CRISC Certified in Risk and Information Systems Control Questions and Answers

The best tool to enable risk-based decision making in support of a business continuity plan (BCP) is an impact analysis. An impact analysis is a process of identifying and evaluating the potential effects of an interruption or disruption of business operations on the organization’scritical functions, processes, and resources. An impact analysis can help to determine the recovery priorities, objectives, and strategies forthe BCP. Control analysis, root cause analysis, and threat analysis are other possible tools, but they are not as effective as an impact analysis. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 12; CRISC Review Manual, 6th Edition, page 215.

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 updated whenever there is a change in the risk profile, such as when a risk response is implemented or a new risk is identified. Updating the risk register allows the organization to monitor the current status of risks and the effectiveness of risk responses. Therefore, the next step for the risk practitioner after identifying a risk with high impact and very low likelihood that is covered by insurance is to update the risk register with the new information. References = CRISC Review Manual1, page 191.

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

The risk practitioner’s primary consideration when participating in development of a new IT risk strategy should be the risk culture of the organization. Risk culture is the set of values, beliefs, attitudes, and behaviors that shape how the organization perceives, manages, and responds to risks. Risk culture influences the organization’s risk appetite, risk objectives, risk policies, risk processes, and risk performance. The risk practitioner should consider the risk culture whendeveloping a new IT risk strategy, because it helps to align the IT risk strategy with the organization’s mission, vision, values, and strategy, and to ensure that the IT risk strategy is supported and accepted by the organization’s stakeholders, such as the board, management, employees, customers, regulators, etc. The risk practitioner should also consider the risk culture when developing a new IT risk strategy, because it helps to identify and addressany gaps, issues, or challenges that may affect the implementation and effectiveness of the IT risk strategy, such as lack of awareness, communication, coordination, or accountability. The other options are not the primary consideration for the risk practitioner, although they may be related to the IT risk strategy. Scale of technology, risk indicators, and proposed risk budget are all factors that could affect the feasibility and sustainability of the IT risk strategy, but they do not necessarily reflector influence the organization’s risk culture. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.2.1, page 1-9.

The scenario that is most important to communicate to senior management is the accepted risk scenarios with impact exceeding the risk tolerance, as it indicates a significant risk issue or breach that may affect the achievement of the organizational objectives, and may require a review or escalation action. The other options are not the most important scenarios, as they may not indicate a risk issue or breach, but rather a risk monitoring, sharing, or management activity, respectively, that may not affect the organizational objectives directly or significantly. References = CRISC Review Manual, 7th Edition, page 109.

 The best way to mitigate the ongoing risk associated with operating system (OS) vulnerabilities is to document and implement a patching process. A patching process is a set of procedures and guidelines that define how to identify, evaluate, test, apply, and monitor patches for the OS. Patches are updates or fixes that address the known vulnerabilities or bugs in the OS. By documenting and implementing a patching process, the organization can ensure that the OS is regularly updated and protected from the potential exploits or attacks that may exploit the vulnerabilities. The other options are not as effective as documenting and implementing a patching process, as they are related to the temporary, partial, or reactive measures to deal with the OS vulnerabilities, not the proactive and continuous measures to prevent or reduce the OS vulnerabilities. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Response, Section 3.3: IT Risk Response Implementation, page 145.

 A RACI chart is a matrix that defines the roles and responsibilities of different stakeholders in relation to the IT risk management process. RACI stands for Responsible, Accountable, Consulted, and Informed. A RACI chart would be most helpful when communicating roles associated with the IT risk management process, as it clarifies who is responsible for performing the tasks, who is accountable for the outcomes, who is consulted for input and feedback, and who is informed of the progress and results. A RACI chart can help to avoid confusion, duplication, and conflict among the stakeholders, and to ensure that the IT risk management process is executed effectively and efficiently. A skills matrix, job descriptions, and an organizational chart are not as helpful as a RACI chart, as they do not specify the roles and responsibilities of the stakeholders in relation to the IT risk management process, and may not reflect the actual involvement and contribution of the stakeholders. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 35.

A digital certificate is a document that contains the public key and the identity of the owner of the public key, and is signed by a trusted third party called a certificate authority (CA)1. A digital certificate can be used to ensure the message reaches the intended recipient without alteration, by using the following steps2:

The sender encrypts the message with the recipient’s public key, which can only be decrypted by the recipient’s private key. This ensures the confidentiality of the message, as only the intended recipient can read it.

The sender signs the message with their own private key, which can be verified by anyone who has their public key. This ensures the integrity and authenticity of the message, as it proves that the message has not been tampered with and that it comes from the sender.

The sender attaches their digital certificate to the message, which contains their public key and their identity, and is signed by a CA. This ensures the validity and trustworthiness of the sender’s public key and identity, as it confirms that they have been verified by a CA.

The recipient receives the message and the digital certificate, and verifies the signature of the CA on the digital certificate. This ensures that the digital certificate is genuine and has not been forged or revoked.

The recipient uses the public key from the digital certificate to verify the signature of the sender on the message. This ensures that the message has not been altered and that it comes from the sender.

The recipient uses their own private key to decrypt the message. This ensures that they can read the message.

Therefore, adding a digital certificate is the best way to ensure the message reaches the intended recipient without alteration, as it provides encryption, digital signature, and certificate verification, which are the three main components of secure email communication3. Applying multi-factor authentication, adding a hash to the message, and adding a secret key are not the best ways to ensure the message reaches the intended recipient without alteration, as they do not provide all the components of secure email communication. Applying multi-factor authentication is a technique that requires the user to provide two or more pieces of evidence to prove their identity, such as a password, a code, or a biometric factor4. Multi-factor authentication can enhance the security of the email account, but it does not protect the message itselffrom being intercepted, modified, or impersonated. Adding a hash to the message is a technique that involves applying a mathematical function to the message to generate a fixed-length value, called a hash or a digest, that uniquely represents the message5. A hash can be used to verify the integrity of the message, as any change in the message will result in a different hash. However, ahash does not provide confidentiality or authenticity of the message, as it does not encrypt themessage or identify the sender. Adding a secret key is a technique that involves using a single key, known only to the sender and the recipient, to encrypt and decrypt the message6. A secret key can provide confidentiality of the message, as only the sender and the recipient can read it. However, a secret key does not provide integrity or authenticity of the message, as it does not prevent the message from being altered or spoofed. Moreover, a secret key requires a secure way of exchanging the key between the sender and the recipient, which may not be feasible or reliable over email. References = 1: What is a digital certificate? | Norton2: How to Send Secure Emails in 2023 | A Guide to Secure Email - ProPrivacy3: Secure Email: A Complete Guide for 2023 - StartMail4: What is Multi-Factor Authentication (MFA)? | Duo Security5: What is a Hash Function? | Definition and FAQs6: [What is Symmetric Encryption? | Definition and FAQs]

This can help to:

Ensure that the implemented measures are effective and efficient in reducing the risk level to an acceptable level, and that they are aligned with the risk appetite and tolerance of the organization2.

Identify and address any gaps, issues, or challenges that may arise from the deviation from the approved risk action plan, and recommend and implement appropriate improvement actions or contingency plans3.

Communicate and report the results and outcomes of the validation to the relevant stakeholders, such as the risk owner, the risk committee, or the chief risk officer, and obtain their feedback and approval4.

The other options are not the best course of action, because:

Reporting the observation to the chief risk officer (CRO) is not the best course of action, as it may not provide sufficient information or evidence to support the deviation from the approved risk action plan. The CRO may not be able to evaluate or approve the implemented risk mitigation measures without knowing their adequacy or impact on the risk level5.

Updating the risk register with the implemented risk mitigation actions is not the best course of action, as it may not reflect the current or accurate risk status or performance. The risk register is a document that records and summarizes the key information and data about the identified risks and the risk responses6. Updating the risk register without validating the adequacy of the implemented risk mitigation measures may create inconsistencies or inaccuracies in the risk register.

Reverting the implemented mitigation measures until approval is obtained is not the best course of action, as it may expose the organization to higher or unacceptable levels of risk. Reverting the implemented mitigation measures may undo or negate the benefits or outcomes of the risk mitigation, and may increase the likelihood or impact of the risk events7.

References =

ISACA Risk Starter Kit provides risk management templates and policies

Risk Appetite and Tolerance - CIO Wiki

Risk Monitoring and Review - The National Academies Press

Risk Reporting - CIO Wiki

Chief Risk Officer - CIO Wiki

Risk Register - CIO Wiki

Risk Mitigation - CIO Wiki

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.

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.

 Understanding the Question:

The question seeks to identify which source provides the most useful information for evaluating the effectiveness of existing controls.

 Analyzing the Options:

A. Previous audit reports:Provide historical data but might not reflect current risks.

B. Control objectives:These are standards to be achieved, not current evaluations.

C. Risk responses in the risk register:Useful but focused on specific responses rather than overall effectiveness.

D. Changes in risk profiles:Reflect current and emerging risks, providing a dynamic view of control effectiveness.



Risk Profiles:Evaluating changes in risk profiles helps understand how effective existing controls are against current threats. If risk levels are increasing, it may indicate that controls are insufficient or need updating.

Proactive Adjustment:By monitoring changes in risk profiles, organizations can proactively adjust their controls to address new or evolving risks.

A key risk indicator (KRI) is a metric that helps organizations monitor and assess potential risks that may impact their operations, objectives, or performance. A good KRI should have certain characteristics that make it effective for risk management. One of these characteristics is repeatability, which means that the KRI can be measured consistently over time and across different situations. A repeatable KRI ensures that the risk data is reliable, comparable, and meaningful, and that the risk trends and patterns can be identified and analyzed. A repeatable KRI also supports the decision-making process by providing timely and accurate information on the risk level and status. Therefore, repeatability is the most important attribute of a KRI. References = Risk IT Framework, ISACA, 2022, p. 441

According to the Risk Management Essentials, a risk profile is established to enhance senior management’s analysis and decision making related to priority setting and resource allocation. A risk profile is a description of a set of risks that an organization faces, and it helps to make the risks visible and understandable. By having a documented risk profile, an organization can identify the nature and level of the threats, assess the likelihood and impact of the risks, evaluate the effectiveness of the controls, and determine the risk appetite and tolerance. This information can help the organization to make well-informed decisions on how to manage the risks and achieve its objectives. References = Risk Management Essentials, Risk Profile: Definition, Importance for Individuals & Companies

A key control indicator (KCI) is a metric that measures the effectiveness of a control in mitigating a risk. A good KCI for a vulnerability management program should reflect how well the program is reducing the exposure to high-risk vulnerabilities. The percentage of high-risk vulnerabilities addressed is a KCI that shows the proportion of identified high-risk vulnerabilities that have been remediated or mitigated within a defined time frame. This KCI can help monitor the progress and performance of the vulnerability management program and identify areas for improvement.

The other options are not the best KCI for a vulnerability management program because they do not measure the effectiveness of the control. The percentage of high-risk vulnerabilities missed is a measure of the completeness of the vulnerability scanning process, not the control. The number of high-risk vulnerabilities outstanding is a measure of the current risk exposure, not the control. The defined thresholds for high-risk vulnerabilities are a measure of the risk appetite, not the control. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3: IT Risk Assessment, Section 3.4: Risk Indicators, p. 133-134.

A data protection management plan is a document that outlines how an organization will protect its sensitive data from unauthorized access, use, disclosure, or loss. A data protection management plan should include the following components1:

The scope and objectives of the data protection management plan, and how it aligns with the organization’s data protection policy and strategy

The roles and responsibilities of the data protection team and other stakeholders, and how they will communicate and coordinate

The data protection risks and threats that the organization faces, and how they will be assessed and prioritized

The data protection controls and measures that the organization will implement and maintain, and how they will be monitored and evaluated

The data protection incidents and breaches that the organization may encounter, and how they will be reported and resolved

The data protection training and awareness programs that the organization will provide and conduct, and how they will be measured and improved

The first step that should be done when developing a data protection management plan is to identify critical data. This means that the organization should:

Define what constitutes sensitive data in the organization, such as personal data, confidential data, or regulated data

Identify and classify the sensitive data that the organization collects, processes, stores, or transfers, and assign appropriate labels or tags

Determine the value and importance of the sensitive data to the organization and its stakeholders, and the potential impacts or consequences of data loss or compromise

Map the data flows and locations of the sensitive data within the organization and across its partners or vendors, and document the data lifecycle stages and activities

By identifying critical data, the organization can:

Establish a clear and consistent understanding of the data protection scope and objectives, and ensure that they are relevant and realistic

Provide a comprehensive and accurate data inventory that can support the data protection risk assessment and control implementation

Identify and prioritize the data protection needs and requirements of the organization and its stakeholders, and align them with the data protection laws and standards

Communicate and report the data protection status and performance to the stakeholders and regulators, and ensure transparency and accountability

References = Guide to Developing a Data Protection Management Programme

A risk profile report is a document that summarizes the current status and trends of the risks that an organization faces, as well as the actions taken or planned to manage them1. A risk profile report is a useful tool for senior management to monitor and oversee the organization’s risk management performance and to make informed decisions and adjustments as needed2. One of the key components ofa risk profile report is the key performance indicators (KPIs), which are metrics used to measure andevaluate the achievement of the organization’s objectives and strategies3. KPIs are aligned with the organization’s risk appetite and tolerance, and they have specific targets or benchmarks that indicate the desired level of performance4. Therefore, if the KPIs are outside of targets, it means that the organization is not meeting its objectives and strategies, and that there may be gaps or issues in the risk management process or the risk response actions. This is a cause for further action by senior management, as they need to investigate the root causes of the deviation, assess the impact and implications of the underperformance, and take corrective or preventive measures to improve the situation and bringthe KPIs back to the targets. Incomplete KPI trend data, new KRIs, and lagging KRIs are not the most critical statements in a risk profile report that require further action by senior management, as they do not directly indicate a failure or a problem in the risk management performance or the achievement of the objectives and strategies. Incomplete KPI trend data means that there is missing or insufficient information on the historical or projected changes in the KPIs over time. This may affect the accuracy and reliability of the risk profile report, but it does not necessarily mean that the KPIs are outside of targets or that the objectives and strategies are not met. Senior management may need to request or obtain the complete KPI trend data, but this is not as urgent or important as addressing the KPIs that are outside of targets. New KRIs means that there are additional or revised metrics used to measure and monitor the level of risk associated with a particular process, activity, or system within the organization. This may reflect the changes or updates in the risk environment, the risk appetite and tolerance, or the risk assessment methodology. However, new KRIs do not directly indicate a failure or a problem inthe risk management performance or the achievement of the objectives and strategies. Senior management may need to review and approve the new KRIs, but this is not as urgent or important as addressing the KPIs that are outside of targets. Lagging KRIs means that there are metrics that measure and monitor the level of risk after a risk event has occurred or a risk response has been implemented. This may provide useful feedback and lessons learned for the risk management process, but it does not directly indicate a failure or a problem in the risk management performance or the achievement of the objectives and strategies. Senior management may need to analyze and evaluate the lagging KRIs, but this is not as urgent or important as addressing the KPIs that are outside of targets. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.3: Risk Reporting, pp. 201-205.

Identifying potential sources of risk is the first step in the risk identification process, which is essential for developing a thorough understanding of risk scenarios. Sources of risk can be internal or external, and can include factors such as people, processes, technology, environment, regulations, and events. Identifying potential sources of risk can help to generate a comprehensive list of risk scenarios that can affect the organization’s objectives and operations. Identifying potential sources of risk can also help to raise risk awareness among the employees and to foster a risk culture within the organization. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.2.1, p. 66-67

According to the CRISC Review Manual, an enterprise-wide ethics training and awareness program is one of the key elements of a strong risk culture, as it helps to promote ethical behavior, raise awareness of risk management principles and practices, and foster a culture of accountability and transparency2

1: Developing Collective Risk Leadership Through CRISC - ISACA 2: CRISC Review Manual, 7th Edition, page 23

Reviewing historical risk events is most useful for the risk assessment process within the risk management life cycle. Risk assessment is the process of identifying, analyzing, and evaluating the risks that may affect the project or the organization1. Reviewing historical risk events can help to:

Identify the sources, causes, and consequences of past risks and learn from the successes and failures of previous projects or organizations

Analyze the likelihood and impact of potential risks based on historical data and trends, and use statistical methods or models to estimate the probability and severity of risk scenarios

Evaluate the level of risk exposure and compare it with the risk appetite and tolerance of the project or the organization, and prioritize the risks that need further attention or action

Use historical risk events as inputs or examples for risk identification and analysis techniques, such as brainstorming, checklists, interviews, surveys, SWOT analysis, root cause analysis, or Monte Carlo simulation2

References = Risk and Information Systems Control Study Manual, Chapter 5: Risk Assessment Process3

The primary reason to establish the root cause of an IT security incident is to avoid recurrence of the incident. By identifying and addressing the underlying cause of the incident, the organization can prevent or reduce the likelihood of similar incidents in the future. This can also help to improve the security posture and resilience of the organization. The other options are not the primary reason, but they may be secondary or tertiary reasons. Preparing a report for senior management is an important step in communicating the incident and its impact, but it does not address the root cause. Assigning responsibility and accountability for the incident is a way to ensure that the appropriate actions are taken to remediate the incident and prevent recurrence, but it is not the reason to establish the root cause. Updating the risk register is a part of the risk management process, but it does not necessarily prevent recurrence of the incident. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 4: Risk Response and Reporting, Section 4.3: Incident Management, p. 223-224.

According to the CRISC Review Manual (Digital Version), the first course of action when a risk practitioner discovers several key documents detailing the design of a product currently in development have been posted on the Internet is to invoke the established incident response plan, which is a set of policies, procedures, and resources that enable the organization to respond to and recover from an incident that affects the confidentiality, integrity, or availability of its IT assets and processes. Invoking the incident response plan helps to:

Contain and isolate the incident and prevent further damage or loss

Identify and analyze the source, cause, and impact of the incident

Eradicate and eliminate the incident and restore normal operations

Communicate and coordinate the incident response activities and roles with the relevant stakeholders, such as the business owner, the risk owner, the senior management, and the external parties

Learn and improve from the incident and update the incident response plan and the risk register

References = CRISC Review Manual (Digital Version), Chapter 4: IT Risk Monitoring and Reporting, Section 4.1: IT Risk Monitoring, pp. 219-2201

The best way to ensure the continued effectiveness of the IT risk management function within an organization experiencing high employee turnover is to have well documented policies and procedures. Policies and procedures are the formal documents that define the roles, responsibilities, processes, and standards for the IT risk management function. They provide guidance, consistency, and continuity for the IT risk management activities and outcomes. They also facilitate the knowledge transfer, training, and performance evaluation of the IT risk management staff. The other options are not as helpful as well documented policies and procedures, as they are related to the tools, mechanisms, or structures that support the IT risk management function, not the foundation and direction of the IT risk managementfunction. References = Risk and Information Systems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.1: IT Risk Management Process, page 15.

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.

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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 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 situation where the cost of maintaining a control has grown to exceed the potential loss is best described as an over-controlled environment, as it indicates that the control is not cost-effective and may be unnecessary or excessive. Insufficient risk tolerance, optimized control management, and effective risk management are not the best descriptions, as they do not reflect the imbalance between the control cost and the potential loss. References = CRISC Review Manual, 7th Edition, page 149.

The best indicator of executive management’s support for IT risk mitigation efforts is the number of executives attending IT security awareness training. This shows that the executives are committed to enhancing their knowledge and skills on IT security issues, and that they are setting a positive example for the rest of the organization. The number of stakeholders involved in IT risk identification workshops, the percentage of corporate budget allocated to IT risk activities, and the percentage of incidents presented to the board are other possible indicators, but they are not as strong as the number of executives attending IT security awareness training. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 7; CRISC Review Manual, 6th Edition, page 202.

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

 Risk assessment is the process of analyzing and evaluating the likelihood and consequences of the identified risks, and comparing them with the risk criteria and appetite. Risk assessment results can provide valuable information to support risk decisions, such as selecting and implementing the appropriate risk response strategies. The best way to provide executive management with the best information to make risk decisions as a result of a risk assessment is to present a comparison of risk assessment results to the desired state. The desired state is the optimal level of risk exposure that the organization wants to achieve, based on its risk objectives, goals, and strategy. A comparison of risk assessment results to the desired state can help executive management understand the current and potential gap between the actual and target risk levels, and prioritize the most critical and relevant risks that need attention and action. Acomparison of risk assessment results to the desired state can also help executive management evaluate the effectiveness and efficiency of the existing risk response, and identify the opportunities and challenges for improvement. A comparison of risk assessment results to the desired state can also help communicate and justify the risk decisions to other stakeholders, and obtain their feedback and approval. References = Risk Assessment and Analysis Methods: Qualitative and Quantitative - ISACA, Risk Management Essentials: How to Develop a Risk Profile (TRN2-J07), Risk Response Strategies: Avoid, Transfer, Mitigate, Accept.

Unvalidated AI outputs pose considerable integrity and operational risks, potentially leading to erroneous decisions or compliance lapses. ISACA CRISC guidance underscores that ensuring results validity is a highest-priority control for new technologies such as AI.

Key risk indicators (KRIs) are metrics that provide information about the level of exposure to a specific risk or a group of risks.

The most important factor to the effective monitoring of KRIs is determining threshold levels. This means that the acceptable or unacceptable values or ranges of the KRIs are defined and agreed upon by the relevant stakeholders.

Determining threshold levels helps to evaluate the actual performance and impact of the risks, compare them with the risk appetite and tolerance of the organization, identify any deviations or breaches that may require attention or action, and report them to the appropriate parties for decision making or improvement actions.

The other options are not the most important factors to the effective monitoring of KRIs. They are either secondary or not essential for KRIs.

The references for this answer are:

Risk IT Framework, page 15

Information Technology & Security, page 9

Risk Scenarios Starter Pack, page 7

Implementing an emergency change authorization process is the best control for an organization that allows programmers to change production systems in emergency situations, because it helps to ensure that the changes are justified, approved, documented, and tested before they are implemented, and that they are monitored and reviewed after they are implemented. An emergency change is a change that is required to resolve or prevent a critical issue or incident that may affect the availability, performance, or security of the production systems. A production system is a system that is used to support or enable the operational or business functions or processes of the organization. An emergency change authorization process is a process that defines the roles and responsibilities, criteria and procedures, and tools and techniques for managing and controlling the emergency changes. Implementing an emergency change authorization process is the best control, as it helps to minimize the risks and impacts of theemergency changes, and to maintain the integrity and reliability of the production systems. Periodically reviewing operator logs, limiting the number of super users, and reviewing the programmers’ emergency change reports are all possible controls for an organization that allows programmers to change production systems in emergency situations, but they are not the best control, as they do not provide a comprehensive and consistent approach to the emergency change management. References = Risk and Information Systems Control Study Manual, Chapter 5, Section 5.4.1, page 208

The best way to resolve the concern where a control process has been implemented in response to a new regulatory requirement, but has significantly reduced productivity, is to escalate the issue to senior management. Senior management is the highest level of authority and responsibility in the organization, and they are responsible for setting the strategic direction, objectives, and risk appetite of the organization. Senior management should also oversee the risk management process, and ensure that the controls are aligned with the organization’s goals and values. Escalating the issue to senior management can help to find a balance between complying with the regulatory requirement and maintaining the productivity of the organization. The other options are not as effective or desirable as escalating the issue to senior management, because they either ignore the problem, violate the regulation, or compromise the control.

Encryption is a technique that transforms data into an unreadable format using a secret key, so that only authorized parties can access and decrypt the data. Encryption can help to protectsensitive data from unauthorized access or disclosure, especially when the data is stored or transmitted in the cloud1.

Ensuring the vendor does not know the encryption key is a control that will best reduce the risk associated with a data breach, because it can help to:

Prevent the vendor from accessing or disclosing the sensitive data, intentionally or unintentionally

Limit the exposure or impact of the data breach, even if the vendor’s systems or networks are compromised by hackers or malicious insiders

Maintain the confidentiality and integrity of the sensitive data, regardless of the vendor’s liability or responsibility

Enhance the trust and confidence of the customers and stakeholders, who may be concerned about the vendor’s refusal to accept liability for a data breach23

The other options are not as effective as ensuring the vendor does not know the encryption key for reducing the risk associated with a data breach. Engaging a third party to validate operational controls is a control that can help to verify and improve the vendor’s security practices and processes, but it does not guarantee that the vendor will prevent or respond to a data breach adequately or timely. Using the same cloud vendor as a competitor is not a control, but rather a business decision that may increase the risk associated with a data breach, as the vendor may have access to or disclose the sensitive data of both parties, or may favor one party over the other. Using field-level encryption with a vendor supplied key is a control that can help to encrypt specific fields or columns of data, such as names, addresses, or credit card numbers, but it does not prevent the vendor from accessing or disclosing the data, as the vendor has the encryption key4. References =

Encryption - ISACA

Cloud Encryption: Using Data Encryption in The Cloud

Cloud Encryption: Why You Need It and How to Do It Right

Field-Level Encryption - ISACA

[CRISC Review Manual, 7th Edition]

The most reliable evidence of a control’s effectiveness is a system-generated testing report. A system-generated testing report is a document that shows the results of automated tests performed by the system to verify that the control is functioning as intended and producing the expected outcomes. A system-generated testing report is reliable, because it is objective, consistent, accurate, and timely, and because it can provide a high level of assurance and confidence in the control’s effectiveness. The other options are not as reliable as a system-generated testing report, although they may provide some evidence of the control’s effectiveness. A risk and control self-assessment, senior management’s attestation, and a detailed process walk-through are all examples of manual or subjective evidence, which may be prone to errors, biases, or inconsistencies, and which may provide a lower level of assurance and confidence in the control’s effectiveness. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.4.1, page 3-32.

 A cost-benefit analysis of the control versus probable legal action is the best way to inform decision-makers about the value of a notice and consent control for the collection of personal information, as it quantifies the potential benefits and costs of implementing the control and compares them with the potential consequences of not implementing the control. This helps the decision-makers to evaluate the trade-offs and the return on investment of the control.

A comparison of the costs of notice and consent control options is not sufficient to inform decision-makers about the value of the control, as it does not consider the benefits or the risks of the control.

Examples of regulatory fines incurred by industry peers for noncompliance are not the best way to inform decision-makers about the value of the control, as they are based on historical data and may not reflect the current or future situation of the enterprise.

A report of critical controls showing the importance of notice and consent is not the best way to inform decision-makers about the value of the control, as it does not provide any quantitative or comparative data to support the decision. References = CRISC Review Manual, 7th Edition, ISACA, 2020, page 140-1411

 A risk register is a document that is used as a risk management tool to identify and track risks that may affect a project or an organization1. A risk register also includes information about the risk responses,which are the actions taken or planned to mitigate or eliminate the risks2. Therefore, a risk register provides the best evidence that risk responses have been executed according to their risk action plans, as it shows the status and progress of the riskresponses, the results and outcomes of the risk responses, and the feedback and lessons learned from the risk responses3. A risk policy review is not the best evidence that risk responses have been executed according to their risk action plans, as it does not provide specific information on the risk responses. A risk policy review is a process that involves checking and verifying that the organization’s risk management policies are up to date, relevant, and effective4. A risk policy review can help to identify and address any gaps or issues in the risk management policies, but it does not show the details and performance of the risk responses. A business impact analysis (BIA) is not the best evidence that risk responses have been executed according to their risk action plans, as it does not provide specific information on the riskresponses. A BIA is a process that identifies and evaluates the potential effects of a disruption on the critical functions and processes of an organization5. A BIA can help to forecast the impacts of a risk event, but it does not show the actions and outcomes of the risk responses. A control catalog is not the best evidence that risk responses have been executed according to their risk action plans, as it does not provide specific information on the risk responses. A control catalog is adocument that lists and describes the controls that are implemented or planned to manage the risks within an organization6. A control catalog can help to document and communicate the controls, but it does not show the status and results of the risk responses. References = 1: Risk Register: A Project Manager’s Guide with Examples [2023] • Asana2: Risk Response Strategy and Contingency Plans - ProjectManagement.com3: Risk Register: Examples, Benefits, and Best Practices4: A brief guide to assessing risks and controls | ACCA Global5: Using Business Impact Analysis to Inform Risk Prioritization and Response6: [Control Catalogue - ISACA]

After entering a large number of low-risk scenarios into the risk register, it is most important for the risk practitioner to analyze changes to aggregate risk. Aggregate risk is the total amount and type of risk that the organization faces or accepts, considering all the individual and interrelated risk scenarios. Aggregate risk helps to measure and monitor the organization’s risk profile, riskappetite, and risk performance, and to support the risk decision-making and reporting processes. Analyzing changes to aggregate risk is important after entering a large number of low-risk scenarios, because even though the individual risk scenarios may have low likelihood or impact, they may still have a significant cumulative or combined effect on the organization’s objectives or operations. Analyzing changes to aggregate risk also helps to identify and prioritize the most critical or relevant risk scenarios, and to select the most appropriate and effective risk responses and strategies. The other options are not as important as analyzing changes to aggregate risk, although they may be part of or derived from the risk analysis process. Preparing a follow-up risk assessment, recommending acceptance of the risk scenarios, and reconfirming risk tolerance levels are all activities that can help to implement or update the risk management process, but they are not the most important after entering a large number of low-risk scenarios. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.3.1, page 4-25.

The effectiveness of a control action plan’s implementation can be measured by the extent to which it achieves the desired risk reduction. A control action plan is a set of actions that are designed to address the root causes of a risk and mitigate its impact or likelihood. The best indicator of the effectiveness of a control action plan’s implementation is the reduced risk level, which means that the risk is either eliminated or brought within the acceptable range. The otheroptions are not the best indicators, because they do not directly reflect the risk reduction. Increased number of controls may not necessarily reduce the risk level, especially if the controls are not aligned with the risk causes, objectives, and priorities. Increased risk appetite may indicate a higher tolerance for risk, but it does not mean that the risk level has been reduced. Stakeholder commitment may facilitate the implementation of the control action plan, but it does not guarantee the effectiveness of the plan. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3: Risk Response, Section 3.2: Control Action Plan, p. 170-171.

 According to the IT Risk Management - Basics and Best Practices article, one of the best practices for IT risk management is to keep the risk register up to date. A risk register is a document that records the identified risks, their causes, impacts, likelihood, responses, andstatus. A risk register is a vital tool for IT risk management, as it helps to track and monitor the risks throughout their lifecycle, and to communicate the risks to the relevant stakeholders. However, a risk register is only useful if it reflects the current situation and environment of the organization. Therefore, the risk register should be regularly updated to capture any changes in the risk profile, such as new risks, resolved risks, modified risks, or escalated risks. Updating the risk register will help to ensure that the risk management process is effective and efficient, and that the risk responses are appropriate and timely. References = IT Risk Management - Basics and Best Practices

Conducting User Acceptance Testing (UAT) is the best way for an organization to avoid situations where users voice concerns about missing functionality after a system implementation.

User Acceptance Testing (UAT):

Definition:UAT involves testing the system with actual users to ensure it meets their needs and requirements. It verifies that the system performs in real-world scenarios as expected by the users.

Involvement of Users:UAT includes the end-users in the testing process, ensuring that their feedback is incorporated and that the system functionalities align with their expectations.

Benefits:

Identifying Gaps:UAT helps in identifying gaps between the delivered system and user expectations. This early detection allows for adjustments before the system goes live.

Improved Satisfaction:By involving users in the testing process, the likelihood of the system meeting their needs increases, leading to higher user satisfaction and reduced post-implementation issues.

The effectiveness of anti-malware software is the degree to which it can detect, prevent, and remove malicious software (malware) from the system or network. Malware is any software that is designed to harm, exploit, or compromise the functionality, security, or privacy of the system or network1. Some common types of malware are viruses, worms, Trojans, ransomware, spyware, adware, and rootkits2.

One of the best indicators of the effectiveness of anti-malware software is the number of successful attacks by malicious software, which means the number of times that malware has managed to bypass, evade, or disable the anti-malware software and cause damage or disruption to the system or network. The lower the number of successful attacks, the higher the effectiveness of the anti-malware software. This indicator can measure the ability of the anti-malware software to protect the system or network from known and unknown malware threats, and to respond and recover from malware incidents34.

The other options are not the best indicators of the effectiveness of anti-malware software, because:

Number of staff hours lost due to malware attacks is a measure of the impact or consequence of malware attacks on the productivity or performance of the staff. It does not directly reflect the ability of the anti-malware software to detect, prevent, or remove malware, as there may be other factors that affect the staff hours lost, such as the severity of the attack, the availability of backup or recovery systems, or the skills and awareness of the staff5.

Number of downtime hours in business critical servers is a measure of the impact or consequence of malware attacks on the availability or reliability of the servers. It does notdirectly reflect the ability of the anti-malware software to detect, prevent, or remove malware, as there may be other factors that affect the downtime hours, such as the type of the server, the configuration of the network, or the maintenance of the hardware6.

Number of patches made to anti-malware software is a measure of the maintenance or improvement of the anti-malware software. It does not directly reflect the ability of the anti-malware software to detect, prevent, or remove malware, as there may be other factors that affect the number of patches, such as the frequency of the updates, the quality of the software, or the compatibility of the system7.

References =

What is Malware? - Definition from Techopedia

Common Types of Malware and Their Impact - Techopedia

What is Anti-Malware? Everything You Need to Know (2023) - SoftwareLab

The 10 Best Malware Protection Solutions Compared for 2024 - Techopedia

The Cost of Malware Attacks - Security Boulevard

The Impact of Malware on Business - Kaspersky

What is Patch Management? - Definition from Techopedia

Providing assurance on risk management processes is the activity that should only be performed by the third line of defense, because it is the role and responsibility of the independent andobjective assurance function, such as internal audit or external audit, to evaluate and report on the effectiveness and efficiency of the risk management processes and controls. The third line of defense is the last layer of the three lines of defense model, which is a framework that defines the roles and responsibilities of different functions and levels within the organization for risk management and control. The first line of defense is the operational management and staff, who are responsible for identifying, assessing, and managing the risks and controls within their areas of responsibility. The second line of defense is the oversight and support functions, such as risk management, compliance, or legal, who are responsible for establishing and monitoring the risk policies, standards, and frameworks, and providing guidance and advice to the first line of defense. The third line of defense is the assurance function, who are responsible for providing independent and objective assurance on the adequacy and effectiveness of the risk management processes and controls, and reporting to the senior management and the board of directors. Operating controls for risk mitigation, testing the effectiveness and efficiency of internal controls, and recommending risk treatment options are all activities that can be performed by the first or second line of defense, but not by the third line of defense, as they are not part of the assurance function. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.4.1, page 59

Continuous risk management process improvement is the practice of evaluating and enhancing the risk management process on a regular basis, to ensure that it is effective, efficient, and aligned with the business objectives and strategy. Continuous risk management processimprovement can help identify and address the gaps, weaknesses, or opportunities for improvement in the risk management process, and ensure that the process is responsive and adaptable to the changing risk environment. The most effective method for continuous risk management process improvement is periodic assessments, which are systematic and objective evaluations of the risk management process, performed at predefined intervals or after significant events. Periodic assessments can help measure and monitor the performance and maturity of the risk management process, using criteria such as the risk management framework, standards, policies, procedures, methods, tools, roles, responsibilities, and results. Periodic assessments can also help identify and analyze the strengths, weaknesses, threats, and opportunities of the risk management process, and provide feedback and recommendations for improvement. Periodic assessments can also help communicate and report the status and progress of the risk management process to the stakeholders, and obtain their input and support for improvement actions. References = Continuous Risk Management Guidebook, p. 7-8, ISO 31000: riskmanagement and its continuous improvement, How Continuous Monitoring Drives Risk Management.

Multi-factor authentication is the most effective way to mitigate the risk of unauthorized access to the system, as it requires the users to provide more than one piece of evidence to prove their identity, such as a password, a token, a biometric feature, etc. This reduces the likelihood of compromising the credentials and ensures that only authorized users can perform maintenance on the system.

Single sign-on is a convenience feature that allows users to access multiple systems with one set of credentials, but it does not address the risk of sharing credentials among multiple users.

Audit trail review is a detective control that can help identify and investigate unauthorized access to the system, but it does not prevent or mitigate the risk of credential compromise.

Data encryption at rest is a security measure that protects the data stored on the system from unauthorized access, but it does not prevent or mitigate the risk of credential compromise. References = CRISC Review Manual, 7th Edition, ISACA, 2020, page 107-108.

The best control criteria to evaluate the outsourced service provider would be based on a recognized industry control framework. A control framework is a set of best practices, guidelines, and methodologies that provide a comprehensive and consistent approach to designing, implementing, and assessing controls. A recognized industry control framework is a control framework that is widely accepted and adopted by the industry and the regulators, and that reflects the current and emerging standards andexpectations for the control environment. A recognized industry control framework can help to ensure that the outsourced service provider meets the minimum and acceptable level of control quality and effectiveness, and that the control evaluation is objective, reliable, and comparable. The other options are not as good as a recognized industry control framework, as they are related to the specific sources, aspects, or requirements of the control criteria, not the overall structure and quality of the control criteria. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Assessment, Section 2.3: IT Control Assessment, page 69.

 Business Impact Assessment (BIA):

BIA identifies and evaluates the potential effects of interruptions to critical business operations. It helps determine the priority of risk mitigation efforts based on the potential impact on business functions.

BIA provides detailed information on which processes and systems are most critical to the organization's operations and their respective impact levels.

 Prioritizing Risk Mitigation:

The results of a BIA guide decision-makers in prioritizing which risks to address first based on their potential to disrupt critical business operations.

Risks that could cause significant operational, financial, or reputational damage are prioritized higher.

 Comparing Other Factors:

Cost of Risk Mitigation:Important but secondary to understanding the impact on business operations.

Asset Criticality:Relevant but typically part of the BIA process.

Acceptable Risk Level:Defines the threshold but does not prioritize specific risks.

 References:

The CRISC Review Manual discusses how BIA facilitates risk prioritization by identifying critical processes and their impacts (CRISC Review Manual, Chapter 2: IT Risk Assessment, Section 2.7 Business Impact Analysis)​​.

 The average time to identify critical information security incidents is the best indicator of effective information security incident management, as it measures how quickly the organization can detect and respond to the most severe threats to its information assets. The faster the organization can identify critical incidents, the lower the potential impact and damage they can cause. The average time to identify critical incidents also reflects the efficiency and accuracy of the monitoring and reporting mechanisms, as well as the awareness and training of the staff and stakeholders. The other options are not the best indicators of effective information security incident management, as they do not directly measure the performance or quality of the incident response process. The monthly trend of information security-related incidents may show the frequency or severity of the incidents, but not how well they are managed. The frequency of information security incident response plan testing may show the preparedness or maturity of the organization, but not the actual effectiveness of the plan. The percentage of high-risk security incidents may show the risk exposure or appetite of the organization, but not the risk mitigationor treatment. References = 7 Types of Information Security Incidents and How to Respond; Annex A.16: Information Security Incident Management - ISMS.online; CISM Isaca Exam Questions and Answers - CertLibrary.com

The most effective key risk indicator (KRI) for monitoring risk related to a bring your own device (BYOD) program is the number of incidents originating from BYOD devices, as it directly measures the impact and frequency of the potential threats and vulnerabilities associated with the use of personal devices for accessing company data and systems. A BYOD program can pose various risks to an organization, such as data loss or breach, malware infection, unauthorized access, compliance violation, or device theft or loss12. The number of incidents originating from BYOD devices can help to identify and quantify these risks, and to trigger appropriate risk response actions when the incidents exceed the acceptable thresholds. The other options are not the most effective KRIs, as they do not directly measure the risk level or impact of the BYOD program. The number of users who have signed a BYOD acceptable use policy may indicate the awareness and compliance of the users, but not the actual risk exposure or mitigation. The budget allocated to the BYOD program security controls may indicate the investment and efficiency of the risk management, but not the effectiveness or necessity. The number of devices enrolled in the BYOD program may indicate the scope and scale of the risk, but not the severity or likelihood. References = Key Risk Indicators: A Practical Guide; KRI Framework for Operational Risk Management

A disaster recovery test is a simulation of a disaster scenario that evaluates the effectiveness and readiness of the disaster recovery plan. The main purpose of a disaster recovery test is to ensure that the organization can resume its normal operations as quickly as possible after a disaster, with minimal or no data loss. Therefore, the most important objective of a disaster recovery test from a business perspective is to verify that all critical data can be recovered within the RTOs, which are the maximum acceptable time frames for restoring the data and systems after a disaster. If the RTOs are not met, the organization may face significant financial, operational, and reputationallosses. The other options are not the most important objectives of a disaster recovery test, although they may be beneficial outcomes. Gaining assurance that the organization can recover from a disaster is a subjective and qualitative goal, while recovering data within RTOs is a measurable and quantitative goal. Discovering errors in the disaster recovery process is a valuable result of a disaster recovery test, but it is not the primary objective. The objective is to correct the errors and improve the process, not just to find them. Testing all business criticalsystems is a necessary step in a disaster recovery test, but it is not the ultimate goal. The goal is to ensure that the systems can be restored and function properly within the RTOs. References = CRISC Review Manual, pages 197-1981; CRISC Review Questions, Answers & Explanations Manual, page 572

The first thing that a risk practitioner should do upon learning that a risk treatment owner has implemented a different control than what was specified in the IT risk action plan is to reassess the risk level associated with the new control. This is because the new control may have a different effect on the likelihood and impact of the risk, and may introduce new risks or modify existing ones. The risk practitioner should evaluate the adequacy and effectiveness of the newcontrol, and compare the residual risk with the risk appetite and tolerance of the organization. The risk practitioner should also communicate the results of the risk reassessment to the relevant stakeholders, and update the risk register and action plan accordingly. The other options are not the first things that a risk practitioner should do, although they may be necessary or appropriate at a later stage. Seeking approval from the control owner is important, but it does not address the potential changes in the risk level or the alignment with the risk management objectives. Updating the action plan in the risk register is a good practice, but it should be done after the risk reassessment and with the consent of the risk owner. Validating that the control has an established testing method is a part of the control assurance process, but it does not provide information on the risk level or the risk response effectiveness. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk Response, page 151.

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 business unit owner is accountable for authorizing application access in a SaaS environment because they are responsible for aligning access controls with business needs. They determine the roles and permissions needed to ensure operational effectiveness while adhering to the principle ofAccess Managementin the CRISC framework.

Risk management is the process of identifying, analyzing, evaluating, treating, monitoring, and communicating the risks that may affect the achievement of an organization’s objectives. The activity that best facilitates effective risk management throughout the organization is conducting periodic risk assessments, which are the systematic and structured methods of identifying and analyzing the potential sources and consequences of risk events. By conducting periodic risk assessments, an organization can proactively identify and prioritize the risks that pose the greatest threat or opportunity, and implement theappropriate risk responses to optimize the risk exposure and align it with the risk appetite and tolerance. References = CRISC Review Manual, 7th Edition, page 63.

The main reason for documenting the performance of controls is to provide accurate risk reporting. Risk reporting is a process that communicates and discloses the relevant and reliable information about the risks and their management to the stakeholders and decision makers. Risk reporting is an essential component of the risk management process, as it helps to monitor and evaluate the effectiveness and efficiency of the risk identification, assessment, response, and monitoring activities, as well as to support and inform the risk governance and oversight functions. Documenting the performance of controls is a technique that records and tracks the results and outcomes of the controls that are implemented to address the risks, such as the control objectives,

 According to the CRISC Review Manual, formal approval of the account by the user’s manager is the best evidence that a user account has been properly authorized, because it ensures that the user’s role and access rights are consistent with the business needs and the principle of least privilege. The user’s manager is responsible for verifying the user’s identity, job function, and access requirements, and for approving or rejecting the account request. The other options are not the best evidence of proper authorization, because they do not involve the user’s manager’s approval. An email from the user accepting the account is a confirmation of the account creation, but it does not indicate that the account was authorized by the user’s manager. Notification from human resources that the account is active is an administrative process that does not verify the user’s access rights and role. User privileges matching the request form is a verification of the account configuration, but it does not ensure that the request form was approved by the user’s manager. References = CRISC Review Manual, 7th Edition, Chapter 4, Section 4.1.2, page 163.

The most significant factor that would impact management’s decision when conducting an operational risk assessment on an initiative to outsource the organization’s customer service operations overseas is the cross-border information transfer restrictions in the outsourcing country. Cross-border information transfer restrictions are the laws, regulations, standards, or contracts that govern the collection, processing, storage, or transmission of information across national or regional boundaries. Cross-border information transfer restrictions may affect the organization’s outsourcing initiative, because they may impose limitations, obligations, or penalties on the organization or the outsourcing company, such as requiring consent, notification, or authorization, or prohibiting or restricting certain types or categories of information. Cross-border information transfer restrictions may also create challenges or risks for the organization’s outsourcing initiative, such as compliance, legal, reputational, or operational risks, or conflicts orinconsistencies with the organization’s own policies, regulations, standards, or contracts. The other options are not as significant as the cross-border information transfer restrictions, although they may also pose some difficulties or limitations for the organization’s outsourcing initiative. Time zone difference of the outsourcing location, ongoing financial viability of the outsourcing company, and historical network latency between the organization and outsourcing location are all factors that could affect the efficiency and effectiveness of the outsourcing initiative, but they do not directly affect the legality or security of the outsourcing initiative. References = 3

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

The best way to identify changes in the risk profile of an organization is to monitor key risk indicators (KRIs), which are metrics that provide information on the level of exposure to a given operational risk1. KRIs can help to monitor the changes in risk levels over time, identify emerging risks, and trigger risk response actions when the risk exceeds the acceptable thresholds2. KRIs can also help to align the risk management strategy with the business objectives and context. The other options are not the best ways to identify changes in the risk profile of an organization, as they do not provide the same level of insight and guidance as KRIs. Monitoring key performance indicators (KPIs) may show the results or outcomes of the business processes, but not the risks or uncertainties that affect them. Interviewing the risk owner may provide some subjective or qualitative information on the risk perception or attitude, but not the objective or quantitative data on the risk exposure or impact. Conducting a gap analysis may show the difference between the current and desired state of the organization, but not the causes or sources of the risk. References = Key Risk Indicators; Key Risk Indicators: A Practical Guide

When prioritizing risk treatment plans under budget constraints, the focus should be onresidual risk relative to appetite and tolerance. This ensures that resources are allocated to risks that exceed the organization’s risk appetite, aligning treatment efforts with strategic objectives and minimizing critical exposure.

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.

Risk response options are the most important factor to determine as a result of a risk assessment, as they involve selecting the optimal strategy and actions to address the identified and assessed risks, and align them with the risk tolerance and appetite of the organization. Process ownership, risk appetite statement, and risk tolerance levels are not the most important factors, as they are more related to the governance, definition, or communication of the risk, respectively, rather than the response to the risk. References = CRISC Review Manual, 7th Edition, page 108.

The standard operating procedure (SOP) statement that best illustrates appropriate risk register maintenance is to remove risk when mitigation results in residual risk within tolerance levels. Residual risk is the risk that remains after the risk response or mitigation has been applied. Tolerance levels are the acceptable or allowable ranges of variation or deviation from the expected or desired outcomes or objectives. When the mitigation results in residual risk within tolerance levels, it means that the risk has been reduced or managed to an acceptable or satisfactory level, and that no further action or monitoring is required. Therefore, the risk can be removed from the risk register, as it is no longer a significant or relevant risk for the organization. The other options are not as appropriate as removing risk when mitigation resultsin residual risk within tolerance levels, as they are related to the transfer, acceptance, or change of the risk, not the removal of the risk. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Assessment, Section 2.4: IT Risk Response, page 87.

 The greatest concern with the situation of combining the second and third lines of defense in a new department that reports to a recently appointed C-level executive is that the independence of the internal third line of defense may be compromised. The second line of defense is the function that oversees and supports the risk management activities of the first line of defense, which is the function that owns and manages the risks. The third line of defense is the function that provides independent assurance of the risk management activities, such as the internal audit function. Combining the second and third lines of defense in a new department may compromise the independence of the internal third line of defense, as it may create a conflict of interest, bias, or influence among the functions, and impair the objectivity, credibility, and quality of the assurance activities. The independence of the internal third line of defense is essential for ensuring that the risk management activities are performed in a consistent and effective manner, and that the issues and gaps are identified and reported without fear or favor. The risk governanceapproach of the second and third lines of defense may differ, cost reductions may negatively impact the productivity of other departments, and the new structure may not be aligned to the organization’s internal control framework are also concerns, but they are not as great as the compromise of the independence of the internal third line of defense, as they do not directly affect the assurance and accountability of the risk management activities. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 36.

 The most effective way to resolve the situation and define a comprehensive risk treatment plan would be to perform a root cause analysis. A root cause analysis is a method of identifying and addressing the underlying factors or causes that led to the occurrence of a problem or incident1. In this case, the problem or incident is the malware infection that affected the organization. By performing a root cause analysis, the organization can determine how and why the malware was able to infect the systems, what vulnerabilities or weaknesses were exploited, what controls orprocesses failed or were missing, and what actions or decisions contributed to the situation. A root cause analysis can help the organization to prevent or reduce the recurrence of similar incidents, as well as to improve the effectiveness and efficiency of the risk management process. A root cause analysis can also help the organization to define a comprehensive risk treatment plan, which is a set of actions or measures that are taken to modify the risk, such as reducing, avoiding, transferring, or accepting the risk2. Based on the findings and recommendations of the root cause analysis, the organization can select and implement the most appropriate risk treatment option for the malware risk, as well as for any other related or emerging risks. The risk treatment plan should also include the roles and responsibilities, resources, timelines, and performance indicators for the risk treatmentactions3. The other options are not the most effective ways to resolve the situation and define a comprehensive risk treatment plan, as they are either less thorough or less relevant than a root cause analysis. A gap analysis is a method of comparing the current state and the desired state of a process, system, or organization, and identifying the gaps or differences between them4. A gap analysis can help the organization to identify the areas of improvement or enhancement, as well as the opportunities or challenges for achieving the desired state. However, a gap analysis is not the most effective wayto resolve the situation and define a comprehensive risk treatment plan, as it does not address the causes or consequences of the malware infection, or the actions or measures to mitigate the risk. An impact assessment is a method of estimating the potential effects or consequences of a change, decision, or action on a process, system, or organization5. An impact assessment can help the organization to evaluate the benefits and costs, as well as the risks and opportunities, of a proposed or implemented change, decision, or action. However, an impact assessment is not the most effective way to resolve the situation and define a comprehensive risk treatment plan, as it does not investigate the origin or nature of the malware infection, or the solutions or alternatives to manage the risk. A vulnerability assessment is a method of identifying and analyzing the weaknesses or flaws in a process, system, or organization that can be exploited by threats to cause harm or loss6. A vulnerability assessment can help the organization to discover and prioritize the vulnerabilities, as well as to recommend and implement the controls or measures to reduce or eliminate them. However, a vulnerability assessment is not the most effective way to resolve the situation and define a comprehensive risk treatment plan, as it does not consider the root causes or impacts of the malware infection, or the risk treatment options or plans to address the risk. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.1.8, Page 61.

The greatest concern for a risk practitioner reviewing current key risk indicators (KRIs) is that the KRIs’ source data lacks integrity, as this means that the data is inaccurate, incomplete, inconsistent, or outdated, and therefore cannot provide reliable and valid information on the risk level and performance. The KRIs are metrics that measure and monitor the changes in the risk exposure and the effectiveness of the risk response over time. The KRIs’ source data should be collected and verified from credible and relevant sources, and should be updated and maintained regularly. The KRIs’ source data should also be aligned and integrated with the enterprise’s data governance and quality standards. The other options are not the greatest concerns for a risk practitioner reviewing current key risk indicators (KRIs), although they may pose some challenges or limitations. The KRIs are not automated is a concern for the efficiency and timeliness of the KRI reporting and analysis, but it does not affect the integrity of the KRI sourcedata. The KRIs are not quantitative is a concern for the objectivity and comparability of the KRI measurement and prioritization, but it does not affect the integrity of the KRI source data. The KRIs do not allow for trend analysis is a concern for the usefulness and relevance of the KRI communication and decision making, but it does not affect the integrity of the KRI source data. References = Risk and Information Systems Control Study Manual, Chapter 5: Risk and Control Monitoring and Reporting, page 183.

 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.

The principle of least privilege is a key concept in information security that aims to provide users with the minimum level of access—or permissions—necessary to perform their job functions. Byensuring that users only have the access they need, organizations can significantly reduce the risk associated with excessive access by authorized users.

Understanding Least Privilege

The principle of least privilege restricts access rights for users to the bare minimum permissions they need to perform their work. This minimizes the potential damage from accidents or malicious activities.

Least privilege should be applied to all user accounts, including administrative and service accounts.

Implementation

Implementing least privilege involves a detailed analysis of job functions and the necessary access required for each role.

Regularly review and update access permissions to ensure they remain aligned with current job responsibilities and organizational needs.

Mitigating Risk

By limiting access to only what is necessary, organizations can prevent users from having permissions that could be exploited, intentionally or unintentionally, to cause harm.

This also includes revoking unnecessary privileges when users change roles or no longer need access.

Comparison with Other Options

A. Monitoring user activity using security logs: While monitoring can detect inappropriate activity, it does not prevent it.

B. Revoking access for users changing roles: This is a necessary practice but does not address the initial allocation of excessive privileges.

D. Conducting periodic reviews of authorizations granted: Periodic reviews are important but are reactive rather than proactive.

References

Sybex-CISSP-Official-Study-Guide-9-Edition.pdf, p. 641, discussing the principle of least privilege and its implementation​​.

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

The most significant risk to an organization when updating the incident response plan is the undefined assignment of responsibility. An incident response plan is a document that defines the roles, responsibilities, procedures, and resources for responding to an incident that could disrupt the normal operations of the organization, or compromise its assets, reputation, or compliance. An incident response plan should clearly assign the responsibility for each task and activity involved in the incident response process, such as detection, containment, analysis, eradication, recovery, and reporting. Undefined assignment of responsibility could lead to confusion, duplication, conflict, or omission among the stakeholders, and impair the effectiveness and efficiency of the incident response process. Undefined assignment of responsibility could also increase the risk of escalation, recurrence, or impact of the incident, and affect the accountability and performance of the organization. Obsolete response documentation, increased stakeholder turnover, and failure to audit third-party providers are also risks, but they are not as significant as undefined assignment of responsibility, as they do not directly affect the execution and outcome of the incident response process. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 130.

 A risk practitioner is preparing a report to communicate changes in the risk and control environment, such as new or emerging risks, changes in risk levels, risk responses, or control effectiveness. The best way to engage stakeholder attention is to include a summary linking information to stakeholder needs, meaning that the report should highlight the key points and findings that are relevant and important for the stakeholder’s role, responsibility, and interest. The summary should also explain how the information affects the stakeholder’s objectives, expectations, and decisions. The summary should be concise, clear, and compelling, and should capture the stakeholder’s attention and interest. The report can also include detailed deviations from industry benchmarks, a roadmap to achieve operational excellence, or an option to publish the report on-demand for stakeholders, but these are not the best ways to engage stakeholder attention, as they may not be directly related to the stakeholder’s needs or may overwhelm the stakeholder with too much information. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.4.1, p. 124-125

According to the CRISC EXAM TOPIC 2 LONG Flashcards, the first thing that a risk practitioner should do when an organization decides to use a cloud service is to review the vendor selection process and vetting criteria. This is because the vendor selection process and vetting criteria are essential steps to ensure that the cloud service provider meets the organization’s requirements and expectations, and that the risks associated with the cloud service are identified and managed. By reviewing the vendor selection process and vetting criteria, the risk practitioner can evaluate the quality, reliability, security, and compliance of the cloud service provider, and determine if the cloud service is suitable and beneficial for the organization. The risk practitioner can also identify any gaps or weaknesses in the vendor selection process and vetting criteria, and recommend improvements or alternatives accordingly. References = CRISC EXAM TOPIC 2 LONG Flashcards

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

Risk scenarios: Narratives that describe potential risk events, their causes, consequences, and likelihood1.

Internet of Things (IoT): A network of interconnected devices, software, sensors, and other things that communicate and exchange data without human intervention2.

IoT threat landscape: The range and types of threats and attacks that target IoT devices, systems, and networks3.

The most helpful thing to review when identifying risk scenarios associated with the adoption of IoT technology in an organization is the IoT threat landscape. The IoT threat landscape provides a comprehensive and current overview of the potential sources, methods, and impacts of cyberattacks on IoT devices, systems, and networks. Reviewing the IoT threat landscape can help an organization to:

Identify the most relevant and prevalent threats and vulnerabilities that affect IoT technology, such as weak passwords, insecure interfaces, insufficient data protection, poor device management, or lack of encryption4.

Assess the likelihood and impact of different types of attacks, such as malware infections, denial-of-service attacks, data breaches, unauthorized access, or sabotage4.

Prioritize the most critical and urgent risks that need to be addressed and mitigated.

Develop realistic and plausible risk scenarios that reflect the actual IoT threat environment and the organization’s specific context and objectives.

The other options are not as helpful as the IoT threat landscape when identifying risk scenarios associated with the adoption of IoT technology in an organization, because they do not provide a comprehensive and current view of the potential threats and attacks that target IoT technology. The business case for the use of IoT, which is the justification and rationale for adopting IoT technology based on the expected benefits, costs, and risks, may help to understand the value and purpose of IoT technology for the organization, but it does not provide detailed information on the specific threats and vulnerabilities that affect IoT technology. Policy development for IoT, which is the process of creating and implementing rules and guidelines for the governance, management, and security of IoT technology, may help to establish the standards and expectations for IoT technology within the organization, but it does not provide an overview of the external threats and attacks that target IoT technology. The network that IoT devices can access, which is the infrastructure and system that enables the connectivity and communicationof IoT devices, may help to identify the potential entry points and attack vectors for IoT threats, but it does not provide a complete picture of the types and impacts of IoT threats.

References = Risk Scenarios Toolkit, What is the Internet of Things (IoT)? With Examples | Coursera, Top IoT security issues and challenges (2022) – Thales, 8 Internet of Things Threats and Security Risks - SecurityScorecard

A technical vulnerability is a weakness or flaw in the design or implementation of an information system or resource that can be exploited or compromised by a threat or source of harm that may affect the organization’s objectives or operations. A technical vulnerability may be caused byvarious factors, such as human error, system failure, process inefficiency, resource limitation, etc.

A vulnerability assessment is a process of identifying and evaluating the technical vulnerabilities that exist or may arise in the organization’s information systems or resources, and determining their severity and impact. A vulnerability assessment 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.

The best response to the scenario of a recently discovered technical vulnerability being actively exploited is to conduct a vulnerability assessment, because it can help the organization to address the following questions:

What is the nature and extent of the technical vulnerability, and how does it affect the functionality or security of the information system or resource?

How is the technical vulnerability being exploited or compromised, and by whom or what?

What are the potential consequences or impacts of the exploitation or compromise of the technical vulnerability for the organization and its stakeholders?

How can the technical vulnerability be detected and reported, and what are the available or feasible options or solutions to address or correct it?

Conducting a vulnerability assessment can help the organization to improve and optimize the information system or resource quality and performance, and to reduce or eliminate the technicalvulnerability. It can also help the organization to align the information system or resource with the organization’s objectives and requirements, and to comply with the organization’s policies and standards.

The other options are not the best responses to the scenario of a recently discovered technical vulnerability being actively exploited, because they do not address the main purpose and benefit of conducting a vulnerability assessment, which is to identify and evaluate the technical vulnerability, and to determine its severity and impact.

Assessing the vulnerability management process is a process of evaluating and verifying the adequacy and effectiveness of the process that is used to identify, analyze, evaluate, and communicate the technical vulnerabilities, and to align them with the organization’s objectives and requirements. Assessing the vulnerability management process can help the organization to improve and optimize the process, and to reduce or eliminate the gaps or weaknesses in the process, but it is not the best response to the scenario, because it does not indicate the nature and extent of the technical vulnerability, and how it affects the organization and its stakeholders.

Conducting a control self-assessment is a process of evaluating and verifying the adequacy and effectiveness of the controls that are intended to ensure the confidentiality, integrity, availability, and reliability of the information systems and resources, using the input and feedback from the individuals or groups that are involved or responsible for the information systems activities or functions. Conducting a control self-assessment can help the organization to identify and document the control deficiencies, and to align them with the organization’s objectives and requirements, but it is not the best response to the scenario, because it does not indicate thenature and extent of the technical vulnerability, and how it affects the organization and its stakeholders.

Reassessing the inherent risk of the target is a process of reevaluating and recalculating the amount and type of risk that exists in the absence of any controls, and that is inherent to the nature or characteristics of the target, which is the information system or resource that is affected by the technical vulnerability. Reassessing the inherent risk of the target can help the organization to understand and document the risk exposure or level, and to align it with the organization’s risk appetite and tolerance, but it is not the best response to the scenario, because it does not indicate the nature and extent of the technical vulnerability, and how it affects the organization and its stakeholders. 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 195

CRISC Practice Quiz and Exam Prep

According to the CRISC Review Manual1, data selection is the process of choosing the appropriate data sources and variables for data analysis. Data selection is the most critical step in data analytics, as it determines the quality and validity of the results and insights derived from the analysis. Incorrect data selection is the greatest risk associated with the use of data analytics, as it can lead to inaccurate, incomplete, irrelevant, or biased outcomes that can adversely affectthe decision making and performance of the organization. Incorrect data selection can also cause legal, regulatory, ethical, or reputational issues for the organization, if the data used for analysis is not authorized, reliable, or compliant. References = CRISC Review Manual1, page 255.

The best way to mitigate the risk associated with infrastructure updates is to implement a change control process. A change control process is a set of procedures that ensures that any changes to the infrastructure are planned, approved, tested, implemented, and documented in a consistent and controlled manner. A change control process helps to reduce the risk of errors, conflicts, disruptions, or security breaches that could result from infrastructure updates. A change controlprocess also helps to monitor and evaluate the impact and effectiveness of the changes, and to ensure that they align with the enterprise’s objectives and requirements. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.3.1, page 1391

Assigning a data owner ensures accountability and responsibility for classifying and protecting data according to its sensitivity. This role is critical in implementing effectiveData Governance Practices.

According to the CRISC Review Manual, the greatest benefit of analyzing logs collected from different systems is to detect developing threats earlier, because it helps to identify and correlate the patterns, trends, and anomalies that may indicate a potential attack or compromise. Log analysis is the process of examining and interpreting the log data generated by various systems, such as firewalls, servers, routers, and applications. Log analysis can provide valuable insights into the activities and events that occur on the systems, and can enable the timely detection and response to the emerging threats. The other options are not the greatest benefits of analyzing logs, as they are less proactive or less strategic than detecting developing threats earlier. Maintaining a record of incidents is a benefit of logging, but not of analyzing logs, as it involves storing and preserving the log data for future reference. Facilitating forensic investigations is a benefit of analyzing logs, but it is a reactive and tactical activity that occurs after an incident has happened. Identifying security violations is a benefit of analyzing logs, but it is a specific and operational activity that focuses on the compliance and enforcement of the security policies and standards. References = CRISC Review Manual, 7th Edition, Chapter 5, Section 5.3.2, page 263.

According to the Guide to Implementing an IT Risk Management Framework, the first activity that should be performed when establishing IT risk management processes is to assess the goals and culture of the organization. This is because the goals and culture of the organization define the context and scope of the IT risk management process, and influence the risk appetite and tolerance of the organization. By assessing the goals and culture of the organization, the IT risk manager can align the IT risk management process with the organization’s strategy, vision, mission, values, and objectives. The IT risk manager can also identify the key stakeholders, roles, and responsibilities involved in the IT risk management process, and ensure that they have the necessary skills, knowledge, and resources to perform their tasks effectively. Additionally, the IT risk manager can establish the communication and reporting mechanisms for the IT risk management process, and ensure that they are consistent with the organization’s culture and expectations. References = Guide to Implementing an IT Risk Management Framework, An Overview of the Risk Management Process

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 practitioner’s best course of action when an organization has been made aware of a newly discovered critical vulnerability in a regulatory reporting system is to perform an impactassessment, as it involves estimating the potential consequences or damage that the vulnerability may cause to the system and its related business processes, and prioritizing the risk response accordingly. The other options are not the best courses of action, as they may not address the urgency or severity of the vulnerability, or may require the prior knowledge of the impact or risk level, respectively. 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

The first step in selecting a risk response after a penetration test reveals several vulnerabilities in a web-facing application is to assess the level of risk associated with the vulnerabilities, as it involves evaluating the likelihood and impact of the vulnerabilities being exploited, and comparing them with the risk tolerance and appetite of the organization. Correcting the vulnerabilities, developing a risk response action plan, and communicating the vulnerabilities are possible steps in selecting a risk response, but they are not the first step, as they require the prior knowledge of the risk level and the optimal risk response. References = CRISC Review Manual, 7th Edition, page 108.

According to ISACA, a risk register is a tool to record and track the identified risks, their ratings, responses, and status. The primary purpose of a risk register is to provide a centralized view of risk for the organization, as it enables the consolidation, communication, and reporting of risk information across different levels, units, and functions. A risk register can also support the risk management process, such as risk identification, assessment, treatment, monitoring, and review.

 A risk profile is a summary of the key risks that affect an organization, a business unit, a process, or a project. A risk profile can help stakeholders understand the current and potential exposure to various sources of uncertainty, and prioritize the risk response accordingly. Classification of risk profiles is the process of grouping and categorizing risks based on common characteristics, such as source, impact, likelihood, or response strategy. Classification of risk profiles can help communicate risk assessment results to stakeholders by providing a clear and consistent way of presenting and comparing risks across different domains, levels, or perspectives. Classification of risk profiles can also help identify patterns, trends, and interrelationships among risks, and facilitate the allocation of resources and responsibilities for risk management. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.1: Risk Profile, p. 193-195.

Ensuring that database changes are correctly applied is the primary reason for monitoring activities performed in a production database environment, as it helps to maintain the integrity, availability, and performance of the database and the applications that depend on it. Database changes are any modifications made to the database structure, configuration, data, or code, such as adding or deleting tables, columns, indexes, or triggers, updating or inserting data, or altering stored procedures or functions. Database changes can have significant impacts on the database functionality and behavior, and may introduce errors, inconsistencies, or vulnerabilities if not applied correctly. Therefore, monitoring database changes is essential to verify that the changes are implemented as intended, comply with the design specifications and standards, and do not cause any adverse effects or conflicts with the existing database or application components.

The other options are not the primary reasons for monitoring activities performed in a production database environment. Enforcing that changes are authorized is an important aspect of database change management, but it is not the main purpose of database monitoring. Database change management is the process of planning, reviewing, approving, and implementing database changes in a controlled and consistent manner. Database change management helps to ensure that the changes are authorized by the appropriate stakeholders, aligned with the business requirements and objectives, and documented and communicated to the relevant parties. Database monitoring can support database change management by providing information and feedback on the change implementation and performance, but it does not enforce the change authorization. Deterring illicit actions of database administrators is a possible benefit of database monitoring, but it is not the primary reason for it. Database administrators are the users who have the highest level of access and privilege to the database, and they are responsible for managingand maintaining the database operations and security. Database monitoring can help to deter illicit actions of database administrators by tracking and auditing their activities and actions on the database, and alerting or escalating any suspicious or malicious behavior. However, database monitoring is not the only or the most effective way to prevent or detect illicit actions of database administrators. Other measures, such as implementing the principle of least privilege, segregating duties, enforcing password policies, and encrypting data, are also necessary to protect the database from unauthorized or improper access or manipulation by database administrators or other users. Preventing system developers from accessing production data is apossible benefit of database monitoring, but it is not the primary reason for it. System developers are the users who design, develop, and test the applications that interact with the database. System developers should not have access to the production data, as it may contain sensitive or confidential information that could be compromised or misused by the developers. System developers should only use test or dummy data for their development and testing purposes. Database monitoring can help to prevent system developers from accessing production data by controlling and restricting their access and privilege to the database, and logging and reporting any unauthorized or inappropriate access attempts. However, database monitoring is not the only or the most effective way to prevent system developers from accessing production data. Other measures, such as implementing access control policies, masking or anonymizing data, and isolating development and production environments, are also necessary to safeguard the production data from system developers or other users. References = Database Monitoring: Basics & Introduction | Splunk, IT Risk Resources | ISACA, Best Practices for Database Performance Monitoring

Payroll system risk mitigation plans are the actions that are taken to reduce or eliminate the risk associated with payroll processing. When a migration from an in-house developed system to an external cloud-based solution is affecting a previously rated key risk scenario related to payroll processing, the first part of the risk register that should be updated is the payroll system risk mitigation plans. This is because the migration may introduce new risks or change the existing risks, and the risk mitigation plans may need to be revised or replaced accordingly. Updating the payroll system risk mitigation plans can help ensure that the risk level is acceptable and the payroll process is secure and reliable. According to the CRISC Review Manual 2022, one of the key risk treatment techniques is to update the risk action plan, which is a document that outlines the risk mitigation plans1. According to the CRISC Review Questions, Answers & Explanations Manual 2022, updating the risk mitigation plans is the correct answer to this question2.

Payroll system risk factors, payroll process owner, and payroll administrative controls are not the first part of the risk register that should be updated when a migration is affecting a key risk scenario. Payroll system risk factors are the sources or causes of risk, such as threats, vulnerabilities, or uncertainties. Payroll process owner is the person who is responsible for the payroll process and its outcomes. Payroll administrative controls are the policies, procedures, or guidelines that govern the payroll process. These parts of the risk register may also need to be updated, but they are not as urgent or critical as the risk mitigation plans. Updating the risk factors, process owner, and administrative controls can help identify, assess, and monitor the risk, but they do not directly address the risk response. The risk response is the most important part of the risk management process, as it determines how the risk is handled and controlled.

The risk practitioner should verify the cost-benefit of the new controls being implemented to ensure that they are aligned with the enterprise’s risk appetite and strategy, and that they provide value to the business. The other options are not as important as verifying the cost-benefit of the new controls, because:

Option A: Updating the risk register is a good practice, but it does not provide assurance that the new controls are effective and efficient.

Option B: Ensuring risk monitoring for the project is initiated is also a good practice, but it is not as urgent as verifying the cost-benefit of the new controls, which should be done before the project is closed.

Option C: Conducting and documenting a BIA is not relevant to the scenario, as the project is already completed and the new controls are implemented. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 184.

The best way to ensure key risk indicators (KRIs) provide value to risk owners is to provide timely notification of the changes in the risk exposure. KRIs are metrics that provide an early warning of increasing risk exposure in various areas of the organization. By providing timely notification of the KRI values, the risk owners can be alerted of the risk situation and take appropriate actions to manage the risk. Ongoing training, return on investment (ROI), and cost minimization are other possible ways to ensure KRIs provide value, but they are not as effective as timely notification. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 10; CRISC Review Manual, 6th Edition, page 140.

 Risk scenarios provide the MOST helpful information in identifying risk in an organization, because they describe the possible events, causes, effects, and impacts of a risk on the organization’s objectives and processes. Risk scenarios help to identify the sources, drivers, and indicators of risk, as well as the potential consequences and likelihood of occurrence. The other options are not as helpful as risk scenarios, because:

Option A: Risk registers are tools to document and track the identified risks, their characteristics, and their status, but they do not provide information on how to identify risks in the first place.

Option B: Risk analysis is a process to assess the likelihood and impact of the identified risks, and to prioritize them based on their severity, but it does not provide information on how to identify risks in the first place.

Option D: Risk responses are actions to address the identified risks, either by reducing, transferring, avoiding, or accepting them, but they do not provide information on how to identify risks in the first place. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 105.

Information systems audits are designed to evaluate the effectiveness of controls and identify weaknesses or vulnerabilities within systems. Identifying vulnerabilities allows organizations to address potential security issues proactively.

The risk profile is the most important document to update following a change in organizational risk appetite and tolerance, because it summarizes the current and target state of the organization’s risk exposure, as well as the risk response strategies and actions. The risk profile should reflect the alignment of the organization’s risk appetite and tolerance with its strategic objectives and operational capabilities. Updating the risk profile will help the organization to monitor and manage its risks effectively and efficiently.

References

•ISACA CRISC Review Manual, 7th Edition, Domain 1: IT Risk Identification, Section 1.2.1: Risk Profile

•Risk Profile - ISACA

•What is a Risk Profile? Definition, Examples, and More

The best course of action for the risk practitioner is to follow the incident reporting procedures established by the organization. This will ensure that the incident is properly documented, escalated, and resolved in a timely and consistent manner. Reporting the incident to the chief risk officer, advising the employee to forward the email to the phishing team, or advising the employee to permanently delete the email are not the best courses of action, as they may not comply with the organization’s policies and standards, and may not address the root cause and impact of the incident. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 4, Section 4.2.2.1, page 193.

A key performance indicator (KPI) is a metric that reflects how well an organization is achieving its goals and objectives. A KPI should be specific, measurable, achievable, relevant, and time-bound. For an IT department that has organized training sessions to improve user awareness of organizational information security policies, the best KPI to reflect the effectiveness of the training is the percentage of staff members who complete the training with a passing score. This KPI measures the level of knowledge and understanding of the security policies among the staff members, as well as the quality and impact of the training sessions. It also indicates whether the training sessions have met the predefined criteria and standards for success. A high percentage of staff members who complete the training with a passing score implies that the training sessions have been effective in improving user awareness of organizational information security policies. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.3.2, p. 117-118

 The ultimate goal of conducting a privacy impact analysis (PIA) is to identify gaps in data protection controls, as it involves assessing the privacy risks and impacts of collecting, using, storing, and disclosing personally identifiable information (PII), and determining the adequacy and effectiveness of the existing or proposed controls to mitigate those risks and impacts. Developing a customer notification plan, identifying PII, and determining gaps in data identification processes are possible steps or outcomes of conducting a PIA, but they are not the ultimate goal, as they do not address the root cause or solution of the privacy issues. References = CRISC Review Manual, 7th Edition, page 155.

The most important input into the assessment of the risk of shadow IT usage is the classification of the data that is being processed, stored, or transmitted by the unauthorized applications or devices. This determines the level of confidentiality, integrity, and availability that is required for the data and the potential impact of a breach or loss. Business benefits of shadow IT, application-related expenses, and volume of data are less important inputs that may affect the risk analysis, but not as much as the data classification. References = Risk IT Framework, 2nd Edition, page 28; CRISC Review Manual, 6th Edition, page 98.

The main benefit of using a top-down approach to develop risk scenarios is that it establishes the relationship between risk events and organizational objectives. A top-down approach is a method of risk identification and analysis that starts with the organization’s strategic objectives and then identifies the potential risk events that could affect or prevent the achievement of those objectives. A top-down approach helps to establish the relationship between risk events and organizational objectives, because it links the risk scenarios to the organization’s mission, vision, values, and strategy, and it prioritizes the risk scenarios based on their impact and relevance to the organization’s objectives. A top-down approach also helps to align and communicate the risk scenarios with the organization’s stakeholders, such as the board, management, and business units, and to facilitate the risk response and monitoring activities. The other options are not the main benefit of using a top-down approach, although they may be part of or derived from the top-down approach. Describing risk events specific to technology used by the enterprise, using hypothetical and generic risk events specific to the enterprise, and helping management and the risk practitioner to refine risk scenarios are all activities or outcomes that could be performed or achieved by using a top-down approach, but they are not the primary purpose or result of the top-down approach. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.2.1, page 4-13.

Key Risk Indicators (KRIs)are metrics used to monitor changes in risk exposure, enabling proactive adjustments to keep risks within appetite. They provide early warnings of potential breaches in risk thresholds.

According to the CRISC Review Manual, the primary purpose of periodically reviewing an organization’s risk profile is to enable risk-based decision making, because it helps to ensure thatthe risk information is current, relevant, and accurate. The risk profile is a snapshot of the organization’s risk exposure at a given point in time, based on the risk identification, analysis, and evaluation processes. Periodically reviewing the risk profile allows the organization tomonitor the changes in the risk environment, the effectiveness of the risk responses, and the impact of the risk events. This enables the organization to make informed decisions about the risk management strategies and priorities. The other options are not the primary purpose of periodically reviewing the risk profile, as they are related to other aspects of the risk management process. Aligning business objectives with risk appetite is the purpose of establishing the risk context, which defines the scope and boundaries of the risk management activities. Designing and implementing risk response action plans is the purpose of the risk response process, which involves selecting and executing the appropriate risk responses. Updating risk responses in the risk register is the outcome of the risk monitoring and reporting process, which involves tracking the risk performance and communicating the risk information to the stakeholders. References = CRISC Review Manual, 7th Edition, Chapter 2, Section 2.2.4, page 86.

Acost-benefit analysisevaluates the financial implications of acquiring cyber insurance versus the potential loss exposure. This approach enables informed decision-making by comparing the insurance cost with the potential savings from covered risks.

 AI in Heuristic Security Systems:

Heuristic security systems use artificial intelligence (AI) to identify and respond to potential threats by learning from data patterns and behaviors.

 Risk of Misclassification:

During the baselining process, AI systems establish what is considered normal behavior. If malicious activity is present during this period, it may be incorrectly classified as normal.

This misclassification can lead to undetected security breaches, as the system will not recognize these activities as threats in the future.

 Impact of Misclassification:

Misclassified malicious activities can lead to significant security risks, allowing attackers to operate undetected within the system.

It undermines the effectiveness of the heuristic system, reducing its ability to protect the organization from real threats.

 Comparing Other Risks:

Less Reliance on Human Intervention:This is a general concern but does not directly impact the accuracy of threat detection.

Difficulty in Risk Assessments:While a challenge, it is not the greatest risk compared to misclassification of malicious activity.

Outdated Patterns:While a concern, the primary risk lies in initial misclassification during baselining.

 References:

The CRISC Review Manual discusses the challenges of AI in security systems, particularly the risk of misclassification during the learning phase (CRISC Review Manual, Chapter 4: Information Technology and Security, Section 4.7.4 Artificial Intelligence) .

Policies and standards are important components of the risk management process, as they define the objectives, expectations, and requirements for managing risk within the organization. Policies and standards are also the means by which senior management formally approves and communicates the risk practices to the stakeholders, ensuring that the risk management process is aligned with the organizational strategy, culture, and values. Policies and standards also provide the authority and accountability for the risk management roles and responsibilities, as well as the criteria and metrics for measuring and reporting risk performance.

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.

The most relevant information to include in a risk management strategy is the organizational goals, because they provide the direction and purpose for the risk management activities. A risk managementstrategy is a document that outlines the objectives, scope, approach, roles, and responsibilities for managing risks in an organization. A risk management strategy should align with the organizational goals, which are the desired outcomes or results that the organization wants to achieve. The organizational goals should be specific, measurable, achievable, relevant, and time-bound (SMART), and they should reflect the organization’s vision, mission, values, and strategy. By including the organizational goals in the risk management strategy, the risk practitioner can ensure that the risk management process supports and enables the achievement of the organizational goals. The risk practitioner can also use the organizational goals as a basis for identifying, assessing, prioritizing, and responding to the risks that may affect theorganization’s performance and success. The risk practitioner can also monitor and measure the progress and effectiveness of the risk management process by comparing the actual results with the expected results based on the organizational goals. Therefore, the organizational goals are themost relevant information to include in a risk management strategy, as they provide the foundation and framework for the risk management process. References = Risk and Information Systems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.1: IT Risk Management Strategy, pp. 3-61

The best recommendation to reduce the risk associated with potential system compromise when a vendor stops releasing security patches and updates for a business-critical legacy system is to segment the system on its own network. Network segmentation is the process of dividing a network into smaller subnetworks or segments, based on different criteria, such as function, location, or security level. Network segmentation helps to isolate the system from the rest of the network, and limit the exposure and access to the system. Network segmentation also helps to improve the performance and security of the network, by reducing the network traffic and congestion, and enhancing the monitoring and control capabilities. The other options are not as effective as segmenting the system on its own network, although they may provide some additional protection or recovery options. Ensuring regular backups take place, virtualizing the system in the cloud, and installing antivirus software on the system are all measures that can helpto reduce the risk of data loss or system damage, but they do not address the root cause of the risk, which is the lack of security patches and updates for the system. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.2.1, page 3-11.

The observation that would be of GREATEST concern to a risk practitioner reviewing the implementation status of management action plans is that management has not begun the implementation, because it indicates that the management action plans are not being executed or monitored, and that the risks are not being addressed or mitigated. The lack of implementation may also imply that the management action plans are not realistic, feasible, or aligned with the enterprise’s strategy and objectives. The other options are not as concerning as the lack of implementation, because:

Option A: Management has not determined a final implementation date is a concern, but not the greatest one, because it may affect the timely completion and delivery of the management action plans, but it does not necessarily mean that the management action plans are not being executed or monitored.

Option B: Management has not completed an early mitigation milestone is a concern, but not the greatest one, because it may indicate a delay or deviation in the progress and performance of the management action plans, but it does not necessarily mean that the management action plans are not being executed or monitored.

Option C: Management has not secured resources for mitigation activities is a concern, but not the greatest one, because it may affect the quality and effectiveness of the management actionplans, but it does not necessarily mean that the management action plans are not being executed or monitored. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 123.

An IT risk and control self-assessment (RCSA) is a process that helps organizations identify and evaluate operational risks and assess the effectiveness of their control measures12. It is a structured approach that involves identifying, assessing, mitigating, and monitoring risks across all levels of an organization12.

A report to senior management is a document that summarizes and communicates the results and findings of the RCSA, and provides recommendations and action plans for improving the risk management and control processes34.

The most important aspect of an IT risk and control self-assessment to include in a report to senior management is an increase in residual risk, which is the risk remaining after risk treatment, and represents the exposure or potential impact of the risk on the organization’s objectives56.

An increase in residual risk is the most important aspect because it indicates the level of risk that the organization is willing to accept or tolerate, and the gap between the current and desired risk profile56.

An increase in residual risk is also the most important aspect because it requires the attention and decision of the senior management, who are responsible for defining the organization’s risk appetite, strategy, and criteria, and for ensuring that the residual risk is within the acceptable range56.

The other options are not the most important aspects, but rather possible components or outcomes of an IT risk and control self-assessment that may support or complement the report to senior management. For example:

Changes in control design are components of an IT risk and control self-assessment that involve modifying or updating the control measures to address the changes in the risk environment or the organization’s objectives56. However, changes in control design are not the most importantaspect because they do not measure or reflect the residual risk, which is the ultimate goal of the risk treatment56.

A decrease in the number of key controls is an outcome of an IT risk and control self-assessment that indicates the improvement or optimization of the control processes, and the reduction of the complexity or redundancy of the control measures56. However, a decrease in the number of key controls is not the most important aspect because it does not indicate or imply the residual risk, which may depend on other factors such as the effectiveness or efficiency of the controls56.

Changes in control ownership are components of an IT risk and control self-assessment that involve assigning or reassigning the responsibility and accountability for the control processes to the appropriate individuals or groups within the organization56. However,changes in control ownership are not the most important aspect because they do not affect or determine the residual risk, which is independent of the control owners56. References =

1: Risk and control self-assessment - KPMG Global1

2: Control Self Assessments - PwC2

3: How-To Guide: Implementing Risk Control Self-Assessment Steps4

4: RISK MANAGEMENT SELF-ASSESSMENT TEMPLATE - Smartsheet5

5: Risk IT Framework, ISACA, 2009

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

IT disaster recovery point objectives (RPOs) should be based on the:

B. maximum tolerable loss of data.

RPOs are determined by how much data loss an organization can withstand in the event of a disaster. It’s a measure of the maximum age of files that an organization must recover from backup storage for normal operations to resume after a disaster. Therefore, RPOs are directly related to the maximum tolerable loss of data.

The most important characteristic of a key risk indicator (KRI) to enable decision-making is illustrating changes in risk trends, as it provides a clear and timely indication of the direction and magnitude of the risk level and exposure, and enables the stakeholders to take proactive andappropriate actions to address the risk. The other options are not the most important characteristics, as they are more related to the monitoring, measurement, or identification of the risk, respectively, rather than the illustration of the risk trends. References = CRISC Review Manual, 7th Edition, page 110.

The main purpose of reviewing a control after implementation is to validate that the control operates as intended, as this can help to ensure that the control is effective and efficient in mitigating the risk, and that it meets the control objectives and requirements. Reviewing a control after implementation can also help to identify and address any issues or gaps that may arise during the control operation, and to monitor and evaluate the performance and impact of the control. Reviewing a control after implementation can also provide feedback and information to the control owners and stakeholders, and enable them to adjust the control design and implementation accordingly. References = Most Asked CRISC Exam Questions andAnswers. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question254. ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 254. CRISC by Isaca Actual Free Exam Q&As, Question 9.

The best control to reduce the likelihood of a successful network attack through social engineering is security awareness training. Security awareness training is a program that educates and trains employees on the common types, techniques, and indicators of social engineering attacks, such as phishing, baiting, pretexting, and quid pro quo12. Security awareness training also teaches employees how to protect themselves and the organization from social engineering attacks, such as by verifying the identity and legitimacy of the sender or caller, avoiding clicking on suspicious links or attachments, reporting any suspicious or unusual activity, and following the organization’s security policies and procedures. Security awareness training can help to reduce the likelihood of a successful network attack through social engineering, because it can increase the employees’ knowledge, skills, and confidence in recognizing and responding to social engineering attempts, and it can also foster a culture of security and responsibility among the employees. The other options are not the best control, although they may be useful or complementary to security awareness training. Automated controls are technical or procedural controls that are performed by a system or a device without human intervention, such as firewalls, antivirus software, encryption, and backups. Automated controls can help to protect the network from external or internal threats, but they may not be effective against social engineering attacks, which rely on humaninteraction and manipulation.Multifactor authentication is a security mechanism that requires users to provide two or more pieces of evidence to verify their identity and access a system or a service, such as a password, a token, a fingerprint, or a facial recognition. Multifactor authentication can help to prevent unauthorized access to the network, but it may not prevent social engineering attacks, which may persuade users to share or compromise their authentication factors. Employee sanctions are disciplinary actions that are taken against employees who violate the organization’s security policies and procedures, such as warnings, fines, suspensions, or terminations. Employee sanctions can help to deter and punish employees who fall victim to or facilitate social engineering attacks, but they may not prevent or reduce the likelihood of social engineering attacks, and they may also create a negative or fearful work environment. References = Avoiding Social Engineering and Phishing Attacks | CISA, What is Social Engineering | Attack Techniques & Prevention Methods …, 10 Types of Social Engineering Attacks - CrowdStrike

The best representation of the desired risk posture for an organization is when the residual risk is lower than the risk tolerance. Residual risk is the remaining risk after the implementation of risk responses or controls. Risk tolerance is the acceptable level of risk that the organization is willing to take or bear. Thedesired risk posture is when the organization has reduced the residual risk to a level that is equal to or lower than the risk tolerance, which means that the organization has achieved its risk objectives and is comfortable with the remaining risk exposure. The other options are not the best representation of the desired risk posture, as they indicate that the organization has not effectively managed its risk. Inherent risk is lower than risk tolerance means that the organization has not identified or assessed its risk properly, as inherent risk is the risk before any controls or responses are applied. Operational risk is higher than risk tolerance means that the organization has not implemented or monitored its risk responses or controls adequately, as operational risk is the risk of loss resulting from inadequate or failed internal processes,people, and systems. Accepted risk is higher than risk tolerance means that the organization has not aligned its risk appetite and risk tolerance, as accepted risk is the risk that the organization chooses to retain or take without any further action. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.3.1, page 2-23.

A risk scenario is a hypothetical situation that describes how a risk event could adversely affect an organization’s objectives, assets, or operations. A risk scenario can be used for riskanalysis,which is the process of estimating the likelihood and impact of the risk event, and evaluating the effectiveness and efficiency of the risk response1.

One of the essential components of a risk scenario is the threat type, which is the source or cause of the risk event. The threat type can be classified into various categories, such as natural, human, technical, environmental, or legal. The threat type can help to define the characteristics, motivations, capabilities, and methods of the risk event, and to identify the potential vulnerabilities and exposures of the organization. The threat type can also help to determine the frequency and severity of the risk event, and to select the appropriate risk response strategies and controls23.

The other options are not the components of a risk scenario, but rather the outcomes or inputs of risk analysis. Risk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. Risk appetite can help to guide the risk analysis by providing a high-level statement of the desired level of risk taking and tolerance4. Risk tolerance is the acceptable variation in the outcomes related to specific objectives or risks. Risk tolerance can help to measure the risk analysis by providing quantitative or qualitative indicators of the acceptable range of risk exposure and performance4. Residual risk is the remaining risk after the risk response has been implemented. Residual risk can help to monitor the risk analysis by providing feedback on the effectiveness and efficiency of the risk response and the need for further action. References =

Risk Analysis - ISACA

Threat - ISACA

Threat Modeling - ISACA

Risk Appetite and Risk Tolerance - ISACA

[Residual Risk - ISACA]

[CRISC Review Manual, 7th Edition]

Pre-production compatibility testing ensures patches won’t break applications or services, protecting availability—a key control objective outlined in ISACA’s guidance on Change and Configuration Management.

 Penetration test results are the most helpful resource to a risk practitioner when updating the likelihood rating in the risk register. Penetration testing is a method of simulating real-world attacks on an IT system or network to identify and exploit vulnerabilities and measure the potential impact. Penetration test results provide empirical evidence of the existence and severity of vulnerabilities, as well as the ease and probability of exploitation. These results can help the risk practitioner to update the likelihood rating of the risks associated with the vulnerabilities, and to prioritize the risk response actions. Risk control assessment, audit reports with risk ratings, and business impact analysis (BIA) are also useful resources for risk management, but they are not as directly related to the likelihood rating as penetration test results. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.3.3, page 2-28.

Providing opinions on control strength after the initial design is the best time for the risk practitioner, because it helps to ensure that the controls are aligned with the requirements and objectives of the new cloud-based service, and that they are effective and efficient in mitigating the risks associated with the service. A cloud-based service is a service that is delivered over the internet, where the service provider owns and manages the IT infrastructure, platforms, or applications, and the customer pays only for the resources or functions they use. An access management capability is a capability that enables the organization to control and monitor the access to its IT systems or networks, such as authentication, authorization, or auditing. Controls are policies, procedures, or mechanisms that help to reduce or eliminate the risks that may affect the security, reliability, performance, or compliance of the cloud-based service. Providing opinions on control strength after the initial design is the best time, as it allows the risk practitioner to review the design specifications and requirements, and to provide feedback and recommendations on the adequacy and suitability of the controls. Providing opinions on control strength before production rollout, after a few weeks in use, or before end-user testing are all possible times for the risk practitioner, but they are not the best time, as they may be too late or too early to influence the design and implementation of the controls. References = Risk and Information Systems Control Study Manual, Chapter 5, Section 5.2.1, page 183

 The best course of action for a risk practitioner when a bank recently incorporated Blockchain technology with the potential to impact known risk within the organization is to analyze the risk and update the risk register as needed. Blockchain technology is a new and emerging technologythat may introduce new risks or change the existing risks for the bank. Therefore, the risk practitioner should perform a risk analysis to identify, assess, and evaluate the risks associated with the Blockchain technology, and update the risk register accordingly. Determining whether risk responses are still adequate, analyzing and updating control assessments, and conducting testing of the controls are possible actions that may follow the risk analysis, but they are not the best initial course of action. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 4; CRISC Review Manual, 6th Edition, page 153.

 The effectiveness of a control monitoring program can be measured by how quickly it can detect and correct any control failures that may compromise the achievement of the organization’s objectives. A shorter time between control failure and failure detection means that the control monitoring program is able to identify and report the issues promptly, and initiate the remediation actions accordingly. This can reduce the impact and likelihood of the risks associated with the control failures, and enhance the performance and reliability of the controls. The other options are not as good indicators of the effectiveness of a control monitoring program, because they do not reflect the timeliness and responsiveness of the program, but rather the scope, effort, or frequency of the program. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.3.3, page 130.

The best indicator to senior management that IT processes are improving is the changes in the position in the maturity model. A maturity model is a framework that defines the levels of capability and performance of a process, such as IT processes, based on the criteria such as governance, management, control, measurement, and improvement. A maturity model can help to assess the current state and the desired state of the IT processes, and to identify the gaps, strengths, and opportunities for improvement. A maturity model can also help to communicate the progress and the value of the IT processes to the senior management, and to support the strategic alignment and integration of the IT processes with the business objectives. Changes in the position in the maturity model indicate that the IT processes are improving, as they show that the IT processes are moving from a lower level to a higher level of maturity, and that they are achieving higher standards of quality, efficiency, and effectiveness. Changes in the number of intrusions detected, changes in the number of security exceptions, and changes to the structure of the risk register are not as good as changes in the position in the maturity model, as they do not provide a comprehensive and consistent measure of the IT processes improvement, and they may not reflect the actual impact and performance of the IT processes. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 36.

 Purpose of a Risk Register:

A risk register consolidates all identified risks, their status, and mitigation actions in one place. It serves as a tool for tracking and managing risks systematically.

 Facilitating Risk Management Functions:

By documenting risk scenarios, a risk register provides a comprehensive view of potential threats and their impact on the organization.

It enables effective communication and review of these scenarios with stakeholders, ensuring that all relevant parties are aware of and understand the risks.

 Engaging Stakeholders:

Reviewing the risk register with stakeholders helps in validating the risks, assessing their impact, and determining appropriate responses.

It fosters collaboration and ensures that risk management activities are aligned with the stakeholders' expectations and the organization's objectives.

 Comparing Other Functions:

Analyzing Risk Appetite:While important, this is not the primary function of a risk register.

Influencing Risk Culture:The risk register contributes to risk culture but is primarily a tracking and communication tool.

Articulating Senior Management's Intent:This is more related to policy and strategy documents, whereas the risk register is a practical tool for managing specific risks.

 References:

The CRISC Review Manual highlights the role of the risk register in consolidating risk information and facilitating stakeholder engagement (CRISC Review Manual, Chapter 2: IT Risk Assessment, Section 2.6 Risk Register)​​ .

Identifying specific risk events provides the foundational input for creating relevant and actionable risk scenarios. These scenarios form the basis of assessing potential impacts and determining effective controls. This is a key step in theRisk Identification and Assessmentprocess.

The best input to assess the inherent risk impact of leakage of customer data is the number of customer records held. Inherent risk impact is a measure of the potential severity or consequence of a risk event, before considering the existing controls. Inherent risk impact can be based on quantitative or qualitative factors, such as financial, operational, reputational, or legal factors.The number of customer records held is the best input, because it directly reflects the amount and type of data that could be leaked, and the potential harm or loss that could result from the leakage. The number of customer records held can also help to estimate the probability and frequency of the leakage, as well as the effectiveness and efficiency of the controls. The more customer records the organization holds, the higher the inherent risk impact of leakage, and the more controls the organization needs to implement and maintain. The other options are not the best input, although they may be related or influential to the inherent risk impact. The number of databases that host customer data is a measure of the complexity or diversity of the data storage and management systems, but it does not directly indicate the amount or type of data that could be leaked, or the potential harm or loss that could result from the leakage. The number of databases that host customer data may also vary depending on the design and configuration of the systems, which may not reflect the inherent risk impact. The number of encrypted customer databases is a measure of the security or protection of the data storage and management systems, but it is not an input to the inherent risk impact, rather it is an output or a result of the control implementation. The number of encrypted customer databases may also depend on the quality and reliability of the encryption methods and keys, which may not indicate the inherent risk impact. The number of staff members having access to customer data is a measure of the exposure or vulnerability of the data to internal threats, such as unauthorized or malicious actions by the staff members. The number of staff members having access to customer data can affect the inherent risk impact, but it is not the best input, as it does not account for the external threats, such as hackers or competitors, or the amount or type of data that could be leaked, or the potential harm or loss that could result from the leakage. References = What is Inherent Risk? You Could Be at Risk of a Data Breach | UpGuard, Data leakage: A data leak is an unintentional exposure of sensitive data on the internet. For example, an employee might upload customer data files to an unsecured server. Lack of encryption: This is the storing, sending, or transferring information without converting it into ciphertext first.

 When a new security vulnerability is made public, the first step is to determine whether the affected technology is used within the organization. This will help to assess the impact and exposure of the vulnerability on the organization’s assets, processes, and objectives. If the affected technology is not used within the organization, then the vulnerability does not pose a direct threat and no further action is required. However, if the affected technology is used within the organization, then the next steps are to identify the systems and components that are vulnerable, evaluate the severity and likelihood of the vulnerability being exploited, and implement appropriate mitigating controls or remediation actions. References = Risk and Information Systems Control Study Manual, Chapter 5, Section 5.3.2.1, p. 240-241

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

 Performing a post-implementation review is the best way to confirm whether appropriate automated controls are in place within a recently implemented system, as it helps to evaluate the effectiveness and efficiency of the system and its controls after they have been deployed and operationalized. A post-implementation review is a process of assessing and validating the system and its controls against the predefined criteria and objectives, such as functionality, performance, security, compliance, and user satisfaction. A post-implementation review can help to confirm whether appropriate automated controls are in place within a recently implemented system by providing the following benefits:

It verifies that the system and its controls meet the design specifications and standards, and comply with the relevant laws, regulations, and contractual obligations.

It identifies and measures the actual or potential benefits and value of the system and its controls, such as improved efficiency, reliability, or quality.

It detects and analyzes any issues, gaps, or weaknesses in the system and its controls, such as errors, inconsistencies, or vulnerabilities.

It provides recommendations and action plans to address the identified issues, gaps, or weaknesses, and to improve or enhance the system and its controls.

It communicates and reports the results and findings of the review to the relevant stakeholders, and solicits their feedback and suggestions.

The other options are not the best ways to confirm whether appropriate automated controls are in place within a recently implemented system. Conducting user acceptance testing is an important step to ensure that the system and its controls meet the user requirements and expectations, but it is usually performed before the system is implemented and operationalized, and it may not cover all aspects of the system and its controls. Reviewing the key performance indicators (KPIs) is a useful method to measure and monitor the performance of the system and its controls, but it may not provide a comprehensive or objective evaluation of the system and its controls. Interviewing process owners is a possible technique to collect and analyze information on the system and its controls, but it may not provide sufficient or reliable evidence to confirm the appropriateness of the system and its controls. References = Post-Implementation Review: The Key to a Successful Project, IT Risk Resources | ISACA, Post Implementation Review (PIR) - Project Management Knowledge

KRIs provide measurable indicators that flag when risks exceed predefined thresholds, enabling swift and effective risk response. This supports theMonitoring and Reportingfunction in risk management, ensuring risks are managed proactively.

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.

 The best evidence of an effective internal control environment is the independent audit results. Independent audit results are the outcomes or findings of an external or independent party that evaluates the design, implementation, and operation of the internal controls. Independent audit results can provide an objective, reliable, and consistent assessment of the internal control environment, and identify the strengths, weaknesses, gaps, or issues of the internal controls. Independent audit results can also provide assurance, recommendations, or improvement opportunities for the internal control environment. The other options are not as good as independent audit results, as they are related to the inputs, processes, oroutputs of the internal control environment, not the evaluation or verification of the internal controlenvironment. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Assessment, Section 2.3: IT Control Assessment, page 69.

Presenting the impact of IT risks on organizational processes in monetary terms is effective for obtaining management buy-in because it directly relates to the organization's financial health and decision-making. It provides a clear and tangible understanding of the potential financialimplications of risks, making it easier for management to appreciate the need for additional controls.

 The MOST important consideration when performing a risk assessment of a fire suppression system within a data center is the maintenance procedures, because they ensure that the fire suppression system is functioning properly and reliably, and that it can prevent or minimize the damage caused by fire incidents. The maintenance procedures should include regular testing, inspection, and servicing of the fire suppression system components, such as sprinklers, detectors, alarms, and extinguishers. The other options are not as important as the maintenance procedures, because:

Option A: Insurance coverage is a financial measure that can compensate for the loss or damage caused by fire incidents, but it does not prevent or reduce the likelihood or impact of the fire incidents. Insurance coverage is also dependent on the terms and conditions of the insurance policy, which may not cover all the scenarios or costs of the fire incidents.

Option B: Onsite replacement availability is a contingency measure that can facilitate the recovery or restoration of the fire suppression system after a fire incident, but it does not prevent or reduce the likelihood or impact of the fire incidents. Onsite replacement availability is alsodependent on the availability and compatibility of the replacement parts, which may not match the original fire suppression system specifications or requirements.

Option D: Installation manuals are a reference source that can provide guidance on how to install or configure the fire suppression system, but they do not ensure that the fire suppression system is functioning properly and reliably. Installation manuals are also static documents that may not reflect the current or updated fire suppression system standards or practices. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 211.

Documented procedures are the best way to enable effective IT control implementation. Documented procedures are the specific actions or steps that are performed to achieve the IT control objectives and mitigate the IT risks. Documented procedures provide clear guidance, consistency, and accountability for the IT control activities. Documented procedures also help to monitor and evaluate the effectiveness and efficiency of the IT controls, and to identify and address any gaps or weaknesses. The other options are not as effective as documented procedures, although they may support or complement the IT control implementation. Key risk indicators (KRIs) are metrics that measure the likelihood and impact of IT risks, but they do not specify how to implement the IT controls. Information security policies and standards are high-level statements that define the IT security goals and requirements, but they do not detail how to implement the IT controls. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.3.2, page 1-15.

 The best recommendation to address the situation where personal information from the production environment is required for testing purposes in non-production environments is to de-identify data before being transferred to the test environment. De-identification is the process of removing or modifying any personally identifiable information (PII) or other sensitive data from the data sets, such as names, addresses, phone numbers, email addresses, etc., so that the data cannot be traced back to specific individuals. De-identification protects the privacy and confidentiality of the data, while still allowing for testing, analysis, or training purposes. Enabling data encryption, preventing the use of production data, and enforcing multi-factor authentication are also useful measures, 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.

A risk register is the primary tool for communicating progress: it consolidates risk scenarios, mitigation plans, current status, and residual risk in a structured format. Senior management relies on it to make informed decisions.

 Configuration updates are changes made to the settings, parameters, or components of an IT system or network. Configuration updates can affect the functionality, performance, security, and reliability of the system or network. Therefore, configuration updates should follow formal change control, which is a process that ensures that changes are authorized, documented, tested, and implemented in a controlled manner. Formal change control can help prevent errors, conflicts, disruptions, and vulnerabilities that may arise from configuration updates. Configuration updates that do not follow formal change control should be of greatest concern to a risk practitioner when determining the effectiveness of IT controls, as they can introduce newrisks or compromise existing controls. References = Risk and Information Systems Control Study Manual, Chapter 3: Risk Response and Mitigation, Section 3.5: Control Monitoring and Reporting, p. 161-162.

The business application owner is accountable for business impact and must approve any change that affects application availability. ISACA’s CRISC emphasis on ownership roles indicates business owners should approve changes with risk implications.

Robotic process automation (RPA) is the use of software robots or artificial intelligence (AI) agents to automate repetitive, rule-based tasks that are normally performed by humans. RPA can improve efficiency, accuracy, and scalability of business processes, but it can also introduce new risks or change the existing risk profile. Therefore, the risk practitioner’s best course of action is to reassess whether the mitigating controls that were designed for the human-performed processes are still effective and adequate for the RPA-enabled processes. This may involve reviewing the control objectives, testing the control performance, identifying the control gaps,and recommending the control enhancements or modifications. References = CRISC Review Manual, 7th Edition, page 177.

The most useful information to determine mitigating controls when a core data center went offline abruptly for several hours affecting many transactions across multiple locations is the root cause analysis. Root cause analysis is a technique that identifies the underlying factors or reasons that caused the problem or incident. Root cause analysis can help to understand the nature, scope,and impact of the problem or incident, and to prevent or reduce the recurrence or severity of the problem or incident in the future. Root cause analysis can also help to identify and prioritize the appropriate mitigating controls that address the root causes of the problem or incident. The other options are not as useful as root cause analysis, as they are related to the investigation, evaluation, or measurement of the problem or incident, not the resolution or prevention of the problem or incident. References = Risk and Information Systems ControlStudy Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.4: Key Control Indicators, page 211.

The best course of action when an organization wants to reduce likelihood in order to reduce a risk level is to implement preventive measures. Likelihood is the probability or chance of a risk occurring, and risk level is the combination of likelihood and impact of a risk. Preventive measures are controls that are designed to prevent or deter the occurrence of a risk, such as policies, standards, procedures, guidelines, etc. Implementing preventive measures is the best course of action, because it helps to reduce the likelihood of a risk, and consequently, the risk level. Implementing preventive measures also helps to protect and enhance the organization’s objectives, performance, and improvement. The other options are not the best course of action, although they may be related to the risk management process. Monitoring risk controls, implementing detective controls, and transferring the risk are all activities that can help to manage or mitigate the risks, but they do not necessarily reduce the likelihood or the risk level. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.3.1, page 4-21.

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.

Determining the business purpose of the application is the first thing that a risk practitioner should do when a shadow IT application is identified in a business owner’s business impactanalysis (BIA), because it helps to understand the rationale and value of the application, and the potential risks and issues that it may introduce or affect. A shadow IT application is an IT system or application that is used by the business units or employees without the knowledge or approval of the IT department or management. A shadow IT application may offer benefits such as convenience, efficiency, or innovation, but it may also pose risks such as security breaches, data loss, compatibility issues, or regulatory non-compliance. A BIA is a process of analyzing the potential impact of disruption to the critical business functions or processes, and identifying the recovery priorities and requirements. A BIA may reveal the existence of ashadow IT application, as it may be used to support or enable a critical business function or process. Determining the business purpose of the application is the first thing to do, as it helps to evaluate the necessity and suitability of the application, and to plan the appropriate actions to address the shadow IT application. Including the application in the business continuity plan (BCP), segregating the application from the network, and reporting the finding to management are all possible things to do after determining the business purpose of the application, but they are not the first thing to do, as they depend on the results of the evaluation of the application. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.2.1, page 143

The primary reason to perform periodic vendor risk assessments is to monitor the vendor’s control effectiveness. A vendor risk assessment is a process of evaluating the risks associated with outsourcing a service or function to a third-party vendor. The assessment should be performed periodically to ensure that the vendor is complying with the contractual obligations, service level agreements, and security standards, and that the vendor’s controls are operating effectively to mitigate the risks. Providing input to the organization’s risk appetite, verifying the vendor’s ongoing financial viability, and assessing the vendor’s risk mitigation plans are otherpossible reasons, but they are not as important as monitoring the vendor’s control effectiveness. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 11; CRISC Review Manual, 6th Edition, page 144.

The main purpose of monitoring risk is to provide decision support for the organization. Risk monitoring is the process of tracking and reviewing the risk management activities, the risk profile, and the risk performance of the organization. By monitoring risk, the organization can obtain timely and relevant information and feedback on the risk situation, and use it to make informed and effective decisions on risk management and business objectives. Communication, risk analysis, and benchmarking are other possible purposes of risk monitoring, but they are not as important as decision support. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 12; CRISC Review Manual, 6th Edition, page 215.

 The best control to help reduce the risk of fraudulent internal transactions in several business applications is the segregation of duties. Segregation of duties is the principle of dividing the roles and responsibilities of different individuals or groups involved in a business process or an IT service, so that no one person or group has complete control over the entire process or service. Segregation of duties can help to prevent or detect fraud, errors, conflicts of interest, or misuse of resources, by ensuring that there are checks and balances, and that there is adequate oversight and accountability. Segregation of duties can also help to reduce the risk of collusion, compromise, or coercion among the internal staff, by limiting their access and authority to thebusiness applications and data. Periodic user privileges review, log monitoring, and periodic internal audits are also useful controls, but they are not as effective as segregation of duties, as they are reactive and detective measures, rather than proactive and preventive measures. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 217.

The most important factor to consider when assessing the residual risk of implementing encryption for data at rest is the key management. Key management is the process of generating, storing, distributing, using, and destroying the cryptographic keys that are used to encrypt anddecrypt the data. Key management is essential for ensuring the security, availability, and integrity of the encrypted data, as well as for complying with the legal and regulatory requirements. Poor key management could result in the loss, theft, compromise, or corruption of the keys, which could lead to unauthorized access, data breach, data loss, or data recovery failure. Therefore, key management must be considered to assess the residual risk, which is the risk that remains after the risk treatment, such as encryption, is applied. Data retention requirements, data destruction requirements, and cloud storage architecture are not as important as key management, as they do not directly affect the encryption and decryption of the data, and they may not introduce significant residual risk. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 217.

According to the Risk and Information Systems Control documents, the risk practitioner should conclude that no action is required as there was no impact. The fact that there have been no interruptions to business operations despite the increasing hardware failure incidents indicates that the built-in redundancy and fault-tolerant architecture are effective in ensuring continuity.

Options A and C are not necessary in this scenario. A root cause analysis (Option A) might be considered if there were actual interruptions or impact on business operations. However, since there were no interruptions, a root cause analysis may not be immediately required. Similarly, upgrading hardware (Option C) may not be necessary if the existing controls are effectively preventing business disruptions.

References = Risk and Information Systems Control Study Manual

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

According to the CRISC Review Manual, monitoring against the configuration standard is the most effective control to maintain the integrity of system configuration files, because it ensures that any unauthorized or unintended changes are detected and corrected. Monitoring against the configuration standard involves comparing the actual configuration of the system with the approved baseline and identifying any deviations or discrepancies. The other options are not the most effective controls, because they do not ensure the integrity of the system configuration files. Recording changes to configuration files is a good practice, but it does not prevent unauthorized or unintended changes from occurring. Implementing automated vulnerability scanning is a preventive control that helps to identify and remediate potential weaknesses in the system, but it does not verify the integrity of the configuration files. Restricting access to configuration documentation is a security measure that limits the exposure of sensitive information, but it does not prevent unauthorized or unintended changes to the configuration files. References = CRISC Review Manual, 7th Edition, Chapter 4, Section 4.2.3, page 184.

The main benefit of using key risk indicators (KRIs) for an organization is that they provide an early warning that a risk threshold is about to be reached. KRIs are metrics that measure the likelihood and impact of risks, and help monitor and prioritize the most critical risks. KRIs also help to trigger timely and appropriate risk responses, before the risk becomes unmanageable or unacceptable. The other options are not the main benefit of using KRIs, although they may be secondary benefits or outcomes. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.4.1, page 4-36.

Senior management interviews would offer the MOST insight with regard to an organization’s risk culture, because they can reveal the attitudes, values, beliefs, and behaviors of the seniormanagement towards risk management, and how they influence and support the risk management process and activities in the organization. Senior management interviews can also provide information on the risk appetite, tolerance, and objectives of the organization, and how they are communicated and implemented across the organization. The other options are not as insightful as senior management interviews, because:

Option A: Risk management procedures are the steps and methods that define how the risk management process and activities are performed in the organization, but they do not necessarily reflect the risk culture of the organization, which is more about the human and behavioral aspects of risk management.

Option C: Benchmark analyses are the comparisons of the performance and practices of the organization with those of similar or successful organizations, but they do not necessarily reflect the risk culture of the organization, which is more about the internal and unique aspects of risk management.

Option D: Risk management framework is the set of rules and standards that guide and support the risk management process and activities in the organization, but it does not necessarily reflect the risk culture of the organization, which is more about the leadership and commitment aspects of risk management. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 82.

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.

Software as a Service (SaaS) is a cloud computing model that provides software applications over the internet, without requiring the users to install or maintain them on their own devices. SaaS vendors are responsible for hosting, managing, and updating the software applications, and providing technical support and security to the users. The key performance indicator (KPI) that would best measure the risk of a service outage when using a SaaS vendor is the frequency and duration of unplanned downtime, which is the amount and length of time that the software applications are unavailable or inaccessible due to unexpected events, such as network failures, server crashes, power outages, cyberattacks, etc. The frequency and duration of unplanned downtime indicate the reliability and availability of the SaaS vendor, and the potential impact of the service outage on the users’ business operations and productivity. References = 3

 A risk profile is a summary of the key risks that affect an organization, a business unit, a process, or a project. A risk profile can help stakeholders understand the current and potential exposure to various sources of uncertainty, and prioritize the risk response accordingly. A risk profile should be aligned with the business objectives, which are the desired outcomes or results that the organization or the business unit wants to achieve. Updating the risk profile with risk assessment results best enables the risk profile to serve as an effective resource to support business objectives, because it ensures that the risk profile reflects the most accurate and up-to-date information about the risks and their impacts. Risk assessment is the process of analyzing and evaluating the likelihood and consequences of the identified risks, and comparing them with the risk criteria and appetite. Risk assessment results can provide valuable insights into the risk level, trend, and exposure, and help identify the most critical and relevant risks that need attention and action. Updating the risk profile with risk assessment results can help align the risk profile with the business objectives, by showing how the risks may affect the achievement of the objectives, and how the risk response can support or enhance the objectives. Updating the risk profile with risk assessment results can also help communicate and justify the risk profile to the business stakeholders, and obtain their feedback and approval. References = Risk Management Essentials: How to Develop a Risk Profile (TRN2-J07), Risk Assessment and Analysis Methods: Qualitative and Quantitative - ISACA, Using Risk Assessment to Support Decision Making - ISACA.

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.

A key control indicator (KCI) is a metric that provides information on the extent to which a given control is meeting its intended objectives in terms of loss prevention, reduction, etc. A KCI should have an explicit relationship to both the specific control and the specific risk against which the control has been implemented. For risk related to IT infrastructure failure, a possible control is to have a recovery plan that can restore the critical IT services and minimize the impact of the failure. A KCI that can measure the effectiveness of this control is the number of successful recovery plan tests, which indicates how well the recovery plan can be executed in a real scenario. The higher the number of successful tests, the lower the risk of IT infrastructure failure. Therefore, this is the best KCI among the given options. References =

Integrating KRIs and KPIs for Effective Technology Risk Management

Key Control Indicator (KCI) - CIO Wiki

Infrastructure Issues: Understanding and Mitigating Risks

 The business owner is the person who is responsible for approval when a change in an application system is ready for release to production. The business owner is the person who has the authority and accountability for the business process or function that is supported by the application system. The business owner should approve the change to ensure that it meets the business requirements, objectives, and expectations, and that it does not introduce any adverse impacts or risks to the business operations. The information security officer, the IT risk manager, and the chief risk officer (CRO) are not responsible for the approval of the change, although they may provide input, feedback, or oversight. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.4.1, page 3-32.

The most important information to review when developing plans for using emerging technologies is the organizational strategic plan. The organizational strategic plan is a document that defines the vision, mission, goals, and objectives of the organization. It also outlines the strategies, actions, and resources that are needed to achieve them. The organizational strategic plan provides the direction, alignment, and guidance for the use of emerging technologies, and ensures that they are aligned with and support the organizational needs and priorities. The other options are not as important as the organizational strategic plan, as they are related to the current state, specific area, or potential issues of the use of emerging technologies, not the overall purpose and value of the use of emerging technologies. References = Risk and InformationSystems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.2: IT Risk Identification Methods, page 19.

Mitigating technology risk to acceptable levels means that the organization implements and maintains appropriate controls to reduce the likelihood and impact of potential threats or losses that may arise from the use of technology, such as IT systems, applications, networks, devices, etc.

The primary factor that should guide the mitigation of technology risk is the organizational risk appetite. This means that the organization defines and communicates the amount and type of risk that it is willing to accept or pursue in order to achieve its objectives and strategy.

The organizational risk appetite helps to determine the risk tolerance and thresholds for different risk categories and scenarios, prioritize the risks, select the most suitable risk responses, allocate the resources and budget for risk management, and monitor and report the risk performance and outcomes.

The other options are not the primary factors that should guide the mitigation of technology risk. They are either secondary or not essential for risk management.

The references for this answer are:

Risk IT Framework, page 25

Information Technology & Security, page 19

Risk Scenarios Starter Pack, page 17

The most important factor for successful incident response is the timeliness of attack recognition. Incident response is the process of detecting, analyzing, containing, eradicating, recovering, and reporting on security incidents that could affect the organization’s IT systems or data. The timeliness of attack recognition is the speed and accuracy with which the organization can identify and confirm that an attack has occurred or is in progress. The timeliness of attack recognition is crucial for successful incident response, as it affects the ability and effectiveness of the organization to respond to and mitigate the attack, and to minimize the damage and impact of the attack. The other options are not as important as the timeliness of attack recognition, although they may also contribute to or influence the incident response. The quantity of data logged by the attack control tools, the ability to trace the source of the attack, and the blocking of the attack route immediately are all factors that could help or hinder the incident response, but they are not the most important factor for successful incident response. References = CISA Review Manual, 27th Edition, Chapter 5, Section 5.4.1, page 5-32.

The primary benefit of conducting continuous monitoring of access controls is the ability to identify possible noncompliant activities that lead to data disclosure. Continuous monitoring of access controls is a process that involves collecting, analyzing, and reporting on the performance and effectiveness of the access controls on a regular basis. Continuous monitoring of access controls helps to detect and prevent any unauthorized or inappropriate access to information assets, and to ensure that the access controls arealigned with the enterprise’s security policies and standards. Continuous monitoring of access controls also helps to identify possible noncompliant activities that lead to data disclosure, such as data leakage, data theft, data tampering, or data breach. By identifying these activities, the enterprise can take timely and appropriate actions to mitigate the risk and protect the confidentiality, integrity, and availability of the information assets. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.3.2, page 1411

 The best time to identify the risk associated with a major project to determine a mitigation plan is the project initiation phase. The project initiation phase is the first phase of the project management process, where the project is defined, authorized, and planned. The project initiation phase includes the activities of developing the project charter, identifying the stakeholders, and defining the scope and objectives of the project. The project initiation phase is the best time to identify the risk associated with the project, as it provides the opportunity to understand the project context, requirements, and expectations, and to establish the risk management framework, process, and plan. By identifying the risk early in the project, the mitigation plan can be integrated with the project plan, and the resources, budget, and schedule can be allocated accordingly. The other options are not as optimal as the project initiation phase, as they are related to the execution, closing, or planning of the project, not the definition or authorization of the project. References = Risk and Information Systems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.1: IT Risk Management Process, page 15.

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.

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

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.

The business process owner should own the risk of customer data leakage caused by the service provider, as they have the responsibility and authority over the design, execution, and performance of the business process. The business process owner is also accountable for the risks and controls associated with their process, and they can provide valuable input and feedback on the likelihood and impact of customer data leakage on the process outcomes and objectives.

The other options are not the best choices for owning the risk of customer data leakage caused by the service provider. The service provider is responsible for delivering and supporting the billing function and ensuring the security and privacy of the customer data, but they may not have the full visibility or understanding of the business process and objectives. The vendor risk manager is responsible for managing and monitoring the vendor relationship and performance, but they may not have the direct involvement or influence on the business process and its risks and controls. The legal counsel is responsible for providing legal advice and guidance on the contractual and regulatory obligations and implications of the outsourcing arrangement, but they may not have the detailed knowledge or experience of the business process and its risks andcontrols. References = Guide to Vendor Risk Assessment | Smartsheet, IT Risk Resources | ISACA, Data Ownership: Considerations for Risk Management - ISACA

The percentage of unpatched DMZ servers is a critical KCI for preventing cyber risk events on external-facing infrastructure. Unpatched servers are vulnerable to exploitation, and monitoring this indicator helps ensure timely application of security updates, reducing the risk of successful attacks.

Risk transferinvolves shifting the responsibility for managing specific risks to a third party. By outsourcing the security function, the organization transfers the associated risk to a vendor specializing in security management.

Risk tolerance is the most useful input when evaluating the appropriateness of risk responses, as it defines the acceptable level of risk for the organization and guides the selection of the optimal risk response. Incident reports, cost-benefit analysis, and control objectives are also useful inputs, but they are not the most useful, as they provide information on the actual or potential impact, cost, and effectiveness of the risk responses, but not the desired level of risk. References = CRISC Review Manual, 7th Edition, page 108.

KRIs are most effective when they signal that a risk is nearing or exceeding predefined thresholds. This early warning enables organizations to take proactive measures to mitigate risks before they materialize into significant issues.

The organizational role that should be accountable for ensuring information assets are appropriately classified is the information asset owner, as they have the authority and responsibility to define the classification, retention, and disposal requirements for the information assets they own, and to manage the risk and controls related to the information assets. The other options are not the correct roles, as they have different roles and responsibilities related to the protection, governance, or maintenance of the information assets, respectively, rather than the classification of the information assets. References = CRISC Review Manual, 7th Edition, page 154.

 The most important reason to revisit a previously accepted risk is to ensure that the risk levels have not changed. A previously accepted risk is a risk that the organization has decided to tolerate or retain without taking any further action, because the risk is either low or unavoidable, or the cost or effort of mitigation outweighs the potential benefit. However, risk acceptance is not a static or permanent decision, as the risk levels may change over time due to various factors, such as new threats, vulnerabilities, impacts, or opportunities. Therefore, it is essential to revisit a previously accepted risk periodically or when there is a significant change in the internal or external environment, to verify that the risk is still within the acceptable range and that the risk acceptance rationale is still valid. If the risk levels have increased or decreased, the organization may need to revise the risk acceptance decision and consider other risk response options, such as avoidance, reduction, sharing, or exploitation. The other options are not the most important reason to revisit a previously accepted risk, although they may be relevant or necessary depending on the context and nature of the risk. Updating risk ownership is a part of the risk governance process, which ensures that the roles and responsibilities for managing the risk are clearly defined and assigned, but it does not affect the risk levels or the risk acceptance decision. Reviewing the risk acceptance with new stakeholders is a part of the risk communication process, which ensures that the risk information and the risk acceptance rationale are shared and understood by the relevant parties, but it does not change the risk levels or the risk acceptance decision. Ensuring that the controls are still operating effectively is a part of the risk monitoring and review process, which ensures that the risk response actions are implemented and maintained properly, but it does not apply to the accepted risks, as they do not have any additionalcontrols. References = Understanding Accepted Risk - SC Dashboard | Tenable®, Risk Acceptance — ENISA, Accepting Risk - Overview, Advantages, Disadvantages, Alternatives

Residual risk exceeds acceptable limits, because it indicates that the risk level is higher than the organization’s risk appetite or tolerance, and that the risk responses and controls are insufficient or ineffective. Residual risk is the level of risk remaining in a process or procedure following the implementation of risk controls to limit or remove it. Escalation is a process that increases theawareness and involvement of higher-level stakeholders or authorities in a risk issue or situation. Escalation is appropriate when the risk issue or situation is outside the scope or authority of the current risk owner or manager, and requires the attention or action of the senior management or the board of directors. Residual risk exceeding acceptable limits is the best situation to justify escalation, as it implies that the current risk owner or manager cannot manage the risk within the predefined boundaries or expectations, and that the senior management or the board of directors need to intervene or approve the risk acceptance or transfer.

Residual risk being inadequately recorded, residual risk remaining after controls have been applied, and residual risk equaling current risk are all possible situations that may require escalation, but they are not the best situations, as they do not necessarily indicate that the risk level is higher than the acceptable limits, and that the senior management or the board of directors need to be involved.

 Role of the Board and Executive Management:

The board of directors and executive management are responsible for setting the overall strategic direction of the organization, including its risk tolerance.

They have the authority and oversight necessary to define the levels of risk that the organization is willing to accept in pursuit of its objectives.

 Defining Risk Tolerance:

Risk tolerance refers to the acceptable level of variation in performance relative to the achievement of objectives. It is essentially the degree of risk the organization is willing to endure.

The board and executive management establish risk tolerance based on the organization's strategic goals, capacity to absorb losses, and regulatory requirements.

 Importance of Senior Leadership:

Senior leadership's involvement ensures that risk tolerance is aligned with the organization's overall strategy and risk appetite.

It provides a top-down approach to risk management, ensuring consistency and alignment across the organization.

 Comparing Other Stakeholders:

IT Compliance and IT Audit:These functions are responsible for monitoring and ensuring adherence to policies but do not set risk tolerance.

Regulators and Shareholders:They influence risk management practices through external pressures but do not define risk tolerance directly.

Enterprise Risk Management (ERM):ERM frameworks support the implementation of risk management but the actual definition of risk tolerance comes from the board and executive management.

 References:

The CRISC Review Manual discusses how senior management, including the board, is responsible for defining risk tolerance and ensuring it aligns with the organization's risk appetite (CRISC Review Manual, Chapter 1: Governance, Section 1.10 Risk Appetite, Tolerance, and Capacity) .

The control environment is the set of internal and external factors and conditions that influence and shape the organization’s governance, risk management, and control functions. It includes the organization’s culture, values, ethics, structure, roles, responsibilities, policies, standards, etc.

Uncontrolled changes are changes or modifications to the control environment that are not planned, authorized, documented, or monitored, and that may have unintended or adverse consequences for the organization. Uncontrolled changes may be caused by various drivers or events, such as technological innovations, market trends, regulatory changes, customer preferences, competitor actions, environmental issues, etc.

The greatest concern when uncontrolled changes are made to the control environment is an increase in the level of residual risk, which is the amount and type of risk that remains after the implementation and execution of the risk responses or controls. An increase in the level of residual risk means that the risk responses or controls are not effective or sufficient to mitigate or prevent the risks, and that the organization may face unacceptable or intolerable consequences if the risks materialize.

An increase in the level of residual risk is the greatest concern when uncontrolled changes are made to the control environment, because it indicates that the organization’s risk profile and performance have deteriorated, and that the organization may not be able to achieve its objectives or protect its value. It also indicates that the organization’s risk appetite and tolerance have been violated, and that the organization may need to take corrective or compensating actions to restore the balance between risk and return.

The other options are not the greatest concerns when uncontrolled changes are made to the control environment, because they do not indicate the actual or potential impact or outcome of the risks, and they may not be relevant or actionable for the organization.

A decrease in control layering effectiveness means a decrease in the extent or degree to which the organization uses multiple or overlapping controls to address the same or related risks, and to provide redundancy or backup in case of failure or compromise of one or more controls. A decrease in control layering effectiveness may indicate a weakness or gap in the organization’s control design or implementation, but it does not indicate the actual or potential impact oroutcome of the risks, and it may not be relevant or actionable for the organization, unless the control layering is required or recommended by the organization’s policies or standards.

An increase in inherent risk means an increase in the amount and type of risk that exists in the absence of any risk responses or controls, and that is inherent to the nature or characteristics of the risk source, event, cause, or impact. An increase in inherent risk may indicate a change or variation in the organization’s risk exposure or level, but it does not indicate the actual or potential impact or outcome of the risks, and it may not be relevant or actionable for the organization, unless the inherent risk exceeds the organization’s risk appetite or tolerance.

An increase in control vulnerabilities means an increase in the number or severity of the weaknesses or flaws in the organization’s risk responses or controls that can be exploited or compromised by the threats or sources of harm that may affect the organization’s objectives or operations. An increase in control vulnerabilities may indicate a weakness or gap in the organization’s control design or implementation, but it does not indicate the actual or potential impact or outcome of the risks, and it may not be relevant or actionable for the organization, unless the control vulnerabilities are exploited or compromised by the threats or sources of harm. 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 174

CRISC Practice Quiz and Exam Prep

Reviewing configuration settings is the best way for an organization to ensure that servers are compliant to security policy, because it helps to check and verify that the servers are configured and maintained according to the established security standards and guidelines, and that any deviations or violations are identified and corrected. A configuration setting is a parameter or option that defines the behavior or functionality of a server, such as a system, an application, or aservice. A security policy is a document that outlines the security objectives, principles, and rules that the organization and its employees must follow, and the consequences of non-compliance. Reviewing configuration settings is the best way, as it helps to ensure that the servers are secure and compliant, and that any security risks or issues are detected and resolved. Reviewing change logs, server access logs, and anti-malware compliance are all possible ways to ensure that servers are compliant to security policy, but they are not the best way, as they do not provide a comprehensive and consistent view of the configuration settings and their compliance status. References = Risk and Information Systems Control Study Manual, Chapter 5, Section 5.3.2, page 200

Regulatory restrictions for cross-border data transfer can significantly impact compliance, making this the most critical consideration. Addressing such restrictions ensures adherence toLegal and Regulatory Requirementsin risk management.

Risk policies provide the best indication of an organization’s risk tolerance, as they define the acceptable level of risk and the risk appetite of the organization. Risk policies also establish the roles and responsibilities, methodologies, and reporting mechanisms for risk management. Risk sharing strategy, risk transfer agreements, and risk assessments are not the best indicators of risk tolerance, as they are more related to risk response, risk mitigation, and risk identification, respectively. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 1, Section 1.2.1.2, page 19.

A business continuity plan (BCP) is a document that describes the procedures and actions that an organization will take to ensure the continuity of its critical functions and operations in the event of a disruption or disaster12.

Testing a business continuity plan is a method of evaluating the effectiveness and readiness of the BCP, and identifying and addressing any gaps or weaknesses in the plan34.

The most cost-effective way to test a business continuity plan is to conduct a tabletop exercise, which is a type of simulation that involves gathering the key stakeholders and participants of the BCP, and discussing and reviewing the roles, responsibilities, and actions that they will take in response to a hypothetical scenario of a disruption or disaster56.

A tabletop exercise is the most cost-effective way because it requires minimal resources and time, and can be conducted in a regular meeting room or online platform56.

A tabletop exercise is also the most cost-effective way because it provides a high-level overview and assessment of the BCP, and can identify and address the major issues or challenges that may arise in the implementation of the plan56.

The other options are not the most cost-effective ways, but rather possible alternatives or supplements that may have different levels of complexity or cost. For example:

Conducting interviews with key stakeholders is a way of testing a business continuity plan that involves asking and answering questions about the BCP, and collecting feedback and suggestions from the people who are involved or affected by the plan78. However, this way is not the most cost-effective because it may not cover all the aspects or scenarios of the BCP, and may not facilitate the interaction or collaboration among the stakeholders78.

Conducting a disaster recovery exercise is a way of testing a business continuity plan that involves activating and executing the BCP in a realistic and controlled environment, and measuring the outcomes and impacts of the plan . However, this way is not the most cost-effective because it requires a lot of resources and time, and may disrupt or interfere with the normal operations of the organization .

Conducting a full functional exercise is a way of testing a business continuity plan that involves simulating and testing the BCP in a live and dynamic environment, and involving the external entities and stakeholders that are part of the plan . However, this way is not the most cost-effective because it requires the most resources and time, and may pose the highest risk or challenge to the organization . References =

1: Business Continuity Plan (BCP) Definition1

2: Business Continuity Planning - Ready.gov2

3: Testing, testing: how to test your business continuity plan4

4: Comprehensive Guide to Business Continuity Testing | Agility5

5: How to Conduct a Tabletop Exercise for Business Continuity3

6: Tabletop Exercises: A Guide to Success6

7: How to Conduct Testing of a Business Continuity Plan7

8: Business Continuity Plan Testing: Interviewing Techniques8

Disaster Recovery Testing: A Step-by-Step Guide

Disaster Recovery Testing Scenarios: A Guide to Success

Functional Exercises: A Guide to Success

Functional Exercise Toolkit

 According to the CRISC Review Manual (Digital Version), an effective control environment is best indicated by controls that manage risk within the organization’s risk appetite, as this reflects the alignment of thecontrol objectives and activities with the organization’s strategic goals and risk preferences. The risk appetite is the amount and type of risk that the organization is willing to accept in pursuit of its objectives. Managing risk within the organization’s risk appetite helps to:

Balance the potential benefits and costs of risk-taking and risk response

Optimize the use of the organization’s resources and capabilities

Enhance the value and performance of the organization

Foster a risk-aware culture that supports the organization’s vision and mission

References = CRISC Review Manual (Digital Version), Chapter 2: IT Risk Assessment, Section 2.3: IT Risk Assessment Process, pp. 93-941

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]

KRIs and KCIs are both metrics that measure and monitor the risk and control environment of an enterprise. KRIs are indicators that reflect the level and trend of risk exposure, and help to identify potential risk events or issues. KCIs are indicators that reflect the performance andeffectiveness of the risk controls, and help to ensure that the controls are operating as intended and mitigating the risk. Both KRIs and KCIs provide insight to potential changes in the level of risk, as they can signal the need for risk response actions, such as enhancing, modifying, or implementing new controls, or adjusting the risk strategy and objectives. References = Most Asked CRISC Exam Questions and Answers. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 240.

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

The best approach to ensure the effectiveness of risk awareness training is to create modules for targeted audiences. This means that the risk awareness training should be customized and tailored to the specific needs, roles, and responsibilities of different groups of staff, such as business owners, process owners, IT staff, or external parties. Creating modules for targeted audiences helps to ensure that the risk awareness training is relevant, engaging, and applicable to the participants, and that it covers the appropriate level of detail and complexity. It also helps to enhance the learning outcomes and retention of the risk awareness training, and to foster aculture of risk awareness and responsibility within the enterprise. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 5, Section 5.4.1, page 2491

It is most important that security controls for a new system be documented in the system requirements. The system requirements define the functional and non-functional specifications of the system, including the security controls that are needed to protect the system and its data. Documenting the security controls in the system requirements can help ensure that they are designed, developed, tested, and implemented as part of the system development life cycle. Testing requirements, the implementation plan, and the security policy are other documents that may include security controls, but they are not as important as the system requirements. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 5; CRISC Review Manual, 6th Edition, page 212.

Nonrepudiation is the ability to prevent or deny the parties involved in an electronic transaction from disputing or rejecting the validity or authenticity of the transaction. Nonrepudiation ensures that the parties cannot claim that they did not send or receive the transaction, or that the transaction was altered or tampered with.

The tool that helps ensure compliance with a nonrepudiation policy requirement for electronic transactions is digital signatures, which are the electronic equivalents of handwritten signatures that are used to verify the identity and integrity of the sender and the content of the transaction. Digital signatures are generated by applying a cryptographic algorithm to the transaction, using the sender’s private key, which is a secret and unique code that only the sender knows and possesses. The digital signature can be verified by the receiver or any third party, using the sender’s public key, which is a code that is publicly available and corresponds to the sender’s private key. The digital signature can prove that the transaction was sent by the sender, and that the transaction was not altered or tampered with during the transmission.

The other options are not the tools that help ensure compliance with a nonrepudiation policy requirement for electronic transactions, because they do not provide the same level ofverification and validation that digital signatures provide, and they may not be sufficient or effective to prevent or deny the parties from disputing or rejecting the transaction.

Encrypted passwords are the passwords that are converted into a secret or unreadable form, using a cryptographic algorithm, to protect them from unauthorized access or disclosure. Encrypted passwords can help to ensure the confidentiality and security of the passwords, but they are not the tools that help ensure compliance with a nonrepudiation policy requirement for electronic transactions, because they do not verify the identity and integrity of the sender and the content of the transaction, and they may not prevent or deny the parties from disputing or rejecting the transaction.

One-time passwords are the passwords that are valid or usable for only one session or transaction, and that are randomly generated or derived from a dynamic factor, such as time, location, or device. One-time passwords can help to enhance the security and authentication of the parties involved in the transaction, but they are not the tools that help ensure compliance with a nonrepudiation policy requirement for electronic transactions, because they do not verify the identity and integrity of the sender and the content of the transaction, and they may not prevent or deny the parties from disputing or rejecting the transaction.

Digital certificates are the electronic documents that contain the information and credentials of the parties involved in the transaction, such as their name, public key, expirationdate, etc., and that are issued and signed by a trusted authority or entity, such as a certificate authority or a digital signature provider. Digital certificates can help to establish and confirm the identity and trustworthiness of the parties involved in the transaction, but they are not the tools that help ensure compliance with a nonrepudiation policy requirement for electronic transactions, because they do not verify the identity and integrity of the sender and the content of the transaction, and they may not prevent or deny the parties from disputing or rejecting the transaction. 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 197

CRISC Practice Quiz and Exam Prep

A vendor risk assessment is a process of evaluating and managing the risks associated with outsourcing IT services or functions to a third-party provider, such as a cloud service provider.

One of the most important documents to request from a cloud service provider during a vendor risk assessment is an independent audit report. This is a report that provides an objective and reliable assurance on the quality, security, and performance of the cloud service provider’s operations, processes, and controls, based on the standards and criteria established by an independent auditor or a recognized authority, such as ISACA, ISO, NIST, etc.

An independent audit report helps to verify the compliance and effectiveness of the cloud service provider’s risk management practices, identify any gaps or issues that may affect the service delivery or security, and recommend improvements or corrective actions.

The other options are not the most important documents to request from a cloud service provider during a vendor risk assessment. They are either secondary or not essential for vendor risk management.

The references for this answer are:

Risk IT Framework, page 22

Information Technology & Security, page 16

Risk Scenarios Starter Pack, page 14

A purchase order approval process is a set of procedures that companies use to authorize the purchase of goods or services from suppliers1. This process typically involves multiple levels of approvals, ensuring that purchases are compliant with company regulations and policies, and within budget limitations1. Sometimes, a department may be granted an exception to bypass the existing approval process for purchase orders, for example, due to urgency, emergency, or special circumstances2. However, such exceptions should not compromise the effectiveness and integrity of the purchase order approval process, and should be properly documented and justified2. Therefore, the risk practitioner should verify that the exception has been approved by senior management, as they are ultimately responsible for setting and overseeing the purchase order approval process, and for ensuring that the exceptions are reasonable and aligned with the company’s objectives and risk appetite3. Internal audit is not the correct answer, as they are not involved in approving the purchase order approval process or its exceptions. Internal audit’s role is to provide independent assurance and advice on the adequacy and effectiveness of thepurchase order approval process and its controls, and to report any issues or recommendations for improvement4. Control owner is not the correct answer, as they are not involved in approving the purchase order approval process or its exceptions. Control owner’s role is to design, implement, and operate the controls that support the purchase order approval process, and to monitor and report on the performance and compliance of the controls5. Risk manager is not the correct answer, as they are not involved in approving the purchase order approval process or its exceptions. Risk manager’s role is to identify, assess, and mitigate the risks associated with the purchase order approval process, and to communicate and report on the risk status and issues6. References = 1: A Step-by-Step Guide to a Purchase Order Approval Process2: Purchase Order Exceptions | Fordham3: Purchase Order (PO) Approval Process and Approval Workflow - ProcureDesk4: IT Risk Resources | ISACA5: CRISC Resources [updated 2021] | Infosec6: Riskand Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.2: Risk Monitoring, pp. 189-191.

The percentage of servers receiving automatic patches is the best key control indicator (KCI) to monitor the effectiveness of patch management, because it measures how well the patch management process is ensuring that the servers are updated with the latest security patches and fixes. A high percentage of servers receiving automatic patches indicates that the patch management process is effective and efficient, and that the servers are protected from known vulnerabilities and threats. The other options are not the best KCIs, because they do not directly measure the effectiveness of patch management. The percentage of legacy servers out of support, the number of unpatched vulnerabilities, and the number of intrusion attempts are examples of risk indicators or consequence indicators that measure the exposure or impact of the lack of patch management, but not the performance or outcome of the patch management process. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers

 Understanding the Question:

The question asks which tool is best for aggregating data from multiple systems to identify abnormal behavior.

 Analyzing the Options:

A. Cyber threat intelligence:Provides information on potential threats but does not aggregate data from multiple systems for behavior analysis.

B. Anti-malware software:Focuses on detecting and removing malware, not aggregating data from multiple sources.

C. Endpoint detection and response (EDR):Monitors endpoints for suspicious activity but is more limited in scope compared to SIEM systems.

D. SIEM systems:Security Information and Event Management systems collect, aggregate, and analyze data from various sources to identify and respond to abnormal behavior.



SIEM Systems:SIEM systems are designed to aggregate and analyze security data from multiple sources such as network devices, servers, and applications. They provide real-time analysis of security alerts generated by hardware and software.

Functionality:SIEM systems use advanced analytics to correlate data from different sources and detect patterns that indicate abnormal behavior. This makes them highly effective in identifying and responding to security incidents.

Changes deployed to production are those that affect the functionality, performance, or security of the system in a way that is visible or accessible to the end users1. These changes can introduce new risks or vulnerabilities, such as errors, bugs, compatibility issues, or unauthorized access2. Therefore, it is important to monitor the risk associated with these changes and measure how often they cause incidents in production.

One metric that can be used to monitor this risk is the percentage of changes that cause incidents in production. This metric indicates how effective the change management process is and how well the organization can prevent or mitigate potential problems caused by changes3. A high percentage of incidents indicates a high level of risk and a need for improvement in the change management process.

References = IT Change Management for SOC: Process and Best Practices, Determining and Managing Risk when Deploying Code, 6 Deployment Risks and How To Mitigate Them

Data Privacy Principles:

Consent and Purpose Limitation: According to data privacy regulations like GDPR, data subjects must provide explicit consent for specific purposes. Using data for purposes beyond what was consented to violates these principles, posing significant compliance risks.

Transparency and Accountability: Organizations must be transparent about how they use personal data and ensure accountability in data processing. Using data without consent undermines this transparency and accountability.

Greatest Risk of Noncompliance:

Legal and Regulatory Risks: Using personal data without consent can lead to severe penalties under laws like GDPR and CPRA. These laws impose heavy fines for noncompliance, making this scenario the highest risk.

Reputational Damage: Unauthorized use of personal data can severely damage an organization’s reputation, leading to loss of customer trust and potential financial losses.

Operational Impact: Ensuring compliance with consent requirements is fundamental to an organization's data processing activities. Failure to do so can disrupt business operations and necessitate significant remediation efforts.

Comparison with Other Options:

Making Data Available to a Larger Audience of Customers: While potentially risky, this does not inherently violate data privacy principles if done within consented uses.

Data Not Being Disposed According to the Retention Policy: This poses risks related to data minimization and retention principles but is less severe than unauthorized data use.

Personal Data Not Being De-identified Properly: This is a significant risk but typically involves fewer direct legal and regulatory implications compared to using data without consent.

The primary objective of aggregating the impact of IT risk scenarios and reflecting the results in the enterprise risk register is to ensure IT risk impact can be compared to the IT risk appetite, as it enables the organization to measure and evaluate the overall level and exposure of the IT risk, and to align and prioritize the IT risk response and strategy with the organizational objectives and regulations. The other options are not the primary objectives, as they are more related to the communication, assignment, or assessment of the IT risk scenarios, respectively, rather than the aggregation or reflection of the IT risk scenarios. References = CRISC Review Manual, 7th Edition, page 109.

 According to the CRISC Review Manual, a list of unencrypted databases which contain sensitive data would be the most important information for assessing the risk impact, because it would help to determine the extent and severity of the potential data breach or loss. The risk impact is the effect or consequence of the risk occurrence on the business objectives and operations. A list of unencrypted databases which contain sensitive data would indicate the scope and magnitude of the risk exposure and the potential damage to the confidentiality, integrity, and availability of the data. The other options are not the most important information for assessing the risk impact, as they are less relevant or less specific than a list of unencrypted databases which contain sensitive data. The number of users who can access sensitive data would indicate the level of access control and the likelihood of unauthorized access, but it would not indicate thetype and value of the data. The reason some databases have not been encrypted would indicate the cause and rationale of the risk, but it would not indicate the effect or consequence of the risk. The cost required to enforce encryption would indicate the feasibility and affordability of the risk response, but it would not indicate the potential loss or harm of the risk. References = CRISC Review Manual, 7th Edition, Chapter 2, Section 2.2.2, page 78.

The best way to facilitate the alignment of IT risk management with enterprise risk management (ERM) is to link IT risk scenarios to enterprise strategy, because this ensures that the IT risks are considered in the context of the enterprise’s mission, vision, and goals. Linking IT risk scenarios to enterprise strategy also helps to prioritize the IT risks based on their impact and relevance to the enterprise’s objectives, and to select the appropriate risk responses and resources. The other options are not the best ways to facilitate the alignment of IT risk management with ERM, because they do not address the integration or alignment of the IT and enterprise perspectives. Adopting qualitative or quantitative enterprise risk assessment methods, and linking IT risk scenarios to technology objectives are examples of techniques or tools that can be used to perform IT risk management or ERM, but they do not ensure the alignment or consistency of the two processes. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 1, Section 1.2.3, p. 22.

The greatest concern for a risk practitioner when reviewing the findings of a security awareness program assessment is that the program uses non-customized training modules. Non-customizedtraining modules are generic and may not address the specific security needs, issues, and challenges of the organization. They may also fail to engage and motivate the employees to follow the security policies and procedures, and to enhance their security knowledge and skills. The program not decreasing threat counts, not considering business impact, or being significantly revised are other possible findings, but they are not as concerning as the program using non-customized training modules. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 7; CRISC Review Manual, 6th Edition, page 202.

Conducting regular independent reviews will provide the best measure of compliance with IT policies, as this ensures that the policies are implemented and followed consistently and effectively across the organization. Independent reviews can also identify any gaps, weaknesses, or violations in the compliance process, and recommend corrective actions or improvements.Independent reviews can be performed by internal or external auditors, regulators, or consultants, depending on the scope and purpose of the review. Evaluating past policy review reports, performing penetration testing, and testing staff on their complianceresponsibilities are not the best measures of compliance with IT policies, although they may be useful or complementary methods. Evaluating past policy review reports can provide some historical and comparative data, but it may not reflect the current or accurate situation of the compliance status. Performing penetration testing can assess the security and vulnerability of the IT systems and networks, but it does not measure the compliance with all the IT policies, such as those related to governance, operations, or quality. Testing staff on their compliance responsibilities can evaluate the awareness and knowledge of the staff, but it does not measure the actual behaviour or performance of the staff in complying with the IT policies. References = Risk and Information Systems Control Study Manual, Chapter 5: Risk and Control Monitoring and Reporting, page 187.

An information asset inventory is a list of all the information assets that an organization owns or uses. It includes information such as the asset name, description, owner, location, classification,value, and dependencies. The primary objective of maintaining an information asset inventory is to provide input to business impact analyses (BIAs), which are used to identify the criticality and recovery priorities of information assets in the event of a disruption. By having an updated and accurate information asset inventory, an organization can ensure that the BIAs reflect the current state and needs of the business processes that rely on the information assets. References = CRISC Review Manual, 7th Edition, page 74.

Brainstorming sessions with key stakeholders are the best way to facilitate the development of relevant risk scenarios, as they can generate diverse and creative ideas, perspectives, and insights about the potential risks and their impact on the organization’s objectives and operations. Brainstorming sessions can also foster collaboration, communication, and engagement among the stakeholders, and help to identify and prioritize the most significant and realistic risk scenarios. Brainstorming sessions can be guided by an industry-recognized risk framework, such as ISACA’s Risk IT, and supported by qualitative or quantitative risk assessment methodologies, but they are not sufficient by themselves to develop relevant risk scenarios.

Control effectiveness is the degree to which a control achieves its intended objective and mitigates the risk that it is designed to address. It is measured by comparing the actual performance and outcome of the control with the expected or desired performance and outcome.

The best method for assessing control effectiveness is continuous monitoring, which is the process of collecting, analyzing, and reporting on the performance and outcome of the controls on an ongoing basis. Continuous monitoring provides timely and accurate information on the status and results of the controls, and enables the identification and correction of any issues or gaps in the control environment.

Continuous monitoring can be performed using various techniques, such as automated tools, dashboards, indicators, metrics, logs, audits, reviews, etc. Continuous monitoring can also be integrated with the risk management process, and aligned with the organization’s objectives and risk appetite.

The other options are not the best methods for assessing control effectiveness, because they do not provide the same level of timeliness, accuracy, and completeness of information on the performance and outcome of the controls.

Ad hoc control reporting is the process of collecting, analyzing, and reporting on the performance and outcome of the controls on an irregular or occasional basis. Ad hoc control reporting may be triggered by specific events, requests, or incidents, and it may not cover all the relevant or critical controls. Ad hoc control reporting may not provide sufficient or consistentinformation on the control effectiveness, and it may not enable the timely and proactive identification and correction of any issues or gaps in the control environment.

Control self-assessment is the process of allowing the control owners or operators to evaluate and report on the performance and outcome of their own controls. Control self-assessment can provide useful insights and feedback from the control owners or operators, and it can enhance their awareness and accountability for the control effectiveness. However, control self-assessment may not be objective, reliable, or independent, and it may not cover all the relevant or critical controls. Control self-assessment may not provide sufficient or consistent information on the control effectiveness, and it may not enable the timely and proactive identification and correction of any issues or gaps in the control environment.

Predictive analytics is the process of using statistical techniques and models to analyze historical and current data, and to make predictions or forecasts about future events or outcomes. Predictive analytics can provide useful insights and trends on the potential performance and outcome of the controls, and it can support the decision making and planning for the control effectiveness. However, predictive analytics may not be accurate, valid, or reliable, and it may not reflect the actual or current performance and outcome of the controls. Predictive analytics may not provide sufficient or consistent information on the control effectiveness, and it may not enable the timely and proactive identification and correction of any issues or gaps in the control environment. 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 150

CRISC Practice Quiz and Exam Prep

 The chief information officer (CIO) is the most likely person to be responsible for the coordination between the IT risk strategy and the business risk strategy, because the CIO is the senior executive who oversees the information technology (IT) function and aligns it with the organization’s strategy, objectives, and operations. The CIO is also responsible for ensuring that the IT function delivers value, supports innovation, and manages IT risks effectively and efficiently. The CIO can coordinate the IT risk strategy and the business risk strategy by communicating and collaborating with other business leaders, establishing and implementing IT governance frameworks and policies, and monitoring and reporting on IT performance and risk indicators. The other options are not as likely as the CIO to be responsible for the coordination between the IT risk strategy and the business risk strategy, because they have different or limited roles and responsibilities in relation to IT and business risk management, as explained below:

A. Chief financial officer (CFO) is the senior executive who oversees the financial function and manages the financial risks of the organization. The CFO may be involved in the coordination between the IT risk strategy and the business risk strategy, especially when it comes to budgeting, funding, or reporting on IT-related projects and initiatives, but the CFO is not the primary person who oversees the IT function and aligns it with the organization’s strategy and objectives.

B. Information security director is the senior manager who oversees the information security function and manages the information security risks of the organization. The information security director may be involved in the coordination between the IT risk strategy and the business risk strategy, especially when it comes to protecting the confidentiality, integrity, and availability of the information assets and systems, but the information security director is not the primary person who oversees the IT function and aligns it with the organization’s strategy and objectives.

C. Internal audit director is the senior manager who oversees the internal audit function and provides independent assurance on the effectiveness and efficiency of the organization’s governance, risk management, and control processes. The internal audit director may be involved in the coordination between the IT risk strategy and the business risk strategy, especially when it comes to auditing, reviewing, or testing the IT-related processes and controls, but the internal audit director is not the primary person who oversees the IT function and aligns it with the organization’s strategy and objectives. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.1.1, page 7. The Strategic CIO: Balancing Business and ITPriorities, Technology’s Role in Enterprise Risk Management, Aligning Enterprise Cyber Risk and Business Strategy

After a risk has been identified, the risk owner is in the best position to select the appropriate risk treatment option. The risk owner is the person or entity with the accountability and authority to manage a risk1. The risk owner is responsible for evaluating the risk, choosing the most suitable risk treatment option, implementing the risk treatment plan, and monitoring and reviewing the risk and its treatment2. The risk owner has the most knowledge and stake in the risk and its impact on the objectives and activities of the organization. The other options are not the best choices for selecting the risk treatment option, as they do not have the same level of accountability and authority as the risk owner. The risk practitioner is the person or entity with the knowledge and skills to perform the risk management activities1. The risk practitioner can assist the risk owner in identifying, analyzing, evaluating, and treating the risk, but the final decision and responsibility lies with the risk owner. The business process owner is the person or entity with the accountability and authority to manage a business process3. The business processowner may be affected by the risk or involved in the risk treatment, but the risk owner is the one who has the overall responsibility for the risk. The control owner is the person or entity with the accountability and authority to ensure that the controls are properly designed, implemented, and operated4. The control owner can provide input and feedback on the effectiveness and efficiency of the controls, but the risk owner is the one who decides which controls are needed and how they are applied. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.1.3, Page 51.

 Role of the System Owner:

The system owner is responsible for the overall operation and management of an application or system. This includes ensuring that technical controls are implemented and functioning as intended.

They have detailed knowledge of the system's architecture, the controls in place, and how those controls are applied within the system.

 Effectiveness of Technical Controls:

Assessing the effectiveness of a technical control requires understanding its implementation, configuration, and operational context.

The system owner is best positioned to provide this information as they manage and oversee the technical environment of the application.

 Comparing Other Roles:

Internal Auditor:While auditors review and evaluate the effectiveness of controls, they do so from an independent standpoint and might not have detailed, day-to-day operational insights.

Process Owner:The process owner focuses on business processes rather than technical controls specific to an application.

Risk Owner:The risk owner is responsible for managing risk but may not have the technical expertise or detailed operational knowledge of the system.

 Supporting Information:

According to the CRISC Review Manual, the system owner is often involved in the assessment and reporting of control effectiveness, especially regarding technical controls (CRISC Review Manual, Chapter 3: Risk Response and Mitigation, Section 3.1.3 Assessing Control Effectiveness) .

Continuous monitoring of key risk indicators (KRIs) will provide an early warning so that proactive action can be taken, because it helps to detect and measure the changes or trends in the risk level or performance, and to alert the risk owners and stakeholders when the risk exceeds the predefined thresholds or targets. 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. Continuous monitoring is a process of collecting and analyzing data on a regular or real-time basis, to provide timely and relevant information for decision making or action taking. Continuous monitoring of KRIs will provide an early warning, as it helps to identify and address the risk issues or incidents before they escalate or cause significant damage or disruption. Ensuring that risk will not exceed the defined risk appetite of the organization, providing a snapshot of the risk profile, and ensuring that risk tolerance and risk appetite are aligned are all possible outcomes of continuous monitoring of KRIs, but they are not the best answer, as they do not reflect the main purpose and benefit of continuous monitoring of KRIs, which is to provide an early warning. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.3.2, page 97

An intrusion detection system (IDS) is a network security tool that monitors network traffic and devices for known malicious activity, suspicious activity or security policy violations1. An IDS can generate alerts when it detects any potential threats, but not all alerts are accurate or relevant. There are two types of errors that can affect the performance and reliability of an IDS: false positives and false negatives2.

A false positive is when an IDS incorrectly flags a benign or normal activity as malicious or suspicious. For example, an IDS may alert on a legitimate network scan or a harmless software update. False positives can reduce the credibility and efficiency of an IDS, as they can overwhelm the security team with unnecessary alerts, distract them from the real threats, and cause them to ignore or disable the IDS3.

A false negative is when an IDS fails to flag a malicious or suspicious activity as such. For example, an IDS may miss a stealthy or novel attack that does not match any known signatures or patterns. False negatives can compromise the security and integrity of the network, as they can allow attackers to bypass the IDS and cause damage or steal data without being detected4.

The risk practitioner should recommend to analyze the alerts to minimize the false positives, because this is the best way to improve the accuracy and usefulness of the IDS. By analyzing the alerts, the risk practitioner can:

Identify the sources and causes of the false positives, such as misconfigured or outdated IDS rules, network anomalies, or legitimate traffic that resembles malicious traffic5.

Adjust or fine-tune the IDS settings, such as the alert threshold, the sensitivity level, the detection method, or the rule base, to reduce the number of false positives without increasing the risk of false negatives.

Validate or verify the alerts with other sources of information, such as logs, network traffic analysis, or threat intelligence, to confirm or dismiss the alerts as true or false positives.

Prioritize or classify the alerts based on their severity, impact, or likelihood, to focus on the most critical or relevant alerts and avoid alert fatigue.

The other options are not the best course of action, because:

Resetting the alert threshold based on peak traffic is not a reliable or effective way to minimize the false positives, as it may also increase the risk of false negatives. The alert threshold is the level of activity or deviation that triggers an alert from the IDS. If the threshold is set too high, the IDS may miss some malicious or suspicious activity that occurs below the threshold. If the threshold is set too low, the IDS may generate too many alerts for normal or benign activity that exceeds the threshold. The optimal threshold depends on various factors, such as the network size, topology, traffic volume, and baseline. Peak traffic is not a good indicator of the optimal threshold, as it may vary depending on the time, day, or season, and it may not reflect the normal or expected network behavior.

Analyzing the traffic to minimize the false negatives is not the main issue or goal in this scenario, as the problem is the high number of alerts, not the low number of alerts. Analyzing thetraffic can help to identify the malicious or suspicious activity that the IDS may have missed, but it does not address the root cause of the false positives or improve the IDS performance. Moreover, analyzing the traffic can be time-consuming and resource-intensive, especially for large or complex networks, and it may require specialized tools or skills that the risk practitioner may not have.

Sniffing the traffic using a network analyzer is not a suitable or feasible option in this scenario, as it may violate the privacy or security policies of the network or the organization. Sniffing the traffic means capturing and inspecting the network packets that are transmitted or received by the devices on the network. A network analyzer is a tool that can perform this function and display the packet data in a readable format. However, sniffing the traffic can also expose sensitive or confidential information, such as passwords, usernames, or credit card numbers, that may be contained in the packets. Therefore, sniffing the traffic may require authorization or consent from the network owners or users, and it may be restricted or prohibited by law or regulation.

References =

What is an intrusion detection system (IDS)? - IBM

Intrusion detection system - Wikipedia

What Are Intrusion Detection Systems? - MUO

12 Best Intrusion Detection System (IDS) Software 2024 - Comparitech

What is an Intrusion Detection System (IDS)? - Fortinet

[False Positive and False Negative in Intrusion Detection System]

[False Positives and False Negatives in Intrusion Detection Systems]

[How to Reduce False Positives for Your IDS/IPS]

[How to Set the Right Alert Thresholds for Your IDS/IPS]

[Network Traffic Analysis: What It Is and How It Works]

[What is a Network Analyzer? - Definition from Techopedia]

A risk heat map is a tool that shows the likelihood and impact of different risks on a matrix, using colors to indicate the level of risk. A risk heat map is most commonly used as part of an IT risk analysis to facilitate risk assessment, which is the process of estimating the probability and consequences of the risks, and comparing them against the risk criteria1. A risk heat map can help to visualize, communicate, and prioritize the risks, as well as to evaluate the effectiveness of the risk response actions2. The other options are not the best choices for describing the purpose of a risk heat map, as they are either less specific or less relevant than risk assessment. Risk communication is the process of sharing and exchanging information about the risks among the stakeholders3. A risk heat map can support risk communication by providing a clear and concise representation of the risks, but it is not the main objective of the tool. Riskidentification is the process of finding, recognizing, and describing the risks that may affect the organization4. A risk heat map can help to identify the risks by categorizing them into different domains or sources, but it is not the primary function of the tool. Risk treatment is the process of selecting and implementing the appropriate measures to modify the risk5. A risk heat map can help to guide the risk treatment by showing the risk ratings and thresholds, but it is not the core purpose of the tool. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.1.1, Page 47.

The best course of action when a recent regulatory requirement has the potential to affect an organization’s use of a third party to supply outsourced business services is to conduct a gap analysis, as it involves comparing the current and desired states of compliance, and identifying any gaps or discrepancies that need to be addressed. Terminating the outsourcing agreement, identifying compensating controls, and transferring risk to the third party are not the best courses of action, as they may not be feasible, effective, or appropriate, respectively, and may require the prior knowledge of the compliance gaps and risks. References = CRISC Review Manual, 7th Edition, page 111.

The most effective way to help ensure accountability for managing risk is to assign process owners to key risk areas. Process owners are the persons or entities that have the authority andresponsibility to manage a specific process or a group of related processes. Process owners help to identify, assess, and respond to the risks associated with the process, and to monitor and report on the process performance and improvement. Process owners also help to communicate and coordinate the process management activities with the relevant stakeholders, such as the board, management, business units, and IT functions. Assigning process owners to key risk areas helps to ensure accountability for managing risk, because it helps to define and clarify the roles and responsibilities of the process owners, and to establish and enforce the expectations and standards for the process owners. Assigning process owners to key risk areas also helps to measure and evaluate the effectiveness and efficiency of the process owners, and to identify and address any issues or gaps in the process management activities. The other options are not as effective as assigning process owners to key risk areas, although they may be related to the risk management process. Obtaining independent risk assessments, assigning incident response action plan responsibilities, and creating accurate process narratives are all activities that can help to support or improve the risk management process, but they do not necessarily ensure accountability for managing risk. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.2.1, page 2-11.

Conducting a root cause analysis is the best course of action for an IT business owner following an unexpected increase in emergency changes, as it helps to identify and address the underlying cause(s) of the problem and prevent it from recurring in the future. A root cause analysis is a systematic process of finding and resolving the fundamental factors that contribute to a specific issue or event. A root cause analysis can help to improve the quality and reliability of the IT services and processes, reduce the costs and risks associated with emergency changes, and enhance the customer satisfaction and trust.

The other options are not the best courses of action for an IT business owner following an unexpected increase in emergency changes. Evaluating the impact to control objectives is an important step to assess the potential consequences of the emergency changes on the IT governance and risk management, but it does not provide a solution or mitigation strategy for the problem. Validating the adequacy of current processes is a good practice to ensure that the IT processes are aligned with the business needs and objectives, but it does not address the specific cause(s) of the emergency changes. Reconfiguring the IT infrastructure is a possible action to implement the emergency changes, but it does not prevent the occurrence or recurrence of the problem. References = IT Business Owner’s Best Course of Action Following Unexpected Increase …, ITIL Change Types: Standard vs Normal vs Emergency - Freshworks, Emergency Change Management: Please Stop The Drama

 The most important key performance indicator (KPI) to monitor the effectiveness of disaster recovery processes is the percentage of IT systems meeting the recovery time objective (RTO) during the disaster recovery test. The RTO is the maximum acceptable time that a system orprocess can be unavailable after a disruption. The disaster recovery test is a simulation of a disaster scenario to evaluate the readiness and capability of the organization to restore its critical functions and systems. By measuring the percentage ofIT systems meeting the RTO during the test, the organization can assess how well the disaster recovery processes meet the predefined objectives and standards. Percentage of IT systems recovered within the mean time to restore (MTTR), percentage of issues arising from the disaster recovery test resolved on time, and percentage of IT systems included in the disaster recovery test scope are other possible KPIs, but they are not as important as the percentage of IT systems meeting the RTO. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 12; CRISC Review Manual, 6th Edition, page 215.

A baseline assessment is the first step in assessing the maturity of an organization’s internal control environment. A baseline assessment is a comprehensive evaluation of the current state of the internal control structure, processes, and activities across the organization. A baseline assessment helps to identify the strengths and weaknesses of the existing internal controls, as well as the gaps and opportunities for improvement. A baseline assessment also provides a reference point for measuring the progress and effectiveness of the internal control improvement initiatives. The other options are not the first steps in assessing the maturity of an internal control environment, although they may be part of the subsequent steps. Validating control process execution is a technique to verify that the internal control activities are performed as designed and intended. Determining if controls are effective is a process to evaluate the adequacy and efficiency of the internal controls in achieving the desired outcomes and mitigating the risks. Identifying key process owners is a task to assign the roles and responsibilities for the internal control design, implementation, and monitoring to the appropriate individuals or groupswithin theorganization. References = CRISC Review Manual, pages 153-1541; CRISC Review Questions, Answers & Explanations Manual, page 742

Scanning the Internet for unauthorized usage of the enterprise's brand proactively identifies fraudulent activities and enables timely response. This aligns withBrand Protection and Risk Mitigationstrategies.

To ensure that new IT policies address the enterprise’s requirements, it is important to involve the business owners who are the primary stakeholders of the IT services and processes. Business owners can provide valuable input on the business objectives, risks, and expectations that the IT policies should align with and support. By involving business owners in the policy development process, the IT policies will be more relevant, realistic, and acceptable to the business units. References = Risk and Information Systems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.3: IT Risk Scenarios, page 23.

The first factor that should be considered when assessing risk associated with the adoption of emerging technologies is the organizational strategy. The organizational strategy defines the vision, mission, goals, and objectives of the enterprise, and provides the direction and guidance for its activities and decisions. The adoption of emerging technologies should be aligned with the organizational strategy, and support its achievement and performance. The organizational strategy also helps to determine the risk appetite and tolerance of the enterprise, and the criteria for evaluating the risks and benefits of the emerging technologies. Cost-benefit analysis, control self-assessment, and business requirements are also important factors to consider when assessing risk associated with the adoption of emerging technologies, but they are not the first factor to consider. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 1, Section 1.2.1.1, page 181

1: ISACA Certified in Risk and Information Systems Control (CRISC®) Exam Guide, Answer to Question 656.

A reciprocal agreement is an agreement made by two or more organizations to use each other’s resources during a disaster1. For example, two organizations with similar IT infrastructure may agree to provide backup servers or data centers for each other in case of a major disruption. By doing so, they transfer the risk of losing their IT capabilities to the other party, who agrees to share the responsibility and cost of recovery.

A reciprocal agreement is a form of risk transfer, which is one of the four risk treatment options according to ISO 270012. Risk transfer means that the organization shifts the potential negative consequences of a risk to another party, such as an insurance company, a vendor, or a partner. This reduces the organization’s exposure and liability to the risk, but it does not eliminate the risk completely, as the other party may fail to fulfill their obligations or charge a high price for their services.

References = Reciprocal Agreement - Risky Thinking, ISO 27001 Risk Assessment & Risk Treatment: The Complete Guide - Advisera

The most important factor to include in the analysis of the policy exception is the risk associated with the inability to implement the multi-factor authentication requirement. A policy exception is a temporary orpermanent deviation from the established policies or standards of the organization, due to various reasons, such as budget constraints, technical limitations, or business needs. A policy exception must be submitted and approved by the appropriate authority, and it must include a clear and comprehensive analysis of the rationale, impact, and mitigation of the exception. The risk associated with the inability to implement the multi-factor authentication requirement is the most important factor to include in the analysis, because it evaluates the probability and severity of potential threats or incidents that could exploit the lack of multi-factor authentication, such as unauthorized access, data breach, or identity theft. The risk analysis also helps to justify the need and urgency of the policy exception, and to propose alternative or compensating controls to reduce or transfer the risk, such as password policies, access restrictions, or encryption. The other options are not the most important factor, although they may be relevant or supportive to the policy exception analysis. Sections of the policy that may justify not implementing the requirement are the clauses or provisions in the policy that allow or enable the policy exception, such as exemptions, waivers, or variances. These sections can help to validate the legitimacy and feasibility of the policy exception, but they do not assess the risk or the impact of the exception. Budget justification to implement the new requirement during the current year is the explanation and evidence of the financial resources and constraints that affect the implementation of the multi-factor authentication requirement. This justification can help to demonstrate the cost-benefit and return on investment of the requirement, but it does not measure the risk or the mitigation of the exception. Industry best practices with respect to implementation of the proposed control are the proven methods and standards that are adopted by the leading organizations in a specific field or sector for implementing the multi-factor authentication requirement. These best practices can help to benchmark and improve the quality and effectiveness of the requirement, but they do not quantify the risk or the impact of the exception. References = Policy Exception Management - ISACA, Multi-Factor Authentication Policy - University of Arkansas, Common Conditional Access policy: Require MFA for all users

A high number of exceptions often indicate misalignment betweenpoliciesand business needs. Reviewing policies helps determine if they are overly restrictive or need adjustments to reduce exceptions while maintaining security.

Being the first to market is a competitive advantage that can help an organization gain market share, customer loyalty, and brand recognition. However, this advantage can be lost if the projectis delayed and the competitors catch up or surpass the organization. Therefore, the project delivery time is of greatest concern to senior management, as it directly affects the strategic objective of the project. The other options are less critical, as they can be managed or mitigated by the project team. More time for testing can improve the quality and reliability of the product, a new project manager can bring fresh ideas and perspectives, and the cost overrun can be justified by the expected benefits and revenues of the product. References = Project Initiation: The First Step to Project Management [2023] • Asana, 12 Steps to Initiate and Plan a Successful Project

Updating IT Policy Framework for Cloud Usage:

Gap Analysis: The first step in updating the IT policy framework is to conduct a gap analysis to identify discrepancies between the current state and the desired target framework for cloud usage.

Assessment of Current State: This involves reviewing existing policies, controls, and practices related to cloud usage to understand current capabilities and limitations.

Target Framework Definition: Define the desired state based on industry best practices, regulatory requirements, and organizational objectives.

Importance of Gap Analysis:

Focused Improvements: Identifying gaps allows the organization to focus on specific areas that need enhancement to align with best practices and compliance requirements.

Resource Allocation: Helps in allocating resources effectively to address the most critical gaps first.

Comparison with Other Options:

Consult with Industry Peers: Useful for gathering insights but should follow the gap analysis to ensure relevance to the organization’s specific context.

Evaluate Adherence to Existing Policies: Part of the gap analysis but not the initial step.

Adopt Industry-leading Framework: Important for long-term strategy but should be based on identified gaps.

Best Practices:

Comprehensive Review: Conduct a thorough review of existing policies and compare them with industry standards.

Stakeholder Involvement: Engage relevant stakeholders in the gap analysis to ensure all perspectives are considered.

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.

Assigning ownership to each risk scenario is fundamental in risk management. Without designated owners, there is a lack of accountability, which can lead to risks not being adequately managed or mitigated. The absence of assigned owners means that no one is responsible for monitoring, reporting, or addressing the risk, increasing the likelihood of adverse outcomes.

A data loss prevention (DLP) control is a technology that tries to detect and stop sensitive data breaches, or data leakage incidents, in an organization. A DLP control is used to prevent sensitive data, such as credit card numbers, from being disclosed to an unauthorized person, whether it is deliberate or accidental1. The best way to help ensure the effectiveness of a DLP control that has been implemented to prevent the loss of credit card data is to test the transmission of credit card numbers. This is a technique to verify that the DLP control can successfully identify and block the credit card data when it is sent or received through various channels, such as email, messaging, or file transfers. Testing the transmission of credit card numbers can help to evaluate the accuracy and reliability of the DLP control, as well as to identify and correct any false positives or false negatives. The other options are not the best ways to help ensure the effectiveness of a DLP control that has been implemented to prevent the loss of credit card data, although they may be helpful and complementary. Reviewing logs forunauthorized data transfers is a technique to monitor and analyze the DLP control activities and incidents, such as who, what, when, where, and how the data was transferred. However, reviewing logs is a reactive and passive approach, while testing the transmission is a proactive and active approach. Configuring the DLP control to block credit card numbers is a technique to set up the DLP control rules and policies, such as defining the data patterns, the detection methods, and the response actions. However, configuring the DLP control is a prerequisite and a preparation step, while testing the transmission is a validation and a verification step. Testing the DLP rule change control process is a technique to ensure that the DLP control rules and policies are updated and maintained in a controlled and coordinated manner, such as obtaining approval, documenting the changes, testing the changes, and communicating the changes. However, testing the DLP rule change control process is a quality and governance step, while testing the transmission is a performance and functionality step. References = What is Data Loss Prevention (DLP)? | Digital Guardian1; CRISC Review Manual, pages 164-1652; CRISC Review Questions, Answers & Explanations Manual, page 833

According to the What To Look For When Assessing Your Organization’s Security Risk Posture article, risk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. Risk appetite should be aligned with the organization’s strategy, goals, and values, and should reflect the organization’s risk culture and capabilities. When reviewing a risk response strategy, senior management’s primary focus should be placed on the alignment with risk appetite, as this indicates how well the risk response strategy supports the organization’s objectives and expectations, and how consistent it is with the organization’s risk tolerance and risk profile. By ensuring the alignment with risk appetite, senior managementcan evaluate the effectiveness and efficiency of the risk response strategy, and determine if any adjustments or improvements are needed. References = What To Look For When Assessing Your Organization’s Security Risk Posture

Insecure data transmission protocols should be of greatest concern when an organization is implementing internet of Things (IoT) technology to control temperature and lighting in its headquarters, because they can expose the IoT devices and data to unauthorized access,interception, or manipulation. Insecure data transmission protocols can also compromise the confidentiality, integrity, and availability of the IoT system and the information it collects and transmits. The other options are not the greatest concerns, although they may also pose some challenges or risks to the IoT implementation. Insufficient network isolation, impact on networkperformance, and lack of interoperability between sensors are examples of technical or operational issues that can affect the functionality, efficiency, or compatibility of the IoT system, but they do not have the same severity or impact as insecure data transmission protocols. References = CRISC Sample Questions 2024

The primary objective of automating controls is to facilitate continuous control monitoring. Automation enables real-time or near-real-time oversight of control activities, allowing for prompt detection and response to control failures or anomalies. This continuous monitoring enhances the organization's ability to maintain compliance and manage risks effectively.

The best risk response for an identified high probability risk scenario involving a critical, proprietary business function with an annualized cost of control higher than the annual loss expectancy is to accept the risk. Accepting the risk means acknowledging the risk but choosing not to take any specific action to address it. This strategy is suitable when the cost of implementing controls exceeds the potential loss, as in this scenario. The organization recognizes the risk, but the cost-benefit analysis suggests that the potential loss is acceptable given the higher cost of control. The other options are not the best risk responses, as they may not befeasible, practical, or cost-effective in this scenario. Mitigating the risk means reducing the risk by implementing controls or measures to minimize its potential impact, but this would increase the cost of control, which is already higher than the annual loss expectancy. Transferring the risk means shifting the risk to another party, typically through insurance or contracts, but this may not be possible or advisable for a critical, proprietary business function, and it may also increase the overall cost burden. Avoiding the risk means eliminating the risk entirely by not engaging in the activity that poses the risk, but this may disrupt essential business operations and potentially result in other adverse consequences. References = CRISC Exam:Best Risk Response for High Probability Risk Scenario; Risk Response Plan in Project Management: Key Strategies & Tips; Chapter 19: Summarizing Risk Management Concepts

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.

Continuous data backup controls are the best recommendation to further reduce the impact of ransomware attacks, as they enable the organization to restore the data that has been encrypted or deleted by the ransomware without paying the ransom or losing the data. Continuous data backup controls ensure that the data is regularly and automatically backed up to a secure and separate location, and that the backup data is tested and verified for integrity and availability. Two-factor authentication, encryption for data at rest, and encryption for data in motion are not the best recommendations to further reduce the impact of ransomware attacks, as they do not address the recovery of the data that has been compromised by the ransomware. These controls may help to prevent or mitigate ransomware attacks, butnot to reduce their impact. References = CRISC by Isaca Actual Free Exam Q&As, question 207; CRISC: Certified in Risk & Information Systems Control Sample Questions, question 207.

Risk scenario development is a process that involves identifying and describing the potential risk events that can affect an organization’s objectives and operations. Risk scenario development requires the input and participation of various stakeholders, such as the management, the staff, the customers, the suppliers, the regulators, and the competitors. The primary benefit of stakeholder involvement in risk scenario development is that it increases the awareness of emerging business threats, meaning that it helps to identify and anticipate the new or changingsources and impacts of risk that may not be captured by theexisting risk assessment methods or tools. Stakeholder involvement can also help to improve the quality and completeness of the risk scenarios, as well as to enhance the communication and collaborationamong the stakeholders regarding the risk management process. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.2.1.1, p. 66-67

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 best evidence of an effective risk treatment plan is that the risk tolerance threshold is above the asset residual risk, because this means that the risk treatment plan has reduced the risk to a level that is acceptable to the enterprise. The risk tolerance threshold is the maximum amount of risk that the enterprise is willing to accept for a given asset or process. The asset residual risk is the remaining risk after applying the risk treatment plan. The risk treatment plan is effective if the asset residual risk is lower than or equal to the risk tolerance threshold. The other options are not the best evidence, although they may also be indicators of an effective risk treatment plan. The inherent risk being below the asset residual risk, the remediation cost being below the asset business value, and the remediation being completed within the asset recovery time objective (RTO) are examples of desirable or expected outcomes of the risk treatment plan, but they do not directly measure the effectiveness of the risk treatment plan. References = CRISC: Certified in Risk & Information Systems Control Sample Questions

 The most likely cause for a risk practitioner to reassess risk scenarios is a change in the regulatory environment. A regulatory environment is the set of laws, rules, and standards that apply to an organization and its activities, such as data privacy, security, compliance, or governance. A change in the regulatory environment can occur due to various factors, such as new legislation, court rulings, enforcement actions, or industry trends. A change in the regulatory environment can affect the risk scenarios that the organization faces, as it may introduce new or modified risks, or alter the probability or impact of existing risks. For example, a new regulation may require the organization to implement additional or different controls, or to report or disclose more information, which may increase the cost, complexity, or vulnerability of the organization’s processes and systems. A change in the regulatory environment may also affect the risk appetite, tolerance, and capacity of the organization, as it may impose different requirements or expectations for the organization’s risk management performance and outcomes. Therefore, a risk practitioner should reassess the risk scenarios when there is a change in the regulatory environment, to ensure that the risk scenarios are accurate, complete, and relevant, and that the risk response strategies and plans are appropriate, effective, and compliant. The other options are not the most likely cause, although they may be related or influential to the riskscenarios. A change in the risk management policy is a change in the rules and guidelines that define how the organization manages its risks, such as the roles and responsibilities, the processes and procedures, the tools and techniques, or the reporting and communication. A change in the risk management policy can affect the risk scenarios, as it may change the way the organization identifies, analyzes, evaluates, and responds to the risks, but it does not directly create or modify the risks themselves. A major security incident is an event or situation that compromises the confidentiality, integrity, or availability of the organization’s information or systems, such as a data breach, a denial-of-service attack, or a ransomware infection. A major security incident can affect the risk scenarios, as it may indicate or reveal the existence or severity of the risks, or trigger or escalate the consequences of the risks, but it is not a cause, rather it is an effect of the risks. An increase in intrusion attempts is an increase in the frequency or intensity of the unauthorized or malicious attempts to access or exploit the organization’s information or systems, such as phishing, malware, or brute-force attacks. An increase in intrusion attempts can affect the risk scenarios, as it may increase the likelihood or impact of the risks, or expose or exacerbate the vulnerabilities of the organization’s processes and systems, but it is not a cause, rather it is a manifestation of the risks. References = Risk Scenarios Toolkit -ISACA, How to Write Strong Risk Scenarios and Statements - ISACA, The Impact of Regulatory Change on Business - Deloitte

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

The most important factor when reporting to senior management on changes in trends related to IT risk is materiality. Materiality is the extent to which the information reported is significant, relevant, and useful for decision-making purposes. Materiality helps to prioritize the most important risks and communicate them effectively to senior management12

1: Integrating KRIs and KPIs for Effective Technology Risk Management - ISACA 2: CRISC Review Manual, 7th Edition, page 271

 Understanding the Question:

The question asks which method best enables timely detection of changes in the security control environment.

 Analyzing the Options:

A. Control self-assessment (CSA):Allows for continuous monitoring and quick detection of any changes or deficiencies in controls.

B. Log analysis:Useful for detecting security incidents but not as comprehensive as CSA for overall control environment changes.

C. Security control reviews:Typically periodic and might not be as timely.

D. Random sampling checks:Not as systematic or comprehensive as CSA.



Control Self-Assessment (CSA):CSA involves regular, structured evaluations by internal staff to ensure controls are working effectively. It promotes early detection of issues by those directly responsible for the controls.

Timeliness:CSA is an ongoing process, making it more timely in identifying changes compared to periodic reviews or random checks.

 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.

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

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

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.

 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

To make well-informed cybersecurity risk decisions, it is most important to determine and understand the risk rating of scenarios. A risk rating is a measure of the severity and priority of a risk, based on the combination of its impact and likelihood. A risk scenario is a description of a potential event or situation that could adversely affect the organization’s objectives, assets, or processes. By determining and understanding the risk rating of scenarios, the organization can identify the most critical and urgent risks, and select the appropriate risk response strategies accordingly. The other options are not as important as determining and understanding the risk rating of scenarios, because they do not provide a clear and comprehensive view of the risk, butrather focus on specific or partial aspects of the risk management process. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.3.1, page 45.

The most important component of effective security incident response is a documented communications plan. A communications plan defines the roles and responsibilities, channels and methods, frequency and timing, and content and format of the communications that take place during and after a security incident. A communications plan helps to ensure that the relevant stakeholders are informed and updated about the incident status and outcome, and that the incident response activities are coordinated and consistent. A communications plan also helps to manage the expectations and perceptions of the stakeholders, and to maintain the trust and reputation of the enterprise. Network time protocol synchronization, identification of attack sources, and early detection of breaches are also important components of effective security incident response, but they are not as important as a documented communications plan. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 4, Section 4.2.1.2, page 1931

1: ISACA Certified in Risk and Information Systems Control (CRISC®) Exam Guide, Answer to Question 660.

 The primary purpose of a business impact analysis (BIA) is to evaluate the priority of business operations in case of disruption. A BIA is a process that identifies and analyzes the potential effects of various types of disruptions on the enterprise’s critical business functions and processes. A BIA helps to determine the recovery objectives, such as the recovery time objective (RTO) and the recovery point objective (RPO), for each business operation, based on the impactof disruption on the enterprise’s objectives, reputation, compliance, and stakeholders. A BIA also helps to identify the dependencies, resources, and interdependencies of the business operations, and to rank them according to their importance and urgency. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.2.1, page 671

The best course of action for a risk practitioner who finds that the approved risk action plan has not been completed but other risk mitigation actions have been implemented is to verify the sufficiency of mitigating controls with the risk owner. This is because the risk owner is the person who is accountable for the risk and the risk response strategy, and therefore should be consulted to ensure that the alternative actions are adequate and effective in reducing the risk to an acceptable level. The other options are not the best course of action, although they may also be performed after verifying the sufficiency of mitigating controls with the risk owner. Reviewing the cost-benefit of mitigating controls, marking the risk status as unresolved within the risk register, and updating the risk register with implemented mitigating actions are secondary actions that depend on the outcome of the verification process. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 4, Section 4.3.2, p. 193.

Differences in regulatory requirements are the most important factor for a multinational organization to consider when developing its security policies and standards. This is because different countries or regions may have different laws, regulations, or standards that govern the protection of information and data, such as the General Data Protection Regulation (GDPR) in the European Union, the Health Insurance Portability and Accountability Act (HIPAA) in the United States, or the Personal Information Protection and Electronic Documents Act (PIPEDA) in Canada. A multinational organization must comply with the applicable regulatoryrequirements in each jurisdiction where it operates, or it may face legal, financial, or reputational risks. Therefore, the organization should develop its security policies and standards in a way that meets or exceeds the minimum regulatory requirements, and also aligns with its business objectives and risk appetite. According to the CRISC Review Manual 2022, one of the key elements of IT governance is to ensure compliance withexternal laws and regulations1. According to the CRISC Review Questions, Answers & Explanations Manual 2022, differences in regulatory requirements is the correct answer to this question2.

Regional competitors’ policies and standards, ability to monitor and enforce compliance, and industry-standard templates are not the most important factors for a multinational organization to consider when developing its security policies and standards. These factors may be useful or relevant, but they are not as critical or mandatory as the differences in regulatory requirements. Regional competitors’ policies and standards may provide some insights or benchmarks, but theymay not reflect the organization’s specific needs or risks. Ability to monitor and enforce compliance is an important aspect of implementing and maintaining security policies and standards, but it does not determine the content or scope of the policies and standards. Industry-standard templates may offer some guidance or best practices, but they may not cover all the regulatory requirements or the organization’s unique circumstances.

The RPO defines how much data loss is acceptable during system failure. If not clearly defined, restoration may skip key data, leading to incomplete recovery. ISACA guidelines highlight that alignment of RPO/RTO with business objectives is critical for viable DR planning

 According to the How Important Is Source Code Escrow - ISACA article, the purpose of requiring source code escrow in a contractual agreement is to ensure that the source code isavailable if the vendor ceases to exist. Source code escrow is the deposit of the source code of software with a third-party escrow agent, who releases it to the licensee only if certain conditions are met, such as the bankruptcy, merger, or acquisition of the licensor. This arrangement protects the licensee from losing access to the software support and maintenance, and allows them to continue using and modifying the software as needed. Therefore, the answer is B. ensure that the source code is available if the vendor ceases to exist. References = How Important Is Source Code Escrow - ISACA

After identifying new risk events during a project, the project manager’s next step should be to record the scenarios into the risk register, which is a document that records and tracks the identified risks, their causes, impacts, likelihood, responses, owners, and status. Recording the scenarios into the risk registerhelps to document and communicate the risks to the project team and stakeholders, and to facilitate the subsequent risk analysis and response processes. The other options are not the next steps, but rather the subsequent steps after recording the scenarios into the risk register. Determining if the scenarios need to be accepted or responded to is part of the risk evaluation and treatment process, which requires a prior risk analysis. Continuing with a qualitative or quantitative risk analysis is part of the risk assessment process, which requires a prior risk identification and documentation. References = Risk Register: A Project Manager’s Guide with Examples [2023] • Asana; Risk Identification in Project Management; 6.3. The 5 Steps of the Risk Management Process

A comparison of current risk levels with established tolerance is the most useful information for senior management when determining an appropriate risk response, as it shows the gap between the actual risk exposure and the desired risk exposure of the enterprise. This gap indicates the need and urgency for risk response actions, and helps senior management to prioritize and allocate resources for risk mitigation. A comparison of current risk levels with established tolerance also reflects the effectiveness of the existing risk management process and controls, and enables senior management to monitor and adjust the risk strategy and objectives accordingly. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 234. CRISC by Isaca Actual Free Exam Q&As, Question 9. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 234. CRISC Sample Questions 2024, Question 234.

The first thing that should be done by IT governance to support the development of a new risk management plan to specifically address legal and regulatory risk scenarios is to establish IT-specific compliance objectives. Compliance objectives are the goals or targets that the organization sets to ensure that its IT activities and processes comply with the relevant laws, regulations, standards, and contracts. Compliance objectives help to define the scope, criteria, and expectations for the IT compliance program, and to align the IT compliance activities with the organization’s strategy, risk appetite, and performance measures. Compliance objectives also help to communicate and demonstrate the organization’s commitment and accountability for IT compliance to the internal and external stakeholders, such as the board, management, regulators, auditors, and customers. The other options are not the first thing that should be done, although they may be useful or necessary steps or components of the IT compliance program. Requesting a regulatory risk reporting methodology, requiring critical success factors (CSFs) for IT risks, and communicating IT key risk indicators (KRIs) and triggers are all activities that can help to implement and monitor the IT compliance program, but they require the prior definition and agreement of the IT compliance objectives. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.4.1, page 2-37.

According to the CRISC Review Manual, a control owner is the person who is accountable for ensuring that specific control activities are performed. The control owner is responsible for defining, implementing, monitoring, and improving the control. Therefore, the control ownershould authorize changing the control threshold value, as it is part of their role to ensure that the control is effective and efficient. The other options are not the correct answers, because they are not directly involved in the control activities. The risk owner is the person who is accountable for the risk and its associated mitigation actions. The IT security manager is the person who is responsible for overseeing the IT security function and ensuring that the IT security policy is enforced. The IT system owner is the person who is responsible for the operation andmaintenance of the IT system and its associated data. References = CRISC Review Manual, 7th Edition, Chapter 3, Section 3.1.2, page 108.

The most effective approach to prioritize risk scenarios is by assessing the impact to the strategic plan, because this will help to align the risk management process with the organization’s vision, mission, and goals. The strategic plan is the document that defines the organization’s direction, priorities, and objectives, and guides the allocation of resources and efforts. By assessing theimpact to the strategic plan, the organization can determine which risk scenarios pose the greatest threat or opportunity to the achievement of the strategic objectives, and prioritize them accordingly. The other options are not as effective as assessing the impact to the strategic plan, because they do not directly relate to the organization’s specific context, needs, and expectations, as explained below:

B. Aligning with industry best practices is an approach that involves following the standards, norms, and expectations for risk management that are established and followed by the peers or competitors in the same industry or sector. Aligning with industry best practices can help to benchmark and compare the organization’s risk management performance and maturity, and identify areas for improvement or innovation. However, this approach is not as effective as assessing the impact to the strategic plan, because it does not account for the organization’s unique and customized risk scenarios, which may differ from the industry average or standard.

C. Soliciting input from risk management experts is an approach that involves seeking advice, guidance, or feedback from the professionals or specialists who have the knowledge, experience, or skills in risk management. Soliciting input from risk management experts can help to enhance the quality and validity of the risk analysis and evaluation, and provide insights and recommendations for risk mitigation. However, this approach is not as effective as assessing the impact to the strategic plan, because it does not reflect the organization’s risk appetite, preferences, and expectations, which may differ from the risk management experts’ opinions or perspectives.

D. Evaluating the cost of risk response is an approach that involves estimating the resources and efforts required to implement the risk response strategies, such as avoiding, reducing, transferring, or accepting the risk. Evaluating the cost of risk response can help to optimize the risk management efficiency and effectiveness, and balance the potential benefits and costs of taking risks. However, this approach is not as effective as assessing the impact to the strategic plan, because it does not consider the potential consequences and outcomes of the risk scenarios, which may affect the organization’s performance and reputation. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.3.1, page 45. The Ultimate Guide to Risk Prioritization - Hyperproof, Risk Prioritization: What Is It? [2021 Guide & Matrix] - ERM Software, What is Risk Prioritization | Centraleyes, Scenario Planning in Risk Management: Why It is Needed - SmartCompliance

Backups are the best control to mitigate the impact of a failed IT system upgrade project that has resulted in the corruption of an organization’s asset inventory database, as they allow theorganization to restore the data from a previous state and resume normal operations. Encryption, authentication, and configuration are not the best controls, as they do not address the data corruption issue, but rather the datasecurity, access, and quality issues, respectively. References = CRISC Review Manual, 7th Edition, page 153.

A virus transmitted on a USB thumb drive is a scenario that represents a threat, as it involves a malicious or harmful event that could compromise the confidentiality, integrity, or availability of an information system. A virus is a type of malware that can infect and damage files, programs, or devices by replicating itself and spreading to other systems or networks. A USB thumb drive is a portable storage device that can be used to transfer data between computers or devices. Avirus transmitted on a USB thumb drive can occur when a user inserts an infected USB thumb drive into a computer or device, or when a user downloads or copies an infected file from a USB thumb drive to a computer or device. A virus transmitted on a USB thumb drive can pose a serious risk to the information system, as it can corrupt or delete data, disrupt or degrade performance, steal or leak information, or allow unauthorized access or control.

The other options are not scenarios that represent a threat, but rather vulnerabilities or weaknesses that could increase the likelihood or impact of a threat. Connecting a laptop to a free, open, wireless access point (hotspot) is a vulnerability, as it exposes the laptop to potential eavesdropping, interception, or manipulation by malicious actors on the same network. Visitorsnot signing in as per policy is a vulnerability, as it creates a gap in the physical security and access control of the premises, and could allow unauthorized or malicious visitors to enter or access sensitive areas or assets. Storing corporate data in unencrypted form on a laptop is a vulnerability, as it reduces the protection and security of the data, and could enable unauthorized or malicious access, disclosure, or modification of the data in case of loss, theft, or compromise of the laptop. References = What is a Computer Virus? | McAfee, What is a USB Flash Drive? | Kingston Technology, Threats, Vulnerabilities, and Exploits – oh my!

Implementing a data masking process is the best method to mitigate the risk of an unauthorized employee viewing confidential data in a database. Data masking is the process of replacing sensitive data with fictitious but realistic data, such as changing names, addresses, phone numbers, etc. Data masking protects the privacy and confidentiality of the data, while still allowing for testing, analysis, or training purposes. Implementing role-based access control, including sanctions in NDAs, and installing a DLP tool are also useful methods to reduce the risk of data exposure, but they are not as effective as data masking, which prevents the data from being accessed in the first place. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.3.1, page 3-21.

Key performance indicators (KPIs) are metrics used to measure and evaluate the achievement of the organization’s objectives and strategies1. KPIs for critical IT assets are KPIs that focus onthe performance and value of the IT assets that are essential for the organization’s operations and functions2. KPIs for critical IT assets may include metrics such as availability, reliability, utilization, cost, and security of the IT assets3. The need to review and update KPIs for critical IT assets may be driven by various factors, such as changes in the business environment, customer expectations, or regulatory requirements. However, the most likely factor that would drive the need to review and update KPIs for critical IT assets is the outcomes of periodic risk assessments. A risk assessment is a process that involves identifying, analyzing, and evaluating the risks and their potential impacts on the organization’s objectives and performance4. A periodic risk assessment is a risk assessment that is performed at regular intervals, such as monthly, quarterly, or annually, to capture the changes and updates in the risk environment and the risk profile5. The outcomes of periodic risk assessments would most likely drive the need to review and update KPIs for critical IT assets, as they would provide insights into the current and emerging risks that may affect the performance and value of the critical IT assets, as well as the effectiveness and efficiency of the existingand planned controls and responses. By reviewing and updating the KPIs for critical IT assets based on the outcomes of periodic risk assessments, the organization can ensure that the KPIs are relevant, realistic, and aligned with the organization’s risk appetite and tolerance, and that they provide accurate and timely information for decision making and reporting. The outsourcing of related IT processes, changes in service level objectives, and findings from continuous monitoring are not the most likely factors that would drive the need to review and update KPIs for critical IT assets, as they do not provide the same level of information and impact as the outcomes of periodic risk assessments. The outsourcing of related IT processes is a decision that involves transferring some or all of the IT processes that support or enable the critical IT assets to an external service provider. The outsourcing of related IT processes may affect the performance and value of the critical IT assets, but it does not necessarily require a review and update of the KPIs for critical IT assets, as the KPIs may still be valid and applicable for the outsourced IT processes. Changes in service level objectives are changes in the expected or agreed level of quality or performance of the IT services that support or enable the critical IT assets. Changes in service level objectives may affect the performance and value of the critical IT assets, but they do not necessarily require a review and update of theKPIs for critical IT assets, as the KPIs may still be consistent and compatible with the changed service level objectives. Findings from continuous monitoring are the results or outcomes of the ongoing observation and measurement of the performance and compliance of the IT processes and systems that support or enable the critical IT assets. Findings from continuous monitoring may affect the performance and value of the critical IT assets, but they do not necessarily require a review and update of the KPIs for critical IT assets, as the KPIs may still be relevant and reliable for the continuously monitored IT processes and systems. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.2: Risk Monitoring, pp. 189-191.

An IT risk register is a document that records and tracks the significant IT risks that an organization faces across its various functions, processes, and activities. An IT risk register can help to provide a comprehensive and consistent view of the organization’s IT risk profile, and to support the decision making and reporting of the IT risk management function1.

One of the data that must be updated to maintain an IT risk register is the expected frequency and potential impact of each IT risk. The expected frequency is the probability or likelihood of the IT risk occurring, based on historical data, statistical analysis, expert judgment, or other methods. The potential impact is the magnitude or severity of the consequences or outcomes of the IT risk, measured in terms of cost, time, quality, reputation, or other criteria2.

Updating the expected frequency and potential impact of each IT risk is essential for maintaining an IT risk register, because it can help to:

Evaluate and prioritize the IT risks based on their risk level, which is calculated by multiplying the frequency and impact

Monitor and track the changes or trends in the IT risk exposure and performance over time

Identify and implement the appropriate risk response strategies and controls, based on the risk level and the risk appetite and tolerance of the organization

Report and communicate the IT risk status and progress to the stakeholders, using risk indicators, dashboards, or matrices3

The other options are not the data that must be updated to maintain an IT risk register, but rather the data that are used as inputs or outputs of the IT risk management process. Risk tolerance is the acceptable variation in the outcomes related to specific objectives or risks. Risk tolerance is used to measure the IT risk analysis and to guide the IT risk response. Enterprise-wide IT risk assessment is a process that identifies, analyzes, and evaluates the IT risks across theorganization. Enterprise-wide IT risk assessment is used topopulate the IT risk register and to inform the IT risk response. Risk appetite is the amount and type of risk that an organization is willing to accept in order to achieve its objectives. Risk appetite is used to guide the IT risk analysis and to align the IT risk response. References =

Risk Register - ISACA

Risk Analysis - ISACA

Risk Register 2021-2022 - UNECE

[How To Conduct Business Impact Analysis in 8 Easy Steps - G2]

[Risk Appetite and Risk Tolerance - ISACA]

[Enterprise Risk Assessment - ISACA]

[CRISC Review Manual, 7th Edition]

Code review could BEST detect an in-house developer inserting malicious functions into a web-based application, because it is a process that involves examining and verifying the source code of the application for any errors, vulnerabilities, or malicious functions. Code review can help toidentify and remove any unauthorized or harmful code that the developer may have inserted, either intentionally or unintentionally, and to ensure that the application meets the quality andsecurity standards and requirements. The other options are not as effective as code review, because:

Option A: Segregation of duties is a control that involves separating the roles and responsibilities of the developer from those of the tester, the approver, and the deployer, to prevent any conflict of interest or misuse of authority. Segregation of duties can help to reduce the risk of the developer inserting malicious functions into the web-based application, but it does not detect them.

Option C: Change management is a process that involves controlling and documenting any changes to the web-based application, such as new features, enhancements, or bug fixes, to ensure that they are authorized, tested, and approved. Change management can help to track and monitor the changes that the developer may have made to the web-based application, but it does not detect the malicious functions.

Option D: Audit modules are components that are embedded in the web-based application to record and report the activities and transactions that occur within the application, such as user login, data input, or data output. Audit modules can help to audit and review the performance and functionality of the web-based application, but they do not detect the malicious functions. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 214.