Isaca CISM Certified Information Security Manager Exam Practice Test

Answer : D

The best way to achieve compliance with new global regulations related to the protection of personal information is to determine the current and desired state of controls, as this helps the information security manager to identify the gaps and requirements for compliance, and to prioritize and implement the necessary actions and measures to meet the regulatory standards. The current state of controls refers to the existing level of protection and compliance of the personal information, while the desired state of controls refers to the target level of protection and compliance that is required by the new regulations. By comparing the current and desired state of controls, the information security manager can assess the maturity and effectiveness of the information security program, and plan and execute a risk treatment plan to address the risks and issues related to the protection of personal information.Executing a risk treatment plan, reviewing contracts and statements of work (SOWs) with vendors, and implementing data regionalization controls are also important, but not as important as determining the current and desired state of controls, as they are dependent on the outcome of the gap analysis and the risk assessment, and may not be sufficient or appropriate to achieve compliance with the new regulations.Reference= CISM Review Manual 2023, page 491; CISM Review Questions, Answers & Explanations Manual 2023, page 352; ISACA CISM - iSecPrep, page 203

Answer : C

Results from a gap analysis would provide the most useful information for planning purposes when preparing an action plan to achieve compliance with local regulatory requirements by an established deadline. A gap analysis is an assessment of the difference between an organization's current state of compliance and its desired level or standard. It is a process used to identify potential areas for improvement by comparing actual performance with expected performance. A gap analysis can help to prioritize the actions needed to close the gaps and comply with the regulatory requirements, as well as to estimate the resources and time required for each action1. The other options are not as useful as results from a gap analysis for planning purposes when preparing an action plan to achieve compliance with local regulatory requirements by an established deadline. Deadlines and penalties for noncompliance are important factors to consider, but they do not provide information on how to achieve compliance or what actions are needed2. Results from a business impact analysis (BIA) are useful for identifying the critical processes and assets that need to be protected, but they do not provide information on how to comply with the regulatory requirements or what actions are needed3. An inventory of security controls currently in place is useful for assessing the current state of compliance, but it does not provide information on how to comply with the regulatory requirements or what actions are needed4. Reference: 3: Business impact analysis (BIA) - Wikipedia 2: Compliance Gap Analysis & Effectiveness Evaluation | SMS 1: What is Gap Analysis in Compliance | Scytale 4: Gap Analysis & Risk Assessment --- Riddle Compliance

Answer : D

Answer : B

= The most important consideration when developing a multi-year plan for information security is to ensure alignment with the plans of other business units. Alignment means that the information security plan supports and enables the achievement of the business objectives, strategies, and priorities of the organization and its various units.Alignment also means that the information security plan is consistent and compatible with the plans of other business units, and that it addresses the needs, expectations, and requirements of the relevant stakeholders1.

By ensuring alignment with the plans of other business units, the information security manager can achieve the following benefits1:

Increase the value and effectiveness of information security: By aligning the information security plan with the business goals and drivers, the information security manager can demonstrate the value and contribution of information security to the organization's performance, growth, and competitiveness. The information security manager can also ensure that the information security plan addresses the most critical and relevant risks and opportunities for the organization and its units, and that it provides adequate and appropriate protection and support for the organization's assets, processes, and activities.

Enhance the communication and collaboration with other business units: By aligning the information security plan with the plans of other business units, the information security manager can enhance the communication and collaboration with the other business unit leaders and managers, who are the key stakeholders and partners in information security. The information security manager can also solicit and incorporate their input, feedback, and suggestions into the information security plan, and provide them with timely and relevant information, guidance, and support. The information security manager can also foster a culture of trust, respect, and cooperation among the different business units, and promote a shared vision and commitment to information security.

Optimize the use and allocation of resources for information security: By aligning the information security plan with the plans of other business units, the information security manager can optimize the use and allocation of resources for information security, such as budget, staff, time, or technology. The information security manager can also avoid duplication, conflict, or waste of resources among the different business units, and ensure that the information security plan is feasible, realistic, and sustainable. The information security manager can also leverage the resources and capabilities of other business units to enhance the information security plan, and provide them with the necessary resources and capabilities to implement and maintain the information security plan.

The other options are not the most important consideration when developing a multi-year plan for information security, as they are less strategic, comprehensive, or impactful than ensuring alignment with the plans of other business units. Ensuring contingency plans are in place for potential information security risks is an important component of the information security plan, but it is not the most important consideration, as it focuses on the reactive and preventive aspects of information security, rather than the proactive and enabling aspects. Allowing the information security program to expand its capabilities is an important objective of the information security plan, but it is not the most important consideration, as it depends on the availability and suitability of the resources, technologies, and opportunities for information security, and it may not align with the organization's needs, priorities, or constraints.Demonstrating projected budget increases year after year is an important outcome of the information security plan, but it is not the most important consideration, as it reflects the cost and demand of information security, rather than the value and benefit of information security, and it may not be justified or supported by the organization's financial situation or expectations1.Reference=CISM Domain 1: Information Security Governance (ISG) [2022 update],CISM Domain 2: Information Risk Management (IRM) [2022 update],Aligning Information Security with Business Strategy - ISACA, [Aligning Information Security with Business Objectives - ISACA]

Answer : D

= A tabletop exercise is the best type of exercise for an incident response team at the first drill, as it is a low-cost, low-risk, and high-value method to test and evaluate the incident response plan, procedures, roles, and capabilities. A tabletop exercise is a simulation of a realistic scenario that involves a security incident, and requires the participation and discussion of the incident response team members and other relevant stakeholders. The tabletop exercise allows the incident response team to identify and address the gaps, issues, or challenges in the incident response process, and to improve the communication, coordination, and collaboration among the team members and other parties. The tabletop exercise also helps to enhance the knowledge, skills, and confidence of the incident response team members, and to prepare them for more complex or advanced exercises or real incidents.

A red team exercise (A) is a type of exercise that involves a group of ethical hackers or security experts who act as adversaries and attempt to compromise the organization's security defenses, systems, or processes. A red team exercise is a high-cost, high-risk, and high-value method to test and evaluate the security posture and resilience of the organization, and to identify and exploit the security weaknesses or vulnerabilities. However, a red team exercise is not the best type of exercise for an incident response team at the first drill, as it is more suitable for a mature and experienced team that has already tested and validated the incident response plan, procedures, roles, and capabilities.

A black box penetration test (B) is a type of security testing that simulates a malicious attack on the organization's systems or processes, without any prior knowledge or information about them. A black box penetration test is a high-cost, high-risk, and high-value method to test and evaluate the security posture and resilience of the organization, and to identify and exploit the security weaknesses or vulnerabilities. However, a black box penetration test is not the best type of exercise for an incident response team at the first drill, as it is more suitable for a mature and experienced team that has already tested and validated the incident response plan, procedures, roles, and capabilities.

A disaster recovery exercise is a type of exercise that simulates a catastrophic event that disrupts or destroys the organization's critical systems or processes, and requires the activation and execution of the disaster recovery plan, procedures, roles, and capabilities. A disaster recovery exercise is a high-cost, high-risk, and high-value method to test and evaluate the disaster recovery posture and resilience of the organization, and to identify and address the recovery issues or challenges. However, a disaster recovery exercise is not the best type of exercise for an incident response team at the first drill, as it is more suitable for a mature and experienced team that has already tested and validated the incident response plan, procedures, roles, and capabilities.

Reference= CISM Review Manual, 16th Edition, Chapter 4: Information Security Incident Management, Section: Incident Response Plan, Subsection: Testing and Maintenance, page 184-1851

Answer : A

Security performance metrics are quantitative or qualitative measures that indicate the effectiveness and efficiency of the information security program in achieving the organization's security goals and objectives. Measuring security performance metrics against business objectives is the best indication that an organization has integrated information security governance with corporate governance, as it demonstrates that the security program is aligned with and supports the business strategy, value delivery, and risk management. (From CISM Review Manual 15th Edition)

Answer : C

= The organizational tolerance to service interruption is the most important consideration when defining a recovery strategy in a business continuity plan (BCP), as it reflects the degree of risk that the organization is willing to accept in the event of a disaster. The organizational tolerance to service interruption determines the acceptable level of downtime, data loss, or disruption that the organization can tolerate, and thus guides the selection of recovery objectives, strategies, and resources. Legal and regulatory requirements are external factors that influence the recovery strategy, but are not the primary consideration. Likelihood of a disaster is a factor that affects the recovery strategy, but is not the most important one.Geographical location of the backup site is a factor that affects the recovery strategy, but is not as critical as organizational tolerance to service interruption.Reference= CISM Review Manual, 16th Edition, page 1731; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 792

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