service. For example, MFA can involve using a password in addition to a code sent to a phone or email, or using a biometric factor such as a fingerprint or face scan. MFA can significantly reduce the impact of brute force attacks by making it harder for attackers to guess or obtain valid credentials, and by increasing the time and effort required for them to compromise the system.Reference= CISM Review Manual (Digital Version), Chapter 3: Information Security Risk Management, Section 3.1: Risk Identification, p.115-1161. CISM Review Manual (Print Version), Chapter 3: Information Security Risk Management, Section 3.1: Risk Identification, p.115-1162. CISM ITEM DEVELOPMENT GUIDE, Domain 3: Information Security Program Development and Management, Task Statement 3.1, p.193.