Section: INCIDENT MANAGEMENT AND RESPONSE
Explanation:
In a major disaster, staff can be injured or can be prevented from traveling to the hot site, so technical skills and business knowledge can be lost. It is therefore critical to maintain an updated copy of the detailed recovery plan at an offsite location. Continuity of the business requires adequate network redundancy, hot site infrastructure that is certified as compatible and clear criteria for declaring a disaster. Ideally, the business continuity program addresses all of these satisfactorily. However, in a disaster situation, where all these elements are present, but without the detailed technical plan, business recovery will be seriously impaired.

Section: INCIDENT MANAGEMENT AND RESPONSE
Explanation:
The only accurate way to check the signature files is to look at a sample of servers. The fact that an update was pushed out to a server does not guarantee that it was properly loaded onto that server. Checking the vendor information to the management console would still not be indicative as to whether the file was properly loaded on the server. Personnel should never release a virus, no matter how benign.

Section: INFORMATION SECURITY PROGRAM MANAGEMENT

Explanation
Social engineering can best be mitigated through periodic security awareness training for users who may be the target of such an attempt. Implementing on-screen masking of passwords and increasing the frequency of password changes are desirable, but these will not be effective in reducing the likelihood of a successful social engineering attack. Requiring that passwords be kept secret in security policies is a good control but is not as effective as periodic security awareness programs that will alert users of the dangers posed by social engineering.