CITM EXIN EPI Certified Information Technology Manager Questions and Answers

Ahigh-level assessmentto list risks in order of priority for treatment is best conducted usingqualitative analysis(D). According toISO 31000, qualitative risk analysis assesses risks based on their likelihood and impact using non-numerical methods (e.g., risk matrices, high/medium/low ratings). This approach is suitable for high-level assessments, as it quickly prioritizes risks without requiring detailed quantitative data, aligning with senior management’s needs for a prioritized risk list.

Quantitative analysis (A):Uses numerical data (e.g., cost estimates, probabilities) for detailed analysis, not ideal for high-level overviews.

Semi-quantitative analysis (B):Combines qualitative and quantitative methods, but is more detailed than needed for a high-level assessment.

Ad hoc analysis (C):Not a standard risk analysis method; implies informal analysis, unsuitable for structured prioritization.

Security awareness programs require ongoing engagement to remain effective. If security incidents decrease initially but increase after eight months, the most likely cause is thatmessage materials are few and static, and renewal is not taking place(C). Static content becomes outdated or ignored over time, reducing its impact. Regular updates, new campaigns, and varied delivery methods (e.g., videos, quizzes) are essential to maintain employee awareness and adapt to evolving threats, as perISO/IEC 27001orNISTsecurity awareness guidelines.

Insufficient budget (A):While budget constraints could limit program scope, there’s no evidence in the scenario to suggest this is the primary issue.

Scope too narrow (B):A narrow scope might limit effectiveness initially, but the initial success suggests the scope was adequate; the issue is sustaining engagement.

Lack of resources for instructor-led sessions (D):Instructor-led sessions are one delivery method, but the core issue is likely outdated content rather than delivery format.

Acompensating controlis an alternative control implemented when the preferred control cannot be applied due to constraints (e.g., technical, financial, or operational). According to frameworks likeCOBITorISO/IEC 27001, compensating controls provide equivalent or partial risk mitigation when the primary control is infeasible.

Deterrent controls (A) discourage violations, detective controls (C) identify incidents, and corrective controls (D) address issues after they occur. Only compensating control (B) fits the scenario of a second-best alternative due to constraints.

In corporate hiring protocols,additional screeningtypically refers to background checks beyond basic qualifications, such as verifying a candidate’scriminal record. This is critical for IT roles, where employees may have access to sensitive systems and data, ensuring trustworthiness and compliance with security policies.

Salary demands (A) are negotiated during the hiring process, not screened. Number of years of experience (B) and educational level (D) are verified through resumes and standard checks, not typically classified as “additional screening,” which focuses on security-related checks like criminal records.

Awhite box testinvolves testing the internal structure and code of an application, requiring access to its source code. The stakeholders’ demand for anindependent white box testindicates their primary concern is thequality of the source code(C). This type of testing, conducted by an independent party, ensures the code is well-structured, secure, and free of defects that could lead to vulnerabilities or inefficiencies.

Capacity (A):Refers to the system’s ability to handle load, typically tested via performance or stress testing, not white box testing.

Performance (B):Focuses on speed and responsiveness, evaluated through performance testing, not white box testing.

Functionality (D):Is tested via black box testing, which focuses on inputs and outputs without examining the code.

White box testing is a technical process often aligned withSDLCquality assurance practices, ensuring code reliability and maintainability, which is critical for stakeholders concerned about long-term system integrity.

AnSLA’s section onestimated system response timesfocuses on ensuring the system meets performance expectations. Key factors for successful delivery include:

Technical specifications of the system (A):Defines the system’s capabilities (e.g., processing power, architecture) critical for response times.

Skills and knowledge of staff (C):Ensures the IT team can manage and optimize the system for performance.

Technical specifications of the IT infrastructure (D):Includes network, servers, and storage, which directly impact response times.

Price for the IT service (B)is not a direct factor in achieving system response times, as it relates to cost negotiation rather than technical performance. While budget may influence resource allocation, it’s not a key factor in delivering the SLA’s performance metrics.

Team members’ lack of awareness or understanding of their responsibilities points to a failure incommunication management(C). According toPMBOK, communication management ensures that project information, including roles, responsibilities, and activities, is effectively communicated to all stakeholders. Poor communication planning or execution (e.g., unclear task assignments or inadequate briefings) can lead to misunderstandings, as seen in this scenario.

Risk management (A):Focuses on identifying and mitigating risks, not task communication.

Cost management (B):Deals with budgeting and cost control, not role clarification.

Scope management (D):Defines project scope and deliverables, but communication management ensures team members understand their responsibilities within that scope.

In a fast-changing business environment, aChange Manager(D) is responsible for guiding the change process in a controlled manner. According toITIL, the Change Manager oversees the change management process, ensuring that changes to IT services or infrastructure are assessed, approved, and implemented with minimal disruption to business operations. This role is critical when rapid business changes require structured control to maintain stability and alignment with organizational goals.

Risk Manager (A):Focuses on identifying and mitigating risks, not directly managing change processes.

Service Level Manager (B):Ensures service levels meet agreed standards, focusing on service delivery rather than change control.

Business Relationship Manager (C):Manages relationships with business stakeholders to align IT services with needs, not specifically change processes.

The Change Manager’s role, as defined in ITIL’s change management framework, is essential for controlling the pace and impact of changes in a dynamic environment.

For a government system handling land title transfers, the key requirements arespeed of transmissionandprivacy. Aprivate blockchainis most suitable because it restricts access to authorized participants, ensuring privacy and confidentiality of sensitive data such as land ownership records. Private blockchains are controlled by a single organization or a limited group, allowing faster transaction processing compared to public blockchains, which require consensus from a large, decentralized network. This aligns with the need for quick and secure transactions in a controlled environment.

Public blockchains (B) are open to anyone, which compromises privacy for sensitive government data. Community blockchain (A) is not a standard term in blockchain technology, and consortium blockchains (D), while involving multiple organizations, are less suitable for a single government entity needing full control.

The most important reason for areference checkinvendor selectionis toindependently verify and validate a vendor’s claim(A). Reference checks involve contacting the vendor’s previous or current clients to confirm claims about performance, reliability, and service quality, ensuring the vendor can meet contractual obligations. This aligns withvendor management best practicesto mitigate risks by validating vendor credibility.

Verify products by other customers (B):Too narrow; reference checks focus on overall performance, not just products.

Obtain financial information (C):Financial data is obtained through financial due diligence, not reference checks.

Identify customers not mentioned (D):Not a primary goal; the focus is on validating provided references.

Reviewing anIT service catalog, as perITILservice asset and configuration management, focuses on ensuring services align with business needs and compliance requirements. Key criteria include:

Retiring services (A):Assessing whether services are outdated or no longer needed is critical.

New laws, codes, or regulations (B):Compliance with legal or regulatory changes is essential to avoid penalties.

Service relevance and appropriateness (D):Ensures services meet current business objectives and user needs.

Changes in the IT service provider organization (C), such as internal restructuring or staffing changes, are not typically a direct criterion for service catalog review, as the catalog focuses on services offered, not the provider’s internal operations.

Inrisk management, theAnnual Loss Expectancy (ALE)is calculated as:

ALE = Single Loss Expectancy (SLE) × Annualized Rate of Occurrence (ARO), whereSLE = Asset Value × Exposure Factor (EF).

Given:

Asset Value = $200,000

Exposure Factor (EF) = 25% = 0.25

ALE = $100,000

Calculate SLE:

SLE = Asset Value × EF = $200,000 × 0.25 = $50,000

Calculate ARO:

ALE = SLE × ARO

$100,000 = $50,000 × ARO

ARO = $100,000 ÷ $50,000 = 2

Thus, theAnnualized Rate of Occurrence (ARO)is2(C), meaning the incident is expected to occur twice per year.

0.4 (A):Incorrect; implies a lower frequency (0.4 times per year).

1 (B):Incorrect; would yield an ALE of $50,000, not $100,000.