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 CISA Certification Practice Test  

Features Of CertGear's CISA Certification Practice Exam

  • Learn As You Go - Detailed explanations tell you not just the right answer, but why the right answer is right and the wrong answers are wrong. References for further study are also provided.

  • Customized Options - You decide the way you want to take the testing including:
    Timed, Live scoring, Randomization, Ask Incorrect, Show Answer, Select # of questions.

  • Ask Only The Questions You Got Wrong - This is a great feature. At the end of the exam, instead of being asked every question again, you can tell the test engine to only ask you questions that you got incorrect.

  • Randomization - The tests in our certification mode are dynamic, not fixed like some other practice tests are, so you'll get a new test every time. Each test is timed and the objectives are weighted the same as on the real exam.

  • History - The test engine keeps a history of all the exams and scores you have achieved on those tests. You can easily track your progress and help determine when you are ready to take the actual exam.

  • Categories - Many tests contain categories for you to selectively study topics. Additionally, you can see your grade in each category at the end of the exam.

  • Graphic Scoring - Graphical Breakdown Of Exam Results To Pinpoint Areas To Focus Your Study Effort..

  • Updates - Keep Up-To-Date With The Most Current And Most Accurate Exam Questions / Answers / Explanations With Complimentary Product Updates.

 

Free CISA Certification Sample Questions:

You have recently been hired by a firm to assess an organization's recoverability in case of a disaster. You are in the process of reviewing the organization's disaster recovery plan. While reviewing the plan, you learned that the organization had contracted with an outside consulting firm to develop the recovery plan. Which of the following is the MOST appropriate action to take?

  • [Ans: B]

  • As each organization is unique, a recovery plan should be tailored to an organization's specific needs and requirements. Adequate input from the relevant business and IS personnel during plan development is critical in order to identify and prioritize the business processes that are uniquely critical to the livelihood of the organization.

    A comprehensive evaluation of the environment must involve the input from senior management, end-users, key IS staff and should identify the following:

    • The most critical business processes across the entire enterprise
    • The maximum outage that a business process can sustain before it severely impacts the well-being of the company
    • The financial, productivity and personal impacts of an extended business disruption
    • An assessment of short-term business impacts and permanent business losses
    • The priority of business process recovery


    Although ensuring that all mission critical applications are identified is an important aspect of the recovery plan, such a goal cannot be achieved without first ensuring that the key business and IS personnel are identified and involved during the recovery plan development.

    Reviewing the plan to determine whether all processes are described in detail is NOT appropriate. During a disaster, only mission-critical applications / systems will likely be recovered. Non-critical systems will be ignored. Hence, a recovery plan should not document all the processes in detail, but rather describe the procedures necessary to recover the mission-critical applications. Since many of the current processes may not be relevant during a disaster, documenting the un-necessary process may actually hinder and interfere with the recovery process.

    While reviewing the methodology used by the consulting firm may be relevant to the audit, it is NOT as important as ensuring that key IS personnel were involved during the plan development. Lastly, a consulting firm should NOT dictate key decisions during recovery planning. Instead, those who are intimately involved in the management and operations of the business, such as senior management and key IS staff, should be involved in the key decision making process. In fact, if a consulting firm was making key decisions on behalf of the organization, this would constitute a material weakness.

    References: http://www.ffiec.gov/ffiecinfobase/booklets/bcp/bcp_toc.htm



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