Isaca Certification CISM Passing Score

= Disconnecting the device from the network is the first step when an IoT device in an organization’s network is confirmed to have been hacked, as it prevents the attacker from further compromising the device or using it as a pivot point to attack other devices or systems on the network. Disconnecting the device also helps preserve the evidence of the attack for later forensic analysis and remediation. Disconnecting the device should be done in accordance with the incident response plan and the escalation procedures123. References =

1: CISM Review Manual 15th Edition, page 2004

2: CISM Practice Quiz, question 1072

3: IoT Security: Incident Response, Forensics, and Investigations, section “IoT Incident Response”

 According to the CISM Review Manual, the first step to establishing an effective information security program is to create a business case that aligns the program objectives with the organization’s goals and strategies. A business case provides the rationale and justification for the information security program and helps to secure the necessary resources and support from senior management and other stakeholders. A business case should include the following elements:

The scope and objectives of the information security program

The current state of information security in the organization and the gap analysis

The benefits and value proposition of the information security program

The risks and challenges of the information security program

The estimated costs and resources of the information security program

The expected outcomes and performance indicators of the information security program

The implementation plan and timeline of the information security program

References = CISM Review Manual, 16th Edition, Chapter 3, Section 2, pages 97-99.

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

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

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