Isaca CRISC Certified in Risk and Information Systems Control Exam Practice Test

The best answer is D. Escalation triggers. Escalation triggers are predefined thresholds or conditions that indicate when a key risk indicator (KRI) has reached a critical level that requires immediate attention or action. Escalation triggers can be based on quantitative or qualitative measures, such as percentages, scores, ratings, or colors. Escalation triggers can help to ensure appropriate action is taken to mitigate risk, because they provide clear and timely signals that alert the risk owners, managers, and other stakeholders of the need to review and revise the risk response plan, or to implement additional or alternative controls. Escalation triggers can also help to communicate and report the risk status and the risk response actions to the senior management and the board, and to obtain their support and approval, if needed. The otheroptions are not the best answer, although they may be related or influential to the KRI and the risk mitigation. Management intervention is a part of the risk response process, which involves the actions and decisions taken by the management to address the risk, such as approving, implementing, or monitoring the controls. Management intervention can help to mitigate risk, but it is not a component of the KRI, rather it is a consequence or a result of the escalation triggers. Risk appetite is the amount and type of risk that an organization is willing to accept or pursue in order to achieve its objectives. Risk appetite can help to define and align the KRI and the escalation triggers with the organizational strategy and culture, but it is not a component of the KRI, rather it is a factor or a driver of the KRI. Board commentary is a part of the risk reporting process, which involves the feedback and guidance provided by the board on the risk management process and performance. Board commentary can help to improve and enhance the KRI and the risk mitigation, but it is not a component of the KRI, rather it is a source or a resource of the KRI. References = Key Risk Indicators: A Practical Guide | SafetyCulture, KRI Framework for Operational Risk Management | Workiva

The best way to mitigate the risk to IT infrastructure availability is to establish a disaster recovery plan (DRP), because a DRP is a document that defines the procedures and resources needed to restore the IT infrastructure and resume the critical business functions in the event of a disaster or disruption. A DRP helps to minimize the downtime, data loss, and financial impact of a disaster, and ensures the continuity of operations and services. The other options are not the best ways to mitigate the risk to IT infrastructure availability, although they may also be helpful in supporting the DRP. Establishing recovery time objectives (RTOs), maintaining a current list of staff contact details, and maintaining a risk register are examples of planning or monitoring activities that aim to define the requirements, roles, and responsibilities for the disaster recovery process, but they do not address the actual implementation or execution of the DRP. References = CRISC: Certified in Risk & Information Systems Control Sample Questions

 Importance of a Risk Register:

A risk register is a critical tool for documenting, tracking, and managing risks within an organization. It serves as a central repository for all identified risks, detailing their status, impact, likelihood, and the actions taken to mitigate them.

A regularly updated risk register demonstrates an active and ongoing risk management process, reflecting the organization's commitment to identifying and addressing risks promptly.

 Evidence of Robust Risk Management:

The risk register shows the organization's proactive approach to risk management by continuously monitoring and updating risks.

It provides transparency and accountability, allowing stakeholders to see how risks are being managed and mitigated over time.

Regular updates ensure that new risks are identified and existing risks are reassessed, indicating a dynamic and responsive risk management practice.

 Comparing Other Options:

Management-Approved Risk Dashboard:While useful for summarizing risk information, a dashboard does not provide the detailed, ongoing updates and comprehensive tracking found in a risk register.

Current Control Framework:A control framework outlines the controls in place but does not detail specific risks or their management.

Regularly Updated Risk Management Procedures:Procedures are important but do not provide the same level of detailed risk tracking and management as a risk register.

 References:

The CRISC Review Manual emphasizes the importance of a risk register in consolidating and tracking risk data, making it an essential component of robust risk management practices (CRISC Review Manual, Chapter 2: IT Risk Assessment, Section 2.6 Risk Register)​​ .

According to the CRISC Review Manual (Digital Version), periodically reviewing controls per the risk treatment plan would best help to ensure that identified risk is efficiently managed, as it involves verifying the effectiveness and efficiency of the implemented risk response actions and identifying any gaps or changes in the risk profile. Periodically reviewing controls per the risk treatment plan helps to:

Confirm that the controls are operating as intended and producing the desired outcomes

Detect any deviations, errors, or weaknesses in the controls and their performance

Evaluate the adequacy and appropriateness of the controls in relation to the current risk environment and the organization’s risk appetite and risk tolerance

Recommend and implement corrective actions or improvement measures to address any issues or deficiencies in the controls

Update the risk register and the risk treatment plan to reflect the current risk status and the residual risk levels

References = CRISC Review Manual (Digital Version), Chapter 4: IT Risk Monitoring and Reporting, Section 4.1: IT Risk Monitoring, pp. 215-2161

The risk owner is the person who should be accountable for any related losses to the organization, because they are the person who has the authority and responsibility to manage the risk and its associated controls.The risk owner is also the person who accepts the risk and its residual level, and who monitors and reports on the risk status and performance. The IT risk manager, the server administrator, and the risk practitioner are all involved in the riskmanagement process, but they are not the person who should be accountable for the risk and its outcomes, as they do not have the ultimate decision-making power and accountability for therisk. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.1.1, page 79

An updatedrisk registerensures that decision-makers have accurate, timely information about current risks, enabling informed, risk-based decisions that align with organizational priorities and changes in the environment.

A systems interruption caused by a personal USB device plugged into the corporate network by an IT employee who bypassed internal control procedures is a serious breach of information security and IT risk management. The person who should be accountable for this incident is the chief information officer (CIO), who is responsible for overseeing the IT function and ensuring compliance with IT policies and standards. The CIO should also ensure that appropriate corrective and preventive actions are taken to prevent such incidents from recurring and to mitigate the impact of the systems interruption on the business operations and objectives. The CIO should also report the incident to the senior management and the board of directors, and communicate with the relevant stakeholders about the incident and the actions taken. References = Risk IT Framework, ISACA, 2022, p. 181

 The FIRST thing that should be done when a KRI has remained below its established trigger point for an extended period of time is to recommend a re-evaluation of the current threshold of the KRI, because it may indicate that the trigger point is set too high or too low, or that the KRI is not relevant or effective in measuring the risk exposure. A re-evaluation of the current threshold of the KRI may result in adjusting the trigger point, changing the KRI, or removing the KRI. The other options are not the first thing that should be done, because:

Option B: Notifying management that KRIs are being effectively managed is not the first thing that should be done, because it may not reflect the true risk status and performance. A KRI that remains below its trigger point for a long time may not be a valid or reliable indicator of the risk exposure, and it may not capture the changes or trends in the risk environment.

Option C: Updating the risk rating associated with the KRI in the risk register is not the first thing that should be done, because it may not be accurate or consistent. A risk rating is based on the likelihood and impact of the risk, and it should be derived from a comprehensive risk analysis, not just from a single KRI. A KRI that remains below its trigger point for a long time may not reflect the actual likelihood and impact of the risk, and it may not be aligned with the other risk indicators and assessments.

Option D: Updating the risk tolerance and risk appetite to better align to the KRI is not the first thing that should be done, because it may not be appropriate or feasible. Risk tolerance and risk appetite are the acceptable level of risk exposure and variation that the enterprise is willing to accept in pursuit of its objectives, and they are determined by the executive management and the board of directors, based on the enterprise’s strategy and goals. A KRI that remains below its trigger point for a long time may not represent the desired or optimal level of risk exposure and variation, and it may not be aligned with the enterprise’s strategy and goals. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 121.

The effectiveness of risk response options is the best criteria when selecting a risk response, because it reflects the degree to which the response can reduce the impact or likelihood of the risk, or enhance the benefit or opportunity of the risk. The effectiveness of risk response options can be evaluated by considering factors such as cost, feasibility, timeliness, and alignment with the organization’s objectives and risk appetite. The other options are not as good as the effectiveness of risk response options, because they do not measure the outcome or value of the response, but rather focus on the input or process of the response, as explained below:

A. Capability to implement the response is a criteria that considers the availability and adequacy of the resources, skills, and knowledge required to execute the response. While this is an important factor to consider, it does not indicate how well the response can address the risk or achieve the desired result.

B. Importance of IT risk within the enterprise is a criteria that considers the significance and priority of the risk in relation to the organization’s strategy, objectives, and operations. Whilethis is an important factor to consider, it does not indicate how well the response can address the risk or achieve the desired result.

D. Alignment of response to industry standards is a criteria that considers the compliance and conformity of the response with the best practices, norms, and expectations of the industry or sector. While this is an important factor to consider, it does not indicate how well the response can address the risk or achieve the desired result. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.2.2, page 40. How to Select Your Risk Responses -Rebel’s Guide to Project Management, Risk Response Plan in Project Management: Key Strategies & Tips, Risk Responses - options for managing risk - Stakeholdermap.com

 The risk treatment response that should be reflected in the risk register when an IT department decides to keep the data center in-house instead of outsourcing it to an overseas location is risk avoidance. Risk avoidance is a risk response strategy that involves eliminating the source of the risk, or changing the plan or scope of the activity, to avoid the risk altogether. Risk avoidance can help to reduce the risk exposure and impact to zero, by removing the possibility of the risk occurrence. In this case, the IT department avoids the risk of outsourcing the data center to an overseas location, which could involve various threats, vulnerabilities, and uncertainties, such as data security, legal compliance, service quality, communication, or cultural issues. By keeping the data center in-house, the IT department maintains the control and ownership of the data center, and eliminates the potential risk associated with the outsourcing. Risk mitigation, risk acceptance, and risk transfer are not the correct risk treatment responses, as they do not reflect the actual decision and action taken by the IT department, and they do not eliminate the risk source or occurrence. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 51.

When a risk practitioner identifies an increasing trend of employees copying company information unrelated to their job functions to USB drives, the element of the risk register that should be updated is the risk likelihood. Here’s why:

Risk Likelihood:

Risk likelihood refers to the probability that a risk event will occur.

Observing an increasing trend of inappropriate behavior (such as copying sensitive information) indicates a higher probability of occurrence, thus increasing the risk likelihood.

Risk Impact:

While the impact of such actions could be significant, the increasing trend specifically affects the likelihood rather than the immediate impact.

The risk impact remains constant unless there is a change in the potential damage caused by the action.

Key Risk Indicator (KRI):

This observation might serve as a KRI, but the immediate action is to update the likelihood in the risk register, reflecting the increased probability.

Risk Appetite:

Risk appetite defines the level of risk an organization is willing to accept. This observation suggests a deviation but does not directly affect the risk appetite itself.

According to Wikipedia1, a maturity model is a framework for measuring an organization’s maturity, or that of a business function within an organization, with maturity being defined as a measurement of the ability of an organization for continuous improvement in a particular discipline. A maturity model will best indicate the effectiveness and efficiency of an organization or a business function, as it helps to evaluate how well they achieve their intended objectives with minimum resources, time, and cost. A maturity model also helps to identify and prioritize the areas and opportunities for improvement, and to establish and communicate the standards and best practices for the discipline. References = Wikipedia1

A critical threshold value for a key control indicator (KCI) is the value that indicates that the control is no longer performing its intended function of mitigating a risk. If the KCI reaches or exceeds this value, it means that the control effectiveness has failed and corrective actions are needed. The other options are not the best representations of a critical threshold value for a KCI, because they do not reflect the actual performance or outcome of the control. Thresholds benchmarked to peer organizations, a typical operational value, and a value that represents the intended control state are examples of target or acceptable values for a KCI, not critical or unacceptable values. References = CRISC: Certified in Risk & Information Systems Control Sample Questions

Disaster recovery plans are essential for ensuring the continuity and resilience of business operations in the event of a disruption or disaster. However, creating and maintaining separatedisaster recovery plans for each business unit may not be cost-effective or efficient, as it may result in duplication, inconsistency, or gaps in the plans. Therefore, the best course of action would be to evaluate opportunities to combine disaster recovery plans across the business units, where possible and appropriate. This would help to achieve economies of scale, standardization, and alignment of the plans, as well as reduce complexity and costs. However, this does not mean that all disaster recovery plans should be identical or centralized, as different business units may have different risk profiles, recovery objectives, and requirements. Therefore, the combined disaster recovery plans should still be tailored and customized to suit the specific needs and characteristics of each business unit. References = ISACA CRISC Review Manual, 7th Edition, Chapter 2, Section 2.3.2, page 71.

A high-risk vulnerability in an application is a system flaw or weakness in the application’s code that can be exploited by a malicious actor, potentially leading to a security breach. The risk associated with a high-risk vulnerability in an application is the possibility and impact of such a breach occurring. The risk owner of a high-risk vulnerability in an application is the person or entity who has the authority and responsibility for managing the risk. The risk owner should be able to define the risk appetite, assess the risk level, select and implement the risk response, monitor and report the risk status, and ensure the risk alignment with the business objectives and strategy. The risk owner of a high-risk vulnerability in an application is the business unit, which is the organizational unit that operates the application and derives value from it. The businessunit understands the business needs and expectations of the application, and the potential consequences of a security breach. The business unit also has the resources and incentives to address the risk effectively and efficiently. Therefore, the business unit is the most appropriate risk owner of a high-risk vulnerability in an application. References = Why Assigning a Risk Owner is Important and How to Do It Right, CRISC 351-400 topic3, Foundations of Project Management : Week 2.

According to the CRISC Review Manual, the organization’s culture is the most critical element to maximize the potential for a successful security implementation, because it influences the behavior, attitude, and perception of the stakeholders towards security. The organization’s culture includes the values, beliefs, norms, and practices that are shared by the members of the organization. A positive and supportive culture can foster the awareness, commitment, and collaboration of the stakeholders in achieving the security objectives and complying with the security policies and standards. The other options are not the most critical elements, as they are less influential or less challenging than the organization’s culture. The organization’s knowledge is the collective understanding and expertise of the organization regardingsecurity, which can be enhanced through training and education. Ease of implementation is the degree of difficulty and complexity of implementing security, which can be reduced by using appropriate methods and tools. Industry-leading security tools are the best-in-class solutions and technologies that can provide effective and efficient security, which can be acquired through market research and evaluation. References = CRISC Review Manual, 7th Edition, Chapter 1, Section 1.3.1, page 32.

Recovery time objectives (RTOs) are the acceptable timeframes within which business processes must be restored after a disruption. RTOs should be based on the maximum tolerable downtime (MTD), which is the longest time that a business process can be inoperable without causing irreparable harm to the organization. The other options are not directly related to RTOs, as they refer to the amount of data loss or corruption that can be tolerated, not the time to restore the business processes. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.3: Key Risk Indicators, page 197.

The objective of aligning mitigating controls to risk appetite is to ensure that the cost of controls does not exceed the expected loss. The cost of controls is the amount of resources and efforts required to implement and maintain the controls that are designed to reduce the risk exposure. The expected loss is the estimated amount of loss or harm that may result from a risk event. Therisk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. By aligning mitigating controls to risk appetite, the organization can optimize the balance between the cost of controls and the expected loss, and avoid over- or under-investing in controls. Exposures being reduced to the fullest extent,exposures being reduced only for critical business systems, and insurance costs being minimized are other possible objectives, but they are not as relevant as the cost of controls not exceeding the expected loss. References = ISACA Certified in Risk and Information Systems Control (CRISC)Certification Exam Question and Answers, question 8; CRISC Review Manual, 6th Edition, page 97.

The data owner is responsible for ensuring that information is appropriately classified and protected. They are accountable for defining access controls and ensuring compliance with data protection policies, making them primarily accountable for risks associated with business information protection.

 The control owner is the person who has the authority to approve an exception to a control. A control is a policy, procedure, or technical measure that is implemented to prevent or mitigate a risk. A control owner is responsible for the design, implementation, operation, and maintenance of the control, as well as for monitoring and reporting its performance and effectiveness. A control owner is also accountable for the approval of any changes or exceptions to the control, based on the risk assessment and business justification. An information security manager, a risk owner, and a risk manager are not the best choices, as they do not have the same level of authority, responsibility, and knowledge as the control owner in relation to the control. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 35.

Validating the risk scenarios is the most important time to involve business stakeholders, as they can provide feedback on the relevance, completeness, and accuracy of the scenarios. They can also help to ensure that the scenarios are aligned with the business objectives, context, and risk appetite. By involving business stakeholders in the validation process, the risk practitioner can increase the credibility and acceptance of the risk scenarios.

Updating the risk register, documenting the risk scenarios, and identifying risk mitigation controls are all important steps in the risk scenario development process, but they are not the most important time to involve business stakeholders. These steps can be performed by the risk practitioner with input from othersources, such as subject matter experts, historical data, industry standards, etc. References = CRISC Review Manual, 7th Edition, ISACA, 2020, page 47-481

The percentage of unpatched systems is best classified as a Key Risk Indicator (KRI). KRIs are metrics used by organizations to provide an early signal of increasing risk exposures in various areas of the business. Here’s a

Understanding KRIs:

Definition: KRIs are specific metrics that provide insights into the risk level of an organization. They help in identifying potential risks that could impact the business negatively if not addressed promptly.

Purpose: KRIs are used to monitor the effectiveness of risk management strategies and to provide an early warning system for emerging risks.

Percentage of Unpatched Systems as a KRI:

Indicator of Vulnerability: The percentage of unpatched systems directly indicates how vulnerable an organization is to cyber threats. Unpatched systems are a common entry point for attackers, making this metric critical for assessing the organization's exposure to cyber risks.

Impact on Security Posture: A high percentage of unpatched systems can significantly increase the likelihood of security incidents, making it a valuable metric for risk management.

Proactive Risk Management: By monitoring this KRI, organizations can take proactive measures to address vulnerabilities before they are exploited.

Comparison with Other Options:

Threat Vector: A threat vector refers to the path or means by which a threat can reach and impact an asset. It is not a metric like the percentage of unpatched systems.

Critical Success Factor (CSF): CSFs are essential elements necessary for an organization to achieve its mission. While important, they are not specific metrics used to measure risk.

Key Performance Indicator (KPI): KPIs measure how effectively an organization is achieving its key business objectives. While related, KPIs focus on performance rather than risk exposure.

The most appropriate time for changes to be promoted to production is after they are approved by the business owner, who is the individual or group that is accountable and responsible for the business objectives and requirements that are supported or affected by the changes. The approval by the business owner ensures that the changes are aligned and compatible with the business objectives and requirements, and that they provide the expected or desired outcomes or benefits for the business.

The other options are not the most appropriate times for changes to be promoted to production, because they do not ensure that the changes are aligned and compatible with the businessobjectives and requirements, and that they provide the expected or desired outcomes or benefits for the business.

Communicating the changes to business management means informing or reporting the changes to the senior management or executives that oversee or direct the business activities or functions. Communicating the changes to business management is important for ensuring the awareness and support of the business management, but it is not the most appropriate time for changes to be promoted to production, because it does not indicatewhether the changes are approved or authorized by the business owner, who is accountable and responsible for the business objectives and requirements.

Testing the changes by business owners means verifying and validating the functionality and usability of the changes, using the input and feedback from the business owners. Testing the changes by business owners is important for ensuring the quality and performance of the changes, but it is not the most appropriate time for changes to be promoted to production, because it does not indicate whether the changes are approved or authorized by the business owner, who is accountable and responsible for the business objectives and requirements.

Initiating the changes by business users means requesting or proposing the changes by the end users or customers that interact with the information systems and resources that are affected by the changes. Initiating the changes by business users is important for ensuring the relevance and appropriateness of the changes, but it is not the most appropriate time for changes to be promoted to production, because it does not indicate whether the changes are approved or authorized by the business owner, who is accountable and responsible for the business objectives and requirements. References =

ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 40-41, 47-48, 54-55, 58-59, 62-63

ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 194

CRISC Practice Quiz and Exam Prep

User acceptance testing (UAT) is a type of validation testing that ensures that the product meets the needs and expectations of the end users and the business stakeholders. UAT is usually conducted by the actual or representative users of the product, who perform various scenarios and tasks to verify that the product functions correctly and satisfies the business requirements. UAT is an important step in the software development life cycle, as it helps to identify and resolve any issues or gaps between the product and the requirements before the product is released.

If UAT is not conducted when implementing a new application, the greatest concern is that the application could fail to meet the defined business requirements, which could result in user dissatisfaction, loss of trust,reduced productivity, increased costs, and missed opportunities. The application may have technical defects, security vulnerabilities, or redundant processes, but these are not the primary purpose of UAT. UAT is focused on validating the business value and usability of the product, not the technical quality or security of the product. Therefore, the lack ofUAT could have a significant impact on the alignment of the product with the business objectives and user needs.

The board of directors’ response to identified risk factors is the best indicator of the risk appetite of an organization. The board of directors is the highest governing body of the organization, and it is responsible for setting the strategic direction, objectives, and risk appetite of the organization. The board of directors should also oversee the risk management process, and ensure that the risks are aligned with the organization’s goals and values. The board of directors’ response to identified risk factors reflects how much and what type of risk the organization is willing to pursue, retain, or take in order to achieve its objectives. The regulatory environment, the risk management capability, and the importance assigned to IT are not direct indicators of the risk appetite, although they may influence or constrain it. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.2.1, page 1-8.

 The best way to assess the effectiveness of an access management process is to reconcile a list of accounts belonging to terminated employees. This will ensure that the access rights of the employees who have left the organization are revoked in a timely and accurate manner, and that there are no orphaned or unauthorized accounts that could pose a security risk. Comparing the actual process with the documented process, reviewing access logs for user activity, and reviewing for compliance with acceptable use policy are also useful methods, but they are not as direct and conclusive as reconciling a list of accounts belonging to terminated employees. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 217.

Information security metrics are quantitative or qualitative measures that indicate the performance and effectiveness of the information security processes, controls, and objectives. The primary goal of developing information security metrics is to enable continuous improvement of the information security program and to align it with the business goals and strategy. Information security metrics can help to identify the strengths and weaknesses of thesecurity program, to monitor and report on the progress and outcomes of the security initiatives, to evaluate the return on investment and value of the security activities, and to provide feedback and guidance for improvement actions. Information security metrics should be relevant, reliable, consistent, and actionable. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.3.2, p. 116-117

The most important objective of an enterprise risk management (ERM) program is to create a comprehensive view of critical risk to the organization, as it enables the organization to identify, assess, and prioritize the key risks that may affect its objectives and strategy, and to implement appropriate risk responses and controls. A comprehensive view of critical risk also helps the organization to align its risk appetite and tolerance with its business goals and value creation, and to enhance its risk culture and governance. A comprehensive view of critical risk can be achieved by integrating risk management across all levels and functions of the organization, and by using consistent and reliable risk information and reporting. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 242. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 242. CRISC Sample Questions 2024, Question 242.

SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) is used in the riskidentification phase to comprehensively analyze the organization's internal and externalenvironments. By understanding strengths and weaknesses, internal risks can be identified, while opportunities and threats help to identify external risks. This method provides a foundation for proactive risk management.

According to the CRISC Review Manual1, a risk action plan is a document that defines the specific actions, resources, responsibilities, and timelines for implementing the risk responses. A risk action plan should be developed after the results of a vulnerability assessment are shared with the relevant stakeholders, such as the business manager, to address the identified vulnerabilities and mitigate the associated risks. Developing a risk action plan is the next step in the risk management process, as it helps to ensure that the risk responses are executed effectively and efficiently, and that the residual risks are within the acceptable levels. References = CRISC Review Manual1, page 201.

Obfuscating customer information ensures data privacy by rendering sensitive details unintelligible to unauthorized parties, reducing the risk of exposure during transit or processing. This aligns withData Protection and Privacy Regulationsunder risk management frameworks, emphasizing safeguarding personally identifiable information.

A security awareness training program is an educational program that aims to equip the organization’s employees with the knowledge and skills they need to protect the organization’s data and sensitive information from cyber threats, such as hacking, phishing, or other breaches12.

A risk-aware culture is a culture that values and promotes the understanding and management of risks, and encourages the behaviors and actions that support the organization’s risk objectives and strategy34.

The best indication of an improved risk-aware culture following the implementation of a security awareness training program for all employees is an increase in the number of incidents reported, which is the frequency or rate of security incidents that are detected and communicated by the employees to the appropriate authorities or channels56.

An increase in the number of incidents reported is the best indication because it shows that the employees have gained the awareness and confidence to recognize and report the security incidents that may affect the organization, and that they have the responsibility and accountability to contribute to the organization’s risk management and security posture56.

An increase in the number of incidents reported is also the best indication because it enables the organization to respond and recover from the security incidents more quickly and effectively, and to prevent or reduce the recurrence or escalation of similar incidents in the future56.

The other options are not the best indication, but rather possible outcomes or consequences of an improved risk-aware culture or a security awareness training program. For example:

A reduction in the number of help desk calls is an outcome of an improved risk-aware culture or a security awareness training program that indicates the employees have become more self-reliant and proficient in solving or preventing the common or minor IT issues or problems . However, this outcome does not measure the employees’ awareness or reporting of security incidents, which may be more serious or complex .

An increase in the number of identified system flaws is a consequence of an improved risk-aware culture or a security awareness training program that indicates the employees have become more vigilant and proactive in finding and reporting the vulnerabilities or weaknesses in the IT systems or processes . However, this consequence does not measure the employees’ awareness or reporting of security incidents, which may exploit or leverage the system flaws .

A reduction in the number of user access resets is an outcome of an improved risk-aware culture or a security awareness training program that indicates the employees have become more careful and responsible in managing and protecting their user credentials or accounts . However, this outcome does not measure the employees’ awareness or reporting of security incidents, which may compromise or misuse the user access . References =

1: Security Awareness Training - Cybersecurity Education Online | Proofpoint US5

2: What Is Security Awareness Training and Why Is It Important? - Kaspersky6

3: Risk IT Framework, ISACA, 2009

4: IT Risk Management Framework, University of Toronto, 2017

5: Security Incident Reporting and Response, University of Toronto, 2017

6: Security Incident Reporting and Response, ISACA, 2019

IT Help Desk Best Practices, ISACA Journal, Volume 2, 2018

IT Help Desk Best Practices, ISACA Now Blog, February 12, 2018

System Flaw Reporting and Remediation, University of Toronto, 2017

System Flaw Reporting and Remediation, ISACA, 2019

User Access Management and Control, University of Toronto, 2017

User Access Management and Control, ISACA, 2019

The three lines of defense model is a framework that describes the roles and responsibilities of different stakeholders in the risk management and internal control processes of an organization. The three lines of defense are:

The first line of defense: the operational management and staff who are responsible for identifying, assessing, and responding to the risks, as well as implementing and maintaining the controls within their areas of activity.

The second line of defense: the risk management, compliance, and security functions who are responsible for establishing the risk policies and standards, providing guidance and support, monitoring and reporting on the risk performance and compliance, and facilitating the risk management and internal control processes across the organization.

The third line of defense: the internal audit function who is responsible for providing independent and objective assurance on the effectiveness and efficiency of the risk management and internal control processes, as well as recommending improvements and best practices. The stakeholders who are typically included as part of a line of defense within the three lines of defense model are the legal team, who belong to the second line of defense. The legal team is responsible for ensuring that the organization complies with the relevant laws and regulations, aswell as for advising and assisting the organization on the legal aspects and implications of the risk management and internal control processes. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.4.1, p. 32-33

According to the CRISC Review Manual1, the application owner is the person who has the authority and accountability for the achievement of the application objectives and the management of the associated risks. The application owner is responsible for defining the level of resiliency needed for the application, which is the ability of the application to recover from disruptions and continue to operate. The application owner is also responsible for accepting or rejecting the residual risks after the implementation of the disaster recovery controls, which are the measures to restore the application functionality and data in the event of a disaster. Therefore, the risk owner in this scenario is the application owner, as they are the ones who will be affected by the potential impact of the disaster on the application and its objectives. References = CRISC Review Manual1, page 194.

Project Delta should be deferred by management, as it has the lowest return on investment (ROI) among the four competing projects. ROI is a measure of the profitability or efficiency of a project, calculated by dividing the net benefits by the total costs. Project Delta has a net benefit of $100,000 and a total cost of $200,000, resulting in an ROI of 0.5. The other projects have higher ROIs: Project Alpha has an ROI of 1.0, Project Bravo has an ROI of 0.8, and Project Charlie has an ROI of 0.6. Therefore, Project Delta is the least attractive option for reducingoverall IT risk, and management should prioritize the other projects instead. References = How to Manage Project Risk: A 5-Step Guide; Matching the right projects with the right resources; Risk Types in Project Management

Requiring MFA increases the security of digital wallets by adding an additional layer of authentication, making it harder for unauthorized users to gain access. This aligns withAccess Control Standardsand significantly reduces the likelihood of fraud.

Information systems control deficiencies are the weaknesses or flaws in the design or implementation of the controls that are intended to ensure the confidentiality, integrity, availability, and reliability of the information systems and resources. Information systems control deficiencies may reduce the effectiveness or efficiency of the controls, and expose the organization to various risks, such as unauthorized access, data loss, system failure, etc.

Reviewing results from control self-assessment (CSA) is the best way to identify information systems control deficiencies, because CSA is a process of evaluating and verifying the adequacy and effectiveness of the information systems controls, using the input and feedback from the individuals or groups that are involved or responsible for the information systems activities or functions. CSA can help the organization to identify and document the information systems control deficiencies, and to align them with the organization’s information systems objectives and requirements.

CSA can be performed using various techniques, such as questionnaires, surveys, interviews, workshops, etc. CSA can also be integrated with the organization’s governance, risk management, and compliance functions, and aligned with the organization’s policies and standards.

The other options are not the best ways to identify information systems control deficiencies, because they do not provide the same level of detail and insight that CSA provides, and they may not be relevant or actionable for the organization.

Vulnerability and threat analysis is a process of identifying and evaluating the weaknesses or flaws in the organization’s assets, processes, or systems that can be exploited or compromised by the potential threats or sources of harm that may affect the organization’s objectives or operations. Vulnerability and threat analysis can help the organization to assess and prioritize the risks, and to design and implement appropriate controls or countermeasures to mitigate or prevent the risks, but it is not the best way to identify information systems control deficiencies, because it does not indicate whether the existing information systems controls are adequate and effective, and whether they comply with the organization’s policies and standards.

Control remediation planning is a process of selecting and implementing the actions or plans to address or correct the information systems control deficiencies that have been identified,analyzed, and evaluated. Control remediation planning involves choosing one ofthe following types of control responses: mitigate, transfer, avoid, or accept. Control remediation planning can help the organization to improve and optimize the information systems controls, and to reduce or eliminate the information systems control deficiencies, but it is not the best way to identify information systems control deficiencies, because it is a subsequent or follow-up process that depends on the prior identification of the information systems control deficiencies.

User acceptance testing (UAT) is a process of verifying and validating the functionality and usability of the information systems and resources, using the input and feedback from the endusers or customers that interact with the information systems and resources. UAT can help the organization to ensure that the information systems and resources meet the user or customer expectations and requirements, and to identify and resolve any issues or defects that may affect the user or customer satisfaction, but it is not the best way to identify information systems control deficiencies, because it does not focus on the information systems controls, and it may not cover all the relevant or significant information systems control deficiencies that may exist or arise. References =

ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 40-41, 47-48, 54-55, 58-59, 62-63

ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 186

CRISC Practice Quiz and Exam Prep

 Understanding KPIs:

Key Performance Indicators (KPIs) are metrics used to evaluate the efficiency and effectiveness of a process. They must be accurate and relevant to provide meaningful insights.

 Process Inefficiency Despite No Control Issues:

If a KPI shows inefficiency but no control issues are noted, it suggests that the KPI may not be accurately reflecting the process performance.

Recalibrating the KPI ensures that it correctly measures what it is intended to, providing a true picture of the process efficiency.

 Steps for Recalibration:

Review the current KPI and its alignment with process objectives.

Adjust the KPI parameters or thresholds to better reflect process performance.

Validate the recalibrated KPI with historical data to ensure accuracy.

 Comparing Other Actions:

Implementing New Controls:Premature without understanding the root cause of the KPI discrepancy.

Redesigning the Process:Extensive and unnecessary if the KPI is simply miscalibrated.

Re-Evaluating Existing Control Design:Important but secondary to ensuring KPI accuracy.

 References:

The CRISC Review Manual emphasizes the importance of accurate KPIs in monitoring process performance and the need for recalibration when discrepancies are found (CRISC Review Manual, Chapter 3: Risk Response and Mitigation, Section 3.14 Key Performance Indicators)​​.

Data usage exceeding individual consent presents the greatest risk to the organization’s reputation, as it violates the privacy and trust of the customers and exposes the organization to legal and regulatory liabilities. Customers have the right to know and control how their personal data is collected, processed, and shared by the organization, and they expect the organization to respect their preferences and comply with the applicable laws and standards. If the organization uses the data for purposes beyond the scope of the consent, or without obtaining the consent in the first place, it may damage its reputation and lose its customers’ loyalty and confidence. Third-party software used for data analytics, revenue generated from data analytics, and use of a data analytics system are not inherently risky to the organization’s reputation, as long as they are transparent, secure, and ethical. References = Most Asked CRISC Exam Questions and Answers - The Knowledge Academy; ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 203.

 A control is an action or measure that reduces the likelihood or impact of a risk to an acceptable level. A control issue is a problem or weakness that affects the effectiveness or efficiency of a control, such as a gap, deficiency, or failure. A control enhancement is an improvement or modification that increases the effectiveness or efficiency of a control, such as by adding, replacing, or updating the control. An external audit is an independent and objective examination of the enterprise’s activities, processes, or systems, such as the risk management program or thecontrol environment, by an external party, such as a regulator or a third-party auditor. The best way for a risk practitioner to verify that management has addressed control issues identified during a previous external audit is to observe the control enhancements in operation. This will enable the risk practitioner to evaluate the actual performance and outcome of the control enhancements, and to determine whether they have resolved or mitigated the control issues. The other options are not the best way to verify that management has addressed control issues, as they involve different methods or sources of verification:

Interview control owners means that the risk practitioner asks questions or collects feedback from the persons or groups who have the authority and accountability to manage the controls and their issues, such as the business process owners or the IT controls managers. This may provide some information or evidence on the control enhancements, but it may not be as reliable orobjective as observing the control enhancements in operation, as the control owners may have biases, conflicts, or gaps in their knowledge or perception of the control enhancements.

Inspect external audit documentation means that the risk practitioner reviews the reports or records of the external audit, such as the audit findings, recommendations, or opinions. This may provide some information or evidence on the control issues, but it may not be as current or relevant as observing the control enhancements in operation, as the external audit documentation may not reflect the latest or updated status or results of the control enhancements, or may not cover all the aspects or components of the control enhancements.

Review management’s detailed action plans means that the risk practitioner examines the documents that specify the actions to be taken by the management to address the control issues, such as the resources required, the timelines, the owners, and the expected outcomes. This may provide some information or evidence on the control enhancements, but it may not be as accurate or sufficient as observing the control enhancements in operation, as the management’s detailed action plans may not match the actual implementation or execution of the control enhancements, or may not account for the uncertainties or complexities of the control enhancements. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.3.3.1, pp. 62-63.

According to the CRISC Review Manual1, a third-party audit is an independent and objective examination of an organization’s security controls by an external auditor or organization. A third-party audit provides the most objective assessment of the effectiveness of an organization’s security controls, as it helps to avoid any conflicts of interest, biases, or assumptions that may affect the internal audit, review, or testing. A third-party audit also helps to ensure that the security controls comply with the relevant standards, regulations, and best practices, and that they meet the expectations and requirements of the stakeholders, such as customers, partners, or regulators. References = CRISC Review Manual1, page 224.

Configuration management is a process that establishes and maintains the consistency and integrity of the IT systems and applications throughout their lifecycle. Configuration management involves identifying, documenting, controlling, and auditing the configuration items, such as hardware, software, data, or services, that comprise the IT systems and applications. Configuration management also involves establishing and enforcing the configuration baselines, which are the approved and authorized states of the configuration items. Implementing configuration management will best help ensure that systems comply with an established baseline before deployment, as it will enable the enterprise to verify that the systems meet the specified requirements, standards, and policies, and to detect and correct any deviations or discrepancies. The other options are not as effective as configuration management, as they involve different aspects or outcomes of the IT systems and applications:

Vulnerability scanning is a process that identifies and analyzes the weaknesses or gaps in the IT systems and applications that could be exploited by threats. Vulnerability scanning helps to assessthe security and compliance of the systems, but it does not ensure that the systems comply with an established baseline before deployment, as it may not cover all the aspects or components of the systems, or may not reflect the latest changes or updates of the systems.

Continuous monitoring and alerting is a process that tracks and reports the performance and status of the IT systems and applications on an ongoing basis. Continuous monitoring and alerting helps to identify and respond to any issues or incidents that affect the availability, integrity, or confidentiality of the systems, but it does not ensure that the systems comply with an established baseline before deployment, as it may not prevent or detect the unauthorized or unintended changes or modifications of the systems, or may not provide sufficient information or evidence to verify the compliance of the systems.

Access controls and active logging are processes that restrict and record the access and activities of the users or entities on the IT systems and applications. Access controls and active logging help to protect and audit the IT systems and applications, but they do not ensure that the systems comply with an established baseline before deployment, as they may not address the configuration or quality issues of the systems, or may not be consistent or comprehensive across the systems. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 4, Section 4.2.1.1, pp. 156-157.

Engaging key stakeholders in risk management practices is the best way to embed risk management within the organization. This means that the risk practitioner involves andcommunicates with the people who have an interest or influence in the organization’s objectives, activities, and risks, such as senior management, business unit managers, employees, customers, suppliers, regulators, etc.

Engaging key stakeholders in risk management practices helps to create a risk-aware culture, align risk management with the organization’s strategy and vision, ensure the ownership and accountability of risks and controls, obtain the support and commitment for risk management initiatives, and improve the risk management performance and outcomes.

The other options are not the best ways to embed risk management within the organization. They are either secondary or not essential for risk management.

The references for this answer are:

Risk IT Framework, page 17

Information Technology & Security, page 11

Risk Scenarios Starter Pack, page 9

 A risk register is a tool that records and tracks the information about the identified risks, such as the risk description, category, owner, probability, impact, response strategy, status, and action plan. Reviewing the risk register is the best way to help an organization gain insight into its overall risk profile, which is the summary of the nature and level of risk that the organization faces. By reviewing the risk register, the organization can obtain a comprehensive and holistic view of the sources, causes, and consequences of the risks, their likelihood and impact, their interrelationships and dependencies, and their alignment with therisk appetite and tolerance. The risk register can also help the organization to prioritize the risks, allocate the resources, select the risk responses, monitor the risk performance, and evaluate the risk outcomes. References = CRISC Review Manual, 7th Edition, page 99.

Reevaluating the design of the key risk indicators (KRIs) is the best recommendation when a KRI is generating an excessive volume of events, because it helps to determine whether the KRI is relevant, reliable, and valid, and whether it needs to be modified or replaced. A KRI is a metric or indicator that helps to monitor and evaluate the likelihood or impact of a risk, or the effectiveness or efficiency of a control. A KRI can be quantitative or qualitative, and can be derived from internal or external sources. An event is an occurrence or incident that may indicate a change or trend in the risk level or performance. A KRI that generates an excessivevolume of events may indicate that the KRI is not well-designed or well-aligned with the risk objectives or criteria, and that it may produce false positives or negatives, or irrelevant or misleading information. Therefore, reevaluating the design of the KRIs is the best recommendation, as it helps to improve the quality and usefulness of the KRIs, and to avoid unnecessary or inappropriate actions or responses. Developing a corresponding key performance indicator (KPI), monitoring KRIs within a specific timeframe, and activating the incident response plan are all possible actions to perform after reevaluating the design of the KRIs, but they are not the best recommendation, as they do not address the root cause of the excessive volume of events. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.3.2, page 97

The result of a control working as desired, but having an annual cost of maintenance that exceeds the expected annual loss exposure, is that the control is inefficient, as it implies that the control is not cost-effective or optimal, and may require a review or adjustment. The other options are not the correct results, as they do not reflect the performance or adequacy of the control, but rather the maturity, effectiveness, or optimization of the control, respectively. References = CRISC Review Manual, 7th Edition, page 154.

The next thing that the risk practitioner should do from a risk management perspective when the organization is considering the adoption of an aggressive business strategy to achieve desired growth is to identify new threats resulting from the new business strategy. A threat is a potentialcause of an unwanted incident that may affect the achievement of the objectives. An aggressive business strategy is a strategy that involves pursuing high-risk, high-reward opportunities or initiatives to gain a competitive advantage or a significant market share. An aggressive business strategy may introduce new threats or increase thelikelihood or impact of existing threats, such as market volatility, regulatory changes, customer dissatisfaction, or competitor retaliation. Therefore, the risk practitioner should identify the new threats resulting from the new business strategy, and assess their potential consequences and implications for the organization. The other options are not as immediate as identifying new threats resulting from the new business strategy, as they are related to the update, information, or measurement of the risk management process, not the identification or analysis of the risk. References = Risk and Information Systems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.3: IT Risk Scenarios, page 23.

Penetration testing is the best method for assessing control effectiveness against technical vulnerabilities that could be exploited to compromise an information system, as it simulates areal-world attack scenario and evaluates the security posture of the system. Penetration testing is a type of security testing that involves performing authorized and ethical hacking activities on a system to identify and exploit its vulnerabilities and weaknesses. Penetration testing can help to measure and improve the effectiveness and efficiency of the controls implemented to protect the system from unauthorized access, modification, or damage.

The other options are not the best methods for assessing control effectiveness against technical vulnerabilities that could be exploited to compromise an information system. Vulnerability scanning is an automated process that uncovers potential vulnerabilities in systems and software, but it does not provide information on the impact and severity of the vulnerability or how they can be exploited using different exploitation techniques1. Systems log correlation analysis is a process of examining and analyzing the records of system activities and events, but it does not directly test the controls or simulate the attack scenarios. Monitoring of intrusion detection system (IDS) alerts is a process of tracking and auditing the system or network for any signs of malicious or anomalous activities, but it does not evaluate the control performance or identify the root causes of the vulnerabilities. References = Vulnerability Assessment Principles | Tenable®, A Complete Guide on Vulnerability Assessment Methodology, Karen Scarfone Scarfone Cybersecurity - NIST Computer Security Resource …

Assessing risk scenarios is the starting point when performing a risk analysis for an asset. A risk scenario is a description of a possible event or situation that could cause harm or loss to an asset. Assessing risk scenarios involves identifying the sources and causes of risk, the potential impacts and consequences of risk, and the likelihood and frequency of risk occurrence. Assessing risk scenarios can help establish the risk context, scope, and criteria for the asset, and provide the basis for further risk analysis steps, such as evaluating threats, assessing controls, and updating the risk register. According to the CRISC Review Manual 2022, assessing risk scenarios is thefirst step in the IT risk assessment process1. According to the CRISC Review Questions, Answers & Explanations Manual 2022, assessing risk scenarios is the correct answer to this question

The best way to ensure that access remains appropriate for an organization that practices the principle of least privilege is to review user access rights on a regular basis by obtaining an access control matrix and approval from the user’s manager. An access control matrix is a table that shows the access rights and permissions of each user or role for each resource or function. An access control matrix helps to verify that the users have the minimum level of access required to perform their duties, and to identify any unauthorized or excessive access rights. Approval from the user’s manager helps to confirm that the user’s access rights are consistent with their current role and responsibilities, and to authorize any changes or exceptions as needed. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.2.2, page 1281

The best key performance indicator (KPI) to measure the effectiveness of the security patching process is the percentage of patches installed successfully within the expected time frame. This KPI can help to evaluate how well the security patching process meets the predefined objectives and standards, and how timely the patches are applied to reduce the risk exposure. The percentage of patches installed by the security administration team, successfully during the first attempt, or without causing an unplanned system outage are other possible KPIs, but they are not as relevant as the percentage of patches installed successfully within the expected time frame. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 7; CRISC Review Manual, 6th Edition, page 202.

The PRIMARY reason for an organization to ensure the risk register is updated regularly is to make sure that risk information is available to enable risk-based decisions, because the risk register is a tool that documents and tracks the identified risks, their characteristics, their status, and their responses. The risk register provides a comprehensive and current view of the risk profile and exposure of the organization, and it supports the decision-making process and the risk management activities. The other options are not the primary reason, because:

Option A: Risk assessment results are accessible to senior management and stakeholders is a benefit of updating the risk register regularly, but not the primary reason. Risk assessment results are the outputs of the risk analysis process, and they should be recorded and communicated to the relevant parties, but they are not the only or the most important information in the risk register.

Option B: Risk mitigation activities are managed and coordinated is a result of updating the risk register regularly, but not the primary reason. Risk mitigation activities are the actions taken to address the identified risks, and they should be monitored and reported in the risk register, but they are not the only or the most important information in the risk register.

Option C: Key risk indicators (KRIs) are evaluated to validate they are still within the risk threshold is a process that involves updating the risk register regularly, but not the primary reason. KRIs are indicators that measure and monitor the risk exposure and performance of the organization, and they should be compared with the risk threshold to determine if the risk level is acceptable or not, and if any action is required, but they are not the only or the most important information in the risk register. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 108.

A web-based service provider is an organization that offers online services or applications to its customers or users, such as e-commerce, social media, cloud computing, etc. A web-based service provider depends on the availability, reliability, and security of its web servers, networks, and systems to deliver its services or applications.

A low risk appetite for system outages means that the organization is not willing to accept a high level or frequency of system outages, which are interruptions or disruptions in the normal operation or functionality of the web servers, networks, or systems. System outages can cause customer dissatisfaction, revenue loss, reputation damage, or legal liability for the web-based service provider.

A current risk profile for online security is the current state or condition of the online security risks that may affect the web-based service provider’s objectives and operations. It includes the identification, analysis, and evaluation of the online security risks, and the prioritization and response to them based on their significance and urgency.

The most relevant observation to escalate to senior management is an increase in attempted distributed denial of service (DDoS) attacks, which are malicious attacks that aim to overwhelm or overload the web servers, networks, or systems with a large volume or frequency of requests or traffic, and prevent them from responding to legitimate requests or traffic. An increase in attempted DDoS attacks indicates a high likelihood and impact of system outages, and a high level of threat or vulnerability for the web-based service provider’s online security. Escalating this observation to senior management can help them to understand the severity and urgency of the risk, and to decide on the appropriate risk response and allocation of resources.

The other options are not the most relevant observations to escalate to senior management, because they do not indicate a high likelihood or impact of system outages, and they may not be relevant or actionable for senior management.

An increase in attempted website phishing attacks means an increase in malicious attempts to deceive or trick the web-based service provider’s customers or users into providing their personal or financial information, such as usernames, passwords, credit card numbers, etc., by impersonating the web-based service provider’s website or email. An increase in attemptedwebsite phishing attacks indicates a high level of threat or vulnerability for the web-based service provider’s online security, but it may not directly cause system outages, unless thephishing attacks are used to compromise the web servers, networks, or systems. Escalating this observation to senior management may not be the most relevant, because it may not reflect the web-based service provider’s risk appetite for system outages, and it may not require senior management’s involvement or approval.

A decrease in achievement of service level agreements (SLAs) means a decrease in the extent or degree to which the web-based service provider meets or exceeds the agreed or expected standards or criteria for the quality, performance, or availability of its services or applications, as specified in the contracts or agreements with its customers or users. A decrease in achievement of SLAs indicates a low level of customer satisfaction, retention, or loyalty, and a low level of competitiveness or profitability for the web-based service provider. Escalating this observation to senior management may not be the most relevant, because it may not reflect the web-based service provider’s risk appetite for system outages, and it may not require senior management’s involvement or approval.

A decrease in remediated web security vulnerabilities means a decrease in the number or percentage of web security vulnerabilities that have been identified and resolved or mitigated by the web-based service provider. Web security vulnerabilities are weaknesses or flaws in the web servers, networks, or systems that can be exploited by malicious attackers to compromise or damage the web-based service provider’s online security. A decrease in remediated web security vulnerabilities indicates a low level of effectiveness or efficiency for the web-based service provider’s web security controls or processes. Escalating this observation to senior management may not be the most relevant, because it may not reflect the web-based service provider’s risk appetite for system outages, and it may not require senior management’s involvement or approval. References =

ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 19-20, 23-24, 27-28, 31-32, 40-41, 47-48, 54-55, 58-59, 62-63

ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 161

CRISC Practice Quiz and Exam Prep

 IT risk management is the process of identifying, assessing, and mitigating the risks related to the use of information technology (IT) in the organization. IT risk management aims to ensure the confidentiality, integrity, and availability of IT resources and information, and to support the IT governance and strategy of the organization1.

The best indicator of the effectiveness of IT risk management processes is the time between when IT risk scenarios are identified and the enterprise’s response. This indicator can help to measure how quickly and efficiently the organization can detect and respond to the IT risks, and how well the organization can prevent or minimize the negative impacts of the IT risks. The time between when IT risk scenarios are identified and the enterprise’s response can include:

The time taken to identify and report the IT risk scenarios, using various methods and sources, such as risk assessments, audits, monitoring, alerts, or incidents

The time taken to analyze and evaluate the IT risk scenarios, using various tools and techniques, such as risk matrices, risk registers, risk indicators, or risk models

The time taken to select and implement the IT risk responses, using various strategies and controls, such as avoidance, mitigation, transfer, or acceptance

The time taken to review and improve the IT risk management processes, using various feedback and learning mechanisms, such as lessons learned, best practices, or benchmarks23

The other options are not the best indicators of the effectiveness of IT risk management processes, but rather some of the inputs or outputs of IT risk management processes. Percentage of business users completing risk training is an indicator of the awareness and competence of the IT users and providers, which can affect the IT risk management performance, but it does not measure the IT risk management processes directly. Percentage of high-risk scenarios for which risk action plans have been developed is an indicator of the completeness and coverage of the IT risk management activities, which can affect the IT risk management outcomes, but it does not measure the IT risk management processes directly. Number of key risk indicators (KRIs) defined is an indicator of the scope and complexity of the IT risk management objectives, whichcan affect the IT risk management resources and capabilities, but it does not measure the IT risk management processes directly. References =

IT Risk Management - ISACA

Risk Management Process - ISACA

Risk Response - ISACA

[CRISC Review Manual, 7th Edition]

 The most important consideration when implementing ethical remote work monitoring is to inform the employees of how they are being monitored, because this respects their privacy rights and expectations, and ensures their consent and compliance with the monitoring policy. Informing the employees of how they are being monitored also helps to build trust and transparency between the employer and the employees, and reduces the potential legal or ethical issues that may arise from the monitoring activities. The other options are not the most important considerations, although they may also be relevant for ethical remote work monitoring. Monitoring only during official hours of business, reporting on nonproductive employees to management, and integrating multiple data monitoring sources into security incident response procedures are examples of operational or technical aspects of remote work monitoring,notethical aspects. References = CRISC: Certified in Risk & Information Systems Control Sample Questions

 The most effective way to promote organization-wide awareness of data security in response to an increase in regulatory penalties for data leakage is to require training on the data handling policy, as it educates the employees on the importance, requirements, and procedures of data protection, and enhances their knowledge and skills to prevent, detect, and respond to data leakage incidents. Enforcingsanctions for noncompliance with security procedures, conducting organization-wide phishing simulations, and requiring regular testing of the data breach response plan are not the most effective ways, as they are more related to the enforcement, evaluation, or improvement of the data security, respectively, rather than the promotion of the data security awareness. References = CRISC Review Manual, 7th Edition, page 155.

 Risk monitoring is the process of tracking and evaluating the performance and effectiveness of the risk management process and controls, and identifying any changes or emerging risks that may affect theenterprise’s objectives and strategy. The primary benefit of risk monitoring is that it facilitates risk-aware decision making, as it provides timely and relevant information and feedback to the decision-makers and stakeholders, and enables them to adjust the risk strategy and response actions accordingly. Risk monitoring also helps to ensure that the risk management process is aligned with the enterprise’s risk appetite and tolerance, and supports the achievement of the enterprise’s goals and value creation. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 239. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 239. CRISC Sample Questions 2024, Question 239.

Optimized risk management is achieved when risk is reduced to meet risk appetite, which is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. Risk appetite reflects the strategic goals and priorities of the organization, as well as its risk culture and tolerance. Reducing risk with strategic initiatives, within resource availability, or below risk appetite are all possible approaches, but they do not necessarily optimize risk management, as they may result in over- or under-investment in risk mitigation, or misalignment with business objectives. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.2.2, page 47

 According to the Data Roles and Responsibilities article, the business owner is the person who has authority over the business process that is supported by the data. The business owner is responsible for defining the access roles to protect the sensitive data within the application, as well as approving the access requests and ensuring the compliance with the data policies andstandards. The business owner may delegate this responsibility to a data steward, who is a person who acts on behalf of the business owner to manage the data quality, security, and usage. Therefore, the answer is D. Business owner. References = Data Roles and Responsibilities

A maturity model is a framework that describes the stages or levels of development and improvement of a certain domain, such as a process, a function, or an organization. A maturitymodel can help to evaluate the current state, identify the strengths and weaknesses, set the goals and objectives, and measure the performance and improvement over time. The primary benefit of using a maturity model is that it helps to evaluate the evolution of process improvements, meaning that it can help to track the progress andchanges of the processes, as well as to identify the best practices and standards. A maturity model can also help to compare the processes with the industry benchmarks and competitors, as well as to align the processes with the business strategy and vision. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.3.2.1, p. 118-119

The percentage of projects with developed controls on scope creep is the best key performance indicator (KPI) to measure how effectively risk management practices are embedded in the project management office (PMO), as it reflects the ability of the PMO to identify, assess, and respond to the risk of project scope changes that may affect the project objectives, budget, and schedule. The other options are not the best KPIs, as they do not directly measure the effectiveness of risk management practices in the PMO, but rather the outcomes or consequences of risk management decisions. References = CRISC Review Manual, 7th Edition, page 110.

A penetration test is a simulated cyberattack on a web infrastructure to evaluate its security posture and identify any vulnerabilities or weaknesses that could be exploited by an attacker. A penetration test is the best indicator of how well a web infrastructure protects critical information from an attacker, as it mimics the real-world scenarios and techniques that an attacker would use, and measures the effectiveness of the existing security controls and countermeasures. A penetration test can also provide recommendations for improving the security of the web infrastructure and reducing the risk exposure. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 236. CRISC by Isaca Actual Free Exam Q&As, Question 9. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 236. Most Asked CRISC Exam Questions and Answers, Question 10.

Policies and standards are the primary documents that define the organization’s expectations and requirements for information security and risk management. They provide the basis for establishing controls, procedures, roles, and responsibilities. Policies and standards should be updated following a change in legislation requiring notification to individuals impacted by data breaches, to ensure compliance with the new legal obligations and to align with the organization’s risk appetite and tolerance. Updating policies and standards can also help to communicate the changes to the relevant stakeholders and to provide guidance for implementing and monitoring the controls. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.3.2, p. 28-29

Embedding Risk Management:

Integrated Approach: Embedding risk management in business activities ensures that risk considerations are part of everyday decision-making processes and operations.

Cultural Shift: Promotes a risk-aware culture where all employees understand their role in managing risk, leading to more proactive and effective risk management practices.

Comparison with Other Options:

Communicating Risk Awareness Materials: Important for education but less impactful than embedding risk management in daily activities.

Establishing KRIs: Useful for monitoring but does not ensure risk management practices are integrated into all business processes.

Minimizing Inherent Risk: This is an outcome of effective risk management rather than a method to ensure its effectiveness.

Best Practices:

Training and Awareness: Provide ongoing training to employees to embed risk management practices in their roles.

Policy and Procedures: Develop and enforce policies and procedures that integrate risk management into all business activities.

Leadership Support: Ensure strong support from leadership to promote and sustain a risk-aware culture.

The most appropriate action for the risk manager to take after undertaking a risk assessment of a production system is to inform the process owner of the concerns and propose measures to reduce them, as the process owner has the authority and responsibility to manage the production system and its associated risks and controls, and to decide on the optimal risk response. Recommending a program that minimizes the concerns of that production system, informing the IT manager of the concerns and proposing measures to reduce them, and informing the development team of the concerns and together formulating risk reduction measures are not the most appropriate actions, as they may not involve the process owner, who is the key stakeholder and decision maker for the production system and its risks. References = CRISC Review Manual, 7th Edition, page 101.

•A risk owner is the person or entity that has the authority and responsibility to manage a specific risk1. The risk owner is accountable for the implementation and effectiveness of the risk response strategy and the risk treatment plan2.

•Identifying the risk owner is the first step when a new risk scenario has been identified, because the risk owner is the key stakeholder who will be involved in the subsequent steps of the risk management process, such as risk analysis, risk evaluation, risk treatment, and risk monitoring2.

•Identifying the risk owner also helps to clarify the roles and responsibilities of different parties involved in the risk management process, such as the risk manager, the risk analyst, the risk committee, and the risk auditor3. This can improve the communication, coordination, and collaboration among the risk management team and ensure that the risk is managed effectively and efficiently.

•Estimating the residual risk (option A) is not the first step when a new risk scenario has been identified, because the residual risk is the risk that remains after the risk treatment plan has been implemented2. Therefore, estimating the residual risk requires prior steps such as risk analysis, risk evaluation, and risk treatment.

•Establishing key risk indicators (KRIs) (option B) is not the first step when a new risk scenario has been identified, because KRIs are metrics or data points that provide early warning signals or information about the level or trend of a risk4. Therefore, establishing KRIs requires prior steps such as risk identification, risk analysis, and risk evaluation.

•Designing control improvements (option C) is not the first step when a new risk scenario has been identified, because control improvements are part of the risk treatment plan, which is the set of actions and resources needed to implement the chosen risk response strategy2. Therefore,designing control improvements requires prior steps such as risk analysis, risk evaluation, and risk response selection.

References =

•Risk Owner - Institute of Internal Auditors

•Risk Treatment Plan - ISACA

•Risk Management Roles and Responsibilities - 360factors

•Key Risk Indicators: A Practical Guide | SafetyCulture

Data archival processes should be the primary focus of a risk practitioner when ensuring that organization records are being retained for a sufficient period of time to meet legal obligations, because data archival processes ensure that records are stored securely, reliably, and accessibly for as long as they are needed. Data archival processes also help to manage the storage capacity, retention policies, and disposal procedures of records. Data duplication processes are not the primary focus, because they are mainly used for backup and recovery purposes, not for long-term retention. Data anonymization processes are not the primary focus, because they are mainly used for privacy and confidentiality purposes, not for legal compliance. Data protection processes are not the primary focus, because they are mainly used for security and integrity purposes, not for retention requirements. References = Free ISACA CRISC Sample Questions and Study Guide

A risk heat map is a graphical tool that displays the overall risk of the project to senior management by showing the probability and impact of individual risks in a matrix format. A risk heat map can help to prioritize the risks, communicate the risk exposure, and monitor the risk response. A risk heat map can also show the risk appetite and tolerance levels of the organization, as well as the residual risk after the risk response. The other options are not the most effective ways to represent the overall risk of the project to senior management, although they may be useful or complementary to the risk heat map. Aggregated key performance indicators (KPIs) are metrics that measure the performance of the project against the objectives, but they do not show the uncertainty or variability of the project outcomes. Key risk indicators (KRIs) are metrics that measure the level of risk or the effectiveness of the risk response, but they do not show the relationship between the probability and impact of the risks. A centralizedrisk register is a document that records the details of the individual risks, such as the description, category, cause, effect, probability, impact, response, and status, but it does not show the overall risk of the project in a visual or concise way. References = Managing overall project risk, Project Risk Management – Quick Reference Guide, 10 Common Project Risks (Plus the Steps To Solve Them), What Is Project Risk Management: Benefits, Challenges, Best Practices

 A cost-benefit analysis is a tool that compares the costs and benefits of different alternatives, such as updating software or continuing to use end-of-life software. A cost-benefit analysis can provide the mosthelpful information to justify investing in updated software, as it can show the potential savings, benefits, and risks of each option, and help the decision-makers choose the best course of action. A cost-benefit analysis can also include qualitative factors, such as security, compliance, performance, and customer satisfaction, that may be affected by the software update. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 231. CRISC by Isaca Actual Free Exam Q&As, Question 8. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 231. CRISC Certified in Risk and Information Systems Control – Question231.

The risk scenario associated with data loss at the organization’s cloud provider should be reassigned to the data owner, as they have the authority and responsibility to define the classification, retention, and disposal requirements for the data they own, and to manage the risk and controls related to the data. The risk scenario should not be assigned to the cloud provider, as they are an external party that may not have the same interest or accountability as the organization. Senior management, chief risk officer (CRO), and vendor manager are not the best choices, as they have different roles and responsibilities related to risk governance, strategy, or oversight, respectively, but they do not own the data. References = CRISC Review Manual, 7th Edition, page 154.

The internal auditor is the best suited to provide objective input when updating residual risk to reflect the results of control effectiveness. The internal auditor is an independent and impartial function that evaluates the adequacy and effectiveness of the internal controls and reports on the findings and recommendations. The internal auditor can provide an unbiased and reliable assessment of the residual risk, which is the risk that remains after the controls are applied. The other options are not as objective as the internal auditor, as they may have vested interests orconflicts of interest in the control environment. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Assessment, Section 2.4: IT Risk Response, page 87.

 The first course of action for a risk practitioner when an organization plans to adopt a cloud computing strategy is to perform a controls assessment. This means evaluating the existing controls in the organization and the cloud service provider, and identifying the gaps and weaknesses that need to be addressed. A controls assessment can help to determine the level of risk exposure and the suitability of the cloud service model and provider for the organization’s needs and objectives. It can also help to establish the baseline for monitoring and reporting on the cloud service performance and compliance. References = Risk and Information Systems Control Study Manual, Chapter 5, Section 5.3.2.2, p. 242-243

A review of business processes is crucial for identifying risk owners, as risk ownership is tied to specific processes within the organization. Risk owners are accountable for managing and mitigating risks within their respective areas. This ensures that risks are effectively addressed where they arise and aligns mitigation efforts with business objectives. Properly identifying risk owners supports better governance, accountability, and alignment with the organization's risk management strategy.

 Cross-site scripting (XSS) and SQL injection are two common types of web application attacks that can compromise the confidentiality, integrity, and availability of data and systems. XSS allows an attacker to inject malicious code into a web page that is viewed by other users, while SQL injection allows an attacker to execute arbitrary commands on a database server by manipulating the input parameters of a web application. Both attacks can result in data theft, unauthorized access, defacement, denial of service, and more.

To mitigate these attacks, the best option is to require the software vendor to remediate the vulnerabilities by applying secure coding practices, such as input validation, output encoding, parameterized queries, and HTML sanitization. These techniques can prevent or limit the impact of XSS and SQL injection by ensuring that user input is not interpreted as code or commands by the web browser or the database server. The software vendor should also provide regular updates and patches to fix any known or newly discovered vulnerabilities.

The other options are not effective or acceptable ways to mitigate these attacks. Monitoring the databases for abnormal activity can help detect and respond to SQL injection attacks, but it does not prevent them from happening or address the root cause of the vulnerability. Approving an exception to allow the software to continue operating can expose the organization to unnecessary risks and liabilities, as well as violate compliance requirements and standards. Accepting the risk and letting the vendor run the software as is can also have serious consequences for the organization, as it implies that the potential impact and likelihood of the attacks are low or acceptable, which may not be the case. References =

IT Risk Resources | ISACA

CRISC Certification | Certified in Risk and Information Systems Control | ISACA

Cross Site Scripting Prevention Cheat Sheet - OWASP

A novel technique to prevent SQL injection and cross-site scripting attacks using Knuth-Morris-Pratt string match algorithm | EURASIP Journal on Information Security | Full Text

Difference Between XSS and SQL Injection - GeeksforGeeks

An organization’s policies are the set of rules and guidelines that define the organization’s objectives, expectations, and responsibilities for its activities and operations. They provide the direction and framework for the organization’s governance, risk management, and compliance functions.

The most important characteristic of an organization’s policies is to reflect the organization’s risk appetite, which is the amount and type of risk that the organization is willing to accept in pursuit of its goals. The risk appetite is usually expressed as a range or a threshold, and it is aligned with the organization’s strategy and culture.

Reflecting the organization’s risk appetite in its policies ensures that the policies are consistent, appropriate, and proportional to the level and nature of the risks that the organization faces, and that they support the organization’s objectives and values. It also helps to optimize the balance between risk and return, and to create and protect value for the organization and its stakeholders.

The other options are not the most important characteristic of an organization’s policies, because they do not address the fundamental question of whether the policies are suitable and acceptable for the organization.

The risk assessment methodology is the process of identifying, analyzing, and evaluating the risks that may affect the organization’s objectives and operations. It involves determining the likelihood and impact of various risk scenarios, and prioritizing them based on their significance and urgency. The risk assessment methodology is important to inform and support the organization’s policies, but it is not the most important characteristic of the policies, because it does not indicate whether the policies are aligned with the organization’s risk appetite.

The capabilities are the resources and abilities that the organization has or can acquire to achieve its objectives and manage its risks. They include the people, processes, technologies, and assets that the organization uses or relies on. The capabilities are important to enable and implement theorganization’s policies, but they are not the most important characteristic of the policies, because they do not indicate whether the policies are aligned with the organization’s risk appetite.

The asset value is the worth or importance of the assets that the organization owns or controls, and that may be affected by the risks that the organization faces. The assets include the tangible and intangible resources that the organization uses or relies on, such as data, information, systems, infrastructure, reputation, etc. The asset value is important to measure and monitor the organization’s policies, but it is not the most important characteristic of the policies, because itdoes not indicate whether the policies are aligned with the organization’s risk appetite. References =

ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 29-30, 34-35, 38-39, 44-45, 50-51, 54-55

ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 148

CRISC Practice Quiz and Exam Prep

 Developing and communicating fraud prevention policies is the most effective way to reduce potential losses due to ongoing expense fraud because it creates a culture of integrity and accountability, sets clear expectations and consequences for employees, and deters fraudulent behavior. Implementing user access controls, performing regular internal audits, and conducting fraud prevention awareness training are also important controls, but they are more reactive and detective than preventive. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.3.2, page 4-26.

Controls should be incorporated into system specifications in the design phase of the system development life cycle (SDLC), because this is the phase where the system requirements are translated into detailed specifications and architectures that define how the system will be built and operated. Incorporating controls in the design phase ensures that the system is secure, reliable, and compliant from the start, and reduces the cost and complexity of implementing controls later in the SDLC. The other options are not the correct answers, because they are not the phases where controls are incorporated into system specifications. The implementation phase is the phase where the system is installed, configured, and tested. The development phase is the phase where the system is coded, integrated, and tested. The feasibility phase is the phase where the system concept and scope are defined and evaluated. References = CRISC: Certified in Risk & Information Systems Control Sample Questions

According to the CRISC Review Manual1, threat impact analysis is the process of estimating and evaluating the potential effects of a threat event on the organization’s objectives, processes, resources, and risks. Threat impact analysis helps to quantify and qualify the severity and likelihood of the threat, and to identify the possible consequences and implications for the organization. Communicating the results of the threat impact analysis is the most effective way to improve stakeholders’ understanding of the effect of a potential threat, as it helps to inform and educate the stakeholders about the nature and magnitude of the threat, and to solicit their feedback and input for the risk response. Communicating the results of the threatimpact analysis also helps to align the stakeholder expectations and preferences, and to facilitate risk-based decision making and action planning. References = CRISC Review Manual1, page 208.

Integrity is the property of data that ensures its accuracy, completeness, and consistency2. If concurrent update transactions to an account are not processed properly, the integrity of the data may be compromised, as it may lead to concurrency problems such as lost update, unrepeatable read, or phantom read3. These problems can cause the data to be incorrect, incomplete, or inconsistent, which may affect the reliability and validity of the data. Therefore, option D is the correct answer, as it reflects the impact of improper concurrent update transactions on the data integrity. The other options are not correct, as they do not directly relate to the effect of concurrent update transactions on the data. Option A, confidentiality, is the property of data that ensures its protection from unauthorized access or disclosure2. Concurrent update transactions do not necessarily affect the confidentiality of the data, as they do not involve exposing the data to unauthorized parties. Option B, accountability, is the property of data that ensures its traceability and auditability2. Concurrent update transactions do not necessarily affect the accountability of the data, as they do not involve losing the records or logs of the data transactions. Option C, availability, is the property of data that ensures its accessibility and usability2. Concurrent update transactions do not necessarily affect the availability of the data, as they do not involve preventing the access or use of the data.

Key Control Indicators (KCIs) are metrics used to monitor the performance of controls. Their primary benefit is the early detection of control degradation, allowing organizations to take corrective actions before issues escalate into significant problems.

Conducting social engineering testing is the best way to assess the effectiveness of the security awareness training, as it helps to measure and evaluate the actual behavior and response of the employees to simulated real-world attacks that exploit human vulnerabilities. Social engineering testing is a type of security testing that involves performing authorized and ethical hacking activities on the employees to manipulate them into revealing sensitive information, such as credentials, or performing malicious actions, suchas clicking on a phishing link or opening a malicious attachment. Social engineering testing can help to assess the effectiveness of the security awareness training by providing the following benefits:

It tests the employees’ knowledge and skills in recognizing and resisting social engineering attacks, such as phishing, vishing, baiting, or impersonation.

It identifies and measures the strengths and weaknesses of the employees’ security awareness and behavior, and the impact and severity of their actions on the security posture and risk exposure of the organization.

It provides feedback and learning opportunities for the employees to improve their security awareness and behavior, and to reinforce the key concepts and practices taught in the training.

It communicates and reports the results and findings of the testing to the management and the stakeholders, and supports the development and implementation of corrective or preventive actions.

The other options are not the best ways to assess the effectiveness of the security awareness training. Auditing security awareness training materials is a good practice to ensure that the training content is accurate, relevant, and up-to-date, but it does not measure or evaluate the employees’ security awareness and behavior. Administering an end-of-training quiz is a useful method to test the employees’ comprehension and retention of the training content, but it does not reflect or simulate the employees’ security awareness and behavior in real-world situations. Performing a vulnerability assessment is an important step to identify and analyze the potential vulnerabilities in the systems and software, but it does not assess or address the human vulnerabilities or the employees’ security awareness and behavior. References = 3 ways to assess the effectiveness of security awareness training …, IT Risk Resources | ISACA, Measuring the Effectiveness of Security Awareness Training - Hut Six

Introducing control procedures early in the IoT solution life cycle ensures proactive identification and mitigation of risks. This approach aligns withSecure System Development PracticesandRisk Mitigation Strategies, reducing exposure as the solution evolves.

When disposing of storage media, the best way to prevent the loss of highly sensitive data is physical destruction. Here’s why:

Physical Destruction:

Physical destruction involves destroying the storage media so that the data it contains cannot be recovered or reconstructed.

Methods include shredding, crushing, incinerating, or using industrial-grade degaussers that destroy the magnetic fields on the media.

Comparison with Other Methods:

Degaussing:This method erases data by disrupting the magnetic fields of the storage media. While effective for some types of media, it may not work on all (e.g., solid-state drives) and does not provide a visual confirmation that the data is irrecoverable.

Data Anonymization:This process involves altering data to prevent identification of individuals, but it does not destroy the data itself and is not applicable for disposing of storage media.

Data Deletion:Simply deleting data does not remove it permanently. Deleted data can often be recovered using specialized software unless it is overwritten multiple times, which is still less reliable than physical destruction.

Security Best Practices:

Physical destruction is considered the most secure method because it ensures that the media is rendered completely unusable and the data cannot be retrieved by any means.

This method is recommended by various standards and frameworks, including NIST Special Publication 800-88 Guidelines for Media Sanitization.

This KPI measures how well the server patch management process meets the agreed-upon standards and expectations for timeliness, quality, and security. It reflects the efficiency and effectiveness of the patch deployment and the compliance with the patch policy. It also helps to identify and address any issues or delays that may affect the patching performance.

References

•Patch Management KPI Metrics - Motadata

•KPI Examples for Patch and Vulnerability Management - Heimdal Security

•Measuring the Effectiveness of Your Patch Management Strategy - Automox

Using a common risk taxonomy is the most important factor to consider when creating a separate IT risk register for a large organization with regard to the existing corporate risk register, as it ensures consistency, clarity, and alignment of the IT risk identification, classification, and reporting with the corporate risk management framework and strategy. Leveraging business risk professionals, relying on generic IT risk scenarios, and describing IT risk in business terms are not the most important factors, as they are more related to the resources, inputs, or outputs of the IT risk register, respectively, rather than the structure or format of the IT risk register. References = CRISC Review Manual, 7th Edition, page 100.

Unauthorized modification of data by a database administrator is a security risk that involves altering, deleting, or inserting data on a database without proper authorization or approval, by a person who has privileged access to the database, such as a database administrator12.

The best control to detect unauthorized modification of data by a database administrator is to review database activity logs, which are records that capture and store the details and history ofthe transactions or activities that are performed on the database, such as who, what, when, where, and how34.

Reviewing database activity logs is the best control because it provides evidence and visibility of the database operations, and enables the detection and reporting of any deviations, anomalies, or issues that may indicate unauthorized modification of data by a database administrator34.

Reviewing database activity logs is also the best control because it supports the accountability and auditability of the database operations, and facilitates the investigation and resolution of any unauthorized modification of data by a database administrator34.

The other options are not the best controls, but rather possible measures or techniques that may supplement or enhance the review of database activity logs. For example:

Reviewing database access rights is a measure that involves verifying and validating the permissions and privileges that are granted or revoked to the users or roles who can access or modify the data on the database56. However, this measure is not the best control because it does not directly detect unauthorized modification of data by a database administrator, especially if the database administrator has legitimate access rights to the data56.

Comparing data to input records is a technique that involves matching and reconciling the data on the database with the original or source data that are entered or imported into the database, and identifying and correcting any discrepancies or errors78. However, this technique is not the best control because it does not directly detect unauthorized modification of data by a database administrator, especially if the input records are also modified or compromised78.

Reviewing changes to edit checks is a technique that involves examining and evaluating the modifications or updates to the edit checks, which are rules or validations that are applied to the data on the database to ensure their accuracy, completeness, andconsistency9 . However, this technique is not the best control because it does not directly detect unauthorized modification of data by a database administrator, especially if the edit checks are bypassed or disabled9 . References =

1: Database Security: Attacks and Solutions | SpringerLink2

2: Unauthorised Modification of Data With Intent to Cause Impairment3

3: Database Activity Monitoring - Wikipedia4

4: Database Activity Monitoring (DAM) | Imperva5

5: Database Access Control - Wikipedia6

6: Database Access Control: Best Practices for Database Security7

7: Data Reconciliation - Wikipedia8

8: Data Reconciliation and Gross Error Detection9

9: Edit Check - Wikipedia

Edit Checks: A Data Quality Tool

The risk associated with malicious functionality in outsourced application development is that the vendor may introduce unauthorized or harmful code into the enterprise’s system, which could compromise its security, integrity, or performance.

To mitigate this risk, the enterprise should perform an in-depth code review with an expert who can verify that the code meets the specifications, standards, and quality requirements, and that it does not contain any malicious or unwanted functionality.

A code review is a systematic examination of the source code of a software program, which can identify errors, vulnerabilities, inefficiencies, or deviations from best practices. A code review can also ensure that the code is consistent, readable, maintainable, and well-documented.

An expert is someone who has the knowledge, skills, and experience to perform the code review effectively and efficiently. An expert may be an internal or external resource, depending on the availability, cost, and independence of the reviewer.

A code review should be performed before the code is deployed to the production environment, and preferably at multiple stages of the development life cycle, such as design, testing, and integration.

A code review can also be complemented by other techniques, such as automated code analysis, testing, and scanning tools, which can detect common or known issues in the code. References =

ISACA, CRISC Review Manual, 7th Edition, 2022, p. 143

ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 143

User recertification is the most effective control to ensure user access is maintained on a least-privilege basis, as it involves a periodic review and validation of user access rights and privileges by the appropriate authority. User recertification helps to identify and remove any unnecessary, excessive, or obsolete access rights and privileges that may pose a security risk or violate the principle of least privilege. User recertification also helps to ensure that user access rights and privileges are aligned with the current business needs, roles, and responsibilities of the users.

The other options are not the most effective controls to ensure user access is maintained on a least-privilege basis. User authorization is the process of granting or denying access rights and privileges to users based on their identity, role, and credentials, but it does not verify or update the existing access rights and privileges of the users. Change log review is the process of examining and analyzing the records of changes made to the system, configuration, or data, but it does not directly address the user access rights and privileges. Access log monitoring is the process of tracking and auditing the user activities and actions on the system or network, but it does not validate or modify the user access rights and privileges. References = What Is the Principle of Least Privilege and Why is it Important?, Principle of Least Privilege: Definition, Methods & Examples, IT Risk Resources | ISACA

The most important information to be communicated during security awareness training is management’s expectations. This will help to establish the security culture and behavior of the enterprise, and to align the staff’s actions with the enterprise’s objectives, policies, and standards. Management’s expectations also provide the basis for measuring and evaluating the effectiveness of the security awareness program. Corporate risk profile, recent security incidents, and the current risk management capability are also important information to be communicated during security awareness training, but they are not as important as management’s expectations. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 5, Section 5.1.1.2, page 2291

1: ISACA Certified in Risk and Information Systems Control (CRISC®) Exam Guide, Answer to Question 642.

A cost-benefit analysis is the best guidance when selecting an appropriate risk treatment plan. A risk treatment plan is a document that describes the actions or measures that are taken or planned to modifythe risk, such as reducing, avoiding, transferring, or accepting the risk1. Selecting an appropriate risk treatmentplan means choosing the most suitable and effective option foraddressing the risk, based on the organization’s objectives, strategies, and risk criteria2. A cost-benefit analysis is a method of comparing the benefits and costs of different alternatives or options, and selecting the one that maximizes the net benefit or value3. A cost-benefit analysis is the best guidance when selecting an appropriate risk treatment plan, because it helps to:

Evaluate the feasibility, effectiveness, and efficiency of the risk treatment options, and compare them against the organization’s risk appetite and tolerance;

Balance the benefits and costs of the risk treatment options, and consider both the quantitative and qualitative aspects of the risk and the risk response;

Optimize the use of the organization’s resources and capabilities, and ensure that the risk treatment options are aligned and integrated with the organization’s goals and values;

Support the risk decision making and prioritization, and provide a rational and transparent basis for selecting the best risk treatment option. The other options are not the best guidance when selecting an appropriate risk treatment plan, as they are either less comprehensive or less relevant than a cost-benefit analysis. A risk mitigation budget is a document that allocates the financial resources for implementing and maintaining the risk mitigation actions or measures4. A risk mitigation budget can help to ensure the availability and adequacy of the funds for the risk treatment options, as well as to monitor and control the risk treatment expenditures. However, a risk mitigation budget is not the best guidance when selecting an appropriate risk treatment plan, as it does not address the benefits or value of the risk treatment options, or the suitability or effectiveness of the risk treatment options. A business impact analysis is a method of estimating the potential effects or consequences of a risk on the organization’s objectives, operations, or performance5. A business impact analysis can help to assess the severity and priority of the risk, as well as to identify the critical assets and resources that are involved or impacted by the risk. However, a business impact analysis is not the best guidance when selecting an appropriate risk treatment plan, as it does not address the costs or feasibility of the risk treatment options, or the alternatives or options for the risk treatment. A return on investment is a metric that measures the profitability or efficiency of an investment, project, or activity, by comparing the benefits and costs of the investment, project, or activity6. A return on investment can help to evaluate the performance and effectiveness of the risk treatment options, as well as to compare the risk treatment options with other investments, projects, or activities. However, a return on investmentis not the best guidance when selecting an appropriate risk treatment plan, as it does not address the qualitative or intangible aspects of the risk and the risk response, or the risk appetite and tolerance of the organization. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.1.8, Page 61.

A risk map is the best method to ensure that the risk is measurable against the organization’s risk appetite, as it is a graphical tool that displays the level and priority of risks based on their likelihood and impact, as well as other factors such as velocity, persistence, and urgency. A risk map can help to compare and communicate the risk levels across different business units, processes, and projects, and to align them with the organization’s risk appetite and tolerance. A risk map can also help to identify the gaps and overlaps in risk management, and to support the decision making and resource allocation for risk response. A cause-and-effect diagram is a tool that helps to identify and analyze the root causes and consequences of a risk or a problem, but it does not measure the risk against the organization’s risk appetite. A maturity model is a tool that helps to assess and improve the capability and performance of a process or a function, but it does not measure the risk against the organization’s risk appetite. A technology strategy plan is a document that outlines the vision, goals, and objectives of the organization’s use of information and technology, but it does not measure the risk against the organization’s risk appetite. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Assessment, page 97.

 Risk impact is the potential loss or damage that a risk event can cause to an organization. Risk impact can be expressed in qualitative or quantitative terms, such as financial, reputational, operational, or legal. A risk register is a tool that records and tracks the key information about the identified risks, such as their description, likelihood, impact, response, and status. A risk register helps an organization to monitor and manage its risks effectively and efficiently. When there is a change in the external or internal environment that affects the organization’s risks, such as new regulations, the risk register should be updated to reflect this change. The most important element of the risk register to update in this case is the risk impact, because the new regulations have significantly increased the penalties for data breaches, which means that the potential loss or damage that a data breach can cause to the organization has also increased. By updating the risk impact, the organization can reassess the severity and priority of the data breach risk, and adjust its risk response accordingly. The other elements of the risk register are less important toupdate in this case. The risk trend shows the direction and rate of change of the risk over time, which may or may not be affected by the new regulations. The risk appetite is the amount and type of risk that the organization is willing to accept in pursuit of its objectives, which is unlikely to change due to the new regulations. The risk likelihood is the probability of a risk event occurring, which is also independent of the new regulations. References = Risk IT Framework, ISACA, 2022, p. 131

Notifying the incident response team ensures immediate action to contain and remediate the malware spread, limiting further impact. This aligns withIncident Response and Containmentprotocols under risk management.

The greatest concern for an IT risk practitioner when an employee transfers to another department is that unnecessary access permissions have not been removed. Unnecessary access permissions are the access rights or privileges that are no longer needed, relevant, or appropriate for the employee’s new role or responsibility. If these access permissions are not removed, they may pose a significant security risk, as the employee may be able to access, modify, or delete sensitive or critical data and systems that are not related to their current function. This may result in data leakage, fraud, sabotage, or compliance violations. The other options are not as concerning as unnecessary access permissions, as they are related to the organizational, operational, or knowledge aspects of the employee transfer, not the security or risk aspects of the employee transfer. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Response, Section 3.3: IT Risk Response Implementation, page 145.

 The greatest benefit of identifying appropriate risk owners is that accountability is established for risk treatment decisions. Risk owners are the individuals or groups who are responsible and accountable formanaging a specific risk and its associated actions and outcomes. By identifying appropriate risk owners, the organization can ensure that the risk treatment decisions are made by the people who have the authority, knowledge, and interest in the risk. Stakeholders beingconsulted, risk owners being informed, and responsibility being established are other possible benefits, but they are not as great as accountability being established. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 8; CRISC Review Manual, 6th Edition, page 97.

The most relevant source to reference when updating security awareness training materials is the recent security incidents reported by competitors. This can help to illustrate the real-world threats and consequences of poor security practices, and to motivate the employees to follow the security policies and procedures. Risk management framework, risk register, and global security standards are other sources that may be useful, but they are not as relevant as the recent security incidents. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 9; CRISC Review Manual, 6th Edition, page 214.

 Providing acknowledgments from receiver to sender is a control that helps to ensure that transaction data reaches its destination, as it confirms the successful delivery of the data and allows the sender to resend the data in case of failure. Securing the network from attacks, digitally signing individual messages, and encrypting data-in-transit are controls that help toensure the integrity and confidentiality of the data, but not the availability or delivery of the data. References = CRISC by Isaca Actual Free Exam Q&As, question 199.

Key risk indicators (KRIs) are metrics used by organizations to monitor and assess potential risks that may impact their objectives and performance. KRIs also provide early warning signals that help organizations identify, analyze, and address risks before they escalate into significant issues1. The most importantreason to monitor KRIs is to help management lessen the impact of realized risk, which is the actual or expected negative consequence of a risk event2. By monitoring KRIs, management can gain insight into the current and emerging risk exposures and trends, and evaluate their alignment with the organization’s risk appetite and tolerance3. This enables management to make informed and timely decisions and actions to mitigate or eliminate the risks, and to allocate resources and prioritize efforts where they are most needed. By lessening the impact of realized risk, management can also protect and enhance the organization’s reputation, performance, and value. Identifying early risk transfer strategies, analyzing the chain of risk events, and identifying the root cause of risk events are not the most important reasons to monitor KRIs, as they do not provide the same level of benefit and value as lessening the impact of realized risk. Identifying early risk transfer strategies is a process that involves finding and implementing ways to shift or share the risk or its impact to another party, such as through insurance, outsourcing, or hedging4. Identifying early risk transfer strategies can help to reduce the organization’s risk exposure and liability, but it does not necessarily lessen the impact of realized risk, as the risk or its impact may still occur or affect the organization indirectly. Analyzing the chain of risk events is a process that involves tracing and understanding the sequence and interconnection of the risk events that lead to a specific outcome or consequence5. Analyzing the chain of risk events can help to identify and address the root causes and contributing factors of the risk events, but it does not necessarily lessen the impact of realized risk, as the outcome or consequence may have already occurred or be unavoidable. Identifying the root cause of risk events is a process that involves finding and determining the underlying or fundamental source or reason of the risk events. Identifying the root cause of risk events can help to prevent or correct the recurrence or escalation of the risk events, but it does not necessarily lessen the impact of realized risk, as the impact may have already happened or be irreversible. References = 1: Key Risk Indicators: A Practical Guide | SafetyCulture2: Risk Impact - an overview | ScienceDirect Topics3: KRI Framework for Operational Risk Management | Workiva4: Risk Transfer - an overview | ScienceDirect Topics5: EventChainMethodology - Wikipedia : [Root Cause Analysis - an overview | ScienceDirect Topics] : [Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.1: Key Risk Indicators, pp. 181-185.]

A risk heat map is a graphical tool that displays the level of risk for each risk area based on the impact and likelihood of occurrence. It also provides a summary of the risk assessment results, such as the number and severity of risks, the risk appetite and tolerance, and the risk response strategies. A risk heat map can help senior management to understand the risk profile of the organization, prioritize the risks that need attention, and allocate resources accordingly. A risk heat map is more effective than the other options because it can communicate complex information in a simple and visual way, and it can highlight the key risk areas and trends. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.4.2, page 97.

The risk owner is primarily accountable for risk treatment decisions, as they are the person or entity with the authority and responsibility to manage a particular risk. The risk owner shouldevaluate the available risk response options, select the most appropriate one, implement the chosen response, and monitor its effectiveness. The risk owner should also communicate and report on the risk status and any issues or changes. The business manager, data owner, and risk manager are not primarily accountable for risk treatment decisions, although they may be involved in the risk management process. The business manager is responsible for the overall performance and objectives of a business unit or function. The data owner is responsible for the security and quality of a specific data asset. The risk manager is responsible for facilitating and coordinating the risk management activities across the organization. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Identification, page 47.

The data owner is the person who has the authority and responsibility to classify, label, and protect the information assets of the organization. The data owner is accountable for the risk ofpotential loss of confidential information, as they are the ones who determine the level of protection and access required for the data. The risk manager is responsible for identifying, assessing, and mitigating the risks that may affect the organization, but they are not accountable for the data itself. The end user is the person who uses the information assets for their operational tasks, but they are not accountable for the data protection or classification. The IT department is responsible for providing the technical support and infrastructure for the information assets, but they are not accountable for the data ownership or risk management. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Assessment, Section 2.3: Data Classification, p. 69-70.

Avoidancemeans the risk is no longer relevant because the activity is not pursued. As a result, there isno residual riskto manage or control. ISACA’s risk response options include avoidance, which eliminates the need for further risk treatment.

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 The most concerning issue for a risk practitioner reviewing an organization risk register is that several risk action plans have missed target completion dates. This indicates that the risk responses are not being implemented effectively or timely, and that the risk exposure may not be reduced as expected. Senior management accepting more risk than usual, risk associated with many assets being expressed in qualitative terms, and many risk scenarios being owned by the same senior manager are not as concerning as the missed deadlines, as they may reflect the risk appetite, tolerance, and culture of the organization. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 10; CRISC Review Manual, 6th Edition, page 140.

 The best way to facilitate the implementation of data classification requirements is to assign a data owner. A data owner is a person who has the authority and responsibility for defining, classifying, and protecting the data. A data owner can help to facilitate the implementation of data classification requirements by providing the criteria, categories, roles, and procedures for classifying the data according to its sensitivity, value, and criticality. A data owner can also ensure that the data is handled and stored appropriately, and that the data classification policy is enforced and monitored. The other options are not as effective as assigning a data owner, as they are related to the prevention, audit, or control of the data, not the classification or protection of the data. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.4: Key Control Indicators, page 211.

An IT license audit is a process that verifies the compliance of the IT software and hardware assets with the licensing agreements and regulations. An IT license audit can reveal the existence of unlicensed copies of software, which can expose the enterprise to legal, financial, and reputational risks. The best course of action in such a situation is to report the issue to management so that appropriate action can be taken. Management can then decide on the most suitable risk response strategy, such as procuring the necessary licenses, uninstalling the unlicensed software, or negotiating with the software vendor. Reporting the issue to managementcan also help to prevent further violations, identify the root causes, and implement corrective and preventive measures. The other options are not the best course of action, as they may not address the issue effectively, efficiently, or ethically. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 4, Section 4.2.1.1, pp. 156-157.

A business system is a set of interconnected processes, functions, or activities that support the operations and objectives of a business1. A security gap is a weakness or flaw in a business system that can be exploited by a threat to cause harm or gain unauthorized access2. A control is a measure or mechanism that reduces the likelihood or impact of a security gap or threat3.

The best way to determine whether new controls mitigate security gaps in a business system is to perform a vulnerability assessment. A vulnerability assessment is a process of identifying and evaluating the security gaps and threats in a business system, and testing the effectiveness and efficiency of the controls that are implemented to address them. A vulnerability assessment can help to:

Measure and compare the current and desired state of the security posture and performance of the business system

Detect and prioritize the most critical and urgent security gaps and threats that may compromise the business system or its objectives

Validate and validate the adequacy and reliability of the new controls and their ability to prevent, detect, or respond to security incidents or breaches

Provide feedback and recommendations for improving the security of the business system and enhancing the security awareness and culture of the organization

References = What is a Business System?, What is a Security Gap?, What is a Control?, [What is a Vulnerability Assessment?], [Vulnerability Assessment: A Guide for Business Leaders]

The risk practitioner should explain to senior management that mitigation plans for threat events should be prepared in the current planning period, as this would demonstrate a proactive and responsible approach to risk management. Mitigation plans are documents that outline the actions and resources needed to reduce the likelihood and/or impact of a specific risk scenario. Mitigation plans should include the following elements:

Risk scenario description and risk ID

Risk owner and other stakeholders

Risk response strategy and objectives

Risk response actions and tasks

Resources, costs, and benefits

Roles and responsibilities

Timeline and milestones

Performance indicators and monitoring mechanisms

Contingency plans and triggers

Mitigation plans help to address the gap between the current and desired risk levels and align the risk response with the organizational risk appetite and objectives. Mitigation plans also facilitate the communication, coordination, and collaboration among the risk owners and other stakeholders involved in the risk response process. Mitigation plans should be prepared in the current planning period, as this would allow the organization to act timely and effectively in the event of a low frequency threat event. Preparing mitigation plans in advance would also help to avoid or minimize the potential harm to the organization and its reputation.

The other options are not the best ways to communicate the associated risk to senior management. Explaining that this risk scenario is equivalent to more frequent but lower impact risk scenarios may not accurately reflect the true nature and severity of the risk. Explaining that the current level of risk is within tolerance may not convey the urgency and importance of addressing the risk. Explaining that an increase in threat events could cause a loss sooner than anticipated may not provide a clear and actionable solution for the risk. References = Four steps for managing risk at the CEO level, IT Risk Resources | ISACA, How to Communicate Risk to Stakeholders | Anitian

The risk owner should be someone who has the authority, responsibility, and knowledge to manage the risk effectively and align it with the organizational strategy and objectives. The risk owner should also be able to communicate the impact of the risk on the business operations and the value proposition of the risk response. Understanding the effect of loss events on business operations is a key criterion for assigning risk owners, as it helps to prioritize and mitigate the risks that matter most to the organization.

References

•Why Assigning a Risk Owner is Important and How to Do It Right

•How to Write Strong Risk Scenarios and Statements - ISACA

•What Everybody Ought To Know About Project Risk Owners

 The primary reason for establishing various threshold levels for a set of key risk indicators (KRIs) is to take appropriate actions in a timely manner. KRIs are metrics that provide information on the level of exposure to a given risk or the effectiveness of the controls in place. Threshold levels are predefined values that indicate when the risk level is acceptable, tolerable, or unacceptable. By establishing various threshold levels for a set of KRIs, the enterprise can monitor the risk situation and trigger the necessary responses before the risk becomes too severe or costly to mitigate. The other options are not the primary reasons for establishing various threshold levels, although they may be secondary benefits or outcomes of doing so. References = Risk and Information Systems Control Study Manual, Chapter 5: Risk and Control Monitoring and Reporting, page 189.

Real-time monitoring is adetective control, as it is designed to identify and report suspicious or unauthorized activities as they occur. Detective controls provide feedback to mitigate ongoing risks and serve as an integral part of incident response plans.

The primary reason for sharing risk assessment reports with senior stakeholders is to support decision-making for risk response. Risk assessment reports are documents that summarize the results of the risk assessment process, such as the risk sources, causes, impacts, likelihood, and levels. Risk assessment reports also provide recommendations for risk response options, such as avoiding, reducing, transferring, or accepting the risk. Sharing risk assessment reports with senior stakeholders helps to inform them of the current risk situation, and to solicit their input, feedback, or approval for the risk response actions. The other options are not the primary reason for sharing risk assessment reports, although they may be secondary reasons or outcomes. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.2.1, page 4-13.

 Business process owners are the most important to include in the assessment of existing IT risk scenarios, as they have the authority and responsibility to manage the business processes and their associated risks and controls, and to provide the business perspective and requirements for the IT risk scenarios. Technology subject matter experts, business users of IT systems, and risk management consultants are not the most important to include, as they may have different roles and responsibilities related to the technical, operational, or advisory aspects of IT risk scenarios, respectively, but they do not own the business processes or the IT risk scenarios. References = CRISC Review Manual, 7th Edition, page 101.

 A bring your own device (BYOD) initiative allows employees to use their personal devices, such as smartphones, tablets, or laptops, for work purposes. This can provide benefits such as increased productivity, flexibility, and employee satisfaction. However, it also introducessignificant risks, such as data loss, data leakage, malware infection, unauthorized access, and compliance violations. Among these risks, data loss is of greatest concern for an organization, as it can have severe consequences, such as reputational damage, legal liability, financial loss, and competitive disadvantage. Data loss can occur due to various reasons, such as device theft, loss, damage, or disposal, accidental deletion, unauthorized transfer, or malicious attack. Therefore, an organization considering the adoption of a BYOD initiative should implement appropriate controls, such as encryption, authentication, remote wipe, backup, and data classification, to protect the data stored or accessed on the personal devices. References = Bring Your Own Device (BYOD) Policy: What You Need to Know, BYOD Risks: What You Need to Know, BYOD Security: 8 Risks and How to Mitigate Them

 Risk acceptance is a risk response strategy that involves acknowledging the existence and potential impact of a risk, but deciding not to take any action to reduce or eliminate it. Risk acceptance can be appropriate when the cost or effort of implementing a risk response outweighs the benefit, or when there are no feasible or effective risk responses available. An organization has identified that terminated employee accounts are not disabled or deleted within the time required by corporate policy, which poses a security risk to the organization. The organization is unsure of the reason for this issue, and has decided to monitor the situation for three months to obtain more information, rather than taking any immediate action to resolve the issue. As a result of this decision, the risk has been accepted, as the organization has chosen to tolerate the risk exposure for a certain period of time, and has not implemented any controls or measures to prevent or reduce the risk occurrence or impact. References = Risk Response Strategies: Avoid, Transfer, Mitigate, Accept, Risk Response Strategies: What They Are and How to Use Them, Risk Response Strategy: Definition, Types, and Examples.

Updating the BCP to align with real-time recovery requirements ensures the organization’s resilience to disruptions while meeting regulatory standards. This action reflectsBusiness Continuity and Disaster Recovery Planningbest practices.

A risk register is a tool that records and tracks the identified risks, their causes, impacts, likelihood, responses, and owners. The owner for each risk scenario is the person or group whohas the authority and accountability to manage the risk and its response. The best way to identify the owner for each risk scenario in a risk register is to map the identified risk factors tospecific business processes. Risk factors are the internal and external variables that influence the occurrence and impact of risks. Business processes are the activities that produce value for the enterprise, such as sales, marketing, production, or delivery. By mapping the risk factors to the business processes, the risk practitioner can determine which business process is affected by or contributes to the risk, and who is responsible for the business process. The owner for each risk scenario should be the person or group who is responsible for the business process that is associated with the risk. The other options are not the best way to identify the owner for each risk scenario, as they involve different criteria or methods:

Determining which departments contribute most to risk means that the risk practitioner evaluates the degree of involvement or exposure of each department to the risk. This may not be a reliable or consistent way to identify the owner for each risk scenario, as the risk may span across multiple departments, or the department may not have the authority or accountability to manage the risk.

Allocating responsibility for risk factors equally to asset owners means that the risk practitioner assigns the same level of responsibility to each person or group who owns an asset that is affected by or contributes to the risk. An asset is a resource that has value for the enterprise, such as hardware, software, data, or people. This may not be a fair or effective way to identify the owner for each risk scenario, as the asset owners may have different levels of involvement or exposure to the risk, or may not have the authority or accountability to manage the risk.

Determining resource dependency of assets means that the risk practitioner analyzes the relationship and interdependence of the assets that are affected by or contribute to the risk. This may help to identify the potential impact or likelihood of the risk, but it does not directly help to identify the owner for each risk scenario, as the resource dependency may not reflect the authority or accountability to manage the risk. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.1.1.1, pp. 95-96.

The primary driver for an organization on a multi-year cloud implementation to publish a cloud security policy is to establish minimum cloud security requirements, as they specify the standards and expectations for the protection of the data and systems in the cloud environment, and ensure the alignment and compliance of the cloud security strategy with the organizational objectives and regulations. The other options are not the primary drivers, as they are more related to the evaluation, enforcement, or education of the cloud securitypolicy, respectively, rather than the establishment of the cloud security policy. References = CRISC Review Manual, 7th Edition, page 155.

Train all staff on relevant information security best practices, because it helps to increase the awareness and understanding of the employees regarding the acceptable use policy and its purpose, and to improve their skills and knowledge on how to protect and handle confidential information. An acceptable use policy is a document that outlines the standards and expectations for the proper usage of the organization’s IT resources, such as systems, applications, networks, or devices, and the consequences of non-compliance. Confidential information is information that is sensitive or proprietary, and may cause harm or damage to the organizationor its stakeholders if disclosed or compromised, such as trade secrets, customer data, or financial records. Training all staff on relevant information security best practices is the best way to reinforce the effectiveness of the policy, as it helps to ensure that the employees are aware of and comply with the policy, and that they adopt the appropriate behaviors and techniques to prevent or mitigate the risk of disclosing confidential information.

Communicating sanctions for policy violations to all staff, obtaining signed acceptance of the new policy from employees, and implementing data loss prevention (DLP) within the corporate network are all possible ways to reinforce the effectiveness of the policy, but they are not the best way, as they do not directly address the awareness and understanding of the employees regarding the policy and its purpose, and they may not be sufficient or effective to prevent or mitigate the risk of disclosing confidential information.

The MOST important stakeholders to include during the initial risk identification process for a business application are the business process owners, because they are the ones who have the authority and responsibility for the business processes that are supported or enabled by the business application. The business process owners can provide valuable input and feedback on the business objectives, requirements, and expectations of the business application, as well as thepotential risks, impacts, and opportunities that may affect the business processes and outcomes. The other options are not as important as the business process owners, because:

Option B: Business process consumers are the ones who use or benefit from the business processes that are supported or enabled by the business application, such as customers, employees, or partners. They can provide useful information and perspectives on the user needs, preferences, and satisfaction of the business application, but they are not as important as the business process owners, who have the ultimate accountability and authority for the business processes and outcomes.

Option C: Application architecture team is the one who designs and develops the technical architecture and components of the business application, such as the hardware, software, network, and data. They can provide technical expertise and guidance on the feasibility, functionality, and security of the business application, but they are not as important as the business process owners, who have the primary stake and interest in the business application and its alignment with the business processes and objectives.

Option D: Internal audit is the one who provides independent assurance and consulting services on the governance, risk management, and control processes of the organization, including the business application. They can provide objective and impartial evaluation and recommendation on the effectiveness and efficiency of the business application and its compliance with the internal and external standards and regulations, but they are not as important as the businessprocess owners, who have the direct involvement and influence on the business application and its performance and value. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 103.

Greatest Privacy Risk:

Jurisdictional Challenges: Processing personal data in an offshore location often involves dealing with different legal and regulatory requirements, which can complicate compliance with data privacy laws such as GDPR or CPRA.

Data Transfer Risks: Even with a data sharing agreement, the protection and enforcement of privacy rights can be less stringent in the offshore location compared to the home jurisdiction. This can lead to increased risks of data breaches and misuse.

Enforcement Difficulties: If privacy violations occur, enforcing legal actions across borders can be challenging, potentially leading to inadequate redress for affected individuals.

Comparison with Other Options:

Privacy Risk Awareness Training Not Conducted: This is a significant risk but can be mitigated relatively quickly with proper training programs.

Privacy Not Incorporated into Risk Management Framework: While critical, the risk can be managed by integrating privacy into the framework without immediate severe consequences.

Remote Work by Staff with Access to Personal Data: This introduces risks related to secure access and data protection but can be managed with proper security controls.

Best Practices:

Data Sovereignty Considerations: Ensure data is processed in jurisdictions with strong privacy laws that align with the organization's regulatory requirements.

Regular Audits and Assessments: Conduct regular audits of data processing practices in offshore locations to ensure compliance with data privacy agreements.

Legal Safeguards: Establish robust legal safeguards and contracts to enforce data protection standards across jurisdictions.

Periodically reviewing big data strategies is the best option to minimize the risk of inaccurate data, because it allows the organization to assess the quality, validity, and reliability of the data sources and the analytics methods. It also enables the organization to identify and address any gaps, errors, or inconsistencies in the data and the results. By reviewing the big data strategies, the organization can ensure that the data analytics are aligned with the business objectives and the risk appetite.

Establishing an intellectual property agreement is not relevant to the risk of inaccurate data, as it is a legal measure to protect the ownership and use of the data, not its quality or accuracy.

Evaluating each of the data sources for vulnerabilities is a good practice, but it is not sufficient to minimize the risk of inaccurate data, as it only focuses on the security aspect of the data, not the validity or reliability of the data itself.

Benchmarking to industry best practice is a useful way to compare the performance and results of the data analytics, but it does not directly address the risk of inaccurate data, as it assumes that the data and the methods are already valid and reliable. References = Risk IT Framework, 2nd Edition, ISACA, 2019, page 62-63.

 The best recommendation to the control owner when an existing control has deteriorated over time is to discuss risk mitigation options with the risk owner. This is because the risk owner is the person or entity who has the authority and accountability to make decisions and take actions regarding the risk, including the selection and implementation of the risk response strategies. The control owner is the person or entity who is responsible for the design, operation, and maintenance of the control, but not for the overall risk management. By discussing risk mitigation options with the risk owner, the control owner can communicate the current status and performance of the control, and collaborate on finding the most appropriate and effective solution to address the risk and the control deterioration. The other options are not the best recommendation to the control owner, because they do not involve the risk owner, who is the key stakeholder in the risk management process, as explained below:

A. Implement compensating controls to reduce residual risk is not the best recommendation, because it may not be feasible, efficient, or sufficient to address the risk and the control deterioration. Compensating controls are additional or alternative controls that are implemented to mitigate the risk when the primary control is not available, adequate, or effective. However, implementing compensating controls without discussing with the risk owner may result in wasting resources, duplicating efforts, or conflicting objectives, and may not align with the risk appetite or strategy of the organization.

B. Escalate the issue to senior management is not the best recommendation, because it may not be necessary, timely, or appropriate to involve senior management in the risk and control deterioration issue. Senior management is the highest level of authority and oversight in the organization, and may not have the detailed or operational knowledge or involvement in the risk and control management. Escalating the issue to senior management without discussing with the risk owner may create confusion, delay, or misunderstanding, and may not result in the optimal risk mitigation solution.

D. Certify the control after documenting the concern is not the best recommendation, because it may not be accurate, honest, or compliant to certify the control when it has deteriorated over time. Certifying the control is the process of attesting that the control is designed and operating effectively and efficiently, and meets the established criteria and standards. Certifying the control after documenting the concern may not reflect the true status and performance of the control, and may not comply with the internal or external audit or regulatory requirements. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.2.1, page 115. Roles and Responsibilities in Risk Management, Risk Owner vs. Control Owner: What’s the Difference?, Control Deterioration: How to Avoid It and What to Do About It

A critical patch is a software update that fixes a security vulnerability or a bug that may affect the performance, functionality, or reliability of a system or a network. A critical patch implementation is a process that applies the software update to the system or network in a timely and effective manner. The failure of a critical patch implementation is a situation where the software update is not applied or not applied correctly, which may expose the system or networkto various threats, such as data theft, data corruption, data leakage, or denial of service. The failure of a critical patch implementation would be reflected in an organization’s risk profile by increasing the residual risk. Residual risk is the risk that remains after the risk response, which means the risk that is not avoided, transferred, or mitigated by the existing controls or measures. The failure of a critical patch implementation would increase the residual risk, as it would reduce the effectiveness or efficiency of the existing controls or measures that are supposed to address the security vulnerability or the bug. The failure of a critical patch implementation would also increase the likelihood or impact of the potential threats, as well as the exposure or consequences of the system or network. The other options are not the correct changes that would be reflected in an organization’s risk profile after the failure of a critical patch implementation, although they may be affected or related. Risk tolerance is the degree of variation from the risk appetite that the organization is not willing to accept. Risk tolerance may be decreased by the failure of a critical patch implementation, as the organization may become more cautious or conservative in accepting the risk, but it is not a direct or immediate change in the risk profile. Inherent risk is the risk that exists in the absence of any controls or measures, which means the risk that is inherent to the system or network or the environment. Inherent risk may be increased by the failure of a critical patch implementation, as the system or network may become more vulnerable or susceptible to the threats, but it is not a change in the risk profile, as the risk profile considers the existing controls or measures. Risk appetite is the amount and type of risk that the organization is willing to accept in pursuit of its objectives. Risk appetite may be decreasedby the failure of a critical patch implementation, as the organization may become less willing orable to accept the risk, but it is not a change in the risk profile, as the risk profile reflects the actual or current risk level, not the desired or expected risk level. References = CRISC Review Manual, pages 32-331; CRISC Review Questions, Answers & Explanations Manual, page 972; What is a Critical Patch? - Definition from Techopedia3; What is Residual Risk? - Definition from Techopedia4

Noncompliance cost reflects the impact or penalties from deviating from policies. Per ISACA governance best practices, exceptions should only be granted when this cost is understood and deemed acceptable relative to business needs.

 Contractually obligating the supplier to follow privacy laws is the best way to mitigate the risk of violating privacy laws when transferring personal information to a supplier, because it ensures that the supplier is legally bound to comply with the applicable laws and regulations that protect the privacy and security of the personal information. This also creates a clear accountability andliability for the supplier in case of a privacy breach, and defines the rights and obligations of both parties in relation to the personal information. The other options are not the best ways to mitigate the risk of violating privacy laws, although they may also be helpful in reducing the likelihood or impact of a privacy breach. Encrypting the data while in transit to the supplier, requiring independent audits of the supplier’s control environment, and utilizing blockchain during the data transfer are examples of technical or assurance controls that aim to protect the confidentiality, integrity, and availability of the personal information, but they do not address the legal or contractual aspects of the privacy laws. References = CRISC: Certified in Risk & Information Systems Control Sample Questions

The risk practitioner’s next course of action should be to review the contract and SLAs with the third-party cloud provider, as they define the roles, responsibilities, expectations, and obligations of both parties regarding the backup and recovery procedures. The contract and SLAs should specify the scope, frequency, quality, security, availability, and performance of the backup and recovery services, as well as the reporting, monitoring, auditing, and remediation mechanisms. The risk practitioner should ensure that the contract and SLAs are aligned with the organization’s business continuity and disaster recovery requirements, and that they provide sufficient assurance and accountability for the third-party provider.

 The next step after determining that a key control does not meet design expectations is to document the finding in the risk register, because this helps to record and track the information about the identified risk, such as its description, likelihood, impact, response, and status. A key control is a control that addresses a significant risk or supports a critical business process or objective. A control design expectation is a criterion or requirement that defines how the control should operate or perform to achieve its objective. If a key control does not meet its design expectation, it means that there is a gap, weakness, or deficiency in the control that may compromise its effectiveness or efficiency, and increase the risk exposure or impact. By documenting the finding in the risk register, the risk practitioner can communicate and report the risk issue to the relevant stakeholders, such as the risk owner, the management, or the auditor, and initiate the appropriate risk response actions, such as modifying the design of the control, implementing a compensating control, or accepting the risk. The other options are not the best next steps after determining that a key control does not meet design expectations. Invoking the incident response plan is a reactive measure that is triggered when a risk event occurs or is imminent, and requires immediate action to contain, mitigate, or recover from the incident. However, in this case, the risk event has not occurred yet, and there may be time to prevent or reduce it by improving the control design. Re-evaluating key risk indicators is a monitoring activity that measures and evaluates the level and impact of risks, and provides timely signals that something may be going wrong or needs urgent attention. However, in this case, the risk practitioner has already identified the risk issue, and needs to document and address it, rather than re-evaluate it. Modifying the design of the control is a possible risk response action that may be taken to improve the control and reduce the risk, but it is not the next step after determining that the key control does not meet design expectations. The next step is to document the finding in the risk register, and then decide on the best risk response action, which may or may not be modifying the design of the control, depending on the cost-benefit analysis, the risk assessment, and the risk response strategy. References = Risk IT Framework, ISACA, 2022, p. 13

According to the CRISC Review Manual1, the contracts department is responsible for drafting, reviewing, and negotiating contracts with vendors and other third parties. The contracts department should ensure that the contracts include adequate clauses and terms to address the risks and controls related to the vendor services and activities. Therefore, the best course of action for the risk practitioner when finding a missing clause to control privileged access to the organization’s systems by vendor employees is to report this concern to the contracts department for further action. The contracts department can then revise the contract to include the necessary clause, or seek alternative solutions to mitigate the risk of unauthorized or inappropriate access by vendor employees. References = CRISC Review Manual1, page 229.

Risk transfer is a risk response strategy that involves shifting the responsibility or burden of a risk to another party, such as a third party, an insurance company, or a joint venture. Risk transfer does not eliminate the risk, but it reduces the exposure or impact of the risk to the enterprise. An example of risk transfer is engaging a third party to provide an Internet gateway encryption service that protects sensitive data uploaded to a cloud service. By doing so, the organization transfers the risk of data breach or loss to the third party, who is responsible for ensuring the security and availability of the data. The other options are not examples of risk transfer, as they involve different risk response strategies:

Risk mitigation is a risk response strategy that involves reducing the likelihood or impact of a risk to an acceptable level, such as by implementing controls, policies, or procedures.

Risk avoidance is a risk response strategy that involves eliminating the risk by not performing the activity that generates the risk, such as by discontinuing a product or service, or not entering a market.

Risk acceptance is a risk response strategy that involves acknowledging the risk and taking no action to address it, such as by tolerating the risk, exploiting the risk, or sharing the risk. References =Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.3.1.1, pp. 107-108.

Formal acceptance of the risk is critical when the risk exposure exceeds the risk appetite, as it ensures accountability and acknowledges the decision at the appropriate level. Documenting acceptance involves communicating the potential impacts and obtaining agreement from senior stakeholders. This process aligns with theRisk Response and Reportingdomain in CRISC, emphasizing clear documentation and communication of risks for decision-making.

Lack of organizational policy regarding open source software should be the greatest concern for an organization that uses open source software applications, as it may expose the organization to legal, security, and operational risks. Open source software is software that is freely available and can be modified and distributed by anyone, subject to certain conditions and licenses. An organizational policy regarding open source software should define the criteria and procedures for selecting, acquiring, using, and maintaining open source software, as well as the roles and responsibilities of the stakeholders involved. Lack of reliability, lack of monitoring, and lack of professional support are not the greatest concerns, as they can be addressed by implementing quality assurance, configuration management, and community engagement practices for open source software. References = CRISC by Isaca Actual Free Exam Q&As, question 214; CRISC: Certified in Risk & Information Systems Control Sample Questions, question 214.

The risk practitioner’s next step after identifying risk owners and responses for newly identified risk scenarios in a recent risk workshop is to update the risk register with the results, as it involves documenting and communicating the risk information and decisions, and maintaining the accuracy and completeness of the risk register. Preparing a business case for the response options, identifying resources for implementing responses, and developing a mechanism for monitoring residual risk are possible steps, but they are not the next step, as they require the prior update of the risk register with the new risk information and decisions. References = CRISC Review Manual, 7th Edition, page 109.

The legal and regulatory risk associated with business conducted over the Internet is driven by the laws and regulations of each individual country. Legal and regulatory risk is the risk of non-compliance or violation of the applicable laws and regulations that govern the business activities, operations, or transactions. Business conducted over the Internet involves the use of the global network of interconnected computers and devices to exchange information, goods, or services across the geographic boundaries. Business conducted over the Internet may expose the enterprise to various legal and regulatory risks, such as data protection, privacy, security, intellectual property, consumer protection, taxation, or jurisdiction issues. The legal and regulatory risk associated with business conducted over the Internet is driven by the laws and regulations of each individual country, as each country may have different or conflicting laws and regulations that apply to the business conducted over the Internet, and that may change or vary over time. The laws and regulations of each individual country may also impose different or additional obligations, requirements, or restrictions on the enterprise, and may subject the enterprise to different or multiple enforcement actions, penalties, or disputes. The jurisdiction inwhich an organization has its principal headquarters, international law and a uniform set of regulations, and international standard-setting bodies are not the drivers of the legal and regulatory risk associated with business conducted over the Internet, as they do not reflect the diversity and complexity of the legal and regulatory landscape that the enterprise may face when conducting business over the Internet. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 217.

 The PRIMARY purpose of using control metrics is to evaluate the variance against objectives, because control metrics are measures that indicate the performance and effectiveness of the controls in achieving the desired outcomes and goals. Control metrics can help to identify and quantify the gaps or deviations between the actual and expected results of the controls, and to provide feedback and improvement for the control design and implementation. The other options are not the primary purpose, because:

Option A: Amount of risk reduced by compensating controls is a result of using control metrics, but not the primary purpose. Compensating controls are controls that provide an alternative or additional level of protection or assurance when the primary or preferred controls are not feasible or effective. Control metrics can help to measure and monitor the amount of risk reduced by compensating controls, but they are not the only or the most important measure of the control performance and effectiveness.

Option B: Amount of risk present in the organization is an input to using control metrics, but not the primary purpose. The amount of risk present in the organization is the level of exposure and uncertainty that the organization faces in pursuing its objectives and goals. Control metrics can help to assess and report the amount of risk present in the organization, but they are not the only or the most important measure of the risk profile and exposure.

Option D: Number of incidents is a source of using control metrics, but not the primary purpose. Incidents are events or occurrences that disrupt or threaten the normal operations or security of the organization. Control metrics can help to analyze and respond to the number of incidents, but they are not the only or the most important measure of the incident management andresolution. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 120.

A risk register is a tool that records and tracks the identified risks, their causes, impacts, likelihood, responses, and owners. A decentralized risk register is maintained by each business unit or function, while a consolidated risk register is maintained at the enterprise level. The greatest concern with maintainingdecentralized risk registers instead of a consolidated risk register is that the aggregated risk may exceed the enterprise’s risk appetite and tolerance. Risk appetite is the amount and type of risk that an enterprise is willing to accept in pursuit of its objectives, while risk tolerance is the acceptable level of variation around the objectives. If the risk registers are not consolidated, the enterprise may not have a holistic view of its risk profile and may not be able to prioritize and allocate resources effectively. The other options are also concerns, but they are not as significant as the potential misalignment between the aggregated risk and the enterprise’s risk appetite and tolerance. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 1, Section 1.2.2.2, pp. 21-22.

The risk practitioner is responsible for determining which stakeholders need to be involved in the development of a risk scenario, as they have the knowledge and skills to facilitate the process and ensure that the relevant perspectives and information are considered. The risk owner, the compliance manager, and the control owner are examples of stakeholders who may participate in the risk scenario development, but they are not responsible for determining who should be involved. References = Risk Scenarios Toolkit, page 9; CRISC Review Manual, 7th Edition, page 101.

A risk practitioner should evaluate the relevance of the evolving threats to the organization’s industry, as this is the best course of action to understand the current and future risk landscape, and to align the risk management strategy accordingly. By evaluating the relevance of the evolving threats, the risk practitioner can determine the impact and likelihood of the threats affecting the organization’s objectives, assets, and processes, and prioritize the most critical and urgent risks. The risk practitioner can also identify the gaps and weaknesses in the existing controls, and recommend appropriate risk response measures to mitigate the threats. The other options are not as good as evaluating the relevance of the evolving threats, because they do not address the root cause of the rising security incidents, but rather focus on the symptoms or consequences of the incidents. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.2.1, page 85.

Risk treatment is the process of selecting and implementing the appropriate risk response strategy and actions to address the identified risks. Risk treatment can involve different strategies, such as avoiding, reducing, transferring, or accepting the risk. Risk owner is the person or group who has the authority and accountability to manage the risk and its response. Risk owner is accountable for risk treatment, as they are responsible for deciding, approving, and executing the risk treatment plan, and for monitoring and reportingthe results and outcomes of the risk treatment. The other options are not accountable for risk treatment, as they have different roles or responsibilities in the risk management process:

Enterprise risk management team is the group of risk managers and practitioners who support the enterprise-wide risk management program, and provide guidance and direction to the risk owners and stakeholders. Enterprise risk management team may advise or assist the risk owner in risk treatment, but they are not accountable for risk treatment.

Risk mitigation manager is the person who designs, implements, and monitors the risk mitigation actions or measures that reduce the likelihood or impact of the risk to an acceptable level, such as controls, policies, or procedures. Risk mitigation manager may advise or assist the risk owner in risk treatment, but they are not accountable for risk treatment.

Business process owner is the stakeholder who is responsible for the business process that is supported by the IT system or application, such as the CRM system. Business process owner may be affected by or contribute to the risk, and may be involved in the risk treatment, but they are not accountable for risk treatment, unless they are also the risk owner. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.1.1.1, pp. 95-96.

According to the Risk and Information Systems Control Study Manual, the first step in prioritizing risk response is to address the high risk factors that have efficient and effective solutions. This means that management should focus on the risks that have the most impact on the organization’s objectives and can be mitigated with the least amount of resources and effort. This approach helps to optimize the risk response process and achieve the best results in terms of risk reduction and value creation. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 5, Section 5.3.2, Page 223.

The type of risk that is most likely to materialize as a result of allowing several employees to retire early in order to avoid layoffs is institutional knowledge loss, as it represents the loss of valuable information, experience, and expertise that the employees have accumulated over time, and that may not be easily transferred or replaced. Confidentiality breach, intellectual property loss, and unauthorized access are not the most likely types of risk, as they are more related to the security, ownership, or access of information, respectively, rather than the retention or transfer of knowledge. References = CRISC Review Manual, 7th Edition, page 100.

The organization’s risk appetite and tolerance are the most important topics to cover in a risk awareness training for senior management. Risk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. Risk tolerance is the level of variation from the risk appetite that the organization is prepared to accept. Senior management plays a key role in defining and communicating the risk appetite and tolerance, as well asensuring that they are aligned with the organization’s strategy, culture, and values. By covering these topics in the training session, the risk practitioner can help senior management understand and articulate the risk preferences and boundaries of the organization, as well as monitor andadjust them as needed. The other options are not the most important topics to cover in a risk awareness training for senior management, although they may be relevant and useful. The organization’s strategic risk management projects are specific initiatives or activities that aim to identify, assess, and treat risks that may affect the organization’s objectives. Senior management roles and responsibilities are the duties and expectations that senior management has in relation to risk management, such as providing leadership, oversight, and support. Senior management allocation of risk management resources is the process of assigning and prioritizing the human, financial, and technical resources that are needed to implement and maintain risk management activities. These topics are more operational and tactical than strategic and may vary depending on the context and scope of the risk management function. References = CRISC Review Manual, pages 40-411; CRISC Review Questions, Answers & Explanations Manual, page 732

Peak bandwidth usage is the most helpful in defining an early-warning threshold associated with insufficient network bandwidth. Peak bandwidth usage is the maximum amount of data that istransferred over a network connection at a given time. It indicates the highest demand and stress on the network resources and capacity. By monitoring the peak bandwidth usage, the organization can identify the potential bottlenecks, slowdowns, and disruptions that may occur due to insufficient network bandwidth. The organization can also plan and allocate the network bandwidth accordingly to meet the peak demand and avoid service degradation. The other options are not as helpful as peak bandwidth usage, as they do not reflect the actual or potential network performance issues that may arise due to insufficient network bandwidth. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.3: Key Risk Indicators, page 197.

Risk appetite should be primarily driven by stakeholder requirements. Stakeholder requirements are the needs and expectations of the internal and external parties that have an interest or influence in the organization’s objectives or operations, such as the board, management, employees, customers, regulators, investors, etc. Risk appetite is the amount and type of risk that the organization is willing to accept or pursue in order to achieve its objectives. Risk appetite should be driven by stakeholder requirements, because they reflect the organization’s mission, vision, values, and strategy, and they provide the basis and direction for the organization’s risk management activities. Risk appetite should also be aligned and communicated with stakeholder requirements, because they affect the organization’s performance and reputation, and they require the organization’s accountability and transparency. The other options are not the primary drivers of risk appetite, although they may be considered or influenced by risk appetite. Enterprise security architecture roadmap, legal and regulatory requirements, and businessimpactanalysis (BIA) are all factors that could affect the organization’s risk profile, risk assessment, or risk response, but they do not necessarily determine or reflect the organization’s risk appetite. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.3.1, page 2-23.

The best way to mitigate the risk to operations caused by severe weather events is to develop a business continuity plan (BCP). A BCP is a document that describes the procedures and resources needed to ensure the continuity of the organization’s critical functions and processes in the event of a disruption or disaster. A BCP helps to identify the recovery objectives, strategies, and priorities, as well as the roles and responsibilities of the recovery team members. A BCP also helps to prepare and test the recovery capabilities and resources, such as alternate locations, backup systems, and communication channels. The other options are not as effective as developing a BCP, although they may be part of the BCP process or outcomes. Preparing a cost-benefit analysis to evaluate relocation, preparing a disaster recovery plan (DRP), and conducting a business impact analysis (BIA) for an alternate location are all activities that can help to develop or implement a BCP, but they are not the best way to mitigate the risk to operations. References = Risk and Information Systems Control Study Manual, Chapter 5, Section 5.2.1, page 5-9.

Lack of common understanding of the organization’s risk culture is the greatest barrier to achieving the initiative’s objectives, because it hinders the alignment and integration of risk management across the organization. Risk culture is the set of shared values, beliefs, and behaviors that influence how risk is perceived and managed in an organization. A risk universe is a comprehensive and structured representation of all the sources and types of risk that an organization faces. Developing a risk universe requires a common understanding of the organization’s risk culture, as it affects the risk appetite, tolerance, and strategy of the organization. Lack of cross-functional risk assessment workshops, lack of quantitative methods to aggregate the total risk exposure, and lack of an integrated risk management system are all challenges that may affect thedevelopment of a risk universe, but they are not the greatest barrier, as they can be overcome with appropriate tools and techniques. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.2.1, page 44

A risk treatment plan is a document that outlines the actions and resources required to implement the chosen risk response for a specific risk1. A risk response is a strategy or action that is taken or planned tomitigate or eliminate the risk, such as avoiding, transferring, reducing, or accepting the risk2. A risk owner is a person or entity that has the authority and accountability for a risk and its management3. If the implementation of a risk treatment plan will exceed the resources originally allocated for the risk response, the risk owner’s next action should be to escalate to senior management, which is the group of senior leaders who have the authority and accountability for the organization’s performance and governance4. By escalating to senior management, the risk owner can inform and consult them about the situation and the implications, and seek their guidance and approval for the necessary adjustments or alternatives. Escalating to senior management can also help to ensure that the risk treatment plan is aligned with the organization’s strategy, vision, and mission, and that the risk response is consistent with the organization’s risk appetite and tolerance5. Performing a risk assessment, accepting the risk of not implementing, and updating the implementation plan are not the best choices for the risk owner’s next action, as they do not provide the same level of communication and consultation as escalating to senior management. Performing a risk assessment is a process that involves identifying, analyzing, and evaluating the risks and their potential impacts on the organization’s objectives and performance6. Performing a risk assessment can help to update and validate the risk information and the risk treatment plan, but it does not address the issue of the resource shortfall or the stakeholder expectations. Acceptingthe risk of not implementing is a decision that involves acknowledging and tolerating the risk or its impact without taking anyaction to reduce or eliminate it7. Accepting the risk of not implementing can help to avoid the additional cost and effort of the risk treatment plan, but it does not consider the potential consequences or the stakeholder interests. Updating the implementation plan is a process that involves revising and modifying the plan for executing the risk treatment plan, such as the scope,schedule, budget, or quality8. Updating the implementation plan can help to reflect the changes and updates in the risk treatment plan, but it does not resolve the problem of the resource gap or the stakeholder approval. References = 1: Risk Treatment and Response Plans - UNECE2: Risk Response Strategy and Contingency Plans - ProjectManagement.com3: [Risk Ownership - Risk Management] 4: [Senior Management - Definition, Roles and Responsibilities] 5: [Risk Appetite and Tolerance - ISACA] 6: [Risk Assessment - an overview | ScienceDirect Topics] 7: [Risk Acceptance - an overview | ScienceDirect Topics] 8: [Implementation Plan - an overview | ScienceDirect Topics] : [Risk and Information Systems Control Study Manual, Chapter 3: Risk Response, Section 3.1: Risk Response Options, pp. 113-115.] : [Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.2: Risk Monitoring, pp. 189-191.] : [Risk and Information Systems Control Study Manual, Chapter 5: Information Systems Control Design and Implementation, Section 5.1: Control Design, pp. 233-235.] : [Risk and Information Systems Control Study Manual, Chapter 5: Information Systems Control Design and Implementation, Section 5.2: Control Implementation, pp. 243-245.] : [Risk and Information Systems Control Study Manual, Chapter 5: Information Systems Control Design and Implementation, Section 5.3: Control Monitoring and Maintenance, pp. 251-253.]

The most important factor when determining risk appetite is gaining management consensus, as it involves obtaining the agreement and support of the senior management and the board of directors on the amount and type of risk that the organization is willing to accept in pursuit of its objectives, and ensuring the alignment and consistency of the risk appetite across the organization. The other options are not the most important factors, as they are more related to the assessment, benchmarking, or identification of the risk, respectively, rather than the determination of the risk appetite. References = CRISC Review Manual, 7th Edition, page 109.

Classifying IT assets during a risk assessment is a process of assigning values to the IT assets based on their importance, sensitivity, and criticality to the enterprise. The best reason to classify IT assets is todetermine the appropriate level of protection that each IT asset requires, based on its value and the potential impact of its loss or compromise. This helps the enterprise to allocate resources and implement controls that are proportional to the risk exposure of the IT assets, and to optimize the cost and benefit of risk mitigation. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 233. CRISC by Isaca Actual Free Exam Q&As, Question 9. CRISC Sample Questions 2024, Question 233. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 233.

 The best method to identify unnecessary controls is reviewing system functionalities associated with business processes, because this can help to determine whether the controls are relevant, effective, and efficient for the current business needs and objectives. System functionalities are the capabilities and features of IT systems that support the execution and performance of business processes. Business processes are the set of interrelated activities that transform inputs into outputs to deliver value to customers or stakeholders. By reviewing system functionalities associated with business processes, an organization can assess whether the controls are aligned with the process requirements, expectations, and outcomes, and whether they add value or create waste. The review can also identify any gaps, overlaps, redundancies, or conflicts among the controls, and any changes or improvements that are needed to optimize the controls. The other options are less effective methods to identify unnecessary controls. Evaluating the impact of removing existing controls can help to measure the benefits and costs of the controls, but it does not address the root causes or sources of the unnecessary controls. Evaluating existing controls against audit requirements can help to ensure compliance and assurance, but it does not considerthe business context or purpose of the controls. Monitoring existing key risk indicators (KRIs) can help to measure the level and impact of risks, but it does not evaluate the suitability oradequacy of the controls. References = Surveying Staff to Identify Unnecessary Internal Controls - Methodology and Results 

 The interdependency of information systems means that the failure or disruption of one system can affect the performance or availability of other systems. Therefore, it is important to aggregate the results from multiple risk assessments on interdependent information systems to understand the overall impact to the organization. By aggregating the results, the risk manager can identify the potential cascading effects, the cumulative consequences, and the worst-casescenarios of interdependent risks. This can help theorganization to prioritize the risks, allocate the resources, and implement the risk response strategies accordingly. The other options are not as important as the overall impact to the organization, because they do not capture the full extent of the interdependency of information systems. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.4.3, page 99.

Log modification undermines data integrity, which is critical for accurate risk monitoring. Ensuring log integrity supports reliable KRI assessments, a key focus within theRisk Monitoring and Reportingframework.

The application risk profile should be updated when reviewing functional requirements. This will help to identify and assess the potential risks that may arise from the changes to the application, and to plan and implement appropriate risk responses. Updating the application risk profile at this stage will also help to ensure that the changes are aligned with the organization’s objectives, policies, and standards, and that they meet the stakeholders’ expectations and needs. Updating the application risk profile after user acceptance testing, upon release to production, or during backlog scheduling are not the best points to update the risk profile, as they may be too late or too early to capture the relevant risks and their impacts. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.1.1.1, page 511

1: ISACA Certified in Risk and Information Systems Control (CRISC®) Exam Guide, Answer to Question 655.

According to the ISACA Risk and Information Systems Control study guide and handbook, the most important reason to communicate control effectiveness to senior management is to ensure management understands the current risk status. Control effectiveness is a measure of how well a control reduces the likelihood or impact of a risk event. By communicating control effectiveness, risk managers can provide management with relevant and timely information about the residual risk level, the risk appetite and tolerance, and the potential gaps or weaknesses in the control environment. This can help management make informed decisions about risk response strategies, resource allocation, and risk oversight12

1: ISACA Risk and Information Systems Control Study Guide, 4th Edition, page 33 2: ISACA Risk and Information Systems Control Handbook, 1st Edition, page 25

A risk register is a document that records and tracks the information and status of the identified risks and their responses. It includes the risk description, category, source, cause, impact, probability, priority, response, owner, action plan, status, etc.

Periodically reviewing and updating a risk register with details on identified risk factors primarily helps to provide a current reference to stakeholders for risk-based decisions, which are the decisions that are made based on the consideration and evaluation of the risks and their responses. Providing a current reference to stakeholders for risk-based decisions helps to ensure that the decisions are consistent, appropriate, and proportional to the level and nature of the risks, and that they support the organization’s objectives and values. It also helps to optimize the balance between risk and return, and to create and protect value for the organization and its stakeholders.

The other options are not the primary benefits of periodically reviewing and updating a risk register with details on identified risk factors, because they do not address the main purpose and benefit of a risk register, which is to provide a current reference to stakeholders for risk-based decisions.

Minimizing the number of risk scenarios for risk assessment means reducing the scope and depth of risk analysis and reporting, and impairing the organization’s ability to identify and respond to emerging or changing risks. Periodically reviewing and updating a risk register with details onidentified risk factors does not necessarily minimize the number of risk scenarios for risk assessment, and it may not be a desirable or beneficial outcome for the organization.

Aggregating risk scenarios identified across different business units means combining or consolidating the risks that are identified by different parts or functions of the organization, and creating a holistic or integrated view of the organization’s risk profile. Periodically reviewing and updating a risk register with details on identified risk factors does not necessarily aggregate risk scenarios identified across different business units, and it may not be a sufficient or effective way to achieve a holistic or integrated view of the organization’s risk profile.

Building a threat profile of the organization for management review means creating or developing a summary or representation of the potential threats or sources of harm that may affect the organization’s objectives and operations, and presenting or reporting it to the senior management for their awareness and approval. Periodically reviewing and updating a risk register with details on identified risk factors does not necessarily build a threat profile of the organization for management review, and it may not be a comprehensive or reliable way to create or develop a summary or representation of the potential threats or sources of harm that may affect the organization. References =

ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 19-20, 23-24, 27-28, 31-32, 40-41, 47-48, 54-55, 58-59, 62-63

ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 172

CRISC Practice Quiz and Exam Prep

A risk awareness program is a set of activities that aim to educate and inform employees about the organization’s risk culture, policies, and procedures. A risk awareness program can help improve an organization’s risk culture by enhancing the employees’ understanding of risk, their roles and responsibilities in risk management, and the benefits of risk mitigation. A risk awareness program can also foster a culture of openness, trust, and collaboration among employees, managers, and stakeholders, which can improve the organization’s risk performance and resilience.

Maintaining a documented risk register, rewarding employees for reporting security incidents, and allocating resources for risk remediation are also important aspects of risk management, but they do not directly address the organization’s risk culture, which is the shared values, beliefs, and attitudes that influence how risk is perceived and handled within the organization.

According to the CRISC Review Manual (Digital Version), a vulnerability is a flaw or weakness in an asset’s design, implementation, or operation and management that could be exploited by a threat. A delayed removal of employee access is a vulnerability, as it allows former employees to retain access to the organization’s IT assets and processes, which could lead to unauthorized disclosure, modification, or destruction of data or resources. A delayed removal of employee access could be caused by poor personnel management, lack of security awareness, or inadequate access control policies and procedures.

References = CRISC Review Manual (Digital Version), Chapter 1: IT Risk Identification, Section 1.5: IT Risk Identification Methods and Techniques, pp. 32-331

A mature program is indicated by employees recognizing phishing and actively reporting it—not just deleting it. ISACA guidance states that awareness programs should foster “threat identification and escalation actions,” not just passive compliance.

Organizational risk culture is the term describing the values, beliefs, knowledge, attitudes and understanding about risk shared by a group of people with a common purpose. Organizationalrisk culture influences how the organization identifies, assesses, and manages risks, and how it aligns its risk appetite and tolerance with its objectives and strategies1.

The best indication of a mature organizational risk culture is that risk owners understand and accept accountability for risk, because it means that the organization:

Clearly defines and assigns the roles and responsibilities of the risk owners, who are the individuals or groups who have the authority and ability to manage the risks within their scope or domain

Empowers and supports the risk owners to perform their risk management duties, such as identifying, assessing, responding, monitoring, and reporting the risks

Holds the risk owners accountable for the outcomes and consequences of the risks, and evaluates their performance and compliance with the risk policies, standards, and procedures

Encourages and rewards the risk owners for demonstrating risk awareness and competence, and for contributing to the risk management improvement and learning23

The other options are not the best indications of a mature organizational risk culture, but rather some of the elements or aspects of it. Corporate risk appetite is the amount and type of risk that the organization is willing to accept in order to achieve its objectives. Corporate risk appetite is communicated to staff members to guide their risk decision making and behavior, and to ensure the consistency and alignment of the risk taking and tolerance across the organization. Risk policy is the document that establishes the principles, framework, and process for managing the risks within the organization. Risk policy is published and acknowledged by employees to ensure their awareness and compliance with the risk management expectations and requirements. Management is the group of individuals who have the authority and responsibility to direct and control the organization’s activities and resources. Management encourages the reporting of policy breaches to ensure the transparency and accountability of the risk management performance and outcomes, and to identify and address the risk management issues and gaps4. References =

Risk culture - Institute of Risk Management

Risk Owner - ISACA

Taking control of organizational risk culture | McKinsey

[CRISC Review Manual, 7th Edition]

The maturity of an IT risk management program is most influenced by the organization’s risk culture, as this reflects the shared values, beliefs, and attitudes that shape how the organization perceives and responds to risk. The risk culture determines the level of awareness, commitment, and involvement of the stakeholders in the IT risk management process, as well as the degree of integration and alignment with the enterprise’s objectives and strategy. A mature IT risk management program requires a strong and positive risk culture that fosters trust, collaboration, and accountability among the stakeholders, and supports continuous improvement and learning. The other options are not the most influential factors for the maturity of an IT risk management program, although they may have some impact or relevance. Benchmarking results against similar organizations can provide useful insights and comparisons, but they do not necessarily reflect the organization’s own risk culture or context. Industry-specific regulatory requirements can impose certain standards and expectations, but they do not guarantee the effectiveness or efficiency of the IT risk management program. Expertise available within the IT department can enhance the technical and operational aspects of the IT risk management program, but it does not ensure the strategic and cultural alignment with the enterprise. References = Risk and Information Systems Control Study Manual, Chapter 1: IT Risk Identification, page 23.

The control evaluation phase of a risk assessment is the phase where the risk practitioner evaluates the effectiveness and efficiency of the existing or planned controls that mitigate the identified risks. Controls are the actions or measures that reduce the likelihood or impact of the risks to an acceptable level. The control evaluation phase involves testing, reviewing, and auditing the controls, and identifying any gaps or weaknesses that need to be addressed. If the control evaluation phase reveals that multiple controls are ineffective, the risk practitioner’s first course of action should be to determine the root cause of the control failures. The root cause is the underlying or fundamental reason that leads to the problem or issue, such as the controlfailure. By determining the root cause of the control failures, the risk practitioner can understand why the controls are not working as intended, and what factors or variables are influencing the control performance. This will help the risk practitioner to identify and implement the most appropriate and effective risk response strategy and actions, such as recommending risk remediation, comparing the residual risk, or escalating the control failures. The other options are not the first course of action, as they involve different steps or outcomes of the risk management process:

Recommend risk remediation of the ineffective controls means that the risk practitioner suggests the actions or measures that can improve or restore the effectiveness of the controls, such as by modifying, replacing, or adding the controls. This may be a useful step in the risk management process, but it is not the first course of action, as it may not address the root cause of the control failures, or may not be feasible or efficient for the enterprise’s needs.

Compare the residual risk to the current risk appetite means that the risk practitioner evaluates the level of risk that remains after considering the existing or planned controls, and compares it with the amount and type of risk that the enterprise is willing to accept in pursuit of its objectives. This may be a helpful step in the risk management process, but it is not the first course of action, as it may not reflect the true or current level of risk exposure, or may not account for the uncertainties or complexities of the risks or the controls.

Escalate the control failures to senior management means that the risk practitioner communicates the control failures to the senior leaders of the enterprise, who oversee the enterprise-wide risk management program, and provide guidance and direction to the risk owners and practitioners. This may be a necessary step in the risk management process, but it is not the first course of action, as it may not provide sufficient or timely information or action to address the control failures, or may not reflect the urgency or priority of the control failures. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.3.3.1, pp. 62-63.

 Risk tolerance is the best term to describe the situation where an organization has agreed to a 99% availability for its online services and will not accept availability that falls below 98.5%. Risk tolerance is the amount and type of risk that an organization is willing to accept in order to achieve its objectives. Risk tolerance defines the acceptable variation in outcomes related to specific performance measures, such as availability, reliability, or security. Risk tolerance is usually expressed as a range, such as 99% +/- 0.5%. Risk mitigation, risk evaluation, and risk appetite are not the correct terms to describe this situation, because they refer to different aspects of risk management, such as reducing, assessing, or pursuing risk, respectively. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.2.1, page 1-8.

The most important factor to identify when developing top-down risk scenarios is B. Business objectives12

Top-down risk scenarios are based on the organization’s strategic goals, objectives, and key performance indicators (KPIs), and they aim to identify the potential events or situations that could prevent or hinder the achievement of those goals and objectives12

By identifying the business objectives, the risk practitioner can align the risk scenarios with the organization’s mission, vision, and values, and ensure that the risk scenarios are relevant, realistic, and meaningful for the senior management and other stakeholders12

The other factors are not as important as the business objectives when developing top-down risk scenarios, because they are either more relevant for bottom-up risk scenarios (A and D), or they are derived from the business objectives and the risk scenarios ©12

The most important thing for mitigating ethical risk when establishing accountability for control ownership is to ensure that the performance metrics balance business goals with risk appetite. Performance metrics are the measures that evaluate the achievement of the objectives or the performance of the processes or controls. Business goals are the desired or expected outcomes or results of the business activities or processes. Risk appetite is the amount and type of risk that the organization is willing and able to take. Ethical risk is the risk that arises from the violation or breach of the ethical principles or standards of the organization or the profession. To mitigate ethical risk, the performance metrics should balance business goals with risk appetite, meaning that they should not encourage or reward excessive or inappropriate risk-taking or unethical behavior, but rather promote and support responsible and ethical risk management and decision making. The other options are not as important as ensuring performance metrics balance business goals with risk appetite, as they are related to the documentation, communication, or monitoring of the processes or controls, not the evaluation or alignment of the performance metrics. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.2: Key Performance Indicators, page 183.

A key risk indicator (KRI) is a metric that measures the level of risk exposure or the likelihood of a risk event1. A KRI threshold is a predefined value or range that triggers an alert or action when the KRI reaches or exceeds it2. A data leakage incident is an unauthorized or accidental exposure of sensitive or confidential data to external parties3.

When a KRI threshold reaches the alert level, indicating that data leakage incidents are highly probable, the risk practitioner’s first course of action should be to review the incident handling procedures. Incident handling procedures are the plans and actions to be taken in the event of a data breach or security incident, such as data leakage4. Reviewing the incident handling procedures can help the risk practitioner to:

Verify the roles and responsibilities of the incident response team and other stakeholders

Confirm the communication and escalation channels and protocols

Identify the tools and resources available for incident detection, containment, analysis, eradication, recovery, and reporting

Evaluate the readiness and preparedness of the organization to respond to a data leakage incident

Update or revise the procedures as needed to reflect the current situation and risk level

Reviewing the incident handling procedures can help the risk practitioner to ensure that the organization can respond to a data leakage incident effectively and efficiently, minimizing the potential or expected impact on the organization’s operations, reputation, or objectives.

The other options are not the first course of action for the risk practitioner, although they may be relevant or necessary at later stages of the risk management process. Updating the KRI threshold, which means adjusting the value or range that triggers an alert or action, may be appropriate if the KRI threshold is too high or too low, but it does not address the imminent risk of data leakage or the response plan. Recommending additional controls, which means suggesting new or improved measures to prevent, detect, or mitigate data leakage, may be useful for reducing the risk exposure or impact, but it does not ensure that the organization is ready or capable to handle a data leakage incident. Performing a root cause analysis, which means finding and identifying the underlying factors that contributed to the risk event, may be helpful for learning from the incident and improving the risk management strategy, but it is usually done after the incident has occurred and resolved, not before.

References = Key Risk Indicators: Definition, Examples, and Best Practices, KRI Framework for Operational Risk Management | Workiva, What is Data Leakage? Definition, Causes, and Prevention, Incident Response Planning: Best Practices for Businesses

The most important factor for management to consider when deciding whether to invest in an IT initiative that exceeds management’s risk appetite is C. Risk tolerance1

According to the CRISC Review Manual, risk tolerance is the acceptable level of variation that management is willing to allow for any specific risk as the enterprise pursues its objectives. Risk tolerance reflects the degree of uncertainty that an organization is prepared to accept in relation to achieving its goals2

When an IT initiative exceeds management’s risk appetite, it means that the potential benefits of the initiative are outweighed by the potential negative consequences or losses that could result from the initiative. However, management may still decide to invest in the initiative if the level of uncertainty or variation is within the organization’s risk tolerance. For example, management may accept a higher level of risk for a strategic or innovative initiative that could provide a competitive advantage or a significant return on investment3

According to the Operational Risk: Overview, Importance, and Examples article, operational risk is the risk of loss resulting from inadequate or failed internal processes, people, and systems. One of the factors that can increase operational risk is the complexity of IT infrastructure, which refers to the number, variety, and interdependence of IT components, such as hardware, software, networks, and data. A complex IT infrastructure can pose challenges for IT management, such as increased costs, reduced performance, lower reliability, highervulnerability, and more difficulty in troubleshooting and maintenance. Therefore, minimizing the complexity of IT infrastructure can help reduce IT operational risk, as it can simplify IT operations, improve IT efficiency and effectiveness, enhance IT security and resilience, and facilitate IT innovation and adaptation. References = Operational Risk: Overview, Importance, and Examples

The most important factor for the organization to consider before implementing a new in-house developed artificial intelligence (AI) solution is the expected algorithm outputs, as they define the desired outcomes and objectives of the AI solution, and guide the design, testing, and validation of the AI algorithm. The other options are not the most important factors, as they are more related to the research, input, or monitoring of the AI solution, respectively, rather than the output of the AI solution. References = CRISC Review Manual, 7th Edition, page 153.

A key risk indicator (KRI) is a metric that measures the level and trend of a risk that may affect the organization’s objectives, operations, or performance1. A KRI threshold is a predefined value or range that indicates the acceptable or tolerable level of risk for the organization2. Theorganization’s risk appetite is the amount and type of risk that it is willing to take in order to meet its strategic goals3. Therefore, the most likely reason for senior management’s response is that the KRI threshold needs to be revised to better align with the organization’s risk appetite. This means that the current threshold is either too low or too high, resulting in false alarms or missed signals. By adjusting the threshold to reflect the organization’s risk appetite, senior management can ensure that the KRI provides relevant and actionable information for risk management and decision making. The other options are not the most likely reasons for senior management’s response, as they imply that the KRI is faulty, irrelevant, or misunderstood. The underlying data source for the KRI is using inaccurate data and needs to be corrected. This option assumes that the KRI is based on erroneous or unreliable data, which would affect its validity and reliability. However, this is not the most likely reason, as senior management would be expected to verify the data quality and accuracy before using the KRI for risk monitoring and reporting. The KRI is not providing useful information and shouldbe removed from the KRI inventory. This option assumes that the KRI is not aligned with the organization’s objectives, strategies, or risk profile, which would affect its usefulness and value. However, this is not the most likely reason, as senior management would be expected to review and update the KRI inventory periodically to ensure that the KRIs are relevant and meaningful for risk management. Senior management does not understand the KRI and should undergo risk training. This option assumes that senior management lacks the knowledge or skills to interpret and use the KRI for risk management, which would affect their competence and confidence. However, this is not the most likely reason, as senior management would be expected to have sufficient risk awareness and education to understand and apply the KRI for risk management. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.1.4, Page 53.

 According to the Key Performance Indicators for Vulnerability Management article, the number of vulnerabilities remediated is a key performance indicator that measures the effectiveness of a vulnerability remediation program. This KPI indicates how many vulnerabilities have been successfully mitigated or fixed within a given time frame. A higher number can imply that the organization is effectively managing its exposures and reducing its risk level. The number of vulnerabilities remediated can also be compared with the number of new vulnerabilities identified to evaluate the progress and performance of the vulnerability remediation program. References = Key Performance Indicators for Vulnerability Management

 Risk culture is the system of values and behaviors present in an organization that shapes risk decisions of management and employees1. Risk culture influences how the organization perceives, responds to, and manages the risks that may affect its objectives, operations, or assets2.

The scenario described in the question best demonstrates an organization’s risk culture, because it shows how the management team’s attitude and actions towards risk are driven by the organization’s values and goals. In this case, the organization’s risk culture is characterized by:

A high risk appetite and tolerance, which means that the organization is willing to take and accept significant risks in order to achieve its strategic objectives of launching a new product and penetrating new markets

A low risk awareness and sensitivity, which means that the organization does not pay enough attention or consideration to the potential IT risk factors, threats, and vulnerabilities that may affect its product development and market entry

A weak risk governance and control, which means that the organization does not have adequate or effective policies, procedures, or mechanisms to identify, assess, respond, or monitor the IT risks and their impacts

References = Risk Culture of Companies | ERM - Enterprise Risk Management Initiative …, Taking control of organizational risk culture | McKinsey

Restricting access to the risk register on a need-to-know basis is important because it contains vulnerabilities and threats that could expose the organization to potential harm or loss if they are disclosed or exploited by unauthorized parties. The risk register is a tool that captures and documents the risk identification, analysis, evaluation, and treatment processes1. The risk register contains sensitive information such as the sources and causes of risk, the potential impacts and consequences of risk, the likelihood and frequency of risk occurrence, and the risk response actions and plans1. If this information is accessed by unauthorized parties, such as competitors, hackers, or malicious insiders, they could use it to launch attacks, sabotageoperations, or gain an unfair advantage over the organization. Therefore, access to the risk register should be limited to those who have a legitimate need and authorization to view, modify, or use the information, such as the risk owners, managers, or practitioners

 Information security policies are the foundation of an organization’s security program, as they define the objectives, roles, responsibilities, and standards for protecting the information assets and systems. However, information security policies are not static, and they need to be reviewed and updated regularly to reflect the changes in the organization’s environment, risk profile, and compliance requirements. Therefore, the best course of action when conducting an organization-wide risk assessment is to review the policies against current needs to determine adequacy. This means comparing the policies with the current threats, vulnerabilities, controls, and best practices, and identifying any gaps or weaknesses that need to be addressed. The other options are not the best course of action, as they do not consider the current needs of the organization. Reviewing and updating the policies to align with industry standards may not be sufficient, as the organization may have specific or unique needs that are not covered by the standards. Determining that the policies should be updated annually may not be realistic, as the frequency of updates may depend on the nature and complexity of the policies and the organization. Reporting that the policies are adequate and do not need to be updated frequently may not be accurate, as the policies may be outdated or ineffective, and may expose the organization to unnecessary risks. References = Risk Assessment and Analysis Methods: Qualitative and Quantitative - ISACA, Does Your Organization Need a Security Risk Assessment? - ISACA, SP 800-39, Managing Information Security Risk: Organization, Mission …

Risk tolerance is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. Risk tolerance is an important component of the corporate risk profile, as it defines the boundaries and limits of the acceptable risk exposure for the organization. Comparing the risk tolerance against the corporate risk profile can help to ensure that the organization’s risk strategy and objectives are aligned with its risk appetite and capacity, and that the organization is not taking on more risk than it can handle or afford. Comparing the risk tolerance against the corporate risk profile can also help to monitor and adjust the risk management process and controls, and to optimize the risk-return trade-off. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 249. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 249. CRISC Sample Questions 2024, Question 249. CRISC by Isaca Actual Free Exam Q&As, Question 9.

A risk profile is a summary of the nature and level of risk that an organization faces. It includes information such as the sources, causes, and consequences of the risks, their likelihood and impact, their interrelationships and dependencies, and their alignment with the risk appetite and tolerance. A risk profile is influenced by various factors, such as the organization’s objectives, strategies, activities, processes, resources, capabilities, culture, etc. When an organization configures a new business division, the factor that is most likely to be affected is the risk profile, as the new business division may introduce new or change existing risks, opportunities, and uncertainties that may affect the achievement of the organization’s objectives. Therefore, the organization should update its risk profile to reflect the currentand potential risks associated withthe new business division, and implement the appropriate risk management actions to optimize the risk exposure and performance. References = 4

The primary reason to update a risk register with risk assessment results is to communicate the level and priority of assessed risk to management, as this enables them to make informed decisions about risk response and allocation of resources. The risk register is a tool for documenting and reporting the current status of risks, their causes, impacts, likelihood, and responses. Updating the risk register with risk assessment results ensures that the information is accurate, relevant, and timely. The risk register also helps to monitor and track the progress and effectiveness of risk management activities. The other options are not the primary reasons to update the risk register, although they may be secondary benefits or outcomes of doing so. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Assessment, page 109.

The maturity of organizational risk management refers to the degree to which risk management is embedded and integrated into the organization’s culture, processes, and decision-making1. A higher level of maturity implies that the organization has a clear and consistent understanding ofits risk appetite and tolerance, and that it can effectively identify, assess, respond, monitor, and communicate risks2.

The best way to address the issue of participants focusing on the financial cost to mitigate risk rather than choosing the most appropriate response is to raise the maturity of organizational risk management. This can help to:

Ensure that risk management is aligned with the organization’s strategic objectives and values, and that risk responses are based on the potential impact and likelihood of risks, not just on the cost of mitigation

Foster a risk-aware culture that encourages proactive and collaborative risk management, and that recognizes and rewards good risk management practices

Provide adequate training and guidance for risk management roles and responsibilities, and ensure that risk management skills and competencies are developed and maintained

Implement a robust and consistent risk management framework, methodology, and tools that support the risk management process and enable continuous improvement and learning

Enhance the quality and reliability of risk information and reporting, and ensure that risk management performance and outcomes are measured and evaluated3

References = Risk Maturity Model - Wikipedia, Risk Maturity Model - ISACA, Risk Maturity Model - IRM

 The greatest risk to change control in business application development over the complete life cycle is the introduction of requirements that have not been approved. Requirements are the specifications or expectations of the business users or stakeholders for the application, such as the features, functions, or performance1. Change control is the process of identifying, evaluating, approving, and implementing changes to the application, such as the design, code, or configuration2. By introducing requirements that have not been approved, the organization can face significant risks, such as:

Scope creep, which is the uncontrolled or unauthorized expansion of the project scope, and can result in increased costs, delays, or errors3.

Quality issues, which can affect the reliability, usability, or security of the application, and can lead to defects, failures, or breaches4.

Stakeholder dissatisfaction, which can arise from the mismatch or inconsistency between the delivered application and the expected application, and can cause complaints, disputes, or litigation5.

The other options are not the greatest risk to change control, because:

Emphasis on multiple application testing cycles is not a risk, but rather a benefit or a best practice for change control, as it can help to ensure that the application meets the requirements and standards, and that the changes are effective and efficient.

Lack of an integrated development environment (IDE) tool is a challenge, but not a risk, for change control, as it can affect the productivity, collaboration, or integration of the developers, and can cause difficulties or inefficiencies in the development process. However, it does not directly affect the requirements or the quality of the application, and it can be overcome by using other tools or methods.

Bypassing quality requirements before go-live is a risk, but not the greatest risk, for change control, as it can compromise the quality or performance of the application, and can expose the organization to errors, failures, or breaches. However, it is less likely or frequent than introducing requirements that have not been approved, and it can be detected or prevented by using quality assurance or quality control techniques.

References =

Requirements - CIO Wiki

Change Control - CIO Wiki

Scope Creep - CIO Wiki

Quality - CIO Wiki

Stakeholder Management - CIO Wiki

[Software Testing - CIO Wiki]

[Integrated Development Environment (IDE) - CIO Wiki]

[Quality Requirements - CIO Wiki]

[Software Development Life Cycle - CIO Wiki]

The greatest security risk in this scenario is that data may be commingled with other tenants’ data on the public cloud infrastructure. Data commingling occurs when data from different sources or customers are mixed together without proper segregation or encryption. This may result in data leakage, unauthorized access, or loss of confidentiality and integrity. Data commingling is a common challenge in public cloud environments, where multiple customers share the same physical resources and network. System downtime, infrastructure management, and cloud provider certification are also potential risks in this scenario, butthey are not as great as data commingling. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 5, Section 5.2.1.1, page 2451

1: ISACA Certified in Risk and Information Systems Control (CRISC®) Exam Guide, Answer to Question 638.

 The first step when developing a business case to drive the adoption of a risk remediation project by senior management is to identify the objectives of the project. The objectives are the specific, measurable, achievable, relevant, and time-bound (SMART) goals that the project aims to accomplish. The objectives should be aligned with the organization’s vision, mission, and strategy, as well as the identified business problem or opportunity. The objectives should also reflect the expected benefits and outcomes of the project, such as reducing the risk exposure, enhancing the security posture, or improving the business performance. Identifying the objectives is the first step because it provides the direction, scope, and justification for the project, and it serves as the basis for evaluating the alternative solutions, estimating the costs and benefits, and communicating the value proposition to the senior management and other stakeholders. The other options are not the first step, although they may be subsequent or concurrent steps in the business case development process. Calculating the cost is a part of the financial analysis, which estimates the total expenditure and funding sources of the project, but it does not define the purpose or the scope of the project. Analyzing cost-effectiveness is a part of the economic analysis, which compares the costs and benefits of the alternative solutions and recommends the optimal one, but it does not specify the goals or the criteria of the project. Determining the stakeholders is a part of the stakeholder analysis, which identifies and assesses the interests, expectations, and influence of the parties involved in or affected by the project, but it does not establish the objectives or the rationale of the project. References = Business case: 7 key steps to build it and use it - Twproject: project …, Guide to developing the Project Business Case - GOV.UK, How to Write a Business Case: Template & Examples | Adobe Workfront

Cybersecurity incident response procedures are the plans and actions that an organization takes to respond to and recover from a cybersecurity attack. They include identifying the source and scope of the attack, containing and eradicating the threat, restoring normal operations, and analyzing the root cause and lessons learned. Reviewing cybersecurity incident response procedures is the most effective course of action when the probability of a successful cybersecurity attack is increasing and the potential loss could exceed the organization’s risk appetite, as it helps to prepare the organization for minimizing the impact and duration of the attack, as well as improving the resilience and security posture of the organization.

The best way to mitigate the risk of reputational damage from inappropriate use of social media sites by employees is to implement training and awareness programs that educate them on the acceptable andunacceptable use of social media, the potential consequences of violating the policy, and the best practices for protecting the organization’s reputation and information. Training and awareness programs can also help to foster a culture of risk awareness and responsibility among employees, and encourage them to report any incidents or issues related to social media use. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.2.4, page 131.

Key risk indicators (KRIs) are metrics that provide an early warning of increasing risk exposure in various areas of the organization. They help to monitor changes in the level of risk and enable timely actions to mitigate the risk. The most useful information for developing KRIs is the possible causes of materialized risk, which are the factors or events that trigger or contribute to the occurrence of a risk. By identifying the possible causes of materialized risk, an organization can design KRIs that measure the likelihood and impact of the risk, and alert the management when the risk exceeds the acceptable level. References = CRISC Review Manual, 7th Edition, page 101.

Administrative controls are the best controls to be strengthened by a clear organizational code of ethics, because they are the policies, procedures, standards, and guidelines that define the expected behavior and conduct of the employees and management. A code of ethics is an example of an administrative control that sets the ethical principles and values of the organization and helps to prevent or deter unethical or illegal actions. The other options are not the best controls to be strengthened by a clear organizational code of ethics, because they are not directly related to the ethical culture or governance of the organization. Detective controls are the controls that monitor and report the occurrence of unwanted events or incidents. Technical controls are the controls that use hardware, software, or network devices to protect the information systems and data. Preventive controls are the controls that prevent or avoid the occurrence of unwanted events or incidents. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers

 According to the CRISC Review Manual (Digital Version), the next course of action when an organization has determined a risk scenario is outside the defined risk tolerance level is to identify risk responses, which are the actions or measures taken to address the risk. Identifying risk responses helps to:

Reduce the likelihood and/or impact of the risk to an acceptable level

Align the risk response with the organization’s risk appetite and risk tolerance

Optimize the value and benefits of the risk response

Balance the costs and efforts of the risk response with the potential losses or damages caused by the risk

Coordinate and communicate the risk response with the relevant stakeholders

References = CRISC Review Manual (Digital Version), Chapter 3: IT Risk Response, Section 3.2: Risk Response Process, pp. 161-1621

The most appropriate action when a tolerance threshold is exceeded is to communicate the potential impact to the decision makers. A tolerance threshold is the acceptable level of variation or deviation from the expected or planned performance or outcome of a risk response. When a tolerance threshold is exceeded, it means that the risk response is not effective or efficient enough to reduce the risk to an acceptable level, and that the enterprise is exposed to unacceptable levels of risk that could impair its ability to achieve its objectives. Therefore, the potential impact of the risk should be communicated to the decision makers, such as senior management, risk owners, or risk committee, who have the authority and responsibility to decide on the appropriate actions to address the risk situation. Communicating the potential impact can help to raise the awareness and urgency of the risk issue, and to facilitate the risk-based decision making process. Researching the root cause of similar incidents, verifying the response plan isadequate, and increasing human resources to respond in the interim are not as appropriate as communicating the potential impact, as they do not address the primary need of informing and involving the decision makers, and may not be feasible or effective in resolving the risk issue. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 41.

Risk scenarios are descriptions of possible events or situations that could cause or affect a risk. Risk scenarios can help a risk practitioner to enhance understanding of risk among stakeholders, as they can illustrate the causes, consequences, and impacts of the risk in a clear and realistic way. Risk scenarios can also facilitate communication and collaboration among stakeholders, as they can provide a common language and framework for risk identification, analysis, and response. Risk scenarios can also support decision-making and prioritization, as they can show the likelihood and severity of the risk outcomes. References = Most Asked CRISC Exam Questions and Answers. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 237.

A risk owner is the individual who is accountable for the management of a specific risk. A risk owner can decide to accept a high-impact risk if the control that mitigates the risk is adversely affecting the process efficiency. However, before updating the risk register, which is a document that records and tracks the identified risks and their responses, it is most important for the risk practitioner to obtain approval from senior management. Senior management is the group of executives who have the authority and responsibility for the strategic direction and performance of the organization. Obtaining approval from senior management can help ensure that the risk acceptance decision is aligned with the organization’s risk appetite and policies, and that the potential consequences of the high-impact risk are understood and accepted by the top-level decision makers. Obtaining approval from senior management can also help communicate and justify the risk acceptance decision to other stakeholders, such as regulators, auditors, customers, etc., and avoid any conflicts or misunderstandings that may arise from the risk acceptance decision. References = Why Assigning a Risk Owner is Important and How to Do It Right, Risk Ownership: A brief guide, Creating a Risk Register: All You Need to Know.

Classifying information assets is a process of identifying and categorizing the data and information resources that are owned, controlled, or used by an organization, based on their value, sensitivity, and criticality.

Classifying information assets helps to determine the appropriate level of control that is needed to protect them from unauthorized access, use, disclosure, modification, or destruction. Control level refers to the degree of protection or assurance that a control provides against a risk.

Classifying information assets also helps to communicate risk to senior management, assign risk ownership, and facilitate internal audit. These are other benefits of risk management that are not directly related to determining the appropriate level of control.

The references for this answer are:

Risk IT Framework, page 11

Information Technology & Security, page 5

Risk Scenarios Starter Pack, page 3

Risk events are specific occurrences or changes that have a potential impact on the achievement of objectives. They can be positive or negative, and they can be internal or external to the organization. Risk events provide the basis for developing realistic risk scenarios, which are hypothetical situations that illustrate the possible consequences of a risk event. Risk scenarios help to understand and communicate the nature, sources, and causes of risk, as well as the potential impact and likelihood of risk occurrence. Risk scenarios can also be used to test the effectiveness of risk responses and controls.

The other options are not as useful as risk events for developing realistic risk scenarios. A balanced scorecard (A) is a strategic management tool that measures the performance of the organization against its objectives, vision, and strategy. It does not provide specific information about risk events or their consequences. A risk appetite (B) is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. It does not describe the risk events or their scenarios, but rather the level of risk tolerance and acceptance. A risk map © is a graphical representation of the risk profile of the organization, showing the relationship between the likelihood and impact of different risks. It does not provide the details or context of the risk events or their scenarios, but rather the relative ranking and prioritization of risks.

Conducting root cause analyses for risk events is the first recommendation that a risk practitioner should make when an increasing trend of risk events and subsequent losses has been identified, as this helps to identify the underlying causes and sources of the risk events, and to determine the appropriate actions to address them. Root cause analysis is a systematic process of collecting and analyzing data, finding the root causes, and implementing solutions to prevent recurrence or reduce the impact of the risk events. Educating personnel on risk mitigation strategies, integrating the risk event and incident management processes, and implementing controls to prevent future risk events are not the first recommendations, but rather the possible outcomes or actions of conducting root cause analyses for risk events. References = CRISC Certified in Riskand Information Systems Control – Question208; ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 208.

The security risk associated with wearable technology in the workplace is the possibility and impact of unauthorized access, disclosure, or use of the data or information that are collected, stored, or transmitted by the wearable devices, such as smartwatches, fitness trackers, or glasses, that are worn or used by the employees12.

The first step in managing the security risk associated with wearable technology in the workplace is to identify the potential risk, which is the process of recognizing and describing the sources,causes, and consequences of the risk, and the potential impacts on the organization’s objectives, performance, and value creation34.

Identifying the potential risk is the first step because it provides the basis and input for the subsequent steps of the risk management process, such as assessing, treating, monitoring, and communicating the risk34.

Identifying the potential risk is also the first step because it enables the organization to understand and prioritize the risk, and to allocate the appropriate resources and controls for the risk management process34.

The other options are not the first step, but rather possible subsequent steps that may depend on or follow the identification of the potential risk. For example:

Monitoring employee usage is a step that involves collecting and analyzing data and information on the frequency, duration, and purpose of the wearable devices that are used by the employees, and detecting and reporting any deviations, anomalies, or issues that may indicate a security risk5 . However, this step is not the first step because it requires theidentification of the potential risk to provide the guidance and standards for the monitoring process5 .

Assessing the potential risk is a step that involves estimating and evaluating the likelihood and impact of the risk, and the level of risk exposure or tolerance for the organization34. However, this step is not the first step because it requires the identification of the potential risk to provide the information and data for the assessment process34.

Developing risk awareness training is a step that involves educating and training the employees and other stakeholders on the security risks and best practices associated with the wearable technology, and informing them of their roles, obligations, and responsibilities for the risk management process . However, this step is not the first step because it requires the identification of the potential risk to provide the content and objectives for the training process . References =

1: Wearable Devices in the Workplace: Security Threats and Protection1

2: 10 security risks of wearables | CSO Online2

3: Risk IT Framework, ISACA, 2009

4: IT Risk Management Framework, University of Toronto, 2017

5: Continuous Monitoring - ISACA3

Continuous Monitoring: A New Approach to Risk Management - ISACA Journal4

What Is Security Awareness Training and Why Is It Important? - Kaspersky5

Security Awareness Training - Cybersecurity Education Online | Proofpoint US

Implementing multi-factor authentication (MFA) directly reduces the likelihood of unauthorized access by adding an extra layer of verification to remote network access. ISACA and CRISC materials emphasize that technical controls (e.g., MFA) meaningfully reduce the probability of threat scenarios involving remote access

Key risk indicators (KRIs) are metrics that measure the exposure to a given risk at a particular time. They can also provide early warning signs of a potential change in risk level. By monitoring KRIs, risk practitioners can assess how quickly an exposure to a specific risk can affect the organization and take appropriate actions.

References

•Risk management at the speed of business - PwC

•Risk velocity measures how fast an exposure can affect an organization | Business Insurance

According to the CRISC Review Manual1, the risk register is a tool that records the results of risk identification, analysis, evaluation, and treatment. The risk register should be populated as soon as possible in the risk management process, to capture and document the risks and their attributes. The best time for the risk practitioner to start populating the risk register is when identifying risk scenarios, as this is the first step in the risk identification process. Risk scenarios are hypothetical situations that describe the potential causes, impacts, and responses of a risk event. Identifying risk scenarios helps to generate a comprehensive and relevant list of risks that can be recorded in the risk register. References = CRISC Review Manual1, page 191, 206.

Risk management maturity level is the degree to which an organization has developed and implemented a systematic and proactive approach to managing the risks that it faces across its various functions, processes, and activities. Risk management maturity level reflects the organization’s risk culture and capability, and its alignment with its objectives and strategies1.

The best measurement of an organization’s risk management maturity level is the key risk indicators (KRIs), which are metrics or measures that provide information on the current or potential exposure and performance of the organization in relation to specific risks. KRIs can help to:

Monitor and track the changes or trends in the risk level and the risk response over time

Identify and alert the risk issues or events that require attention or action

Evaluate and report the effectiveness and efficiency of the risk management processes and practices

Support and inform the risk decision making and improvement23

KRIs can be classified into different types, such as:

Leading KRIs, which are forward-looking and predictive, and indicate the likelihood or probability of a risk event occurring in the future

Lagging KRIs, which are backward-looking and descriptive, and indicate the impact or consequence of a risk event that has already occurred

Quantitative KRIs, which are numerical or measurable, and indicate the magnitude or severity of a risk event or outcome

Qualitative KRIs, which are descriptive or subjective, and indicate the nature or characteristics of a risk event or outcome4

The other options are not the best measurements of an organization’s risk management maturity level, but rather some of the factors or outcomes of it. Level of residual risk is the level of risk that remains after the risk response has been implemented. Level of residual risk reflects the effectiveness and efficiency of the risk response, and the need for further action or monitoring. The results of a gap analysis are the differences between the current and the desired state of the risk management processes and practices. The results of a gap analysis reflect the completeness and coverage of the risk management activities, and the areas for improvement or enhancement. IT alignment to business objectives is the extent to which IT supports and enables the achievement of the organization’s goals and strategies. IT alignment to business objectives reflects the integration and coordination of the IT and business functions, and the optimization of the IT value and performance. References =

Risk Maturity Assessment Explained | Risk Maturity Model

Key Risk Indicators - ISACA

Key Risk Indicators: What They Are and How to Use Them

Key Risk Indicators: Types and Examples

[CRISC Review Manual, 7th Edition]

Warning banners on login screens serve as deterrent controls. Deterrent controls are designed to discourage individuals from attempting unauthorized actions by warning them of potential consequences.

Purpose of Warning Banners

Warning banners provide clear notice to users, both authorized and unauthorized, that their activities may be monitored and that unauthorized access is prohibited.

They serve as a legal disclaimer, which can be crucial in prosecuting unauthorized access attempts.

Effectiveness as a Deterrent Control

The primary function of a warning banner is to deter potential intruders by making them aware of the surveillance and legal implications of unauthorized access.

For authorized users, it reinforces awareness of the organization's security policies and acceptable use agreements.

Comparison with Other Control Types

A. Corrective: These controls are used to correct or restore systems after an incident.

B. Preventive: These controls are designed to prevent security incidents from occurring.

C. Detective: These controls are used to detect and alert about security incidents.

D. Deterrent: These controls are intended to discourage individuals from performing unauthorized activities.

References

Sybex-CISSP-Official-Study-Guide-9-Edition.pdf, p. 829, detailing the role of warning banners as deterrent controls​​.

The risk register is a document that records the identified risks, their analysis, and their responses. It is a useful tool for monitoring and controlling the risks throughout the project lifecycle. However, the risk register is not a static document and it should be updated regularly to reflect the changes in the risk environment and the project status. Therefore, when reviewing therisk register, a risk practitioner should not only look at the risk ratings, but also the assumptions and the rationale behind them. Different business units may have different perspectives, contexts, and data sources for the same risk scenario, which can result in significant variances in inherent risk. Inherent risk is the risk level before considering the existing controls or responses. Therefore, the best course of action is to review the assumptions of both risk scenarios to determine whether the variance is reasonable or not. This can help to identify any errors, inconsistencies, or biases in the risk assessment process, and to ensure that the risk register reflects the current and accurate state of the risks. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.2.1, p. 106-107

The most effective way for a large and diversified organization to minimize risk associated with unauthorized software on company devices is to scan end points for applications not included in the asset inventory. An asset inventory is a document that records and tracks all the hardware and software assets that are owned, used, or managed by the organization, such as laptops, tablets, smartphones, servers, applications, etc. An asset inventory helps to identify and classify the assets based on their type, model, location, owner, status, etc. An asset inventory also helps to monitor and control the assets, such as enforcing security policies, applying patches and updates, detecting and resolving issues, etc. Scanningend points for applications not included in the asset inventory helps to minimize the risk of unauthorized software, because it helps to discover and remove any software that is not approved, authorized, or licensed by the organization, and that may pose security, legal, or operational risks, such as malware, spyware, pirated software, etc. The other options are not as effective as scanning end points for applications not included in the asset inventory, although they may provide some protection or compliance for the software assets. Prohibiting the use of cloud-based virtual desktop software, conducting frequent reviews of software licenses, and performing frequent internal audits of enterprise IT infrastructure are all examples of preventive or detective controls, which may help to prevent or deter the installation or use of unauthorized software, or to verify or validate the software assets, but they do not necessarily discover or remove the unauthorized software. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.2.1, page 3-11.

The risk practitioner’s most important responsibility in managing risk acceptance that exceeds risk tolerance is to verify authorization by senior management. Risk acceptance is a risk response strategy that involves acknowledging and agreeing to bear the risk and its potential consequences. Risk tolerance is the acceptable or allowable level of variation or deviation from the expected or desired outcomes or objectives. When the risk acceptance exceeds the risk tolerance, it means that the organization is taking on more risk than it can handle or afford. Therefore, the risk practitioner should verify that the risk acceptance is authorized by senior management, who have the authority and accountability for making risk management decisions and ensuring that they are aligned with the organizational strategy and objectives. The other options are not as important as verifying authorization by senior management, as they are related to the adjustments, conditions, or documentation of the risk acceptance, not the approval or validation of the risk acceptance. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Response, Section 3.2: IT Risk Response Options, page 133.

The first course of action for the risk practitioner when an organization has decided to expand into new product areas is to identify any new business objectives with stakeholders. Business objectives are the specific, measurable, achievable, relevant, and time-bound (SMART) goals that the organization aims to accomplish through its products and services. Stakeholders are the parties who have an interest or influence in the organization and its products and services, such as customers, employees, shareholders, suppliers, regulators, or competitors. Identifying any new business objectives with stakeholders is the first course of action, because it helps to understand and define the purpose, scope, and criteria of the new product areas, and to align them with the organization’s vision, mission, and strategy. Identifying any new business objectives with stakeholders also helps to establish the expectations, needs, and requirements of the stakeholders, and to ensure their engagement and support for the new product areas. Identifying any newbusiness objectives with stakeholders is the basis for the subsequent risk management activities, such as identifying, analyzing, evaluating, and responding to the risks associated with the new product areas. The other options are not the first course of action, although they may be related or subsequent steps in the risk management process. Presenting a business case for new controls to stakeholders is a part of the risk response process, which involves selecting and executing the appropriate actions to reduce, avoid, share, or exploit the risks associated with the new product areas. Presenting a business case for new controls to stakeholders can help to justify and communicate the value and impact of the new controls, and to obtain the approval and resources for implementing them. However, this is not the first course of action, as it depends on the identification and prioritization of the business objectives and the risks. Revising the organization’s risk and control policy is a part of the risk governance process, which involves defining and updating the rules and guidelines for managing the risks and the controls associatedwith the new product areas. Revising the organization’s risk and control policy can help to ensure the consistency and effectiveness of the risk management process, and to comply with the relevant laws and regulations. However, this is not the first course of action, as it follows the identification and assessment of the business objectives and the risks. Reviewing existing risk scenarios with stakeholders is a part of the risk monitoring and review process, which involves evaluating and improving the performance and outcomes of the risk management process for the new product areas. Reviewing existing risk scenarios with stakeholders can help to identify and address any changes or issues in the risk levels or the risk responses, and to provide feedback and learning for the risk management process. However, this is not the first course of action, as it requires the identification and analysis of the business objectives and the risks. References = Risk Scenarios Toolkit - ISACA, How to Write Strong Risk Scenarios and Statements - ISACA, The Role of Executive Management in ERM - Corporate Compliance Insights

The best way is toassess the loss impactif information is compromised. This aligns with ISACA’s risk management approach, which prioritizes the potential impact on business objectives and regulatory compliance when valuing information assets.

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A risk factor is a condition or event that may increase the likelihood or impact of a risk, which is the effect of uncertainty on objectives1. An information systems review is a process that involves examining and evaluating the adequacy and effectiveness of the information systems and their related controls, policies, and procedures2. The purpose of an information systems review is to identify and report the risk factors that may affect the confidentiality, integrity, availability, and performance of the information systems and their outputs3. The best way to ensure that the risk factors identified during an information systems review are addressed is to assign action items and deadlines to specific individuals, who are responsible and accountable for implementing the appropriate risk responses. A risk response is an action taken or plannedto mitigate or eliminate the risk, such as avoiding, transferring, reducing, or accepting the risk4. By assigning action items and deadlines to specific individuals, the organization can ensure that the risk factors are properly and promptly addressed, and that the progress and results of the risk responses are monitored and reported5. Informing business process owners of the risk, reviewing and updating the risk register, and implementing new control technologies are not the best ways to ensure that the risk factors identified during an information systems review are addressed, as they do not provide the same level of accountability and effectiveness as assigning action items anddeadlines to specific individuals. Informing business process owners of the risk is a process that involves communicating and sharing the risk information with the persons who have the authority and accountability for a business process that is supported or enabled by the information systems6. Informing business process owners of the risk can help to raise their awareness and understanding of the risk, but it does not ensure that they will take the necessary actions to address the risk. Reviewing and updating the risk register is a process that involves checking and verifying that the risk register, which is a document that records and tracks the risks and their related information, is current, complete, and consistent7. Reviewing and updating the risk register can help to reflect the changes and updates in the risk factors and their status, but it does not ensure that the risk factors are resolved or reduced. Implementing new control technologies is a process that involves introducing or applying new software or hardware that can help to prevent, detect, or correct the risk factors affecting the information systems8. Implementing new control technologies can help to improve the security and performance of the information systems, but it does not ensure that the risk factors are eliminated or mitigated. References = 1: Risk Factors - an overview | ScienceDirect Topics2: InformationSystems Audit and Control Association (ISACA) - ISACA3: Information Systems Audit: The Basics4: Risk Response Strategy and Contingency Plans - ProjectManagement.com5: Risk and Information Systems Control Study Manual, Chapter 3: Risk Response, Section 3.1: Risk Response Options, pp. 113-115.6: [Business Process Owner - Gartner IT Glossary] 7: Risk Register: A Project Manager’s Guide with Examples [2023] • Asana8: Technology Control Automation: Improving Efficiency, Reducing … - ISACA : [Business Process Owner - Roles and Responsibilities] : [Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Assessment, Section 2.1: Risk Identification, pp. 57-59.] : [Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.2: Risk Monitoring, pp. 189-191.]

The best recommendation to address an organization’s need to secure multiple systems with limited IT resources is to perform a vulnerability analysis. A vulnerability analysis is a process of identifying, assessing, and prioritizing the weaknesses or flaws in the systems that could be exploited by threats or risks. A vulnerability analysis helps to determine the level and nature of the exposure and impact of the systems, and to select and implement the appropriate security controls or mitigations. Performing a vulnerability analysis is the best recommendation, as it helps to optimize the use of the limited IT resources, by focusing on the most critical or significant vulnerabilities, and by applying the most effective or efficient security solutions.Performing a vulnerability analysis also helps to improve the security posture and performance of the systems, and to reduce the likelihood and consequences of security incidents or breaches. Applying available security patches, scheduling a penetration test, and conducting a business impact analysis (BIA) are not the best recommendations, as they are either the outputs or the inputs of the vulnerability analysis process, and they do not address the primary need of securing the systems with limited IT resources. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 217.

The risk owner is the person who has the authority and accountability to manage a specific risk and its associated controls. The risk owner is also responsible for ensuring that the risk is within the acceptable level and that the risk response is effective and efficient. In this case, the risk owner is also the owner of the business service that depends on the managed hosting service. Therefore, the risk owner should be notified of the new information about the flood risk first, as they have the most interest and influence on the risk and its impact on the business objectives. The risk owner can then decide on the appropriate actions to take, such as reviewing the contract terms, requesting additional controls, or changing the service provider. The other options are not the correct answers because they are not the primary stakeholders of the risk and its consequences. The data center manager is an employee of the managed hosting service provider, not the organization that procured the service. The data center manager may not have the authority or the incentive to address the flood risk or inform the organization. The site manager is also an employee of the managed hosting service provider, and their role is to conduct annual risk assessments under the contract. The site manager may not be aware of the new information or have the responsibility to communicate it to the organization. The CIO is the senior executive who oversees the IT strategy and operations of the organization. The CIO may have a general interest in the managed hosting service and its risks, but they are not the direct owner or managerof the specific risk or the business service that relies on the service. References = CRISC Review Manual, pages 32-331; CRISC Review Questions, Answers & Explanations Manual, page 702

Key risk indicator (KRI): A metric that measures the level of risk exposure or the likelihood of a risk event1.

KRI threshold: A predefined value or range that triggers an alert or action when the KRI reaches or exceeds it2.

Loss expectancy: The estimated amount of loss that an organization may incur due to a risk event3.

The most helpful thing in developing KRI thresholds is loss expectancy information. Loss expectancy information provides an estimate of the potential or expected impact of a risk event on the organization’s operations, reputation, or objectives. Loss expectancy information can help an organization to:

Quantify and prioritize the risks that pose the greatest threat to the organization

Determine the acceptable level of risk exposure or tolerance for each risk

Set the appropriate value or range for the KRI threshold that reflects the risk appetite and the risk mitigation strategy

Monitor and measure the performance and effectiveness of the risk management process and controls

Loss expectancy information can be derived from various sources, such as historical data, statistical analysis, expert judgment, or simulation models3.

The other options are not as helpful as loss expectancy information in developing KRI thresholds, because they do not directly address the potential or expected impact of a risk event.Control performance predictions, which are the forecasts or estimates of how well the risk management controls will perform in preventing, detecting, or mitigating risks, may help to evaluate the adequacy and efficiency of the risk management process and controls, but they do not provide a clear and quantifiable measure of the risk impact. IT service level agreements (SLAs), which are the contracts or agreements that define the quality and availability of IT services, may help to establish the standards and expectations for IT service delivery and performance, but they do not provide a comprehensive and current view of the risk exposure or likelihood. Remediation activity progress, which is the status or outcome of the actions taken to address and resolve a risk event, may help to monitor and report the effectiveness and compliance of the risk management process and controls, but it is usually done after the risk event has occurred and resolved, not before.

References = Key Risk Indicators: Definition, Examples, and Best Practices, KRI Framework for Operational Risk Management | Workiva, Loss Expectancy: Definition, Calculation, and Examples

Performing risk prioritization would best help to improve the risk register, which is a document that records and summarizes the key information and data about the identified risks and the risk responses1. Risk prioritization is the process of ranking the risks according to their significance and urgency, based on their probability and impact2. By performing risk prioritization, the organization can:

Reduce the complexity and volume of the risk register, and focus on the most important and relevant risks that require immediate attention and action3.

Enhance the communication and understanding of the risks among the senior management and other stakeholders, and facilitate the decision-making and resource allocation for the risk responses4.

Improve the efficiency and effectiveness of the risk management process, and ensure that the risk register is aligned with the organization’s risk strategy, objectives, and appetite5.

The other options are not the best ways to improve the risk register, because:

Analyzing the residual risk components is not the best way, as it may not address the issue of the large volume of risk scenarios. Residual risk is the level of risk that remains after the implementation of risk responses6. Analyzing the residual risk components can help to measure the exposure or uncertainty of the assets, and to determine the need and extent of the risk responses. However, it may not reduce the complexity or volume of the risk register, as it may add more information or data to the risk register.

Validating the risk appetite level is not the best way, as it may not address the issue of the overwhelming risk scenarios. Risk appetite is the amount and type of risk that the organization is willing to accept or pursue in order to achieve its objectives7. Validating the risk appetite levelcan help to ensure that the risk register is consistent and proportional to the risk level, and that the risk responses are suitable and feasible. However, it may not reduce the complexity or volume of the risk register, as it may require more information or data to validate the risk appetite level.

Conducting a risk assessment is not the best way, as it may not address the issue of the existing risk scenarios. Risk assessment is the process of estimating the probability and impact of the risks, and prioritizing the risks based on their significance and urgency. Conducting a risk assessment can help to identify and analyze new or emerging risks, and to update or revise the risk register accordingly. However, it may not reduce the complexity or volume of the risk register, as it may introduce more information or data to the risk register.

References =

Risk Register - CIO Wiki

Risk Prioritization - CIO Wiki

Risk Prioritization: A Guide for Project Managers - ProjectManager.com

Risk Prioritization: How to Prioritize Risks in Project Management - Clarizen

Risk Prioritization: A Key Step in Risk Management - ISACA

Residual Risk - CIO Wiki

Risk Appetite - CIO Wiki

[Risk Assessment - CIO Wiki]

Requesting a formal risk acceptance sign-off is the most likely scenario when the residual risk in excess of the risk appetite cannot be mitigated, because it indicates that the organization is willing to tolerate a higher level of risk than it normally would, and that the risk owner has the authority and accountability to accept the risk and its consequences. Risk acceptance is a risk response strategy that involves acknowledging the existence ofa risk and deciding not to take any action to reduce it. Risk acceptance is usually chosen when the cost or effort of mitigating therisk outweighs the potential benefits, or when no feasible mitigation options are available. Residual risk is the risk that remains after applying controls or mitigating factors. Risk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. Inherent risk, cancellation of an initiative, change of risk appetite, and constant residual risk are all possible scenarios that may affect the risk management process, but they are not the most likely to cause a risk practitioner to request a formal risk acceptance sign-off, as they do not necessarily involve a risk owner accepting a higher level of risk than the organization’s risk appetite. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.4.2, page 103

End user acceptance testing is a process that verifies that a system or service meets the requirements and expectations of the end users, who are the actual or potential customers or beneficiaries of the system or service. End user acceptance testing is the final stage of testing before the system or service is deployed or released to the production environment. The results of end user acceptance testing are the most important consideration for a risk practitioner when making a system implementation go-live recommendation, as they indicate the quality, functionality, usability, and reliability of the system or service from the end user perspective. The results of end user acceptance testing can help to identify and resolve any defects, errors, or issues that may affect the performance, satisfaction, or acceptance of the system or service by the end users. The results of end user acceptance testing can also help to evaluate the benefits, value, and risks of the system or service for the end users and the organization. The other options are not the most important consideration for a risk practitioner when making a system implementation go-live recommendation, although they may be relevant and useful. The completeness of system documentation is a factor that affects the maintainability, supportability, and auditability of the system or service, but it does not measure the end user experience or satisfaction. The variances between planned and actual cost is a measure of the efficiency and budget management of the system or service development or implementation, but it does not reflect the end user needs or expectations. The availability of in-house resources is a resource that supports the system or service delivery and operation, but it does not ensure the end user acceptance or approval. References = CRISC Review Manual, pages 180-1811; CRISC Review Questions, Answers & Explanations Manual, page 87

An effective risk management program is a systematic and consistent process of identifying, analyzing, evaluating, treating, monitoring, and communicating risks that may affect the achievement of the organization’s objectives12.

The best indication of an effective risk management program is that the residual risk, which is the risk remaining after risk treatment, is within the organizational risk appetite, which is the amount and type of risk that the organization is willing to accept in pursuit of its objectives12.

This indicates that the organization has successfully implemented appropriate risk responses that align with its risk strategy and criteria, and that the organization is able to balance the potential benefits and costs of taking risks12.

The other options are not the best indication, but rather components or outcomes of an effective risk management program. For example:

Risk action plans are approved by senior management is an outcome of an effective risk management program that demonstrates the commitment and accountability of the leadership for risk management12.

Mitigating controls are designed and implemented is a component of an effective risk management program that involves reducing the likelihood or impact of a risk event12.

Risk is recorded and tracked in the risk register is a component of an effective risk management program that involves documenting and updating the risk information and status12. References =

1: Risk IT Framework, ISACA, 2009

2: IT Risk Management Framework, University of Toronto, 2017

The most effective method for uniquely identifying the originator of electronic transactions is a digital signature. A digital signature is a cryptographic technique that uses a pair of keys, one public and one private, to authenticate the identity and integrity of the sender and the message. A digital signature is created by applying the sender’s private key to a hash of the message, and is verified by applying the sender’s public key to the signature and comparing it with the hash ofthe message. A digital signature ensures that the sender cannot deny sending the message (non-repudiation), and that the message has not been altered or tampered with during transmission (data integrity). References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.2.3, page 1301

Risk appetite is the broad-based amount of risk that an organization is willing to accept in its activities. Risk appetite reflects the level of risk that the organization is prepared to take to achieve its strategic goals, and provides guidance and boundaries for the risk management activities and decisions. The best way to balance the costs and benefits of managing IT risk is to prioritize and address risk in line with risk appetite, which means that the organization should identify, assess, treat, monitor, and communicate the risks that are within or exceed the risk appetite, and allocate the resources and efforts accordingly. By doing so, the organization can optimize its risk-return trade-off, align its risk exposure with its strategic objectives, and enhance its risk culture and performance. References = 5

Data anonymization is the most important control to ensure the privacy of customer information when participating in an industry benchmarking study that involves providing customer transaction records for analysis. Data anonymization is the process of removing or modifying personally identifiable information (PII) from data sets, such as names, addresses, phone numbers, email addresses, etc., so that the data cannot be traced back to specific individuals.Data anonymization protects the confidentiality and privacy of customers, while still allowing for meaningful analysis and comparison of data. Nondisclosure agreements (NDAs), data cleansing, and data encryption are also useful controls, but they do not eliminate the risk of data breaches or unauthorized access to PII. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.3.1, page 3-21.

Automation of control monitoring is the application of technology to allow continuous or high-frequency, automated monitoring of controls to validate the effectiveness of controls designed to mitigate risk1.

Automation of control monitoring can provide benefits such as increased test coverage, improved timeliness, reduced risk velocity, greater visibility, improved consistency, and the ability to identify trends23.

However, automation of control monitoring also involves costs such as the acquisition, implementation, maintenance, and updating of the technology, as well as the training and support of the staff who use it45.

Therefore, the primary consideration when assessing the automation of control monitoring is the cost-benefit analysis of automation, which compares the expected benefits and costs of automation and determines whether the benefits outweigh the costs or vice versa45.

The other options are not the primary consideration, but rather secondary or tertiary factors that may influence the decision to automate or not. For example, the impact due to failure of controland the frequency of failure of control are aspects of the risk assessment that may indicatethe need for automation, but they do not provide the basis for evaluating the feasibility and desirability of automation45. Similarly, the contingency plan for residual risk is a component of the risk response that may include automation as a risk mitigation strategy, but it does not measure the effectiveness and efficiency of automation45. References =

2: A Practical Approach to Continuous Control Monitoring, ISACA Journal, Volume 2, 2015

3: Continuous Controls Monitoring: The Next Generation Of Controls Testing, Forbes Technology Council, June 2, 2022

1: Making Continuous Controls Monitoring Work for Everyone, ISACA Now Blog, June 13, 2022

4: Controls Automation - Monitoring vs. Operation - Part 3, Turnkey Consulting, July 29, 2021

5: What’s Continuous Control Monitoring and Why Is It Important?, MetricStream Blog, October 15, 2019

The primary reason an organization should include background checks on roles with elevated access to production as part of its hiring process is to reduce internal threats. Internal threats are the risks that originate from within the organization, such as employees, contractors, or partners. Roles with elevated access to production have the privilege and ability to access, modify, or delete sensitive or critical data and systems. If these roles are assigned to individuals who have malicious intent, criminal records, or conflicts of interest, they may pose a significant threat to the organization’s security, integrity, and availability. By conducting background checks, the organization can verify the identity, credentials, and history of the candidates, and prevent or minimize the possibility of hiring untrustworthy or unsuitable individuals. The other options are not as important as reducing internal threats, as they are related to the outcomes, impacts, or requirements of the roles with elevated access to production, not the reasons for conducting background checks. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Response, Section 3.3: IT Risk Response Implementation, page 145.

 Involving business management in evaluating and managing risk is beneficial, as it enables management to have a comprehensive and holistic view of the risk environment and its impact on the organization’s objectives and strategy. By participating in the risk management process, management can make better-informed business decisions, as they can consider the risk factors and implications of their choices, and align their decisions with the organization’s risk appetite and tolerance. Involving business management in evaluating and managing risk can also enhance the risk culture and governance of the organization, and foster a proactive and collaborative approach to risk management. References = Most Asked CRISC Exam Questions and Answers. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 253. ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 253. CRISC by Isaca Actual Free Exam Q&As, Question 9.

 Building Key Risk Indicators (KRIs):

KRIs are metrics used to provide an early signal of increasing risk exposure in various areas of an organization.

 Importance of Representative Data Sets:

To ensure KRIs are accurate and meaningful, it is critical that the data used is representative of the entire population or relevant subset of activities being monitored.

Representative data ensures that the KRIs reflect the true state of risk and are not biased or incomplete.

 Impact on KRIs:

Using representative data sets improves the reliability and validity of KRIs, enabling better risk detection and management.

It ensures that the KRIs provide a realistic view of potential risk trends and patterns.

 Comparing Other Data Sources:

Business Process Owners:While they provide valuable insights, data from them alone may not be representative.

Industry Benchmark Data:Useful for comparisons but not specific to the organization’s unique context.

Data Automation Systems:Helpful for efficiency but must ensure the data is representative.

 References:

The CRISC Review Manual emphasizes the importance of using representative data to build effective KRIs (CRISC Review Manual, Chapter 3: Risk Response and Mitigation, Section 3.11 Data Collection Aggregation Analysis and Validation) ​​.

The most important outcome of reviewing the risk management process is assuring that the risk profile supports the IT objectives, because this ensures that the organization is managing its IT-related risks in alignment with its business goals and priorities. The risk profile is a summary of the key risks that the organization faces, their likelihood, impact, and response strategies. The IT objectives are the specific and measurable outcomes that the organization expects to achieve from its IT investments and activities. Byreviewing the risk management process, the organization can evaluate whether the risk profile is accurate, complete, and up-to-date, and whether the risk responses are effective, efficient, and consistent with the IT objectives. The review can also identify any gaps, issues, or opportunities for improvement in the risk management process, and provide recommendations for enhancing the process and its outcomes. The review can also help to communicate and report the value and performance of the risk management process to the senior management, the board of directors, and other stakeholders. References = Risk IT Framework, ISACA, 2022, p. 17

According to the CRISC Review Manual (Digital Version), threat analysis would be the most helpful when estimating the likelihood of negative events, as it involves identifying and evaluating the sources and causes of potential harm or loss to the IT assets and processes. Threat analysis helps to:

Determine the frequency and probability of occurrence of different types of threats, such as natural disasters, human errors, malicious attacks, system failures, etc.

Assess the impact and severity of the threats on the confidentiality, integrity and availability of the IT assets and processes

Prioritize the threats based on their likelihood and impact

Develop appropriate risk response strategies to prevent, mitigate, transfer or accept the threats

References = CRISC Review Manual (Digital Version), Chapter 1: IT Risk Identification, Section 1.5: IT Risk Identification Methods and Techniques, pp. 35-361

An intrusion detection system (IDS) is a network security tool that monitors and analyzes network traffic for signs of malicious or suspicious activity, such as unauthorized access, data exfiltration, malware infection, or denial-of-service attack. An IDS can detect and alert the organization to potential threats based on predefined rules or signatures, or based on anomalies or deviations from normal network behavior. An IDS can also generate logs that record the details of the network events and incidents, such as the source, destination, content, and context of the network traffic. By analyzing the IDS logs, the organization can identify and validate the suspicious network activity, and determine its scope, impact, and root cause. The organization can also use the IDS logs to support the incident response and remediation process, and to improve the network security and resilience. The other options are less effective ways to ensure that suspicious network activity is identified. Analyzing server logs can provide some information about the network activity, but it may not be sufficient or timely to detect and validate the suspicious or malicious activity, as server logs only capture the events or activities that occur on the server, and not on the entire network. Using a third-party monitoring provider can help to outsource the network monitoring and analysis function, but it may not be the best option, as it may introduce additional risks, such as data privacy, vendor reliability, or service quality issues. Coordinating events with appropriate agencies can help to share information and resources with other organizations or authorities, such as law enforcement, regulators, or industry peers, but it may not be the best option, as it may depend on the availability andcooperation of theagencies, and it may not be feasible or desirable to disclose the network activity to external parties. References = Monitoring for Suspicious Network Activity: Key Tips to Secure Your Network 1

A security incident handling process is a set of procedures and activities that aim to identify, analyze, contain, eradicate, recover from, and learn from security incidents that affect the confidentiality, integrity, or availability of information assets12.

The maturity of a security incident handling process is the degree to which the process is defined, managed, measured, controlled, and improved, and the extent to which it meets the organization’s objectives and expectations34.

The best key performance indicator (KPI) to measure the maturity of a security incident handling process is the number of recurring security incidents, which is the frequency or rate of security incidents that are repeated or reoccur after being resolved or closed56.

The number of recurring security incidents is the best KPI because it reflects the effectiveness and efficiency of the security incident handling process, and the ability of the process to prevent or reduce the recurrence of security incidents through root cause analysis, corrective actions, and continuous improvement56.

The number of recurring security incidents is also the best KPI because it is directly related to the organization’s objectives and expectations, such as minimizing the impact and cost of security incidents, enhancing the security posture and resilience of the organization, and complying with the relevant standards and regulations56.

The other options are not the best KPIs, but rather possible metrics that may support or complement the measurement of the maturity of the security incident handling process. For example:

The number of security incidents escalated to senior management is a metric that indicates the severity or complexity of security incidents, and the involvement or awareness of the seniormanagement in the security incident handling process56. However, this metric doesnot measure the effectiveness or efficiency of the process, or the ability of the process to prevent or reduce security incidents56.

The number of resolved security incidents is a metric that indicates the output or outcome of the security incident handling process, and the performance or productivity of the security incident handling team56. However, this metric does not measure the quality or sustainability of the resolution, or the ability of the process to prevent or reduce security incidents56.

The number of newly identified security incidents is a metric that indicates the input or demand of the security incident handling process, and the capability or capacity of the security incident detection and identification mechanisms56. However, this metric does not measure the effectiveness or efficiency of the process, or the ability of the process to prevent or reduce security incidents56. References =

1: Computer Security Incident Handling Guide, NIST Special Publication 800-61, Revision 2, August 2012

2: ISO/IEC 27035:2016 Information technology — Security techniques — Information security incident management

3: Capability Maturity Model Integration (CMMI) for Services, Version 1.3, November 2010

4: COBIT 2019 Framework: Introduction and Methodology, ISACA, 2018

5: KPIs for Security Operations & Incident Response, SecurityScorecard Blog, June 7, 2021

6: Key Performance Indicators (KPIs) for Security Operations and Incident Response, DFLabs White Paper, 2018

According to the CRISC Review Manual (Digital Version), key risk indicator (KRI) thresholds are the most likely elements of a risk register to change as a result of change in management’s risk appetite, as they reflect the acceptable levels of risk exposure for the organization. KRIthresholds are the values or ranges that trigger an alert or a response when the actual KRI values deviate from the expected or desired values. KRI thresholds help to:

Monitor and measure the current risk levels and performance of the IT assets and processes

Identify and report any risk issues or incidents that may require attention or action

Evaluate the effectiveness and efficiency of the risk response actions and controls

Align the risk management activities and decisions with the organization’s risk appetite and risk tolerance

If the management’s risk appetite changes, the KRI thresholds may need to be adjusted accordingly to ensure that the risk register reflects the current risk preferences and expectations of the organization.

References = CRISC Review Manual (Digital Version), Chapter 4: IT Risk Monitoring and Reporting, Section 4.1: IT Risk Monitoring, pp. 217-2181

 A change in the risk profile would be the most important information to communicate to stakeholders after an annual risk assessment is completed, as it indicates how the risk landscape of the organization has changed over time, and how it affects the achievement of the business goals and objectives. A decrease in threats, an increase in reported vulnerabilities, and an increase in identified risk scenarios are also important information, but they are not the most important, as they are specific aspects of the risk profile, and do not provide a holistic view of the risk exposure and appetite of the organization. References = CRISC Review Manual, 7th Edition, page 109.

Control Self-Assessments (CSAs)provide an efficient way for process owners and staff to assess control effectiveness continuously. ISACA recognizes CSAs as a proactive approach that encourages accountability and early detection of control weaknesses, reducing the need for frequent external testing.

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The greatest challenge for a risk practitioner during a merger of two organizations is the variances between organizational risk appetites, as they may indicate a significant difference in the risk culture, strategy, and objectives of the two organizations, and may require a complex and lengthy process of alignment and integration. Different taxonomies to categorize risk scenarios, disparate platforms for governance, risk, and compliance (GRC) systems, and dissimilar organizational risk acceptance protocols are not the greatest challenges, as they are more related to the technical, operational, or procedural aspects of risk management, rather than the strategicor cultural aspects of risk management. References = CRISC Review Manual, 7th Edition, page 109.

Upon identification of an indicator of compromise (IoC) associated with an APT actor, the risk practitioner's best course of action is to assess the adequacy of existing security controls. This involves evaluating whether current defenses are sufficient to detect, prevent, and respond tosuch sophisticated threats. Ensuring control effectiveness is vital to mitigating the risk posed by APTs.CISA

Read rights: The permission to view or access the content of a file or a folder1.

Application files: The files that contain the code, data, or resources of an application or a program2.

Controlled server environment: A server environment that is managed and secured by a set of policies, procedures, and tools3.

Business process owner: The person who is responsible for the design, execution, and performance of a business process.

Read rights to application files in a controlled server environment should be approved by the business process owner. The business process owner is the person who has the authority and accountability for the business process that uses or depends on the application files. The businessprocess owner should approve the read rights to application files in a controlled server environment to:

Ensure that the read rights are aligned with the business needs and objectives

Prevent unauthorized or unnecessary access to the application files

Protect the confidentiality, integrity, and availability of the application files

Comply with the relevant laws and regulations that govern the access to the application files

The other options are not the best choices for approving the read rights to application files in a controlled server environment, because they do not have the same level of authority, responsibility, or knowledge as the business process owner. The database administrator, who is the person who manages and maintains the database systems and data, may have the technical skills and access to grant the read rights to application files, but they may not have the business insight or approval to do so. The chief information officer, who is the person who oversees the IT strategy and operations of the organization, may have the executive power and oversight to approve the read rights to application files, but they may not have the specific or detailed knowledge of the business process or the application files. The systems administrator, who is the person who configures and maintains the server systems and networks, may have the administrative privileges and tools to grant the read rights to application files, but they may not have the business understanding or authorization to do so.

References = Read Permission - an overview | ScienceDirect Topics, What is an Application File? - Definition from Techopedia, What is a Server Environment? - Definition from Techopedia, [Business Process Owner: Definition, Roles, and Responsibilities]

Role-based access controls (RBAC) are a type of preventive control that limit the access and actions of users based on their roles and responsibilities within the organization. RBAC can help to address the risk of malicious outsiders modifying application data by restricting their access to the data and the functions they can perform on it. RBAC can also enforce the principle of least privilege, which means that users only have the minimum level of access required to perform their tasks. RBAC can be implemented through policies, procedures, and technical mechanisms such as access control lists, encryption, and authentication. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.2.1.1, p. 178-179

The most essential factor for an effective change control environment is the separation of development and production environments. This ensures that changes are tested and verified in a controlled environment before being implemented in the live environment, reducing the risk of errors, failures, and unauthorized modifications. Business management approval of change requests, requirement of an implementation rollback plan, and IT management review of implemented changes are important elements of change control, but they are not as essential as the separation of environments. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.2.1.2, page 123.

Independent Assessment:

Objective Evaluation: An assessment by a qualified independent party ensures that the evaluation of the new controls is unbiased and thorough. It provides a credible verification of the control's effectiveness.

Expertise and Standards: Independent assessors bring specialized expertise and follow established standards and best practices, ensuring a comprehensive review of the control implementation.

Validation and Assurance: This assessment provides assurance to stakeholders that the controls are functioning as intended and meet the required security and operational standards.

Comparison with Other Options:

Post-Implementation Review by Key Personnel: While valuable, this review may lack the objectivity and thoroughness of an independent assessment.

Senior Management Sign-Off: Sign-off from senior management is important but does not provide the detailed validation of control effectiveness that an independent assessment offers.

Daily Operation of Robots without Human Interference: This indicates operational stability but does not verify that all controls are functioning as intended.

Best Practices:

Regular Independent Assessments: Schedule regular independent assessments to continuously validate the effectiveness of controls.

Comprehensive Reporting: Ensure that the independent assessment includes comprehensive reporting on findings and recommendations for improvement.

Follow-Up Actions: Implement any recommended actions from the assessment to address identified gaps or weaknesses in the controls.

 The most concerning issue found during the review of a newly created disaster recovery plan (DRP) is that some critical business applications are not included in the plan. This means that the DRP is incomplete and does not cover all the essential IT systems and services that support the business continuity. This could result in significant losses and damages in the event of a disaster. The other issues are not as critical, as they can be addressed by ensuring proper contracts, standards, and approvals are in place for the outsourced activities, the framework, and the CISO. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Response, Section 3.3: IT Risk Response Implementation, page 145.

The primary responsibility of senior management in risk management is to prioritize the risk scenarios based on severity. Risk scenarios are hypothetical events or situations that could affect the achievement of the objectives. Risk severity is a measure of the overall level of risk, based on the combination of the probability and impact of the risk scenario. Prioritizing the risk scenarios based on severity is the primary responsibility of senior management, because it helps to allocate the resources and actions to the most critical and urgent risks, and to align the risk management process with the organizational strategy and risk appetite. Senior management also has the authority and accountability to make the final decisions and approve the risk response plans for the prioritized risks. The other options are not the primary responsibility of senior management, although they may be involved or consulted in these activities. Bottom-up identification of emerging risks is a process of identifying and reporting the new or changing risks that may arise from the operational or tactical level of the organization. This is usually the responsibility of the risk owners or the risk practitioners, who have the knowledge and experience of the specific functions and processes. Categorization of risk scenarios against a standard taxonomy is a process of classifying and organizing the risk scenarios into predefined categories or groups, based on their nature, source, or impact. This is usually the responsibility of the risk analysts or the risk coordinators, who have the skills and tools to perform the risk analysis and assessment. Review of external loss data is a process of collecting and analyzing the data and information on the losses or incidents that occurred in other organizations or industries, due to similar or related risks. This is usually the responsibility of the risk researchers or the risk consultants, who have the access and expertise to obtain and interpret the external data and information. References = The Role of Executive Management in ERM - Corporate Compliance Insights, Guidelines on Risk Management Practices – Board and Senior Management, Risk Manager Job Description [+2023 TEMPLATE] - Workable

When moving critical assets to the cloud, the most important KPI to include in the SLA is the percentage of standard supplier uptime, which measures the availability and reliability of the cloud service provider. This KPI indicates how often the cloud service is operational and accessible, and how well it meets the agreed service level objectives. A high percentage of standard supplier uptime means that the cloud service provider can deliver the expected performance and functionality of the critical assets, and minimize the risk of service disruptions, downtime, or data loss. The percentage of standard supplier uptime should be aligned with the organization’s business continuity and disaster recovery requirements, and should be monitored and reported regularly by the cloud service provider. The SLA should also specify the compensation or remediation actions in case of any breach of the agreed percentage of standard supplier uptime.

A control is a measure or action that is implemented to reduce the likelihood or impact of a risk event, or to enhance the benefits or opportunities of a risk event. A control owner is a person who is assigned the responsibility and authority for the design, implementation, operation, and maintenance of a control. A risk register is a tool that records and tracks the information about the identified risks, such as the risk description, category, owner, probability, impact, response strategy, status, and action plan. When an information security audit identified a risk resulting from the failure of an automated control, the person who is responsible for ensuring the risk register is updated accordingly is the control owner. The control owner should update the risk register with the information about the failed control, such as the cause, consequence, status, and action plan. The control owner should also monitor the performance and compliance of the control, and recommend any improvements or adjustments as needed.

Key risk indicators (KRIs) are metrics or measures that provide information on the current or potential exposure and performance of an organization in relation to specific risks. KRIs can help to monitor and track the changes or trends in the risk level and the risk response over time, identify and alert the risk issues or events that require attention or action, evaluate and report the effectiveness and efficiency of the risk management processes and practices, and support and inform the risk decision making and improvement1.

The best way to enable the identification of trends in risk levels is to ensure that the correlation between risk levels and KRIs is positive, because it means that the KRIs are aligned with andreflective of the risk levels, and that they can capture and indicate the variations or movements in the risk levels accurately and reliably. A positive correlation between risk levels and KRIs can be achieved by:

Selecting and defining the KRIs that are relevant and appropriate for the specific risks that the organization faces, and that are consistent and comparable across different domains and contexts

Collecting and analyzing the data and information that are reliable and sufficient for the KRIs, and that are sourced from various methods and sources, such as risk assessments, audits, monitoring, alerts, or incidents

Applying and using the tools and techniques that are suitable and feasible for the KRIs, such as risk matrices, risk registers, risk indicators, or risk models

Reviewing and updating the KRIs periodically or as needed, and ensuring that they reflect the current or accurate risk levels, which may change over time or due to external factors23

The other options are not the best ways to enable the identification of trends in risk levels, but rather some of the factors or aspects of KRIs. Measurements for KRIs are repeatable is a factor that can enhance the reliability and validity of the KRIs, as it means that the KRIs can produce the same or similar results under the same or similar conditions. However, repeatability does not necessarily imply accuracy or sensitivity, and it may not capture or reflect the changes or trends in the risk levels. Quantitative measurements are used for KRIs is an aspect that can improve the objectivity and precision of the KRIs, as it means that the KRIs are expressed in numerical or measurable values, such as percentages, probabilities, or monetary amounts. However, quantitative measurements may not be suitable or feasible for all types of risks or KRIs, and they may not capture or reflect the complexity or uncertainty of the risk levels. Qualitative definitions for KRIs are used is an aspect that can enhance the understanding and communication of the KRIs, as it means that the KRIs are expressed in descriptive or subjective terms, such as high, medium, or low, based on criteria such as likelihood, impact, or severity. However, qualitative definitions may not be consistent or comparable across different risks or KRIs, and they may not capture or reflect the magnitude or variation of the risk levels. References =

Key Risk Indicators: What They Are and How to Use Them

Key Risk Indicators: A Practical Guide | SafetyCulture

Key Risk Indicators: Types and Examples

[CRISC Review Manual, 7th Edition]

 A control is a measure or action that is implemented to reduce the likelihood or impact of a risk event, or to enhance the benefits or opportunities of a risk event. A control owner is a person who is assigned the responsibility and authority for the design, implementation, operation, and maintenance of a control. The most appropriate person to be assigned ownership of a control is the individual accountable for monitoring control effectiveness, which is the process of measuring and evaluating the performance and compliance of the control. By assigning the control ownership to the individual accountable for monitoring control effectiveness, the organization can ensure that the control is aligned with the risk objectives, operates as intended, and delivers the expected results. References = 4

According to the ISACA CRISC Review Manual, an enterprise risk management (ERM) process is a holistic approach to identifying, analyzing, responding to, and monitoring all types of risk that affect the achievement of the enterprise’s objectives. The ERM process should consider all types of risk, including strategic, operational, financial, compliance, and reputational risks. Among these, strategic risks are the most important, as they have the potential to affect the enterprise’s mission, vision, and goals. Therefore, risk with strategic impact should be includedin the ERM process. References = ISACA CRISC Review Manual, 7th Edition, Chapter 1, Section 1.2.1, page 17.

The risk practitioner’s first course of action when an assessment of information security controls has identified ineffective controls should be A. Determine whether the impact is outside the risk appetite1

According to the CRISC Review Manual, risk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. Risk appetite reflects the organization’s risk culture, strategy, and values2

When an assessment of information security controls has identified ineffective controls, it means that the controls are not providing the expected level of protection or assurance for the information assets or processes. This may result in increased exposure or vulnerability to threats, or reduced ability to achieve objectives. Therefore, the risk practitioner should first determine whether the impact of the ineffective controls is outside the risk appetite, as this would indicate the need for urgent action or escalation3

The other options are not the first course of action when an assessment of information security controls has identified ineffective controls, because:

•B. Requesting a formal acceptance of risk from senior management may be appropriate if the impact of the ineffective controls is within the risk appetite, and the organization decides to accept the risk as it is. However, this should not be the first course of action, as it may not address the root cause of the ineffective controls, or the potential consequences or opportunities for improvement4

•C. Reporting the ineffective control for inclusion in the next audit report may be part of the risk communication and reporting process, but it should not be the first course of action, as it may delay the resolution or mitigation of the issue, or the implementation of corrective actions. Moreover, the next audit report may not be timely or relevant for the decision-makers or stakeholders who need to be informed of the ineffective controls5

•D. Deploying a compensating control to address the identified deficiencies may be a possible risk response option, but it should not be the first course of action, as it may require further analysis, evaluation, and approval. Moreover, deploying a compensating control may not be the most effective or efficient solution, as it may introduce additional complexity, cost, or risk.

1: CRISC Review Questions, Answers & Explanations Database, Question ID: 100003 2: CRISC Review Manual, 7th Edition, page 28 3: CRISC Review Manual, 7th Edition, page 223 4: CRISC Review Manual, 7th Edition, page 224 5: CRISC Review Manual, 7th Edition, page 225 : CRISC Review Manual, 7th Edition, page 226

The second line of defense is a group of functions that provide oversight, guidance, and monitoring of the risk management activities of the first line of defense. The second line of defense includes risk management, compliance, and internal control departments. Their key responsibility is to monitor the effectiveness of the control activities implemented by the first line of defense, and to report any issues or gaps to senior management and the board. The second line of defense also supports the first line of defense by providing frameworks, policies, tools,and techniques to identify, measure, and manage risks. The other options are not the key responsibility of the second line of defense, as explained below:

A. Implementing control activities is the responsibility of the first line of defense, which consists of the business units and process owners that own and manage the risks associated with their daily operations.

C. Conducting control self-assessments is a technique used by the first line of defense to evaluate the design and operation of their own controls, and to identify and report any deficiencies or improvement opportunities.

D. Owning risk scenarios is the responsibility of the first line of defense, which is accountable for the risks inherent in their business activities, and for developing and executing risk response strategies. References = Modernizing The Three Lines of Defense Model | Deloitte US, The second line of defence: fit for purpose, not an uncomfortable fit | Knowledge | Linklaters, COSO’s Take on the Three Lines of Defense | ERM - Enterprise Risk Management, Three Lines of Defense | Risk Management - Schneider Downs CPAs, What is the Three Lines of Defense Approach to Risk Management?

Business impact analysis (BIA) is the most useful analysis for prioritizing risk scenarios associated with loss of IT assets, because it evaluates the potential consequences of disruption tocritical business functions and processes. BIA helps to identify the most significant risks and the most urgent recovery needs. SWOT analysis, cost-benefit analysis, and root cause analysis are all useful tools for different purposes, but they do not directly address the impact of risk scenarios on business continuity and resilience. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.2.1, page 143

 The best key performance indicator (KPI) to measure the effectiveness of a disaster recovery test of critical business processes is the percentage of processes recovered within the recovery time and point objectives. Recovery time objective (RTO) is the maximum acceptable time period within which a business process or an IT service must be restored after a disruption. Recovery point objective (RPO) is the maximum acceptable amount of data loss measured in time before the disruption. The percentage of processes recovered within the RTO and RPO indicates how well the disaster recovery test meets the business continuity and recoveryrequirements and expectations, and how effectively the disaster recovery plan and procedures are executed. The percentage of processes recovered within the RTO and RPO canalso help to identify the gaps, weaknesses, and opportunities for improvement in the disaster recovery capabilities. Percentage of job failures identified and resolved during the recovery process, number of current test plans and procedures, and number of issues and action items resolved during the recovery test are not as good as the percentage of processes recovered within the RTO and RPO, as they do not directly measure the achievement of the recovery objectives, and may not reflect the actual impact and performance of the disaster recovery test. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 130.

The most important action for the risk practitioner to take when a risk assessment has identified increased losses associated with an IT risk scenario is to update the risk rating. A risk rating is a measure of the overall level of risk, based on the combination of the probability and impact of the risk scenario. A risk rating helps to prioritize the risks, communicate the risk exposure, and monitor the risk response. Updating the risk rating is the most important action, because it reflects the current state and magnitude of the risk, and it triggers the review and revision of the risk response plan, if needed. Updating the risk rating also ensures that the risk register and the risk profile are accurate and complete, and that the risk management process is consistent and effective. The other options are not the most important action, although they may be related or subsequent steps in the risk management process. Reevaluating inherent risk is a part of the risk analysis process, which estimates the probability and impact of the risk scenario before considering the existing controls. Reevaluating inherent risk can help to identify the root causes and drivers of the risk, and to assess the effectiveness and efficiency of the controls, but it does not change the overall level of risk or the risk response plan. Developing new risk scenarios is a part of the risk identification process, which identifies and describes the potential events or situations that could affect the achievement of the objectives. Developing new risk scenarios can help to expand the scope and coverage of the risk management process, and to address the emerging or changing risks, but it does not update the existing risk scenarios or the risk response plan. Implementing additional controls is a part of the risk response process, which selects and executes the appropriate actions to reduce, avoid, share, or exploit the risk. Implementing additional controls can help to mitigate the risk and achieve the desired risk level, but it is not the first or the only option, as it depends on the risk appetite, tolerance, and capacity of the organization, and the cost-benefit analysis of the controls. References = Risk Register Template and Examples | Prioritize and Manage Risk, How to Write Strong Risk Scenarios and Statements - ISACA, IT Risk Resources | ISACA

The best answer is C. real-time monitoring of risk events and control exceptions. Real-time monitoring is a process of continuously collecting and analyzing data and information on the occurrence and impact of risk events and control exceptions, using automated tools and techniques, such as dashboards, alerts, or analytics12. Real-time monitoring can help to identify and respond to the risks and the issues as soon as they happen, and to prevent or mitigate the potential consequences. Real-time monitoring can also help to improve the efficiency and effectiveness of the risk management process, and to provide timely and accurate reporting and communication to the stakeholders. Real-time monitoring is the best answer, because itrepresents a leading-edge practice in risk monitoring, as it leverages the latest technology and innovation, and it enables a proactive and agile approach to risk management. The other options are not the best answer, although they may be useful or necessary for risk monitoring. Procedures to monitor the operation of controls are a part of the risk monitoring process, but they are not the same as or a substitute for real-time monitoring, as they may not be able to capture and address the risks and the issues in a timely manner, and they may rely on manual or periodic methods, rather than automated or continuous ones. A tool for monitoring critical activities and controls is a resource or a device that supports the risk monitoring process, but it is not the same as or a substitute for real-time monitoring, as it may not be able to collect and analyze the data and information in real time, and it may depend on the quality and reliability of the tool. Monitoring activities for all critical assets is a scope or a coverage of the risk monitoring process, but it is not the same as or a substitute for real-time monitoring, as it may not be able to identify and respond to the risks and the issues as soon as they happen, and it may require a lot of resources and efforts. Performing a controls assessment is a process of evaluating and testing the design and operation of the controls, but it is not the same as or a substitute for real-time monitoring, as it may not be able to detect and report the risks and the issues in real time, and it may follow a predefined or scheduled plan, ratherthan a dynamic or adaptive one. References = Real-Time Risk Monitoring - ISACA, Real-Time Risk Monitoring: A Case Study - ISACA

The risk practitioner shouldfirst review the methodology of the BIAbecause the BIA identifies critical processes and the impacts of disruptions. This ensures that any identified risks are grounded in reliable, updated business impact data.

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Capacity management is crucial when transitioning employees to remote work during a crisis. It involves ensuring that the IT infrastructure can handle increased loads and that resources are available to support remote operations effectively.

When determining an appropriate risk assessment approach, the most important factor to understand is the value of information assets. This is because the value of information assets determines the potential impact of risks and the level of protection required. The value of information assets can be assessed based on their confidentiality, integrity, availability, and relevance to the business objectives and processes. A risk assessment approach should be aligned with the value of information assets and the risk appetite of the organization. The other options are not the most important factors to understand when determining a risk assessment approach, although they may influence the choice of methods and tools. The complexity of the IT infrastructure may affect the scope and depth of the risk assessment, but it does not indicate the level of risk or the priority of risk management. The management culture may affect the risk tolerance and the risk communication, but it does not reflect the value of information assets or the risk exposure. The threats and vulnerabilities may affect the likelihood and severity of risks, but they do not measure the value of information assets or the risk acceptance. References = CRISC Review Manual, pages 38-391; CRISC Review Questions, Answers & Explanations Manual, page 582

According to the CRISC Review Manual1, authorizing user access requests is the process of granting or denying access to IT resources based on the user’s role, responsibilities, and business needs. Authorizing user access requests is a key control accountability that should be retained within the organization, as it helps to ensure that the principle of least privilege is applied, and that the access rights are aligned with the organization’s policies, standards, and risk appetite. Authorizing user access requests also helps to prevent unauthorized access, data leakage, fraud, and other potential risks associated with user access provisioning and termination. Therefore, the best control accountability to retain within the organizationwhen a third-party vendor offers to perform user access provisioning and termination is authorizing user access requests. References = CRISC Review Manual1, page 240.

 It is most important for a risk practitioner to have an awareness of an organization’s processes in order to identify potential sources of risk, as this enables the risk practitioner to understand the objectives, activities, resources, dependencies, and outputs of the processes, and how they may be affected by internal or external factors that create uncertainty or variability. Identifying potential sources of risk is the first step in the risk identification process, which aims to find, recognize, and describe the risks that could affect the achievement of the organization’s goals. The other options are not the most important reasons for a risk practitioner to have an awareness of an organization’s processes, although they may be related or beneficial aspects of it. Performing a business impact analysis is a part of the risk analysis process, which aims to understand the nature and extent of the risks and their consequences on the organization’s objectives and functions. Establishing risk guidelines is a part of the risk governance process, which aims to define and communicate the risk management principles, policies, and roles across the organization. Understanding control design is a part of the risk response process, which aims to select and implement the appropriate actions to modify the risk level or achieve the risk objectives. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Identification, page 47.

The factor that primarily influences an organization’s capability to implement a risk management framework is the maturity of its risk culture, as it reflects the degree of awareness, understanding, and commitment of the organization’s stakeholders towards the risk management objectives, values, and practices, and affects the adoption and integration of the risk management framework across the organization. The other options are not the primary factors, as they are more related to the guidance, competence, or approval of the risk management framework, respectively, rather than the influence of the risk management framework. References = CRISC Review Manual, 7th Edition, page 99.

Using an entry in the risk register to track the aggregate risk associated with server failure provides a comprehensive view of the impact should the servers simultaneously fail, as it considers the combined effect of the server failure on the enterprise’s objectives and operations. The risk register is a document that records and tracks the identified risks, their likelihood, impact, and mitigation strategies. By aggregating the risk associated with server failure, the risk register can help to estimate the worst-case scenario and to prioritize the risk response accordingly. It provides a cost-benefit analysis on controloptions available for implementation, it provides a view on where controls should be applied to maximize the uptime of servers, and it provides historical information about the impact of individual servers malfunctioning are not the primary benefits of using an entry in the risk register to track the aggregate risk associated with server failure, but rather the possible outcomes or actions of using the risk register. References = CRISC Certified in Risk and Information Systems Control –Question220; ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 220.

A risk practitioner is a person who is responsible for performing risk management activities, such as identifying, analyzing, evaluating, treating, monitoring, and communicating risks. When an organization is implementing a project to automate the purchasing process, including the modification of approval controls, the task that is the responsibility of the risk practitioner is to verify that the existing controls continue to properly mitigate the defined risk. This means thatthe risk practitioner should ensure that the automation and modification of the approval controls do not introduce new risks or change the existing risk profile, and that the controls are still effective and adequate for the purchasing process. The risk practitioner should also monitor the performance and compliance of the controls, and recommend any improvements or adjustments as needed. References = CRISC Review Manual, 7th Edition, page 177.

 The PRIMARY basis for selecting a security control is the ability to mitigate risk, because it is the measure of how well the control can prevent or reduce the occurrence or impact of the risk, and how effectively the control can achieve the desired level of security and protection for the system and the data. The ability to mitigate risk is the most important criterion for selecting a security control, as it directly relates to the purpose and value of the control. The other options are not the primary basis, because:

Option A: To achieve the desired level of maturity is a goal of selecting a security control, but not the primary basis. The desired level of maturity is the state or condition of the security control that reflects its quality, consistency, and reliability, and it should be aligned with the organization’s security objectives and standards. The desired level of maturity is a result of selecting a security control, not a reason for selecting it.

Option B: The materiality of the risk is a factor of selecting a security control, but not the primary basis. The materiality of the risk is the degree or extent of the risk that affects the organization’s performance, reputation, and value, and it should be considered when selecting a security control, but it is not the only or the most important factor. The materiality of the risk is an input to selecting a security control, not an output of selecting it.

Option D: The cost of the control is a constraint of selecting a security control, but not the primary basis. The cost of the control is the amount of resources and expenditure that are required to implement and maintain the control, and it should be balanced with the benefit and effectiveness ofthe control, but it is not the only or the most important constraint. The cost of the control is a limitation of selecting a security control, not a motivation for selecting it. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 211.

The most important consideration when establishing a contingency plan and an alternate processing site for a company that has located its computer center on a moderate earthquake fault is that the alternative site does not reside on the same fault no matter how far the distance apart, as it ensures that the alternative site is not affected by the same earthquake event that may disrupt the primary site, and that the business continuity and recovery objectives can be met. The other options are not the most important considerations, as they are more related to the backup, priority, or readiness of the alternative site, respectively, rather than the location of the alternative site. References = CRISC Review Manual, 7th Edition, page 111.

 A common risk taxonomy is a framework that defines and categorizes the sources, types, and impacts of risks within an organization1. It helps to establish a consistent and shared understanding of risk across the organization, and to facilitate effective risk identification, assessment, reporting, and communication2. A common risk taxonomy also enables comparison and aggregation of risks at different levels and domains, and supports alignment of risk management with business objectives and strategies3. Using key performance indicators (KPIs) and key risk indicators (KRIs) are important for measuring and monitoring risk and performance, but they are not the most important factor when discussing risk within an organization. KPIs and KRIs should be derived from the common risk taxonomy and aligned with theorganization’s riskappetite and tolerance4. Creating a risk communication policy is also important for ensuring that risk information is communicated to the right stakeholders at the right time and in the right format, but it is not the most important factor either. A risk communication policy should be based on the common risk taxonomy and the risk roles and responsibilities within the organization5. References = Risk and Information Systems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.2: Risk Taxonomy, pp. 25-29.

Monitoring the average time to complete tasks and monthly reporting of the findings during the month-end close process aligns with the definition of a Key Performance Indicator (KPI).

Understanding KPIs:

Performance Measurement:KPIs are used to measure how effectively a company is achieving its key business objectives. Monitoring the average time to complete tasks during the month-end close process provides a performance metric.

Tracking Efficiency:By reporting these findings monthly, management can track the efficiency and performance of the system load capabilities.

Specific Measure:

Task Completion Time:The average time to complete tasks is a specific, measurable indicator of performance. It helps in understanding how well the system handles load and identifies areas for improvement.

Continuous Improvement:Regular monitoring and reporting encourage continuous improvement, which is a core aspect of using KPIs.

A risk heat map is a graphical tool that displays the results of a risk analysis in a matrix format, using colors and symbols to indicate the level and priority of the risks. A risk heat map can show the distribution and comparison of the risks based on various criteria, such as likelihood, impact, category, source, etc.

A risk heat map is most commonly used as part of an IT risk analysis to facilitate risk assessment, which is the process of determining the significance and urgency of the risks that may affect the organization’s objectives and operations. Risk assessment involves measuring and comparing the likelihood and impact of various risk scenarios, and prioritizing them based on their magnitude and importance.

A risk heat map can help to facilitate risk assessment by providing a visual and intuitive representation of the risk profile, and highlighting the most critical and relevant risks that need to be addressed or monitored. A risk heat map can also help to communicate and report the riskanalysis results to different stakeholders, and to support the decision making and planning for the risk response and treatment.

The other options are not the most common uses of a risk heat map as part of an IT risk analysis, because they do not address the main purpose and benefit of a risk heat map, which is to facilitate risk assessment.

Risk identification is the process of finding and describing the risks that may affect the organization’s objectives and operations. Risk identification involves defining the risk sources, events, causes, and impacts, and documenting them in a risk register. A risk heat map is not commonly used to facilitate risk identification, because it does not provide the detailed and comprehensive information that is needed to identify and describe the risks, and it may not cover all the relevant or potential risks that may exist or emerge.

Risk treatment is the process of selecting and implementing the appropriate actions or plans to address the risks that have been identified, analyzed, and evaluated. Risk treatment involves choosing one of the following types of risk responses: mitigate, transfer, avoid, or accept. A risk heat map is not commonly used to facilitate risk treatment, because it does not provide the specific and feasible information that is needed to select and implement the risk responses, and it may not reflect the cost-benefit or feasibility analysis of the risk responses.

Risk communication is the process of exchanging and sharing the information and knowledge about the risks and their responses among the relevant stakeholders. Risk communication involves informing, consulting, and involving the stakeholders in the risk management process, and ensuring that they understand and agree on the risk objectives, criteria, and outcomes. A risk heat map is not commonly used to facilitate risk communication, because it does not provide the complete and accurate information that is needed to communicate and share the risks and their responses, and it may not address the different needs, expectations, and perspectives of the stakeholders. References =

ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 19-20, 23-24, 27-28, 31-32, 40-41, 47-48, 54-55, 58-59, 62-63

ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 169

CRISC Practice Quiz and Exam Prep

The primary basis for prioritizing risk responses is the impact of the risk. The impact of the risk is the consequence or effect of the risk on the organization’s objectives or operations, such as financial loss, reputational damage, operational disruption, or legal liability. The impact of therisk is one of the key dimensions of risk analysis, along with the likelihood of the risk. The impact of the risk helps to determine the severity and priority of the risk, and to select the most appropriate and effective risk response. The impact of the risk also helps to evaluate the cost-benefit and trade-off of the risk response, and to measure the residual risk and the risk performance. The other options are not the primary basis for prioritizing risk responses, although they may be considered or influenced by the impact of the risk. The replacement cost of the business asset, the cost of risk mitigation controls, and the classification of the business asset are all factors that could affect the value or importance of the business asset, but they do not necessarily reflect the impact of the risk on the business asset or the organization. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.3.1, page 4-25.

The second line of defense provides oversight to ensure risks and controls are effectively managed. This includes compliance, risk management policies, and performance monitoring, aligning withRisk Governanceframeworks and enhancing the organization’s risk resilience.

 Enterprise IT risk management is the process of identifying, analyzing, evaluating, and treating the IT-related risks that may affect the organization’s objectives, operations, or assets1. Enterprise IT risk management should be aligned with the organization’s overall riskmanagement framework and strategy, and support the organization’s value creation and protection2.

When evaluating enterprise IT risk management, it is most important to confirm the organization’s risk appetite and tolerance. Risk appetite is the amount and type of risk that an organization is willing to take in order to meet its strategic objectives3. Risk tolerance is the acceptable level of variation that an organization is willing to accept around its risk appetite4. By confirming the organization’s risk appetite and tolerance, the evaluation can:

Ensure that the enterprise IT risk management is consistent and compatible with the organization’s risk culture and vision

Provide clear and measurable criteria and boundaries for assessing and prioritizing the IT risks and their impacts

Guide the selection and implementation of the appropriate risk responses and controls that balance the costs and benefits of risk mitigation

Enable the monitoring and reporting of the IT risk performance and outcomes, and the adjustment of the IT risk strategy and objectives as needed5

References = Enterprise IT Risk Management - ISACA, Enterprise Risk Management - Wikipedia, Risk Appetite - COSO, Risk Tolerance - COSO, Risk Appetite and Tolerance - IRM

Thebest practiceis torecord the problem immediately as a new issuein the risk management system. ISACA emphasizes maintaining an up-to-date risk register to ensure emerging issues are tracked and addressed in a timely manner.

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Shadow systems are IT systems, solutions, devices, or technologies used within an organization without the knowledge and approval of the corporate IT department1. They are often the result ofemployees trying to address specific functionality gaps in the organization’s official systems, such as the ERP system. However, shadow systems can pose significant risks to the organization, such as:

Data security and privacy breaches, as shadow systems may not comply with the organization’s security policies and standards, or may expose sensitive data to unauthorized parties2.

Data quality and integrity issues, as shadow systems may not synchronize or integrate with the organization’s official systems, or may create data inconsistencies or redundancies3.

Compliance and regulatory violations, as shadow systems may not adhere to the organization’s legal or contractual obligations, or may create audit or reporting challenges4.

Cost and resource inefficiencies, as shadow systems may duplicate or conflict with the organization’s official systems, or may consume more IT resources than necessary5.

The best way to reduce the risk associated with shadow systems is to implement an enterprise architecture (EA), which is a comprehensive framework that defines the structure, processes, principles, and standards of the organization’s IT environment6. By implementing an EA, the organization can:

Align the IT systems with the organization’s goals and strategy, and ensure that they support the business needs and requirements6.

Establish a governance structure and process for IT decision making, and ensure that all IT systems are approved, monitored, and controlled by the IT department7.

Enhance the communication and collaboration between the IT department and the business units, and ensure that the IT systems meet the expectations and preferences of the end users5.

Optimize the performance and efficiency of the IT systems, and ensure that they are scalable, flexible, and interoperable6.

References =

Shadow IT: What Are the Risks and How Can You Mitigate Them? - Ekran System

How to Reduce Risks of Shadow IT by Applying Governance to Public Clouds – BMC Software | Blogs

What is shadow IT? - Article | SailPoint

The Risks of Shadow IT and How to Avoid Them | SiteSpect

Start reducing your organization’s Shadow IT risk in 3 steps

What is enterprise architecture (EA)? - Definition from WhatIs.com