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CREST CCRTM-MCLF Exam Syllabus Topics:
| Section | Objectives |
|---|---|
| Rules of Engagement, Contingencies and Scenario Simulation | - Test plans - Contingencies / Client Facilitation - Types of scenarios - Rules of Engagements |
| Threat Intelligence | - Benefits of Active vs Passive Methodologies - Considerations of Threat models - Sources of Threat Intelligence - Legalities / Ethics considerations of Threat Intelligence sources |
| Planning & Scoping | - Stakeholders for engagements - Requirements Analysis (scoping) |
| Legal, Ethical and Moral Aspects of Attack Management | - Additional relevant legislation or contractual information - Data handling legislation - Computer crime/cyber abuse and misuse legislation - Inadvertent and Collateral targeting - Privacy legislation - Ethical testing considerations |
| Key Concepts | - Red team, purple team testing, penetration testing - Terminology - Attack Path Mapping and Attack Path Simulation - Detection and Response Assessment - Red Team Frameworks |
| Attack Methodology, Key Stages & Common Frameworks | - Privilege Escalation Techniques and Risks - Initial Access Techniques and Risks - Hybrid Environment Testing and Risks - Persistence Techniques and Risks - Physical access control bypasses and risks - Cloud Environment Testing and Risks - Lateral Movement Techniques and Risks - Attack Methodology Frameworks |
| Risk Management, Reporting and Communication | - Internationally Recognised Standards and Frameworks - Articulating Risk - Engagement Risk Management - Lexicon |
| Project Management, Governance & Oversight | - Incident Management Response - Communications plans - Stages of a red team engagement - Roles & responsibilities of the control group - Stakeholder Management & Engagement Integrity |
| Dropper/Implant Design, Safety and Secure Coding | - Infrastructure Controls - Encryption vs Encoding - Implant Droppers capabilities and risks - Implant Controls - Implant Core capabilities and risks - Persistent vs Semi-Persistent implant design and risks - Secure Data Handling |
CREST Certified Red Team Manager - Multiple Choice Long Form Sample Questions:
Which of the following best describes the purpose of a root cause analysis, as distinct from simply listing individual technical findings, during closure?
- A. Root cause analysis looks beyond individual symptoms to identify underlying, systemic causes (e.g., a broader patching process gap, rather than just one unpatched server), supporting more effective, durable remediation
- B. Root cause analysis has no additional value beyond a list of individual findings
- C. Root cause analysis is only relevant for engagements with fewer than five findings
- D. Root cause analysis should focus exclusively on identifying which individual staff member is to blame
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Which of the following best describes a Red Team Manager's responsibility regarding the accuracy of commercial proposals and statements of capability made to prospective clients?
- A. Accuracy in proposals is irrelevant as long as the final engagement report is well-written
- B. Proposals may reasonably exaggerate capability to win business, since all providers do this
- C. Only the sales team's views should shape a proposal's content, with no input from those who will actually deliver the work
- D. Proposals and statements of capability should accurately reflect what the practice can genuinely deliver, since over-promising creates real risk of under-delivery, damaged trust, and potential contractual or professional consequences
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Which of the following best describes the purpose of correlating the Red Team's detailed activity logs with the Blue Team's own monitoring/detection logs during closure?
- A. Correlation serves no useful purpose once testing has concluded
- B. Correlation allows precise identification of what was and was not detected, and when, providing concrete, evidence-based insight into genuine detection and response capability gaps
- C. Correlation should be avoided, since it might reveal uncomfortable gaps in detection capability
- D. Correlation is only relevant if the Blue Team was aware of the test from the beginning
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Which of the following best describes the value of scheduling a formal closure/debrief meeting with key stakeholders after the report is delivered, rather than simply emailing the report with no further discussion?
- A. Closure meetings should only ever include the most senior executive, excluding all technical stakeholders
- B. A closure meeting adds no value beyond the written report itself
- C. A closure meeting allows stakeholders to ask questions, seek clarification, discuss prioritisation and next steps, and ensures key messages are genuinely understood, rather than risking misinterpretation of a purely written deliverable
- D. Closure meetings should occur before, rather than after, the report is finalised and delivered
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Which of the following best describes the relationship between threat intelligence work and the "closure phase" purple teaming/replay activity discussed elsewhere in this document?
- A. Threat intelligence analysts have no role in the closure phase under any circumstances
- B. Closure-phase discussions should deliberately avoid referencing the original threat intelligence rationale
- C. The original threat intelligence assessment provides valuable context during closure, helping the Blue Team and Control Team understand not just what happened technically, but why that particular scenario was genuinely plausible and relevant to the organisation
- D. Threat intelligence has no relevance once active testing has concluded
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