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NEW QUESTION: 1
A data custodian is responsible for which of the following?
A. The safe custody, transport, storage of the data, and implementation of business rules
B. Logging access and alerts
C. Data content
D. Data context
Answer: A
Explanation:
A data custodian is responsible for the safe custody, transport, and storage of data, and the implementation of business roles.

NEW QUESTION: 2
It is a hard-disk failure that occurs when a read-write head of a hard disk drive comes in contact with its rotating platter, resulting in permanent and usually irreparable damage to the magnetic media on the platter surface. Which of the following fits the above description?
A. Bad Sector.
B. Bad Platter Area.
C. Electrical Failure.
D. Head Crash.
Answer: D

NEW QUESTION: 3
You have been tasked with developing a Business Continuity Plan/Disaster Recovery (BCP/DR) plan. After several months of researching the various areas of the organization, you are ready to present the plan to Senior Management.
During the presentation meeting, the plan that you have dutifully created is not received positively. Senior Management is not convinced that they need to enact your plan, nor are they prepared to invest any money in the plan.
What is the BEST reason, as to why Senior Management is not willing to enact your plan?
A. The business case was not initially made and thus did not secure their support.
B. A Business Impact Assessment was not performed.
C. They were not included in any of the Risk Assesment meetings.
D. They were not included in any of the Business Impact Assessment meetings.
Answer: A
Explanation:
The following answers are incorrect:
-
They were not included in any of the Risk Assesment meetings.
-
They were not included in any of the Business Impact Assessment meetings.
-A Business Impact Assessment was not performed.
From the official Guide: "Before the project can even start, it must have total senior management support. Without that support, this project will fail. To convince leadership that the organization needs to build an enterprise-wide BC and DR plan, the planner must sell the importance of the program to the leadership. Senior leadership in any organization has two major goals: grow the business and protect the brand. Business continuity and DR have little to do with growing the business and everything to do with protecting the brand. It is still a hard sell because unless the organization actually has a disaster; the value of the time, money and people resources to build the plan are going to be suspect because it takes away from goal number one, grow the business....
To convince leadership of the need to build a viable DR and BCP, the planner needs to help them understand the risk they are accepting by not having one and the cost to the corporation if a disaster were to occur. The risks to the corporation are found in three areas; financial (how much money the corporation stands to lose), reputational (how badly the corporation will be perceived by its customers and its shareholders), and regulatory (fines or penalties incurred, lawsuits filed against them). There is also the potential that the leaders of the organization could be held personally liable, financially and even criminally, if it is determined that they did not use due care to adequately protect the corporation."
Exam tip: Don't be suprised to see some of these 'soft' questions on the exam. It's important that you take in some of the business side of the chapters than just the technical sides.
Tip from Mike: Way too often, senior management will come down and instruct us that they need a Distaster Recovery plan. Do not make the mistake of assuming that it means you will have their support once the plan is created. While the answer of a BIA was not performed seems right, unless the business case was made sucessfully to the point where you secured their unequivical support (preferrably in writing), your plan will not be accepted the way you would hope.
There is a structure in the way these things need to occur and a big part of it is to secure Senior Managements support. When you are initially tasked, that is the perfect time to sit down with them and ask what their anticipated goals are. It is fine to guide them to the general areas that they should be looking at, but in the end the direction MUST come from them. It is during that time period that you should inform them of the different steps that need to occur; BIA, Risk Assessment (quantitative vs qualititave).
Insist on performing a BIA, even if it is scaled down to meet their goals. If they don't understand why you would do a BIA and assesment, explain to them that you don't want to waste precious resources (time and money) on areas that don't need to protected further. That your goal is the same as theirs, "protecting the brand".
The BIA will force them to look at the potential losses from one of their main tenets "Protect the Brand". Only after they agree to the results of the BIA can you be certain that the business case has been made and you will most likely have their support.
Be prepared to wear your business hat, as you will need to present hard numbers to make your case.
The following reference(s) were/was used to create this question: Tipton, Harold F. (2010-04-20). Official (ISC)2 Guide to the CISSP CBK, Third Edition ((ISC)2 Press), Chapter 8 Business Continuity and Disaster Recovery Planning, Pages 1092-1093