CISA Exam Dumps - Certified Information Systems Auditor

The NEXT step for the IS auditor after noting that an employee who has recently changed roles within the organization still has previous access rights should be to B. determine the reason why access rights have not been revoked. Identifying the cause of this situation is crucial for understanding whether it’s due to oversight, process gaps, or other factors. Once the reason is determined, appropriate corrective actions can be recommended to ensure that access rights are aligned with the employee’s current role and responsibilities1.

A post-incident review (PIR) is a process to review the incident information from occurrence to closure and to identify potential findings and recommendations for improvement1. The most important reason for an IS auditor to examine the results of a PIR is to evaluate the effectiveness of continuous improvement efforts and to ensure that the lessons learned from the incident are implemented and followed up2. A PIR can help an organization to eliminate or reduce the risk of the incident to re-occur, improve the initial incident detection time, identify improvements needed to diagnose and repair the incident, and update the incident management best practices1. Therefore, a PIR is a valuable source of information for an IS auditor to assess the maturity and performance of the organization’s incident management process.

The first step when creating a data classification program is to develop a policy (D). A data classification policy is a document that defines the purpose, scope, objectives, roles, responsibilities,and procedures of the data classification program. A data classification policy is essential for establishing the governance framework, standards, and guidelines for the data classification process. A data classification policy also helps to communicate the expectations and benefits of the data classification program to the stakeholders, such as data owners, users, custodians, and auditors12.

Categorizing and prioritizing data (A) is not the first step when creating a data classification program, but the third step. Categorizing and prioritizing data involves defining and applying the criteria and labels for classifying data based on its sensitivity, value, and risk. For example, data can be categorized into public, internal, confidential, or restricted levels. Categorizing and prioritizing data helps to identify and protect the most critical and sensitive data assets of the organization12.

Developing data process maps (B) is not the first step when creating a data classification program, but the fourth step. Developing data process maps involves documenting and analyzing the flow and lifecycle of data within the organization. Data process maps show how data is created, collected, stored, processed, transmitted, used, shared, archived, and disposed of. Developing data process maps helps to understand the context and dependencies of data, as well as to identify and mitigate any potential risks or issues related to data quality, security, or compliance12.

Categorizing information by owner © is not the first step when creating a data classification program, but the second step. Categorizing information by owner involves assigning roles and responsibilities for each type of data based on its ownership and stewardship. Data owners are the individuals or entities that have the authority and accountability for the data. Data stewards are the individuals or entities that have the operational responsibility for managing and maintaining the data. Data custodians are the individuals or entities that have the technical responsibility for implementing and enforcing the security and access controls for the data12.

References:

7 Steps to Effective Data Classification | CDW

Data Classification: The Basics and a 6-Step Checklist - NetApp

The most concerning thing for an IS auditor reviewing an IT strategy document is that the strategic IT goals are derived solely from the latest market trends. An IT strategy document is a blueprint that defines how an organization will use technology to achieve its goals. It should be based on a thorough analysis of the organization’s internal and external factors, such as its vision, mission, values, objectives, strengths, weaknesses, opportunities, threats, customers, competitors, regulations, and industry standards. An IT strategy document should also align with the organization’s business strategy and reflect its unique needs and capabilities. If an IT strategy document is derived solely from the latest market trends, it may not be relevant or appropriate for the organization’s specific situation. It may also lack coherence, consistency, feasibility, or sustainability.

The other options are not as concerning as option C. Target architecture is defined at a technical level is not a concern for an IS auditor reviewing an IT strategy document. Target architecture is the desired state of an organization’s IT systems in terms of their structure, functionality, performance, security, interoperability, and integration. Defining target architecture at a technical level can help an IS auditor to understand how the organization plans to achieve its strategic IT goals and what technical requirements and standards it needs to follow. The previous year’s IT strategic goals were not achieved is not a concern for an IS auditor reviewing an IT strategy document. The previous year’s IT strategic goals are the outcomes that the organization intended to accomplish with its IT initiatives in the past year. Not achieving these goals may indicate some challenges or gaps in the organization’s IT performance or execution. However, this does not necessarily affect the quality or validity of the current IT strategy document. An IS auditor should focus on evaluating whether the current IT strategy document is realistic, measurable, achievable, relevant, and time-bound. Financial estimates of new initiatives are disclosed within the document is not a concern for an IS auditor reviewing an IT strategy document. Financial estimates are projections of the costs and benefits of new initiatives that are part of the IT strategy document. Disclosing financial estimates within the document can help an IS auditor to assess whether the new initiatives are aligned with the organization’s budget and resources and whether they provide value for money. References: IT Strategy Template for a Successful Strategic Plan | Gartner, Definitive Guide to Developing anIT Strategy and Roadmap - CioPages, An Example of a Well-Developed IT Strategy Plan - Resolute

The performance and reliability of a job scheduling tool can be significantly affected if maintenance patches and the latest enhancement upgrades are missing1. These patches and upgrades often contain fixes for known issues and improvements to the tool’s functionality. If they are not applied, the tool may continue to exhibit known problems or fail to benefit from enhancements that could improve its performance and reliability1. While factors like administrator password requirements23, number of support staff45, and tool classification64 can impact various aspects of a tool’s operation, they are less likely to be the direct cause of performance and reliability problems.

References:

Patch Management Definition & Best Practices - Rapid7

Password must meet complexity requirements - Windows Security

NIST’s New Password Rule Book: Updated Guidelines Offer Benefits and Risk - ISACA

Workforce optimization: Staff scheduling with AI | McKinsey

Poor Employee Scheduling - Major Consequences And Solutions

A Critical Analysis of Job Shop Scheduling in Context of Industry 4.0

A risk and control framework is a set of principles, processes, and tools that guide an organization in identifying, assessing, managing, and monitoring the risks and controls that affect its objectives and performance. A risk and control framework helps an organization to align its risk appetite and tolerance with its strategy, culture, and values, and to ensure that its security controls are appropriate, effective, and efficient1.

Re-evaluating the organization’s risk and control framework is the best recommendation to management because it can help them to:

Review the current risk environment and the sources, causes, and impacts of potential threats and vulnerabilities.

Update the risk assessment and analysis methods and criteria, such as likelihood, impact, severity, and priority.

Reconsider the risk response and treatment options, such as avoidance, reduction, transfer, or acceptance.

Realign the security controls with the risk profile and the business needs and expectations.

Evaluate the performance and effectiveness of the security controls using key indicators and metrics.

Identify the gaps, weaknesses, or inefficiencies in the security controls and implement corrective or improvement actions.

Communicate and report the risk and control status and results to relevant stakeholders.

Re-evaluating the organization’s risk and control framework can help management to determine whether the current security controls are excessive or not, and to make informed and rational decisions on how to adjust them accordingly.

The most significant benefit of implementing a control self-assessment (CSA) program and leveraging the internal audit function to test its internal controls annually is that risks are detected earlier. A CSA program is a process that enables business owners and managers to assess and improve their own internal controls on a regular basis, without relying on external auditors or consultants. A CSA program can help identify and mitigate risks, enhance performance, increase accountability, and foster a culture of control within the organization. By leveraging the internal audit function to test its internal controls annually, a small business unit can also obtain independent assurance and validation of its CSA results, as well as recommendations for improvement. This approach can help reduce compliance costs, as external audits may be less frequent or extensive. However, this is not the most significant benefit, as compliance costs are only one aspect of the total cost of risk. Business owners can also focus more on their core roles, as they can delegate some of their control responsibilities to their staff or teams through CSA. However, this is not the most significant benefit, as business owners still need to oversee and monitor their CSA activities and results, and ensure that they align with their strategic objectives and priorities. Line management may also be more motivated to avoid control exceptions, as they are directly involved in assessing and improving their own controls through CSA. However, this is not the most significant benefit, as motivation alone may not be sufficient to ensure effective control design and operation. References: Info Technology & Systems Resources | COBIT, Risk, Governance … - ISACA, IT Governance and Process Maturity

A three-way match is a process of verifying that a purchase order, a goods receipt and an invoice are consistent before making a payment1. A three-way match ensures that the organization only pays for the goods or services that it ordered and received, and that the prices and quantities are accurate. A three-way match can prevent errors, fraud and overpayments in the accounts payable process.

An IS auditor should use a purchase order when verifying a three-way match has occurred in an enterprise resource planning (ERP) system. A purchase order is a document that authorizes a purchase transaction and specifies the items, quantities, prices and terms of the order2. A purchase order is the first document in the three-way match process, and it serves as the basis for comparing the goods receipt and the invoice. An IS auditor can use a purchase order to check if the ERP system has correctly recorded, matched and approved the three documents before making a payment.

The other options are not as useful for verifying a three-way match. A bank confirmation is a document that verifies the balance and activity of a bank account3. A bank confirmation can be used to confirm that a payment has been made or received, but it does not provide information about the details of the purchase transaction or the three-way match process. A goods delivery notification is a document that informs the buyer that the goods have been shipped or delivered by the seller4. A goods delivery notification can be used to track the status of the delivery, but it does not provide information about the quantity or quality of the goods or the invoice amount. A purchase requisition is a document that requests authorization to purchase goods or services from a specific supplier2. A purchase requisition can be used to initiate the purchasing process, but it does not provide information about the actual purchase order, goods receipt or invoice.

References:

Bank Confirmation - Overview, How It Works, Importance3

What is Goods Delivery Note? | Definition & Example4

What Is Three-Way Matching & Why Is It Important? | NetSuite1

Enterprise Resource Planning (ERP) - Definition, Types, Uses2