Isaca CISM Exam Dumps - Actual Questions Answers

Implementing the principle of least privilege primarily requires the identification of job duties. Job duties are the specific tasks and responsibilities that an individual performs as part of their role in the organization. By identifying the job duties, the organization can determine the minimum access privileges necessary for each individual to perform their assigned function, and nothing more. This helps to reduce the risk of unauthorized access, misuse, or compromise of information and resources. The principle of least privilege is a key security principle that states that every module (such as a user, a process, or a program) must be able to access only the information and resources that are necessary for its legitimate purpose12.

The other options are not the primary factors that require identification for implementing the principle of least privilege. Data owners are the individuals or entities that have the authority and responsibility to define the classification, usage, and protection of data. Data owners may be involved in granting or revoking access privileges to data, but they are not the ones who identify the job duties of the data users. Primary risk factors are the sources or causes of potential harm or loss to the organization. Primary risk factors may influence the level of access privileges granted to users, but they are not the ones who define the job duties of the users. Authentication controls are the mechanisms that verify the identity of users or systems before granting access to resources. Authentication controls may enforce the principle of least privilege, but they are not the ones who determine the job duties of the users. References =

Principle of least privilege

What Is the Principle of Least Privilege and Why is it Important? - F5 1

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Performing a risk assessment of the access rights is the best way to address the concern of conflicting access rights during the integration of two companies. A risk assessment will help to identify and prioritize the threats and vulnerabilities that affect the access rights of both companies, as well as the potential impact and likelihood of information exposure. A risk assessment will also provide a basis for selecting and evaluating the controls to mitigate the risks. According to NIST, a risk assessment is an essential component of risk management and should be performed before implementing any security controls1. The other options are not the best ways to address the concern of conflicting access rights during the integration of two companies, but rather possible subsequent actions based on the risk assessment. Reviewing access rights as the acquisition integration occurs may be too late or too slow to prevent information exposure. Escalating concerns for conflicting access rights to management may not be effective without evidence or recommendations from a risk assessment. Implementing consistent access control standards may not be feasible or desirable for different systems or business units. References: 1: NIST SP 800-30 Rev. 1 Guide for Conducting Risk Assessments 2: M&A integration strategy is crucial for deal success but remains difficult: PwC 3: The 10 steps to successful M&A integration | Bain & Company : Cracking the code to successful post-merger integration

= The best way to enable the integration of information security governance into corporate governance is to establish an information security steering committee with business representation. An information security steering committee is a group of senior executives and managers from different business units and functions who are responsible for overseeing, directing, and supporting the information security program and strategy of the organization. An information security steering committee with business representation can enable the integration of information security governance into corporate governance by providing the following benefits12:

Align the information security objectives and priorities with the business objectives and priorities, and ensure that the information security program and strategy support and enable the achievement of the organizational goals and performance.

Communicate and promote the value and importance of information security to the board of directors, senior management, and other stakeholders, and ensure that information security is considered and incorporated in the decision making and planning processes of the organization.

Provide guidance and direction to the information security manager and the information security team, and ensure that they have the necessary authority, resources, and support to implement and maintain the information security program and strategy effectively and efficiently.

Monitor and evaluate the performance and outcomes of the information security program and strategy, and ensure that they are aligned with the expectations and requirements of the organization and its stakeholders, as well as the relevant laws, regulations, standards, and best practices.

Identify and address the issues, challenges, and opportunities related to information security, and ensure that the information security program and strategy are continuously improved and updated to reflect the changes and developments in the internal and external environment.

The other options are not the best way to enable the integration of information security governance into corporate governance, as they are less comprehensive, effective, or influential than establishing an information security steering committee with business representation. Well-documented information security policies and standards are important components of the information security program and strategy, but they are not sufficient to enable the integration of information security governance into corporate governance, as they may not reflect or align with the business needs, priorities, or expectations, and they may not be communicated, implemented, or enforced properly or consistently across the organization. Clear lines of authority across the organization are important factors for the information security governance structure, but they are not sufficient to enable the integration of information security governance into corporate governance, as they may not ensure the involvement, participation, or support of the senior executives, managers, and other stakeholders who are responsible for or affected by information security. Senior management approval of the information security strategy is an important outcome of the information security governance process, but it is not sufficient to enable the integration of information security governance into corporate governance, as it may not ensure the alignment, communication, or monitoring of the information security strategy with the business strategy, and it may not ensure the accountability, responsibility, or authority of the information security manager and the information security team12. References = CISM Domain 1: Information Security Governance (ISG) [2022 update], Information Security Governance for CISM® | Pluralsight, Aligning Information Security with Business Strategy - ISACA, Aligning Information Security with Business Objectives - ISACA