CISSP Exam Dumps - Certified Information Systems Security Professional (CISSP)

A warm site is the most cost effective solution for a disaster recovery (DR) site given that the organization’s systems cannot be unavailable for more than 24 hours. A DR site is a backup facility that can be used to restore the normal operation of the organization’s IT systems and infrastructure after a disruption or disaster. A DR site can have different levels of readiness and functionality, depending on the organization’s recovery objectives and budget. The main types of DR sites are:

• Hot site: a DR site that is fully operational and equipped with the necessary hardware, software, telecommunication lines, and network connectivity to allow the organization to be up and running almost immediately. A hot site has all the required servers, workstations, and communications links, and can function as a branch office or data center that is online and connected to the production network. A hot site also has a backup of the data from the systems at the primary site, which may be replicated in real time or near real time. A hot site greatly reduces or eliminates downtime for the organization, but it is also very expensive to maintain and operate.
• Warm site: a DR site that is partially operational and equipped with some of the hardware, software, telecommunication lines, and network connectivity to allow the organization to be up and running within a short time. A warm site has some of the required servers, workstations, and communications links, and can function as a temporary office or data center that is offline or partially connected to the production network. A warm site may have a backup of the data from the systems at the primary site, but it is not updated or synchronized as frequently as a hot site. A warm site reduces downtime for the organization, but it is also less expensive than a hot site.
• Cold site: a DR site that is not operational and equipped with only the basic infrastructure and environmental support systems to allow the organization to be up and running within a long time. A cold site has none of the required servers, workstations, and communications links, and cannot function as an office or data center until they are installed and configured. A cold site does not have a backup of the data from the systems at the primary site, and it has to be restored from other sources, such as tapes or disks. A cold site increases downtime for the organization, but it is also the cheapest option among the DR sites.
• Mirror site: a DR site that is an exact replica of the primary site, with the same hardware, software, telecommunication lines, and network connectivity, and with the same data and applications. A mirror site is always online and synchronized with the primary site, and can take over the operation of the organization seamlessly in the event of a disruption or disaster. A mirror site eliminates downtime for the organization, but it is also the most expensive option among the DR sites.

A warm site is the most cost effective solution for a disaster recovery (DR) site given that the organization’s systems cannot be unavailable for more than 24 hours, because it can provide a balance between the recovery time and the recovery cost. A warm site can enable the organization to resume its critical functions and operations within a reasonable time frame, without spending too much on the DR site maintenance and operation. A warm site can also provide some flexibility and scalability for the organization to adjust its recovery strategies and resources according to its needs and priorities.

The other options are not the most cost effective solutions for a disaster recovery (DR) site given that the organization’s systems cannot be unavailable for more than 24 hours, but rather solutions that are either too costly or too slow for the organization’s recovery objectives and budget. A hot site is a solution that is too costly for a disaster recovery (DR) site given that the organization’s systems cannot be unavailable for more than 24 hours, because it requires the organization to invest a lot of money on the DR site equipment, software, and services, and to pay for the ongoing operational and maintenance costs. A hot site may be more suitable for the organization’s systems that cannot be unavailable for more than a few hours or minutes, or that have very high availability and performance requirements. A mirror site is a solution that is too costly for a disaster recovery (DR) site given that the organization’s systems cannot be unavailable for more than 24 hours, because it requires the organization to duplicate its entire primary site, with the same hardware, software, data, and applications, and to keep them online and synchronized at all times. A mirror site may be more suitable for the organization’s systems that cannot afford any downtime or data loss, or that have very strict compliance and regulatory requirements. A cold site is a solution that is too slow for a disaster recovery (DR) site given that the organization’s systems cannot be unavailable for more than 24 hours, because it requires the organization to spend a lot of time and effort on the DR site installation, configuration, and restoration, and to rely on other sources of backup data and applications. A cold site may be more suitable for the organization’s systems that can be unavailable for more than a few days or weeks, or that have very low criticality and priority.

 Making a copy of the hard drive should be the first action to protect the chain of evidence when a desktop computer is involved. A chain of evidence, also known as a chain of custody, is a process that documents and preserves the integrity and authenticity of the evidence collected from a crime scene, such as a desktop computer. A chain of evidence should include information such as:

• The identity and role of the person who collected, handled, or transferred the evidence
• The date and time of the collection, handling, or transfer of the evidence
• The location and condition of the evidence
• The method and tool used to collect, handle, or transfer the evidence
• The signature or seal of the person who collected, handled, or transferred the evidence

Making a copy of the hard drive should be the first action to protect the chain of evidence when a desktop computer is involved, because it can ensure that the original hard drive is not altered, damaged, or destroyed during the forensic analysis, and that the copy can be used as a reliable and admissible source of evidence. Making a copy of the hard drive should also involve using a write blocker, which is a device or a software that prevents any modification or deletion of the data on the hard drive, and generating a hash value, which is a unique and fixed identifier that can verify the integrity and consistency of the data on the hard drive.

The other options are not the first actions to protect the chain of evidence when a desktop computer is involved, but rather actions that should be done after or along with making a copy of the hard drive. Taking the computer to a forensic lab is an action that should be done after making a copy of the hard drive, because it can ensure that the computer is transported and stored in a secure and controlled environment, and that the forensic analysis is conducted by qualified and authorized personnel. Starting documenting is an action that should be done along with making a copy of the hard drive, because it can ensure that the chain of evidence is maintained and recorded throughout the forensic process, and that the evidence can be traced and verified. Turning off the computer is an action that should be done after making a copy of the hard drive, because it can ensure that the computer is powered down and disconnected from any network or device, and that the computer is protected from any further damage or tampering.

Minimization of the need for decision making during a crisis is the main benefit that a Business Continuity Plan/Disaster Recovery Plan (BCP/DRP) will provide. A BCP/DRP is a set of policies, procedures, and resources that enable an organization to continue or resume its critical functions and operations in the event of a disruption or disaster. A BCP/DRP can provide several benefits, such as:

• Improving the resilience and preparedness of the organization and its staff in handling a disruption or disaster
• Enhancing the performance and efficiency of the organization and its systems in recovering from a disruption or disaster
• Increasing the compliance and alignment of the organization and its plans with the internal or external requirements and standards
• Facilitating the monitoring and improvement of the organization and its plans by identifying and addressing any gaps, issues, or risks

Minimization of the need for decision making during a crisis is the main benefit that a BCP/DRP will provide, because it can ensure that the organization and its staff have a clear and consistent guidance and direction on how to respond and act during a disruption or disaster, and avoid any confusion, uncertainty, or inconsistency that might worsen the situation or impact. A BCP/DRP can also help to reduce the stress and pressure on the organization and its staff during a crisis, and increase their confidence and competence in executing the plans.

The other options are not the benefits that a BCP/DRP will provide, but rather unrealistic or incorrect expectations or outcomes of a BCP/DRP. Guaranteed recovery of all business functions is not a benefit that a BCP/DRP will provide, because it is not possible or feasible to recover all business functions after a disruption or disaster, especially if the disruption or disaster is severe or prolonged. A BCP/DRP can only prioritize and recover the most critical or essential business functions, and may have to suspend or terminate the less critical or non-essential business functions. Insurance against litigation following a disaster is not a benefit that a BCP/DRP will provide, because it is not a guarantee or protection that the organization will not face any legal or regulatory consequences or liabilities after a disruption or disaster, especially if the disruption or disaster is caused by the organization’s negligence or misconduct. A BCP/DRP can only help to mitigate or reduce the legal or regulatory risks, and may have to comply with or report to the relevant authorities or parties. Protection from loss of organization resources is not a benefit that a BCP/DRP will provide, because it is not a prevention or avoidance of any damage or destruction of the organization’s assets or resources during a disruption or disaster, especially if the disruption or disaster is physical or natural. A BCP/DRP can only help to restore or replace the lost or damaged assets or resources, and may have to incur some costs or losses.

Recovery strategies of a Disaster Recovery planning (DRP) must be aligned with the cost/benefit analysis and business objectives. A DRP is a part of a BCP/DRP that focuses on restoring the normal operation of the organization’s IT systems and infrastructure after a disruption or disaster. A DRP should include various components, such as:

• Risk assessment: a process that identifies and evaluates the potential threats and vulnerabilities that might affect the IT systems and infrastructure, and estimates the likelihood and impact of a disruption or disaster
• Recovery objectives: a process that defines and quantifies the acceptable levels of recovery for the IT systems and infrastructure, such as the recovery point objective (RPO), which is the maximum amount of data loss that can be tolerated, and the recovery time objective (RTO), which is the maximum amount of downtime that can be tolerated
• Recovery strategies: a process that selects and implements the appropriate methods and resources to recover the IT systems and infrastructure, such as backup, replication, redundancy, or failover
• DRP document: a document that outlines and details the scope, purpose, and features of the DRP, such as the roles and responsibilities, the recovery procedures, and the contact information
• Testing, training, and exercises: a process that evaluates and validates the effectiveness and readiness of the DRP, and educates and trains the relevant stakeholders, such as the IT staff, the management, and the users, on the DRP and their roles and responsibilities
• Maintenance and review: a process that monitors and updates the DRP, and addresses any changes or issues that might affect the DRP, such as the IT requirements, the threat landscape, or the feedback and lessons learned

Recovery strategies of a DRP must be aligned with the cost/benefit analysis and business objectives, because it can ensure that the DRP is feasible and suitable, and that it can achieve the desired outcomes and objectives in a cost-effective and efficient manner. A cost/benefit analysis is a technique that compares the costs and benefits of different recovery strategies, and determines the optimal one that provides the best value for money. A business objective is a goal or a target that the organization wants to achieve through its IT systems and infrastructure, such as increasing the productivity, profitability, or customer satisfaction. A recovery strategy that is aligned with the cost/benefit analysis and business objectives can help to:

• Optimize the use and allocation of the IT resources and funds for the recovery
• Minimize the negative impacts and risks of a disruption or disaster on the IT systems and infrastructure
• Maximize the positive outcomes and benefits of the recovery for the IT systems and infrastructure
• Support and enable the achievement of the organizational goals and targets through the IT systems and infrastructure

The other options are not the factors that the recovery strategies of a DRP must be aligned with, but rather factors that should be considered or addressed when developing or implementing the recovery strategies of a DRP. Hardware and software compatibility issues are factors that should be considered when developing the recovery strategies of a DRP, because they can affect the functionality and interoperability of the IT systems and infrastructure, and may require additional resources or adjustments to resolve them. Applications’ criticality and downtime tolerance are factors that should be addressed when implementing the recovery strategies of a DRP, because they can determine the priority and urgency of the recovery for different applications, and may require different levels of recovery objectives and resources. Budget constraints and requirements are factors that should be considered when developing the recovery strategies of a DRP, because they can limit the availability and affordability of the IT resources and funds for the recovery, and may require trade-offs or compromises to balance them.

A Business Continuity Plan (BCP) is considered to be valid when it has been validated by realistic exercises. A BCP is a part of a BCP/DRP that focuses on ensuring the continuous operation of the organization’s critical business functions and processes during and after a disruption or disaster. A BCP should include various components, such as:

• Business impact analysis: a process that identifies and prioritizes the critical business functions and processes, and assesses the potential impacts and risks of a disruption or disaster on them
• Recovery strategies: a process that defines and selects the appropriate methods and resources to recover the critical business functions and processes, such as alternate sites, backup systems, or recovery teams
• BCP document: a document that outlines and details the scope, purpose, and features of the BCP, such as the roles and responsibilities, the recovery procedures, and the contact information
• Testing, training, and exercises: a process that evaluates and validates the effectiveness and readiness of the BCP, and educates and trains the relevant stakeholders, such as the staff, the management, and the customers, on the BCP and their roles and responsibilities
• Maintenance and review: a process that monitors and updates the BCP, and addresses any changes or issues that might affect the BCP, such as the business requirements, the threat landscape, or the feedback and lessons learned

A BCP is considered to be valid when it has been validated by realistic exercises, because it can ensure that the BCP is practical and applicable, and that it can achieve the desired outcomes and objectives in a real-life scenario. Realistic exercises are a type of testing, training, and exercises that involve performing and practicing the BCP with the relevant stakeholders, using simulated or hypothetical scenarios, such as a fire drill, a power outage, or a cyberattack. Realistic exercises can provide several benefits, such as:

• Improving the confidence and competence of the organization and its staff in handling a disruption or disaster
• Enhancing the performance and efficiency of the organization and its systems in recovering from a disruption or disaster
• Increasing the compliance and alignment of the organization and its plans with the internal or external requirements and standards
• Facilitating the monitoring and improvement of the organization and its plans by identifying and addressing any gaps, issues, or risks

The other options are not the criteria for considering a BCP to be valid, but rather the steps or parties that are involved in developing or approving a BCP. When it has been validated by the Business Continuity (BC) manager is not a criterion for considering a BCP to be valid, but rather a step that is involved in developing a BCP. The BC manager is the person who is responsible for overseeing and coordinating the BCP activities and processes, such as the business impact analysis, the recovery strategies, the BCP document, the testing, training, and exercises, and the maintenance and review. The BC manager can validate the BCP by reviewing and verifying the BCP components and outcomes, and ensuring that they meet the BCP standards and objectives. However, the validation by the BC manager is not enough to consider the BCP to be valid, as it does not test or demonstrate the BCP in a realistic scenario. When it has been validated by the board of directors is not a criterion for considering a BCP to be valid, but rather a party that is involved in approving a BCP. The board of directors is the group of people who are elected by the shareholders to represent their interests and to oversee the strategic direction and governance of the organization. The board of directors can approve the BCP by endorsing and supporting the BCP components and outcomes, and allocating the necessary resources and funds for the BCP. However, the approval by the board of directors is not enough to consider the BCP to be valid, as it does not test or demonstrate the BCP in a realistic scenario. When it has been validated by all threat scenarios is not a criterion for considering a BCP to be valid, but rather an unrealistic or impossible expectation for validating a BCP. A threat scenario is a description or a simulation of a possible or potential disruption or disaster that might affect the organization’s critical business functions and processes, such as a natural hazard, a human error, or a technical failure. A threat scenario can be used to test and validate the BCP by measuring and evaluating the BCP’s performance and effectiveness in responding and recovering from the disruption or disaster. However, it is not possible or feasible to validate the BCP by all threat scenarios, as there are too many or unknown threat scenarios that might occur, and some threat scenarios might be too severe or complex to simulate or test. Therefore, the BCP should be validated by the most likely or relevant threat scenarios, and not by all threat scenarios.

Simulation is the type of business continuity test that includes assessment of resilience to internal and external risks without endangering live operations. Business continuity is the ability of an organization to maintain or resume its critical functions and operations in the event of a disruption or disaster. Business continuity testing is the process of evaluating and validating the effectiveness and readiness of the business continuity plan (BCP) and the disaster recovery plan (DRP) through various methods and scenarios. Business continuity testing can provide several benefits, such as:

• Improving the confidence and competence of the organization and its staff in handling a disruption or disaster
• Enhancing the performance and efficiency of the organization and its systems in recovering from a disruption or disaster
• Increasing the compliance and alignment of the organization and its plans with the internal or external requirements and standards
• Facilitating the monitoring and improvement of the organization and its plans by identifying and addressing any gaps, issues, or risks

There are different types of business continuity tests, depending on the scope, purpose, and complexity of the test. Some of the common types are:

• Walkthrough: a type of business continuity test that involves reviewing and discussing the BCP and DRP with the relevant stakeholders, such as the business continuity team, the management, and the staff. A walkthrough can provide a basic and qualitative assessment of the BCP and DRP, and can help to familiarize and educate the stakeholders with the plans and their roles and responsibilities.
• Simulation: a type of business continuity test that involves performing and practicing the BCP and DRP with the relevant stakeholders, using simulated or hypothetical scenarios, such as a fire drill, a power outage, or a cyberattack. A simulation can provide a realistic and quantitative assessment of the BCP and DRP, and can help to test and train the stakeholders with the plans and their actions and reactions.
• Parallel: a type of business continuity test that involves activating and operating the alternate site or system, while maintaining the normal operations at the primary site or system. A parallel test can provide a comprehensive and comparative assessment of the BCP and DRP, and can help to verify and validate the functionality and compatibility of the alternate site or system.
• Full interruption: a type of business continuity test that involves shutting down and transferring the normal operations from the primary site or system to the alternate site or system. A full interruption test can provide a conclusive and definitive assessment of the BCP and DRP, and can help to evaluate and measure the impact and effectiveness of the plans.

Simulation is the type of business continuity test that includes assessment of resilience to internal and external risks without endangering live operations, because it can simulate various types of risks, such as natural, human, or technical, and assess how the organization and its systems can cope and recover from them, without actually causing any harm or disruption to the live operations. Simulation can also help to identify and mitigate any potential risks that might affect the live operations, and to improve the resilience and preparedness of the organization and its systems.

The other options are not the types of business continuity tests that include assessment of resilience to internal and external risks without endangering live operations, but rather types that have other objectives or effects. Walkthrough is a type of business continuity test that does not include assessment of resilience to internal and external risks, but rather a review and discussion of the BCP and DRP, without any actual testing or practice. Parallel is a type of business continuity test that does not endanger live operations, but rather maintains them, while activating and operating the alternate site or system. Full interruption is a type of business continuity test that does endanger live operations, by shutting them down and transferring them to the alternate site or system.

 Isolating the system from the network is the most important step during forensic analysis when trying to learn the purpose of an unknown application. An unknown application is an application that is not recognized or authorized by the system or network administrator, and that may have been installed or executed without the user’s knowledge or consent. An unknown application may have various purposes, such as:

• Providing a legitimate or useful function or service for the user, such as a utility or a tool
• Providing an illegitimate or malicious function or service for the attacker, such as a malware or a backdoor
• Providing a neutral or benign function or service for the developer, such as a trial or a demo

Forensic analysis is a process that involves examining and investigating the system or network for any evidence or traces of the unknown application, such as its origin, nature, behavior, and impact. Forensic analysis can provide several benefits, such as:

• Identifying and classifying the unknown application as legitimate, malicious, or neutral
• Determining and assessing the purpose and function of the unknown application
• Detecting and resolving any issues or risks caused by the unknown application
• Preventing and mitigating any future incidents or attacks involving the unknown application

Isolating the system from the network is the most important step during forensic analysis when trying to learn the purpose of an unknown application, because it can ensure that the system is isolated and protected from any external or internal influences or interferences, and that the forensic analysis is conducted in a safe and controlled environment. Isolating the system from the network can also help to:

• Prevent the unknown application from communicating or connecting with any other system or network, and potentially spreading or escalating the attack
• Prevent the unknown application from receiving or sending any commands or data, and potentially altering or deleting the evidence
• Prevent the unknown application from detecting or evading the forensic analysis, and potentially hiding or destroying itself

The other options are not the most important steps during forensic analysis when trying to learn the purpose of an unknown application, but rather steps that should be done after or along with isolating the system from the network. Disabling all unnecessary services is a step that should be done after isolating the system from the network, because it can ensure that the system is optimized and simplified for the forensic analysis, and that the system resources and functions are not consumed or affected by any irrelevant or redundant services. Ensuring chain of custody is a step that should be done along with isolating the system from the network, because it can ensure that the integrity and authenticity of the evidence are maintained and documented throughout the forensic process, and that the evidence can be traced and verified. Preparing another backup of the system is a step that should be done after isolating the system from the network, because it can ensure that the system data and configuration are preserved and replicated for the forensic analysis, and that the system can be restored and recovered in case of any damage or loss.

Ensuring accountability for changes to the environment is the primary reason for implementing change management. Change management is a process that ensures that any changes to the system or network environment, such as the hardware, software, configuration, or documentation, are planned, approved, implemented, and documented in a controlled and consistent manner. Change management can provide several benefits, such as:

• Improving the security and reliability of the system or network environment by preventing or reducing the errors, conflicts, or disruptions that might occur due to the changes
• Enhancing the performance and efficiency of the system or network environment by optimizing the resources and functions
• Increasing the compliance and alignment of the system or network environment with the internal or external requirements and standards
• Facilitating the monitoring and improvement of the system or network environment by tracking and logging the changes and their outcomes

Ensuring accountability for changes to the environment is the primary reason for implementing change management, because it can ensure that the changes are authorized, justified, and traceable, and that the parties involved in the changes are responsible and accountable for their actions and results. Accountability can also help to deter or detect any unauthorized or malicious changes that might compromise the system or network environment.

The other options are not the primary reasons for implementing change management, but rather secondary or specific reasons for different aspects or phases of change management. Certifying and approving releases to the environment is a reason for implementing change management, but it is more relevant for the approval phase of change management, which is the phase that involves reviewing and validating the changes and their impacts, and granting or denying the permission to proceed with the changes. Providing version rollbacks for system changes is a reason for implementing change management, but it is more relevant for the implementation phase of change management, which is the phase that involves executing and monitoring the changes and their effects, and providing the backup and recovery options for the changes. Ensuring that all applications are approved is a reason for implementing change management, but it is more relevant for the application changes, which are the changes that affect the software components or services that provide the functionality or logic of the system or network environment.