CISM Exam Dumps - Certified Information Security Manager

According to the CISM Review Manual, the primary objective when establishing a new information security program is to execute the security strategy that has been defined and approved by the senior management. The security strategy provides the direction, scope, and goals for the information security program, and aligns with the business objectives and requirements. Minimizing organizational risk, optimizing resources, and facilitating operational security are possible outcomes or benefits of the information security program, but they are not the primary objective.

References = CISM Review Manual, 27th Edition, Chapter 3, Section 3.1.1, page 1151.

= To confirm that a third-party provider complies with an organization’s information security requirements, it is most important to ensure that the right to audit is included in the service level agreement (SLA), which is a contract that defines the scope, quality, and terms of the services that the third-party provider delivers to the organization. The right to audit is a clause that grants the organization the authority and opportunity to inspect and verify the third-party provider’s security policies, procedures, controls, and performance, either by itself or by an independent auditor, at any time during the contract period or after a security incident. The right to audit can help to ensure that the third-party provider adheres to the organization’s information security requirements, as well as to the legal and regulatory standards and obligations, and that the organization can monitor and measure the security risks and issues that arise from the outsourcing relationship. The right to audit can also help to identify and address any gaps, weaknesses, or errors that could compromise the security of the information assets and systems that are shared, stored, or processed by the third-party provider, and to provide feedback and recommendations for improvement and optimization of the security posture and performance.

Security metrics, contract clauses, and the information security policy of the third-party provider are all important elements of ensuring the compliance of the third-party provider with the organization’s information security requirements, but they are not the most important ones. Security metrics are quantitative and qualitative measures that indicate the effectiveness and efficiency of the security controls and processes that the third-party provider implements and reports to the organization, such as the number of security incidents, the time to resolve them, the level of customer satisfaction, or the compliance rate. Security metrics can help to evaluate and compare the security performance and outcomes of the third-party provider, as well as to identify and address any deviations or discrepancies from the expected or agreed levels. Contract clauses are legal and contractual terms and conditions that bind the third-party provider to the organization’s information security requirements, such as the confidentiality, integrity, and availability of the information assets and systems, the roles and responsibilities of the parties, the liabilities and penalties for breach or violation, or the dispute resolution mechanisms. Contract clauses can help to enforce and protect the organization’s information security interests and rights, as well as to prevent or resolve any conflicts or issues that arise from the outsourcing relationship. The information security policy of the third-party provider is a document that defines and communicates the third-party provider’s security vision, mission, objectives, and principles, as well as the security roles, responsibilities, and rules that apply to the third-party provider’s staff, customers, and partners. The information security policy of the third-party provider can help to ensure that the third-party provider has a clear and consistent security direction and guidance, as well as to align and integrate the third-party provider’s security practices and culture with the organization’s security expectations and requirements. References = CISM Review Manual 15th Edition, pages 57-581; CISM Practice Quiz, question 1662

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

Prioritizing incidents based on data classification standards ensures that the most sensitive and critical data exposures are addressed first, reducing the potential impact on the business.

“The impact of incidents should be evaluated based on the classification and sensitivity of the data involved.”

— CISM Review Manual 15th Edition, Chapter 4: Incident Management, Section: Incident Classification and Prioritization*

ISACA practice questions emphasize the importance of using data classification to properly prioritize incident response efforts.

Average return on investment (ROI) associated with security initiatives is the best metric to provide evidence of alignment of information security governance with corporate governance because it demonstrates the value and benefits of security investments to the organization’s strategic goals and objectives. Average number of security incidents across business units is not a good metric because it does not measure the effectiveness or efficiency of security initiatives or their alignment with corporate governance. Mean time to resolution (MTTR) for enterprise-wide security incidents is not a good metric because it does not measure the impact or outcome of security initiatives or their alignment with corporate governance. Number of vulnerabilities identified for high-risk information assets is not a good metric because it does not measure the performance or improvement of security initiatives or their alignment with corporate governance. References: https://www.isaca.org/resources/isaca-journal/issues/2015/volume-6/measuring-the-value-of-information-security-investments https://www.isaca.org/resources/isaca-journal/issues/2015/volume-1/how-to-measure-the-effectiveness-of-information-security-governance

Organizational units contribute to and agree on priorities is the best way to facilitate effective strategic alignment of security initiatives because it ensures that the security initiatives are aligned with the business goals and objectives, supported by relevant stakeholders, and prioritized based on risk and value. The business strategy is periodically updated is not sufficient to facilitate effective strategic alignment of security initiatives because it does not involve collaboration or communication between different organizational units. Procedures and standards are approved by department heads is not sufficient to facilitate effective strategic alignment of security initiatives because it does not reflect the strategic direction or vision of the organization. Periodic security audits are conducted by a third-party is not sufficient to facilitate effective strategic alignment of security initiatives because it does not address the planning or implementation of security initiatives. References: https://www.isaca.org/resources/isaca-journal/issues/2016/volume-2/how-to-align-security-initiatives-with-business-goals-and-objectives https://www.isaca.org/resources/isaca-journal/issues/2015/volume-1/how-to-measure-the-effectiveness-of-information-security-governance

The best way to support the incident management process for attacks on an organization’s supply chain is to establish communication paths with vendors. This means that the organization and its vendors have clear and agreed-upon channels, methods, and protocols for exchanging information and coordinating actions in the event of an incident that affects the supply chain. Communication paths with vendors can help to identify the source, scope, and impact of the incident, as well as to share best practices, lessons learned, and recovery strategies. Communication paths with vendors can also facilitate the escalation and resolution of the incident, as well as the reporting and documentation of the incident. Communication paths with vendors are part of the incident response plan (IRP), which is a component of the information security program (ISP) 12345.

The other options are not the best ways to support the incident management process for attacks on the organization’s supply chain. Including service level agreements (SLAs) in vendor contracts can help to define the expectations and obligations of the parties involved in the supply chain, as well as the penalties for non-compliance. However, SLAs do not necessarily address the specific procedures and requirements for incident management, nor do they ensure effective communication and collaboration among the parties. Requiring security awareness training for vendor staff can help to reduce the likelihood and severity of incidents by enhancing the knowledge and skills of the vendor personnel who handle the organization’s data and systems. However, security awareness training does not guarantee that the vendor staff will follow the appropriate incident management processes, nor does it address the communication and coordination issues that may arise during an incident. Performing integration testing with vendor systems can help to ensure the compatibility and functionality of the systems that are part of the supply chain, as well as to identify and mitigate any vulnerabilities or errors that could lead to incidents. However, integration testing does not cover all the possible scenarios and risks that could affect the supply chain, nor does it provide the necessary communication and response mechanisms for incident management. References = 1, 2, 3, 4, 5

https://niccs.cisa.gov/education-training/catalog/skillsoft/cism-information-security-incident-management-part-1 https://niccs.cisa.gov/education-training/catalog/skillsoft/cism-information-security-incident-management-part-1