Quiz 114 

 

 

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Chatterji Article
Thorp Article
Cobb, Guan and Levitan Article
Dimitriadis Article
Pareek Article
Anand Article

 

CPE Quiz # 114

Based on Information Systems Control Journal Volume 3, 2007

A passing score of 75 percent qualifies for one (1) hour of CISA/CISM/CGEIT Continuing Professional Education (CPE) Credit

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Chatterji Article

1.For enterprise architecture practitioners, chief information officers and IT heads, one of the most difficult challenges is to obtain an understanding of the "stream of logic" that links the business drivers and business strategic requirements directly to an IT investment portfolio designed to support those strategies and respond to those threats and opportunities.
2. Enterprise architecture is the fundamental planning and enabling discipline that enforces business-IT alignment and ensures that value is derived from the better-designed and cost-efficient solutions.

Thorp Article

3. One of the cornerstones of the Val IT approach is broadening horizons from stand-alone IT project management to business program management, managing programs of business change where technology initiatives contribute to business results in concert with other elements of the overall business systems.
4. When building a Results Chain for a program, every initiative must be followed by an outcome, and all outcomes must be described in a way that enables meaningful and objective quantification.

Cobb, Guan and Levitan Article

5. In an object-oriented (OO) model of an information system, the auditor must be able to interpret the inheritance hierarchy represented in the class diagram documentation to understand what operations and attributes, in addition to those defined within a class, may pertain to that class.
6. Two risks of the OO model identified by the authors are a new paradigm that IS designers and auditors may not be familiar with and incorrect application of design tools.
7. Auditors cannot rely on the unique nature of the documentation and message passing in OO systems to assess and monitor IS control within such a system.

Dimitriadis Article

8. The recent International Organization for Standardization's ISO 21188:2006 standard describes a framework of requirements to enable certificate-based solutions for secure Internet banking applications. ISO 21188:2006 defines security targets as well as procedures that guide and facilitate the risk management process.
9. Attack trees provide a formal methodology for analyzing the security of systems and subsystems. An attack tree has a root node and leaf nodes. The root node represents the final target of the attacker.
10. Both hard-token certificate/SSL-TLS and one-time password/time-based code generators are based on the "proof by knowledge" principle.

Pareek Article

11.Controls may be expensive to put in place and operate, but they do not create further downstream costs, such as increased audit hours and a decline in process throughput.
12. Quick initial wins can often be scored by leveraging the existing Sarbanes-Oxley process documentation and looking for manual interactions, approvals and reconciliations inherent in the financial reporting process.
13. While cost savings are an important outcome from automating controls, the longer-term benefit is obtained from improved risk management that comes from transparency of processes, visibility of exceptions, access to past events that are logged electronically and ease of implementation of management's governance directions.

Anand Article

14. This article focuses on demonstrating how complying with one regulation, such as Sarbanes-Oxley, can enable an organization to achieve a significant amount of compliance with other relevant legislation and tangible business and technology benefits that have a payoff beyond compliance.
15. An obvious benefit of leveraging synergies across various regulations is in the area of relationships where benefits of compliance with multiple regulations help improve relationships between the company and its various stakeholders.
16. Although the road map to multiregulation compliance should begin with the end in mind, acquiring compliance software should not be on the map because compliance is seldom about technology.

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