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NEW QUESTION: 1
A Chief Information Security Officer (CISO) is reviewing the results of a gap analysis with an outside cybersecurity consultant. The gap analysis reviewed all procedural and technical controls and found the following:
High-impact controls implemented: 6 out of 10
Medium-impact controls implemented: 409 out of 472
Low-impact controls implemented: 97 out of 1000
The report includes a cost-benefit analysis for each control gap. The analysis yielded the following information:
Average high-impact control implementation cost: $15,000; Probable ALE for each high-impact control gap: $95,000 Average medium-impact control implementation cost: $6,250; Probable ALE for each medium-impact control gap: $11,000 Due to the technical construction and configuration of the corporate enterprise, slightly more than 50% of the medium-impact controls will take two years to fully implement. Which of the following conclusions could the CISO draw from the analysis?
A. Because of the significant ALE for each high-risk vulnerability, efforts should be focused on those controls
B. The enterprise security team has focused exclusively on mitigating high-level risks
C. Too much emphasis has been placed on eliminating low-risk vulnerabilities in the past
D. The cybersecurity team has balanced residual risk for both high and medium controls
Answer: A

NEW QUESTION: 2
Which two methods can you use to create a new cross-tab in your report? (Choose two.)
A. Select the Cross-Tab option from the Formatting toolbar.
B. Select the Cross-Tab option from the Insert toolbar.
C. Select the Cross-Tab Expert from the Format menu.
D. Select the Cross-Tab option from the Insert menu.
Answer: B,D

NEW QUESTION: 3
Drag and drop the jitter definition and how to compensate for it from the left onto the right

Answer:
Explanation:

Explanation
1B, 2 E

NEW QUESTION: 4
Project Scenario - Health and Safety Training Project:
ABC Company is a well-established training company that uses a standard model to develop training materials and deliver courses to customers.
ABC Company has commissioned a project in response to recent changes in government legislation relating to health and safety on construction sites. The project will deliver "capability to provide health and safety training", including the materials needed for classroom-based training and e-learning. The expected benefits for construction companies include a reduction in lost days and legal costs due to accidents.
The e-learning course will be developed by a specialist external consultancy. The materials for classroom- based training will be delivered by ABC Company's development team. All course materials will be piloted before they are used. ABC Company will deliver training to its customers and also hopes to sell the course materials to other training companies as part of their operational business. ABC Company will use their own sales and marketing departments to promote the courses.
The legislation requires construction companies to comply with the new legislation within two years. The course materials and trainers have to be accredited by a government agency before courses can be delivered. ABC Company is planning to deliver pilot courses within five months of starting the project.
The ABC Company standard development model for new courses recommends the following stages:
End of the Project scenario.
Additional Information:
The Chief Executive Officer (CEO) founded the company five years ago. Under her leadership, ABC Company has grown quickly into a successful training company. It delivers a range of accredited professional training.
The Finance Director is also a founder member of ABC Company and is responsible for authorizing budgets for the Operations and Development Teams. She authorizes all large contracts personally.
The Purchasing Manager reports to the Finance Director and is responsible for managing and monitoring supplier contracts.
The Operations Director is responsible for the delivery off all training and for the training development budget. His department organizes courses, venues and trainers. They work with the Product and the Sales teams to provide a comprehensive training schedule. ABC Company's IT manager reports to the Operations Director.
The Business Development Director has recently been appointed to identify new training needs and propose new products. She will work with the Operations. Director to ensure a cost-conscious approach and that appropriate development technologies are used for the health and safety course.
The Training Development Manager reports to the Business Development Director and is responsible for developing training materials and gaining accreditation, in accordance with the standard course development model. Course developers in his team have skills in a range of development technologies and are allocated to projects as needed.
The Training Delivery Manager, who reports to the Operations Director, is responsible for ensuring that internal and external trainers deliver ABC Company training courses to the required standard. He also checks course materials to ensure they are fit for purpose and of the required quality.
The Central Services Director has responsibility for corporate communications, facilities management and configuration management. He recently led a project to consolidate all company quality systems into one quality management system and set up a corporate quality department, now managed by the Corporate Quality Manager.
The Corporate Document Manager reports to the Central Services Director. She helped establish the company's document management system and now operates it across the business. She manages a team of administrators and contracts staff when workload is high.
The Sales Director joined ABC Company two months ago and is keen to establish himself by suggesting new markets for the courses and material. All account managers and the marketing team report to him.
They promote existing training courses to other training companies and existing customers.
End of the additional information.
ABC Company carried out a similar project two years ago, in response to changes in health and safety legislation for the health service. The experiences from that project were used to refine the corporate risk management policy. For that reason, the project board decided to use the corporate risk management policy in the risk management approach for this project.
Is this appropriate, and why?
A. Yes, because the corporate risk management policy was updated, as a result of lessons from previous projects.
B. No, because the risk management approach should be tailored to suit the project and its environment.
C. No, because a separate risk management approach is not necessary when the company has a risk management policy.
D. Yes, because experience from previous projects should be taken into account in the risk management approach.
Answer: D