ISC2 ISSMP : Information Systems Security Management Professional Exam Dumps

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Exam Number : ISSMP
Exam Name : Information Systems Security Management Professional
Vendor Name : ISC2
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ISSMP Exam Format | ISSMP Course Contents | ISSMP Course Outline | ISSMP Exam Syllabus | ISSMP Exam Objectives


Length of exam : 3 hours

Questions : 125

Question format : Multiple choice

Passing grade : 700 out of 1000 points

Exam availability : English

Testing center : Pearson VUE Testing Center



The Information Systems Security Architecture Professional (ISSAP) is a CISSP who specializes in designing security solutions and providing management with risk-based guidance to meet organizational goals. ISSAPs facilitate the alignment of security solutions within the organizational context (e.g., vision, mission, strategy, policies, requirements, change, and external factors).

The broad spectrum of topics included in the ISSAP Common Body of Knowledge (CBK) ensure its relevancy across all disciplines in the field of information security. Successful candidates are competent in the following six domains:



• Identity and Access Management Architecture

• Security Operations Architecture

• Infrastructure Security

• Architect for Governance, Compliance, and Risk Management

• Security Architecture Modeling

• Architect for Application Security



1. Identity and Access Management Architecture 19%

2. Security Operations Architecture 17%

3. Infrastructure Security 19%

4. Architect for Governance, Compliance, and Risk Management 16%

5. Security Architecture Modeling 14%

6. Architect for Application Security 15%

Total: 100%



Domain 1: Identity and Access Management Architecture



Design Identity Management and Lifecycle

» Identification and Authentication

» Centralized Identity and Access Management Architecture

» Decentralized Identity and Access Management Architecture

» Identity Provisioning Lifecycle (e.g., registration, issuance, revocation, validation)

» Authentication Protocols and Technologies (e.g., SAML, RADIUS, Kerberos, OATH)



Design Access Control Management and Lifecycle

» Application of Control Concepts and Principles (e.g., discretionary/mandatory, segregation/ separation of duties, rule of least privilege)

» Access Control Governance

» Access Control Configurations (e.g., physical, logical, administrative)

» Authorization Process and Workflow (e.g., issuance, periodic review, revocation)

» Roles, Rights, and Responsibilities Related to System, Application, and Data Access Control (e.g., groups, Digital Rights Management (DRM), trust relationships)

» Authorization (e.g., single sign-on, rule-based, role-based, attribute-based)

» Accounting (e.g., logging, tracking, auditing)

» Access Control Protocols and Technologies (e.g., XACML, LDAP)

» Network Access Control



Domain 2: Security Operations Architecture



Determine Security Operation Capability Requirements and Strategy

» Determine Legal Imperatives

» Determine Organizational Drivers and Strategy

» Determine Organizational Constraints

» Map Current Capabilities to Organization Strategy

» Design Security Operations Strategy

2.2 Design Continuous Security Monitoring (e.g., SIEM, insider threat, enterprise log management, cyber crime, advanced persistent threat)

» Detection and Response

» Content Monitoring, Inspection, and Filtering (e.g., email, web, data, social media)

» Anomoly Detection (e.g., baseline, analytics, false positive reduction)

2.3 Design Continuity, Availability, and Recovery Solutions

» Incorporate Business Impact Analysis (BIA) Information (e.g., legal, financial, stakeholders)

» Determine Security Strategies for Availability and Recovery

» Design Continuity and Recovery Solution

2.4 Define Security Operations (e.g., interoperability, scalability, availability, supportability)

2.5 Integrate Physical Security Controls

» Assess Physical Security Requirements

» Integrate Physical Security Products and Systems

» Evaluate Physical Security Solutions (e.g., test, evaluate, implement)

2.6 Design Incident Management Capabilities

2.7 Secure Communications and Networks

» Design the Maintenance Plan for the Communication and Network Architecture

» Determine Communications Architecture

» Determine Network Architecture

» Communication and Network Policies

» Remote Access



Domain 3: Infrastructure Security



3.1 Determine Infrastructure Security Capability Requirements and Strategy

3.2 Design Layer 2/3 Architecture (e.g., access control segmentation, out-of-band management, OSI layers)

3.3 Secure Common Services (e.g., wireless, e-mail, VoIP, unified communications)

3.4 Architect Detective, Deterrent, Preventative, and Control Systems

» Design Boundary Protection (e.g., firewalls, VPNs, airgaps, BYOD, software defined perimeters)

» Secure Device Management (e.g., BYOD, mobile, server, endpoint)

3.5 Architect Infrastructure Monitoring

» Monitor Integration (e.g., sensor placement, time reconciliation, span of control, record compatibility)

» Active/Passive Solutions (e.g., span port, port mirroring, tap, inline)

3.6 Design Integrated Cryptographic Solutions (e.g., Public Key Infrastructure (PKI), identity system integration)

» Determine Usage (i.e., in transit, at rest)

» Define Key Management Lifecycle

» Identify Cryptographic Design Considerations and Constraints



Domain 4: Architect for Governance, Compliance, and Risk Management



4.1 Architect for Governance and Compliance

» Auditability (e.g., regulatory, legislative, forensic requirements, segregation, verifiability of high assurance systems)

» Secure Sourcing Strategy

» Apply Existing Information Security Standards and Guidelines (e.g., ISO/IEC, PCI, SOX, SOC2)

» Governing the Organizational Security Portfolio

4.2 Design Threat and Risk Management Capabilities

» Identify Security Design Considerations and Associated Risks

» Design for Compliance

» Assess Third Parties (e.g., auditing and risk registry)

4.3 Architect Security Solutions for Off-Site Data Use and Storage

» Cloud Service Providers

» Third Party

» Network Solutions Service Providers (NSSP)

4.4 Operating Environment (e.g., virtualization, cloud computing)



Domain 5: Security Architecture Modeling



5.1 Identify Security Architecture Approach (e.g., reference architectures, build guides, blueprints, patterns)

» Types and Scope (e.g., enterprise, network, SOA)

» Frameworks (e.g., Sherwood Applied Business Security Architecture (SABSA), Service-Oriented Modeling Framework (SOMF))

» Industrial Control Systems (ICS) (e.g., process automation networks, work interdependencies, monitoring requirements)

» Security Configuration (e.g., baselines)

» Network Configuration (e.g., physical, logical, high availability)

» Reference Architectures

5.2 Verify and Validate Design (e.g., POT, FAT, regression)

» Validate Threat Model (e.g., access control attacks, cryptanalytic attacks, network)

» Identification of Gaps and Alternative Solutions

» Independent Verification and Validation

» Evaluate Controls Against Threats and Vulnerabilities

» Validation of Design Against Reference Architectures



Domain 6: Architect for Application Security



6.1 Review Software Development Life Cycle (SDLC) Integration of Application Security Architecture (e.g., requirements traceability matrix, security architecture documentation, secure coding)

» Assess When to Use Automated vs. Manual vs. Static Secure Code Reviews Based on Risk

» Assess the Need for Web Application Firewalls (e.g., REST, API, SAML)

» Review the Need for Encryption between Identity Providers at the Transport and Content Layers

» Assess the Need for Secure Communications between Applications and Databases or other Endpoints

» Leverage Secure Code Repository

6.2 Review Application Security (e.g., custom, commercial off-the-shelf (COTS), in-house cloud)

6.3 Determine Application Security Capability Requirements and Strategy (e.g., open source, cloud service providers, SaaS/IaaS providers)

6.4 Design Application Cryptographic Solutions (e.g., cryptographic API selection, PRNG selection, software-based key management)

6.5 Evaluate Application Controls Against Existing Threats and Vulnerabilities

6.6 Determine and Establish Application Security Approaches for all System Components (mobile, web, and thick client applications; proxy, application, and database services)



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ISC2 Management syllabus

 

CISCE Syllabus 2024: ICSE, ISC Syllabus revised; Details here

CISCE Syllabus 2024: The Council for the Indian School Certificate Exam (CISCE) has revised the ISC (Class 12) and ICSE (Class 10) syllabus for 2023-24 academic session. The revised syllabus for Indian Certificate of Secondary Education (ICSE) and Indian School Certificate (ISC) is available on the official website of the Council at cisce.org.

The CISCE in a notification stated that the syllabus will be prescribed separately for Classes 9 and 10 at the ICSE level and Classes 11 and 12 at the ISC level. However, for the ICSE and ISC board examinations, only the syllabus prescribed for Class 10 and 12 respectively, will be tested.

Previously, the CISCE used to conduct the ICSE board exams by comprising the syllabus of both Class 9th and 10th. Similarly, the ISC question papers were being prepared considering Class 11th and 12th syllabus.

ALSO READ | ICSE Result 2023 (OUT): CISCE 10th, 12th results declared; Direct link, steps

The Council has made changes in the syllabus of Class 11th and 12th for all the three streams-- Science, Commerce and Arts. It includes Physics, Chemistry, Biology, Commerce, Accounts, History, Geography, Political Science, Sociology, Psychology, Legal Studies, Mathematics and Computer Science subjects. The board examinations for 2023-24 of these subjects will be organised according to the new syllabus. The Class 11th annual exams will also be organized on the basis of new syllabus.


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What Is Strategic Management?

What Is Strategic Management?

Strategic management is the management of an organization’s resources to achieve its goals and objectives.

Strategic management involves setting objectives, analyzing the competitive environment, analyzing the internal organization, evaluating strategies, and ensuring that management rolls out the strategies across the organization.

Key Takeaways
  • Companies, universities, nonprofits, and other organizations can use strategic management as a way to make goals and meet objectives.
  • Flexible companies may find it easier to make changes to their structure and plans, while inflexible companies may chafe at a changing environment.
  • A strategic manager may oversee strategic management plans and devise ways for organizations to meet their benchmark goals. 
  • Understanding Strategic Management

    Strategic management is divided into several schools of thought. A prescriptive approach to strategic management outlines how strategies should be developed, while a descriptive approach focuses on how strategies should be put into practice. These schools differ on whether strategies are developed through an analytic process, in which all threats and opportunities are accounted for, or are more like general guiding principles to be applied.

    Business culture, the skills and competencies of employees, and organizational structure are all important factors that influence how an organization can achieve its stated objectives. Inflexible companies may find it difficult to succeed in a changing business environment. Creating a barrier between the development of strategies and their implementation can make it difficult for managers to determine whether objectives have been efficiently met.

    While an organization’s upper management is ultimately responsible for its strategy, the strategies are often sparked by actions and ideas from lower-level managers and employees. An organization may have several employees devoted to strategy, rather than relying solely on the chief executive officer (CEO) for guidance.

    Because of this reality, organizational leaders focus on learning from past strategies and examining the environment at large. The collective knowledge is then used to develop future strategies and to guide the behavior of employees to ensure that the entire organization is moving forward. For these reasons, effective strategic management requires both an inward and outward perspective.

    Strategic management extends to internal and external communication practices as well as to tracking, which ensures that the company meets goals as defined in its strategic management plan.

    The 5 Phases of Strategic Management

    Strategic management involves managing an organization's resources, analyzing internal and external forces, and developing strategies to realize goals and objectives. There are five key phases that can help businesses execute their strategies.

  • An organization must first establish clear, realistic goals. Its goals should answer what the company wants to achieve and why. Once set, the company can then identify the objectives, or how the goals will be reached. During this phase, the company can articulate its vision and long and short-term goals.
  • Organizations must then be able to examine, understand, and codify what internal and external forces affect their business and goals, as well as what it needs to remain competitive. Analytical tools, such as SWOT analysis, are helpful during this phase.
  • Based on the results of the analysis, the company can then develop its strategy, outlining how the company will achieve its goals and how. In this phase, the company will identify the needed people, technology, and other resources; how these resources will be allocated to fulfill tasks, and what performance metrics are needed to measure success. It is also critical to gain buy-in from stakeholders and business leaders.
  • Once the strategies are defined, it is time for execution. The strategy is taken from planning to implementation. During this phase, the allocated resources are placed into action based on their roles and responsibilities.
  • The final stage of strategic management is to evaluate the effectiveness of implemented strategies using defined metrics. The company will also visit whether ineffective strategies should be replaced with more viable ones. The company should continue to monitor the business landscape and internal operations, as well as maintain strategies that have proven effective.
  • Example of Strategic Management

    For example, a for-profit technical college wishes to increase new student enrollment and enrolled student graduation rates over the next three years. The purpose is to make the college known as the best buy for a student's money among five for-profit technical colleges in the region, with a goal of increasing revenue.

    In that case, strategic management means ensuring the school has funds to create high-tech classrooms and hire the most qualified instructors. The college also invests in marketing and recruitment and implements student retention strategies. The college’s leadership assesses whether its goals have been achieved on a periodic basis.

    Why Is Strategic Management Important?

    Helping their company find ways to be more competitive is the purpose of strategic management. To that end, putting strategic management plans into practice is the most important aspect of the planning itself. Plans in practice involve identifying benchmarks, realigning resources—financial and human—and putting leadership resources in place to oversee the creation, sale, and deployment of products and services.

    In business, strategic management is important because it allows a company to analyze areas for operational improvement. In many cases, they can follow either an analytical process, which identifies potential threats and opportunities, or simply follow general guidelines. Given the structure of the organization, a company may choose to follow either a prescriptive or descriptive approach to strategic management. Under a prescriptive model, strategies are outlined for development and execution. By contrast, a descriptive approach describes how a company can develop these strategies. 

    What Is Strategic Management?

    Strategic management is the process of setting goals, procedures, and objectives in order to make a company or organization more competitive. Typically, strategic management looks at effectively deploying staff and resources to achieve these goals. Often, strategic management includes strategy evaluation, internal organization analysis, and strategy execution throughout the company.

    What Is an Example of Strategic Management?

    Consider a large company that wants to achieve more ambitious online sales rates. To meet these goals, the company will develop a strategy, communicate this strategy, apply it across various units and departments in the organization, integrate this with employee goals, and execute accordingly. If an effective strategy is applied, ideally, it will help the company achieve its targets through a single, coordinated process. 

    What Are the Key Elements of Strategic Management?

    Strategic management is not a one-size-fits-all strategy. However, there are key elements that are found to be critical. These include goal setting, industry and organizational analyses, strategy formation, strategy implementation; and the measurement, monitoring, and controlling of strategies.

    The Bottom Line

    Strategic management is the assembling and management of resources to achieve a company's goals and objectives. Although it is often segmented into either prescriptive or descriptive schools of thought, many businesses subscribe to a combined philosophy, defining how a strategy should be developed and how the strategies will be employed. Strategic management helps companies set goals, gain a competitive edge, better manage their resources, and more. There is not one prescription for all. Companies must create and adapt a strategic management process that works best for their company and those they serve. Strategic management does not end with the successful implementation of strategies; it continues for the life of the business.


     




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