CISM Isaca Certified Information Security Manager Free Practice Exam Questions (2025 Updated)

 A single point of administration in network monitoring is a centralized system that allows network administrators to manage and monitor the entire network from one location. A single point of administration can provide several benefits, such as:

Promoting efficiency in control of the environment: A single point of administration can simplify and streamline the network management tasks, such as configuration, troubleshooting, performance optimization, security updates, backup and recovery, etc. It can also reduce the time and cost of network maintenance and administration, as well as improve the consistency and quality of network services.

Reducing unauthorized access to systems: A single point of administration can enhance the network security by implementing centralized authentication, authorization and auditing mechanisms. It can also enforce consistent security policies and standards across the network, and detect and respond to any unauthorized or malicious activities.

Preventing inconsistencies in information in the distributed environment: A single point of administration can ensure the data integrity and availability by synchronizing and replicating the data across the network nodes. It can also provide a unified view of the network status and performance, and facilitate the analysis and reporting of network data.

Allowing administrative staff to make management decisions: A single point of administration can support the decision-making process by providing relevant and timely information and feedback to the network administrators. It can also enable the administrators to implement changes and improvements to the network based on the business needs and objectives.

Therefore, the primary benefit of introducing a single point of administration in network monitoring is that it promotes efficiency in control of the environment, as it simplifies and streamlines the network management tasks and improves the network performance and quality. References = CISM Review Manual, 16th Edition eBook | Digital | English1, Chapter 4: Information Security Program Development and Management, Section 4.3: Information Security Program Resources, Subsection 4.3.1: Information Security Infrastructure and Architecture, Page 205.

 Performing a risk assessment is the best approach to determine how to protect newly acquired data assets prior to integration, as it will help to identify the threats, vulnerabilities, impacts, and likelihoods of the data assets, and to prioritize the appropriate risk treatment options. Including security requirements in the contract is a good practice, but it may not be sufficient to address the specific risks of the data assets. Assessing security controls and reviewing data architecture are also important steps, but they should be done after performing a risk assessment, as they will depend on the risk level and the risk app

The best approach to determine how to protect newly acquired data assets prior to integration is to perform a risk assessment. A risk assessment will identify the various threats and vulnerabilities associated with the data assets and help the organization develop an appropriate security strategy. This risk assessment should include an assessment of the security controls in place to protect the data, a review of the data architecture, and a review of any contractual requirements related to security.

The most likely reason for executive management to take no further action related to the risk of a denial of service (DoS) attack is that the cost of implementing controls exceeds the potential financial losses. This means that the risk is acceptable or tolerable for the organization, and that the benefits of reducing the risk do not outweigh the costs of applying the controls. This decision is based on a cost-benefit analysis, which is a common technique for evaluating and comparing different risk response options. A cost-benefit analysis considers the following factors:

The estimated impact of the risk, which is the potential loss or damage that the organization may suffer if the risk materializes. The impact can be expressed in quantitative or qualitative terms, such as monetary value, reputation, customer satisfaction, legal liability, etc.

The estimated likelihood of occurrence, which is the probability or frequency that the risk will occur within a given time period. The likelihood can be expressed in numerical or descriptive terms, such as percentage, rating, high, medium, low, etc.

The estimated cost of controls, which is the total amount of resources that the organization needs to invest in order to implement and maintain the controls. The cost can include direct and indirect expenses, such as hardware, software, personnel, training, maintenance, etc.

The estimated benefit of controls, which is the reduction in the impact or likelihood of the risk as a result of implementing the controls. The benefit can be expressed in the same terms as the impact or likelihood, such as monetary value, percentage, rating, etc.

A cost-benefit analysis can be performed using various methods, such as net present value (NPV), return on investment (ROI), internal rate of return (IRR), etc. The general principle is to compare the cost and benefit of each control option, and select the one that provides the highest net benefit or the lowest net cost. A control option is considered feasible and desirable if its benefit exceeds its cost, or if its cost is lower than the impact of the risk.

In this case, executive management has decided to take no further action related to the risk of a DoS attack, which implies that the cost of implementing controls exceeds the potential financial losses. This could be because the impact or likelihood of the risk is low, or because the cost or complexity of the controls is high, or both. For example, the organization may have a robust backup and recovery system, a diversified network infrastructure, a strong customer loyalty, or a low dependency on online services, which reduce the impact or likelihood of a DoS attack. Alternatively, the organization may face technical, financial, or operational challenges in implementing effective controls, such as firewalls, load balancers, traffic filters, or cloud services, which increase the cost or complexity of the controls. Therefore, executive management may have concluded that the risk is acceptable or tolerable, and that taking no further action is the most rational and economical choice.

The other options are not the most likely reasons for executive management to take no further action related to the risk of a DoS attack, as they indicate a lack of proper risk assessment or validation. The risk assessment should define the likelihood of occurrence and the reported vulnerability should be validated, as these are essential steps for identifying and analyzing the risk. Executive management should be aware of the impact potential, as this is a key factor for evaluating and prioritizing the risk. If any of these options were true, executive management would not have enough information or evidence to make an informed and justified decision about the risk response. References =

CISM Review Manual, Chapter 2, pages 67-69

CISM Exam Content Outline | CISM Certification | ISACA, Domain 2, Task 2.2

Information Security Risk Management for CISM® - Pluralsight, Module 2, Section 2.3

CISM: Information Risk Management Part 2 from Skillsoft - NICCS, Section 2.4

Executive management may not take action related to a risk if they have determined that the cost of implementing necessary controls to mitigate the risk exceeds the potential financial losses that the organization may incur if the risk were to materialize. In cases such as this, it is important for the information security team to provide the executive team with thorough cost-benefit analysis that outlines the cost of implementing the controls versus the expected losses from the risk.

The primary goal of the eradication phase in an incident response process is to remove the threat and restore affected systems because it eliminates any traces or remnants of malicious activity or compromise from the systems or network, and returns them to their normal or secure state. Maintaining a strict chain of custody is not a goal of the eradication phase, but rather a requirement for preserving and documenting digital evidence throughout the incident response process. Providing effective triage and containment of the incident is not a goal of the eradication phase, but rather a goal of the containment phase, which isolates and stops the spread of malicious activity or compromise. Obtaining forensic evidence from the affected system is not a goal of the eradication phase, but rather a goal of the identification phase, which collects and analyzes data or artifacts related to malicious activity or compromise. References: https://www.isaca.org/resources/isaca-journal/issues/2017/volume-5/incident-response-lessons-learned https://www.isaca.org/resources/isaca-journal/issues/2018/volume-3/incident-response-lessons-learned

The best way to ensure that frequently encountered incidents are reflected in the user security awareness training program is to include examples of help desk requests. Help desk requests are requests for assistance or support from users who encounter problems or issues related to information security, such as password resets, malware infections, phishing emails, unauthorized access, data loss, or system errors. Help desk requests can provide valuable insights into the types, frequencies, and impacts of the incidents that affect the users, as well as the users’ knowledge, skills, and behaviors regarding information security. By including examples of help desk requests in the user security awareness training program, the information security manager can achieve the following benefits12:

Increase the relevance and effectiveness of the training content: By using real-life scenarios and cases that the users have experienced or witnessed, the information security manager can make the training content more relevant, engaging, and applicable to the users’ needs and situations. The information security manager can also use the examples of help desk requests to illustrate the consequences and costs of the incidents, and to highlight the best practices and solutions to prevent or resolve them. This can help the users to understand the importance and value of information security, and to improve their knowledge, skills, and attitudes accordingly.

Identify and address the gaps and weaknesses in the training program: By analyzing the patterns and trends of the help desk requests, the information security manager can identify and address the gaps and weaknesses in the existing training program, such as outdated or inaccurate information, insufficient or ineffective coverage of topics, or lack of feedback or evaluation. The information security manager can also use the examples of help desk requests to measure and monitor the impact and outcomes of the training program, such as changes in the number, type, or severity of the incidents, or changes in the users’ satisfaction, performance, or behavior.

Enhance the communication and collaboration with the users and the help desk staff: By including examples of help desk requests in the user security awareness training program, the information security manager can enhance the communication and collaboration with the users and the help desk staff, who are the key stakeholders and partners in information security. The information security manager can use the examples of help desk requests to solicit feedback, suggestions, or questions from the users and the help desk staff, and to provide them with timely and relevant information, guidance, or support. The information security manager can also use the examples of help desk requests to recognize and appreciate the efforts and contributions of the users and the help desk staff in reporting, responding, or resolving the incidents, and to encourage and motivate them to continue their involvement and participation in information security.

The other options are not the best way to ensure that frequently encountered incidents are reflected in the user security awareness training program, as they are less reliable, relevant, or effective sources of information. Results of exit interviews are feedback from employees who are leaving the organization, and they may not reflect the current or future incidents that the remaining or new employees may face. Previous training sessions are records of the past training activities, and they may not capture the changes or updates in the information security environment, threats, or requirements. Responses to security questionnaires are answers to predefined questions or surveys, and they may not cover all the possible or emerging incidents that the users may encounter or experience12. References = Information Security Awareness Training: Best Practices - Infosec Resources, How to Create an Effective Security Awareness Training Program - Infosec Resources, Security Awareness Training: How to Build a Successful Program - ISACA, Security Awareness Training: How to Educate Your Employees - ISACA

The best way to support the justification for investment in a new security solution is to show how the solution contributes to the business strategy of the organization. The business strategy defines the vision, mission, goals, and objectives of the organization, and the security solution should align with and support them. The security solution should also demonstrate how it adds value to the organization, such as by enabling new business opportunities, enhancing customer satisfaction, or increasing competitive advantage. The business case should include the expected benefits, costs, risks, and alternatives of the security solution, and provide a clear rationale for choosing the preferred option1.

References = CISM Review Manual, 16th Edition eBook2, Chapter 1: Information Security Governance, Section: Information Security Strategy, Subsection: Business Case Development, Page 33.

= The first step that the information security manager should recommend when learning of a new standard related to an emerging technology is to determine whether the organization can benefit from adopting the new standard. This involves evaluating the business objectives, needs, and requirements of the organization, as well as the potential advantages, disadvantages, and challenges of implementing the new technology and the new standard. The information security manager should also consider the alignment of the new standard with the organization’s existing policies, procedures, and standards, as well as the impact of the new standard on the organization’s information security governance, risk management, program, and incident management. By conducting a preliminary analysis of the feasibility, suitability, and desirability of the new standard, the information security manager can provide a sound basis for further decision making and planning.

References = CISM Review Manual, 16th Edition, Chapter 1: Information Security Governance, Section: Information Security Standards, page 391; CISM Review Questions, Answers & Explanations Manual, 10th Edition, Question 43, page 412.

The containment phase focuses on limiting the scope of the incident. Isolating affected systems immediately helps prevent propagation and further compromise.

“During the containment phase, isolating compromised systems is a key tactic to minimize further impact and enable safe recovery.”

— CISM Review Manual 15th Edition, Chapter 4: Incident Response Life Cycle, Section: Containment Strategies*

 A risk register is a document that records and tracks the information security risks facing an organization, such as their sources, impacts, likelihoods, responses, and statuses. A risk register provides the most comprehensive insight into ongoing threats facing an organization, as it covers both internal and external threats, as well as their current and potential effects on the organization’s assets, processes, and objectives. A risk register also helps to prioritize and monitor the risk mitigation actions and controls, and to communicate the risk information to relevant stakeholders. Therefore, option B is the most appropriate answer.

Option A is not the best answer because a business impact analysis (BIA) is a process that identifies and evaluates the critical business functions, assets, and dependencies of an organization, and assesses their potential impact in the event of a disruption or loss. A BIA does not provide a comprehensive insight into ongoing threats facing an organization, as it focuses more on the consequences of the threats, rather than their sources, likelihoods, or responses. A BIA is mainly used to support the business continuity and disaster recovery planning, rather than the information security risk management.

Option C is not the best answer because penetration testing is a method of simulating a malicious attack on an organization’s IT systems or networks, to evaluate their security posture and identify any vulnerabilities or weaknesses that could be exploited by real attackers. Penetration testing does not provide a comprehensive insight into ongoing threats facing an organization, as it only covers a specific scope, target, and scenario, rather than the whole range of threats, sources, and impacts. Penetration testing is mainly used to validate and improve the technical security controls, rather than the information security risk management.

Option D is not the best answer because vulnerability assessment is a process of scanning and analyzing an organization’s IT systems or networks, to detect and report any flaws or gaps that could pose a security risk. Vulnerability assessment does not provide a comprehensive insight into ongoing threats facing an organization, as it only covers the technical aspects of the threats, rather than their business, legal, or regulatory implications. Vulnerability assessment is mainly used to identify and remediate the security weaknesses, rather than the information security risk management. References = CISM Review Manual 15th Edition1, pages 258-259; CISM Review Questions, Answers & Explanations Database - 12 Month Subscription, QID 306.

A risk register provides the MOST comprehensive insight into ongoing threats facing an organization. This is because a risk register is a document that records and tracks the identified risks, their likelihood, impact, mitigation strategies, and status. A risk register helps an organization to monitor and manage the threats that could affect its objectives, assets, and operations. A risk register also helps an organization to prioritize its response efforts and allocate its resources accordingly.

 Alignment between corporate and information security governance means that the information security program supports the organizational goals and objectives, and is integrated into the enterprise governance structure. The best evidence of alignment is the senior management sponsorship, which demonstrates the commitment and support of the top-level executives and board members for the information security program. Senior management sponsorship also ensures that the information security program has adequate resources, authority, and accountability to achieve its objectives and address the risks and issues that affect the organization. Senior management sponsorship also helps to establish a culture of security awareness and compliance throughout the organization, and to communicate the value and benefits of the information security program to the stakeholders.

References =

CISM Review Manual 15th Edition, page 1631

CISM 2020: Information Security & Business Process Alignment, video 22

Certified Information Security Manager (CISM), page 33

Business assets are the resources that enable the organization to achieve its objectives and create value. Identifying the business assets to be secured is the most important step in developing an effective information security strategy, as it helps to align the security goals with the business goals, prioritize the security efforts and resources, and define the scope and boundaries of the security program. (From CISM Review Manual 15th Edition)

Isolating affected systems limits the damage and prevents the incident from impacting other parts of the organization.

“During containment, the primary objective is to isolate affected systems to prevent further damage.”

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

 The FIRST step in developing an information security strategy is to perform a gap analysis based on the current state of the organization’s information security posture. A gap analysis is a systematic process of comparing the current state with the desired state and identifying the gaps or deficiencies that need to be addressed. A gap analysis helps to establish a baseline for the information security strategy, as well as to prioritize the actions and resources needed to achieve the strategic objectives. A gap analysis also helps to align the information security strategy with the organizational goals and strategies, as well as to ensure compliance with relevant standards and regulations. References = CISM Review Manual, 16th Edition, page 331; CISM Review Questions, Answers & Explanations Manual, 10th Edition, page 162

first step in developing an information security strategy is to conduct a risk-aware and comprehensive inventory of your company’s context, including all digital assets, employees, and vendors. Then you need to know about the threat environment and which types of attacks are a threat to your company1. This is similar to performing a gap analysis based on the current state3.

User awareness is essential for improving detection capabilities in an immature environment. Employees are often the first line of defense and can identify suspicious activities early.

“User awareness and training can significantly improve the detection of incidents by enabling employees to recognize and report suspicious activities.”

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

ISACA practice questions confirm that improving user awareness is the foundational step before deploying new technologies.

Confidentiality is the security objective that best ensures that information is protected against unauthorized disclosure. Confidentiality means that only authorized parties can access or view sensitive or classified information. Integrity means that information is accurate and consistent and has not been tampered with or modified by unauthorized parties. Authenticity means that information is genuine and trustworthy and has not been forged or misrepresented by unauthorized parties. Nonrepudiation means that information can be verified and proven to be sent or received by a specific party without any possibility of denial. References: https://www.csoonline.com/article/3513899/the-cia-triad-definition-components-and-examples.html

Performing a post-incident review (also known as a lessons-learned session) is the best way to ensure similar incidents are identified and addressed more efficiently in the future. This review helps in understanding what went wrong, what went right, and how processes can be improved. The knowledge gained from the review can be incorporated into incident response plans and training.

“Post-incident reviews help determine root causes, assess the effectiveness of the response, and identify opportunities for improvement.”

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

Additionally, the ISACA CISM Practice Question Database emphasizes that post-incident reviews are essential for improving future response times and understanding patterns of threats.

 According to the CISM Review Manual, an organization’s security posture is the overall condition of its information security, which is determined by the effectiveness of its security program and the alignment of its security objectives with its business goals. To understand the security posture, the senior leadership needs to have a holistic view of the security risks and the actions taken to address them. Therefore, assessing the progress of risk mitigation efforts is the most important activity for the senior leadership, as it provides them with the information on how well the security program is performing and whether it is meeting the expected outcomes. Evaluating the results of the most recent incident response test, reviewing the number of reported security incidents, and ensuring established security metrics are reported are all useful activities for the senior leadership, but they are not sufficient to understand the security posture. They only provide partial or isolated information on the security performance, which may not reflect the overall security condition or the alignment with the business objectives. References = CISM Review Manual, 16th Edition, Chapter 1, Information Security Governance, pages 28-29.

The most important information for influencing management’s support of information security is an demonstration of alignment with the business strategy because it shows how information security contributes to the achievement of the organization’s goals and objectives, and adds value to the organization’s performance and competitiveness. An identification of the overall threat landscape is not very important because it does not indicate how information security addresses or mitigates the threats or risks. A report of a successful attack on a competitor is not very important because it does not indicate how information security prevents or responds to such attacks. An identification of organizational risks is not very important because it does not indicate how information security manages or reduces the risks. References: https://www.isaca.org/resources/isaca-journal/issues/2016/volume-4/technical-security-standards-for-information-systems https://www.isaca.org/resources/isaca-journal/issues/2017/volume-2/how-to-align-security-initiatives-with-business-goals-and-objectives

The information security manager should first obtain legal guidance when there is a conflict between the organization’s information security policy and a local regulation, because this will help to understand the implications and consequences of the conflict, and to identify the possible options and solutions for resolving it. The information security manager should also consult with the relevant stakeholders, such as senior management, business owners, and information owners, to determine the best course of action that aligns with the organization’s objectives, risk appetite, and compliance obligations. Enforcing the local regulation or the organization’s information security policy without legal guidance may expose the organization to legal liabilities, security risks, or operational disruptions. Obtaining an independent assessment of the regulation may be helpful, but it is not the first step to take.

References = CISM Review Manual, 16th Edition, page 691; A Guide to ISACA CISM Domains & Domain 1: Information Security Governance2

The factor that has the greatest influence on the successful integration of information security within the business is organizational structure and culture because they determine how information security is organized, governed, and supported within the organization, and how information security roles and responsibilities are defined, assigned, and communicated across different levels and functions. Risk tolerance and organizational objectives are not very influential because they do not affect how information security is integrated within the business, but rather what information security aims to achieve or protect. The desired state of the organization is not very influential because it does not affect how information security is integrated within the business, but rather what the organization aspires to be or do. Information security personnel are not very influential because they do not affect how information security is integrated within the business, but rather who performs information security tasks or activities. References: https://www.isaca.org/resources/isaca-journal/issues/2016/volume-4/technical-security-standards-for-information-systems https://www.isaca.org/resources/isaca-journal/issues/2017/volume-2/how-to-align-security-initiatives-with-business-goals-and-objectives

 Ensuring current documentation of security processes is the best way to support information security management in the event of organizational changes in security personnel. Documentation of security processes provides a clear and consistent reference for the roles, responsibilities, procedures, and standards of the information security program. It helps to maintain the continuity and effectiveness of the security operations, as well as the compliance with the security policies and regulations. Documentation of security processes also facilitates the knowledge transfer and training of new or existing security personnel, as well as the communication and collaboration with other stakeholders. By ensuring current documentation of security processes, the information security manager can minimize the impact of organizational changes in security personnel, and ensure a smooth transition and alignment of the security program. References = CISM Review Manual 15th Edition, page 43, page 45.

Ignored alert messages could have been prevented by conducting regular incident response testing because it would have ensured that the help desk staff are familiar with and trained on how to handle different types of alert messages from different sources, and how to escalate them appropriately. The server being compromised could not have been prevented by conducting regular incident response testing because it is related to security vulnerabilities or weaknesses in the server configuration or authentication mechanisms. The brute force attack could not have been prevented by conducting regular incident response testing because it is related to security threats or attacks from external sources. Stolen data could not have been prevented by conducting regular incident response testing because it is related to security breaches or incidents that may occur despite the incident response plan or process. References: https://www.isaca.org/resources/isaca-journal/issues/2017/volume-5/incident-response-lessons-learned https://www.isaca.org/resources/isaca-journal/issues/2018/volume-3/incident-response-lessons-learned

Recording risks in the risk register ensures visibility, accountability, and tracking. This formal documentation is essential for assigning ownership, determining treatment strategies, and ensuring ongoing governance.

A risk that is not entered into the register may go unaddressed. This step supports structured risk tracking and compliance with governance practices.

“The risk register is the primary tool used to track, prioritize, assign, and monitor risks and their treatment. It forms the basis of a structured risk management program.”

— CISM Review Manual 15th Edition, Chapter 2: Risk Management, Section: Risk Documentation and Communication*

Changes to the risk landscape are the most likely events to require an organization to revisit its information security framework, because they may affect the organization’s risk appetite, risk tolerance, risk profile, and risk treatment strategies. The information security framework should be aligned with the organization’s business objectives and risk management approach, and should be reviewed and updated regularly to reflect the changing internal and external environment.

References =

CISM Review Manual, 16th Edition, ISACA, 2020, p. 35: “The information security framework should be reviewed and updated regularly to ensure that it remains aligned with the enterprise’s business objectives and risk management approach and reflects the changing internal and external environment.”

CISM Review Manual, 16th Edition, ISACA, 2020, p. 36: “Changes in the risk landscape may require the enterprise to revisit its risk appetite, risk tolerance, risk profile, and risk treatment strategies.”

The primary focus of a status report on the information security program to senior management is to demonstrate that the risk to the organization’s information assets is managed at the desired level, in alignment with the business objectives and risk appetite. This can be achieved by providing relevant and meaningful metrics, indicators, and trends that show the performance, effectiveness, and value of the information security program, as well as the current and emerging risks and the corresponding mitigation strategies. (From CISM Review Manual 15th Edition)

The greatest risk comes from not performing risk classification on the findings. Without classification, the organization cannot prioritize remediation efforts, allocate resources effectively, or understand the business impact of the vulnerabilities.

"Risk classification helps determine the priority for mitigating vulnerabilities and enables risk-informed decisions.”

— CISM Review Manual 15th Edition, Chapter 2: Risk Assessment and Analysis*

Even if some findings are unfixed or reclassified, the lack of any classification process undermines the whole risk management effort.

 The primary objective of the information security incident response process is to minimize the negative impact to critical operations. An information security incident is an event that threatens or compromises the confidentiality, integrity, or availability of the organization’s information assets or processes. The information security incident response process is a process that defines the roles, responsibilities, procedures, and tools for detecting, analyzing, containing, eradicating, recovering, and learning from information security incidents. The main goal of the information security incident response process is to restore the normal operations as quickly and effectively as possible, and to prevent or reduce the harm or loss caused by the incident to the organization, its stakeholders, or its environment.

Conducting incident triage (A) is an important activity of the information security incident response process, but not the primary objective. Incident triage is the process of prioritizing and assigning the incidents based on their severity, urgency, and impact. Incident triage helps to allocate the appropriate resources, personnel, and time to handle the incidents, and to escalate the incidents to the relevant authorities or parties if needed. However, incident triage is not the ultimate goal of the information security incident response process, but a means to achieve it.

Communicating with internal and external parties (B) is also an important activity of the information security incident response process, but not the primary objective. Communicating with internal and external parties is the process of informing and updating the stakeholders, such as management, employees, customers, partners, regulators, or media, about the incident status, actions, and outcomes. Communicating with internal and external parties helps to maintain the trust, confidence, and reputation of the organization, and to comply with the legal and contractual obligations, such as notification or reporting requirements. However, communicating with internal and external parties is not the ultimate goal of the information security incident response process, but a means to achieve it.

Classifying incidents (D) is also an important activity of the information security incident response process, but not the primary objective. Classifying incidents is the process of categorizing and labeling the incidents based on their type, source, cause, or impact. Classifying incidents helps to identify and understand the nature and scope of the incidents, and to apply the appropriate response procedures and controls. However, classifying incidents is not the ultimate goal of the information security incident response process, but a means to achieve it.

References = CISM Review Manual, 16th Edition, Chapter 4: Information Security Incident Management, Section: Incident Response Plan, page 1811

 The needs of the organization define the triggers within a business continuity plan (BCP). Triggers are the events or conditions that initiate the activation of the BCP. The triggers should be based on the organization’s business objectives, risk appetite, recovery time objectives, and recovery point objectives. The triggers should also be aligned with the organization’s information security policy, disaster recovery plan, and gap analysis. However, these are not the primary factors that define the triggers, but rather the supporting elements that help implement the BCP. The needs of the organization are the main drivers for determining the triggers, as they reflect the organization’s priorities, expectations, and requirements for business continuity. References =

CISM Review Manual (Digital Version) 1, Chapter 4: Information Security Incident Management, pages 191-192, 195-196, 199-200.

Business Continuity Management Guideline 2, page 5, Section 4.2.1: Triggers

Business Continuity Plan - Open Risk Manual 3, page 1, Section 1: Introduction

The primary objective of a business impact analysis (BIA) is to determine recovery priorities. The BIA is used to identify and analyze the potential effects of an incident on the organization, including the financial impact, operational impact, and reputational impact. The BIA also helps to identify critical resources and processes, determine recovery objectives and strategies, and develop recovery plans. Reference: Certified Information Security Manager (CISM) Study Manual, Chapter 4, Business Impact Analysis.