Comprehensive and Detailed Step-by-Step Explanation:
Exploitationis the phase where testersleverage identified vulnerabilitiestogain unauthorized accessto systems.
* Exploitation (Correct Answer - B)
* Attackers use techniques such as SQL injection, buffer overflow, or privilege escalation.
* Example:A tester exploits a weak password to gain admin access.
* Exfiltration (Incorrect - A)
* The process of stealing dataaftergaining access.
* Reconnaissance (Incorrect - C)
* The initial stage where attackers gather information about the target.
* Scanning (Incorrect - D)
* Involves identifying open ports and services but does not involve actual attacks.
References:
* ISACA CISA Review Manual
* NIST 800-115 (Technical Guide to Security Testing)

The greatest concern for an IS auditor when evaluating an organization's IT strategy and plans is that IT is not engaged in business strategic planning, as this indicates a lack of alignment between IT and business objectives, which could result in inefficient and ineffective use of IT resources and capabilities. The absence of a defined IT security policy, the nondistribution of business strategy meeting minutes, and the inadequate documentation of IT strategic planning are also issues that should be addressed by an IS auditor, but they are not as significant as IT's noninvolvement in business strategic planning. References: CISA Review Manual (Digital Version), Chapter 3, Section 3.1

Separate authorization for input of transactions. This control would have best prevented this type of fraud in a retail environment by ensuring that the warehouse employee who handles the inventory items does not have the authority to enter adjustments to the inventory system. This would create a segregation of duties that would reduce the risk of collusion and concealment of theft.
The other options are not as effective as option A in preventing this type of fraud. Option B, statistical sampling of adjustment transactions, is a detective control that may help identify fraudulent transactions after they have occurred, but it does not prevent them from happening in the first place. Option C, unscheduled audits of lost stock lines, is also a detective control that may reveal discrepancies between the physical and recorded inventory, but it does not address the root cause of the fraud. Option D, an edit check for the validity of the inventory transaction, is a preventive control that may help verify the accuracy and completeness of the transaction data, but it does not prevent unauthorized or fraudulent adjustments.
References:
* ISACA, CISA Review Manual, 27th Edition, 2019
* ISACA, CISA Review Questions, Answers & Explanations Database - 12 Month Subscription
* Different Types of Inventory Fraud and How to Prevent Them1
* 6 Ways to Prevent Inventory Fraud in Your Business2

The IS auditor's best course of action in this situation is to determine whether the alternative controls sufficiently mitigate the risk. Alternative controls are different from those originally discussed and agreed with the audit function, but they may still achieve the same objective of addressing the audit issue or reducing the risk to an acceptable level. The IS auditor should evaluate whether the alternative controls are appropriate, effective, and sustainable before closing the audit finding or escalating it to senior management. The other options are not appropriate for resolving this situation, as they do not consider whether the alternative controls are adequate or reasonable. Re-prioritizing the original issue as high risk and escalating to senior management is a drastic step that may undermine the relationship between the auditor and management, and it should be done only after exhausting other means of resolving the issue. Scheduling a follow-up audit in the next audit cycle is unnecessary, as follow-up activities should be performed as soon as possible after management has implemented corrective actions. Postponing follow-up activities and escalating the alternative controls to senior audit management is premature, as follow-up activities should be completed before reporting any findings or recommendations to senior audit management. References: CISA Review Manual (Digital Version), Chapter 2, Section 2.4

The answer B is correct because the most important thing for an IS auditor to review when determining whether IT investments are providing value to the business is the business strategy. The business strategy is the plan or direction that guides the organization's decisions and actions to achieve its goals and objectives.
The business strategy defines the organization's vision, mission, values, competitive advantage, target market, value proposition, and key performance indicators (KPIs).
IT investments are the expenditures or costs incurred by the organization to acquire, develop, maintain, or improve its IT assets, such as hardware, software, network, data, or services. IT investments can help the organization to support its business processes, operations, functions, and capabilities. IT investments can also help the organization to create or enhance its products, services, or solutions for its customers or stakeholders.
To determine whether IT investments are providing value to the business, an IS auditor needs to review how well the IT investments align with and contribute to the business strategy. Alignment means that the IT investments are consistent and compatible with the business strategy, and that they support and enable the achievement of the strategic goals and objectives. Contribution meansthat the IT investments are effective and efficient in delivering the expected outcomes and benefits for the business, and that they generate a positive return on investment (ROI) or value for money.
An IS auditor can use various methods or frameworks to review the alignment and contribution of IT investments to the business strategy, such as:
* Balanced scorecard: A balanced scorecard is a tool that measures and monitors the performance of an organization across four perspectives: financial, customer, internal process, and learning and growth. A balanced scorecard can help an IS auditor to evaluate how well the IT investments support and improve each perspective of the organization's performance, and how they link to the organization's vision and strategy.
* Value chain analysis: A value chain analysis is a tool that identifies and analyzes the primary and support activities that add value to an organization's products or services. A value chain analysis can help an IS auditor to assess how well the IT investments enhance or optimize each activity of the value chain, and how they create or sustain a competitive advantage for the organization.
* Business case analysis: A business case analysis is a tool that evaluates the feasibility, viability, and desirability of a proposed project or initiative. A business case analysis can help an IS auditor to examine how well the IT investments address a business problem or opportunity, how they deliver the expected benefits and outcomes for the stakeholders, and how they compare with alternative options or solutions.
The other options are not as important as option B. Return on investment (ROI) (option A) is a metric that measures the profitability or efficiency of an investment by comparing its benefits or returns with its costs or expenses. ROI can help an IS auditor to quantify the value of IT investments for the business, but it does not capture all aspects of value, such as quality, satisfaction, or impact. ROI also depends on how well the IT investments align with the business strategy in the first place. Business cases (option C) are documents that justify and support a proposed project or initiative by describing its objectives, scope, benefits, costs, risks, and alternatives. Business cases can help an IS auditor to understand the rationale and expectations for IT investments, but they do not guarantee that the IT investments will actually deliver the desired value for the business. Business cases also need to be aligned with the business strategy to ensure their relevance and validity. Total cost of ownership (TCO) (option D) is a metric that measures the total costs incurred by an organization to acquire, operate, maintain, and dispose of an IT asset over its life cycle. TCO can help an IS auditor to estimate the financial impact of IT investments for the business, but it does not reflect the benefits or outcomes of IT investments, nor does it indicate how well the IT investments support or enable the business strategy.
References:
* IT Strategy: Aligning IT & Business Strategy
* How To Measure The Value Of Your Technology Investments
* IT Investment Management: A Framework for Assessing ... - GAO
* How To Align Your Technology Investments With Your Business Strategy