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CISM 1.0 - ISACA > E- Monitoring Responsibilities and Metrics > Flashcards

E- Monitoring Responsibilities and Metrics Flashcards

1
Q

Monitoring Responsibilities

A

helps an organization confirm that the correct jobs are being carried out in the right way.

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2
Q

Some Tools of monitoring

A
  • Controls and internal audit
  • Metrics and reporting
  • Work measurement
  • Performance measurement
  • 360 feedback
  • Position benchmarking
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3
Q

360 feedback

A

Soliciting structured feedback from peers, subordinates, and management helps subjects and management better understand characteristics related to specific responsibilities.

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4
Q

What are metrics

A

Means through which management can measure key processes and know whether their strategies are working

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5
Q

Security Metrics

A

Security metrics are often used to observe technical IT security controls and processes and to know whether they are operating properly.
They include metrics such as KRIs, KGIs, and KPIs.

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6
Q

Key risk indicators (KRIs)

A

Metrics associated with the measurement of risk.

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7
Q

Key Goal Indicator (KGIS)

A

Metrics that portray the attainment of strategic goals.

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8
Q

Key Performance Indicators (KPIs)

A

Metrics used to show efficiency or effectiveness of security-related activities.

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9
Q

When can metrics be effective

A

They need to be measurable

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10
Q

SMART Method

A

Specific , Measurable, Attainable, Relevant, Timely.

SMART ensures the quality and effectiveness of a Metric.

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11
Q

Other consideration for Good metrics

A
  • Leading indicator: Does the metric help management to predict future risk?
  • Causal relationship: Does the metric have a defensible causal relationship to a business impact, where a change in the metric compels someone to act?
  • Influence: Has the metric influenced decision-making (or will it)?
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12
Q

What a security program strategy and objectives should contain?

A

Statements that can be translated into key measurements - The key performance and risk metrics of the program

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13
Q

How do you measure the success of a risk management program

A

By indirect measurements like improving trends such as:

  • Reduction in the number of securities incidents.
  • Reduction in the impact of security incidents,
  • Reduction in the time to remediation vulnerabilities
  • Etc…
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14
Q

What should a security program IMPROVING its maturity from low levels should first expect to see

A

The number of incidents increase.

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15
Q

What should a security program that is IMPROVED and matures over time should expect to see

A

The number of new risks will, at first, increase and then later decrease.

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16
Q

What performance measurement metrics of information security provide

A

A view of tactical security processes and activities.

17
Q

Performance measurement metrics can include

A
  • Time to detect security incidents
  • Time to remediate security incidents
  • Time to provision user accounts
  • Time to deprovision user accounts
  • Time to discover vulnerabilities
18
Q

On what value delivery metrics focus on?

A

On the long-term reduction of cost, in proportion to other measures.

19
Q

Example of value delivery metrics

A
  • Control Used
  • Percentage of controls that are effective
  • Program costs per asset population or asset value
  • Program costs per employee population
  • Program costs per revenue.
20
Q

What metrics should be used with caution

A

Value Delivery Metrics. It should be used in combination with another metrics to avoid wrong metrics results.

21
Q

Resource management metric

A

Similar to value delivery, but has emphasis is placed on program efficiency.

22
Q

Balanced Scorecard

A

A management tool that is used to measure the performance, effectiveness and progress of an organization.

23
Q

The Four perspectives of the Balanced Scorecard

A

1-Finance
2-Customer
3-Internal Processes
4-Innovation and learning

24
Q

Business Model for Information Security (BMIS)

A

A guide for business-aligned, risk based security governance.

25
Q

Security Balanced Scorecard

A

Used to specifically measure security organization performance and results.

26
Q

The Four perspectives of the Security Balanced Scorecard

A 
Same as the Balance ScoreCard.
1-Finance
2-Customer 
3-Internal Processes
4-Innovation and learning
27
Q

From where is the security balanced scorecard derived from

A

From the organization’s overall balanced score card and its IT balanced Scorecard

28
Q

Why is the security balanced scorecard derived from the organization’s overall balanced score card and its IT balanced Scorecard

A

To ensure that security will align itself with corporate objectives.

29
Q

ROSI ?

When it’s easy to compute it?

A

Return On Security Investment it easier to be computed for events that occur more frequently.

30
Q

Key in Balanced Score Card

A
  • Financial
  • Customer
  • Internal process
  • Innovation

CISM 1.0 - ISACA (22 decks)

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